Leadership is often considered a critical element of any organization. In the past, research concerning which competencies or traits required of a leader has absorbed many as to which hold priority and importance to any given situation or role. The field of Human Resources (HR) has adopted a business partner strategy that now requires practitioners at multiple levels to act and perform as leaders. There are consistent traits of Human Resources leaders that revolve around specific leadership abilities, individual traits, management skills, and HR technical competencies. Research has identified these major categories as those that impact HR’s ability to create a significant impact to how organizations are led.
The Communicator, Influencer, Coach, and Developer of
People
Development Opportunities for the HR Professional
Human Resources Leadership Competencies
As the progression of development in the Human Resources (HR) field continues from the reputation of administrative managers to strategic consultants, this transition has been a challenge for many practitioners (Laabs, 1997). In order for Human Resources professionals to be considered valuable and sought by their peers for their knowledge and solutions, substantial changes in how they work and contribute must be realized. Today, it becomes necessary to focus instead on the opportunities to develop competitive advantages within an organizational to increase its capacities. Opportunities to increase speed, responsiveness, agility, and learning capacity resulting from employee competence is an opportunity yet realized by many organizations and rests within HR’s challenge to help the organization realize success. At the same time, it is also necessary to protect and leverage the investment in human capital by the way of training and development in order for organizations to benefit from employee’s efforts and contributions (Byham & Riddle, 1999). Many Human Resources professionals are missing this opportunity and their organizations continue to bypass incumbent HR practitioners when considering candidates for senior management. When challenged organizations cite the lack of understanding of Return-on-investment (ROI) and performance return as it relates to the Human Resources function within their organization. Also, organizations seek broad business experiences and knowledge when seeking senior HR leaders. The result of these attitudes towards many HR professionals creates an overall reluctance to invest in these employees and instead focus development dollars elsewhere in the organization (Corporate Leadership Council, 2005). The resulting challenge for the HR professional is to better identify with the competencies that create opportunity not in the their knowledge of the practice of Human Resources, but to develop and maintain a level of leadership acumen and practice that is viewed as valuable and therefore elevate their role in the organization. Substantial research has emerged in the area of HR competencies, but instead of concentrating on all competencies, it becomes necessary to address leadership-related abilities that will permit the professional to move forward within organizations. The competencies to be discussed include categories of overall leadership abilities, individual traits, management skills, and HR technical competencies. Presentations as to how each competency assists the development of the individual are addressed as well as its overall benefit to the organization.
Leadership is not connected with the Human Resources profession except as a resource in which to collect insight and information assist in the decision-making process. But instead the HR professional should also be considered a leader of the organization with the same impact upon success as other comparable leaders. This individual trait is important in many professions, including Human Resources where they are often seen as the example and proponent of prudent leadership practices (Corporate Leadership Council, 2003). Surveys conducted revealed that basic leadership skills are required at all levels of Human Resources (Davidson, 1999). Researchers revealed that 40% of senior HR Executives recognized that leadership abilities are required by HR generalists and above (Yeung, et al, 1996) and therefore even within HR personnel development plans, basic leadership skills are evaluated and cultivated (Laabs, 1997). This element is significant that surveyed leaders reported that leadership skills alongside business knowledge and consulting skills are more important that expert knowledge of human resources (Walker & Stopper, 2000).
The individual’s ability to establish and maintain relationships exists within the personal attributes that allows the HR practitioner to connect with employees and internal customers (Davidson, 1999). It’s the capacity to be willing to adapt within the organization that makes the HR leader more effective and in turn, more valuable to the enterprise (Laabs, 1997) and includes building a reputation of integrity and developing alliances with other organizational leaders (Du Preez & Buccini, 2004).
In order to bring forth the expertise of the HR practitioner as recognized within the organization rests in their ability to be an effective communicator (Davidson, 1999). This is measured by the ability of the professional to connect the organization’s needs along with the objectives of the internal customer in pursuit of the desired outcomes (Yueng, et al, 1996). A balance between the professional’s desire to serve the organization and while staying true to the role of organizational advocate exists where complying with an internal customer’s desires is not adequate. Instead the professional must take into account the enterprise as its customer while balancing customer service mentality and skills (Laabs, 1997). Alongside the ability to communicate, is the ability to influence decisions within the organization at multiple levels. This influence takes into account several attributes to include integrity, credibility, knowledge, and business acumen (Laabs, 1997). All the while, the professional must be akin to influencing change and adoption of best-practices that moves the organization forward regardless of the individual agenda’s of middle management (HRCI, 2007). Alongside this influence includes the ability to reinforce organizational core values and behavioral expectations through modeling, communication, and coaching (HRCI, 2007). The HR coach as a concept is the next logical step in HR leadership. This role encompasses many HR leadership traits in developing a trusting and valuable relationship with functional leaders wherein there is a personal and professional stake in the success of the division and organization. It’s this coaching relationship that empowers the HR practitioner to develop others within the organization to provide results that is rewarding to all stakeholders (Yueng, et al, 1996). This is a large departure from the traditional HR consultant. In the past it was adequate to be responsible for the development of subordinates, but instead the HR professional has now the opportunity to lead by teaching, encouraging, and coaching internal customers in prudent leadership practices as well as HR skill areas.
Although risk taking is not considered to be typical of HR professionals, the practitioner must realize the similarities they have with other business professionals in the spirit of entrepreneurialism. It is therefore necessary that professionals seek risk as within their HR roles (Du Preez & Buccini, 2004). The professional is to see that the use of instincts and experience are built to yield results, but not without a degree of risk. Not considered to be a typical HR competency, the element of exposing oneself in pursuit of larger advancements is necessary in this business environment.
Often it’s considered that Human Resources carry out programs and initiatives in support of the organizational mission and vision. It’s also up to HR professionals and leaders to articulate a vision for the organization while adding how the people aspects of the organization tie into this ideal. The HR leader must have the long-term sight of the organization in mind and see a future beyond the day to day operation. Therefore, HR leaders are now required to develop a vision of their function that complements the organizational goals as well as seek to connect to those within the HR function (Davidson, 1999). It is this vision that plans and goals are developed that align to the preferred outcome for the organization. Once created it is necessary that the appropriate sharing and articulation of the vision be made and is critical in order to solicit other’s support and buy-in (Human Resources Certification Institute, 2007). This concept of vision accounts for both organizational and people-specific visions. This is necessary in order for HR and organizational members to see how they connect to HR’s and the organization’s future. The Human Resources Manager must be viewed as having a future mindset in order to be considered having strategic value.
In order to tie the attributes of strategy development, best practice knowledge, and vision is the desire and action related to the professional’s ability to lead change within the organization (Yueng, Sullivan, et al). One of the benefits of being in the HR function is the ability to see the organization versus individual departments and divisions. The HR change manager is in the ideal position to connect the dots for many organizations to see how processes and structures be improved. The challenge for the practitioner is in the individual’s ability to articulate the need for change, recognize the opportunities for improvement, and have the courage and resolve to drive change (Walker & Stopper, 2000). This attribute incorporates several of the elements discussed above, but still stands on its own as outcomes are realized and change is seen. A challenge often seen in this situation is the perceived outsider view of many organizational members. This label as the disconnected catalyst of the change limits the HR professional’s influence. This is where the HR professional must use his or her relationship and persuasive traits to support the preferred direction.
Perhaps one of the earliest-identified attributes is the need for the HR professional to be strategic in their guidance and expertise. Professional organizations saw this as the quickest way to be considered at a higher-level versus the dreaded administrative process owner as considered in the past. The HR professional now has the chance to establish themselves as the developer of a new HR focus, one that is considered the strategic partner that holds a high-level of expertise and professionalism dedicated to business results (Byham & Riddle, 1999). At a time of HR outsourcing being an option for many organizations HR professionals will embrace the departure of administrative functions out of HR. Administrative and repetitive, non-value-added processes be replaced by suppliers or technology and offers opportunity for HR to move higher in the pursuit of that strategic partner. Often this becomes an imperative to the survival of the HR department as functions shrink and subject to elimination. Not all HR professionals have made the self-investment to develop them into taking on this new role. The ability to help the organization manage strategically is the key HR’s desired value and puts into place opportunities to make great contributions and impact that direct affects the success of the firm (HRCI, 2007).
Many organizational members recall HR as process owners being the role of overseeing the various routine functions or an organizational function. These routines of the business hold critical meaning and necessary for HR professionals to understand what drivers and obligations hold within each process. This basic understanding of operations builds credibility outside of the HR function and from within. The intricacies of past practices and behaviors help keep elements well known to HR in the areas of consistency and equity in the treatment of various events throughout the course of the day. These activities often act as a guide in what is expected in HR functions and considered to be the minimal, but expected element of HR’s duties.
As the opportunities to eliminate the burden of the day-to-day processes are identified, the need to guide and lead processes will not diminish. With the ever increasing legal compliance issues as well as opportunities to optimize current processes, the HR practitioners must now look outside of the limitations of the day to day and make best use of these necessary functions. It is up to the HR professional to now evaluate processes and seek efficiencies that stream-line efforts while identifying opportunities for cost savings. This role from process owner to process manager forces the HR professional to look at processes related to employment, benefits administration, performance management, etc, and seek solutions that incorporate both internal and external resources. Aligned to this process is in the leader’s ability to be a systems thinker. Understanding how each element to the HR function connects with other organizational systems allows the HR professional to see how their function contributes to the organizational objective and make decision that are not limited to HR’s needs but those of the organization. Without this systematic perspective (Yueng, et al, 1999), a tendency of limited vision towards what’s happening in HR overshadows the critical necessity of being focused towards benefitting the organization. This self-serving perspective leads to the typical perspective of HR being bureaucratic and rigid and limits the chance to view as lean and productive.
In order to acknowledge the multiple skill sets required of an HR leader, discussion as to specialization within the profession has emerged. In recent years, the Human Resources Generalist has evolved into the desired HR leader and considered to be the entrance into general HR leadership and leadership within HR specializations. The core competencies required for the HR leader include:
|
Employee Relations |
Training
and Development |
|
Compensation Design |
Employment Law |
|
Benefits
Administration |
Recruiting
and Staffing |
This listing is not inclusive of all HR core competencies, but further demonstrates the
balance necessary for the HR leader to have multiple sources of knowledge. The expert HR practitioner in all areas that is HR although valuable is limited when considering the concept of leadership. It’s from the necessary balance that the necessary knowledge best serve the organization.
In pursuit of the credibility and perceived value of the HR professional, the
necessary understanding of the various business and operational disciplines is necessary for the practitioner to move from the HR administrator towards business partner. This element has become an important segment in HR leadership that the lack of business knowledge of HR professionals has started to compel organizations to insert non-HR executives to lead HR functions (Bates, 2001). An understanding of the business climate in which the organization exists is necessary for the HR professional to understand the unique business and people challenges the organization is facing. Knowledge of the competitive landscape, trends and governmental impact upon the organization is as important as well as the historical knowledge of past experiences and decisions within the organization throughout its history (Du Preez & Buccini, 2004). It’s from this understanding of the specific business concerns, challenges, and opportunities that HR leader use to inform leaders and assist them in making strategic decisions that is based upon an informed and unbiased view (Corporate Executive Board, 2003). Even the basic concepts related to the reading and interpreting of balance sheets and financial statements are necessary in order for the HR professional to assess the necessary people-related initiatives required (Davidson, 1999).
Measures and metrics
The ability of the HR professional to establish and maintain appropriate measures
and benchmarks are necessary not from the management of performance, but to communicate successes realized through its efforts and contributions. As other aspects of the organization determine measures in which to succeed, the HR department and professionals must identify the factors in which to prove its value and continued presence within the organization. Through these activities the HR professional will be considered to be a business partner versus the HR outsider (Walker & Stopper, 2000).
Research indicates that HR is still bogged down by administrative activities and
transactional-based business (Davidson, 1999). By gaining diagnostic insight through the use of data and measures HR determines the future path of its programs and initiatives (Laabs, 1997). Through these analytical processes the professional will expect needs within the organization and plan for changes in industrial, demographic, regulatory, or other changes affecting the organization and its workforce (Bates, 2001). Once the necessary analysis skills are completed the HR professional uses the necessary problem solving, application of record keeping, technology, and solicitation of outside resources in order to meet current or impending challenges (Davidson, 1999).
The challenges set above represent the opportunities for which the HR
professional must develop in order to be considered valuable
and open opportunity for them
and the organizations they serve. The methods in which competencies are development are done by the means of different approaches. Self-development planning tools to include 360-degree reviews, peer assessments, and other similar tools provide the HR professional frank and complete observations by others within the organization. Once the necessary information is collected, the professional is provided the areas of improvement in which to focus (Walker & Stopper, 2000). Considered to be an effective method in which to develop skills is through coaching, counseling, and mentoring relationships (Walker & Stopper, 2000). Once skill needs are established, the HR professional is provided the direct guidance from those both within and outside of the organization. Often time is spent with functional area leaders in order to learn from content experts and to view various perspectives related to the knowledge to be learned. This technique is one of the oldest, least expensive, and considered to be effective. For skills which require content or technical knowledge, the use of external workshops provides for an organized method in which to understand specific competencies (Walker & Stopper, 2000). In cases where a more well-rounded skill set is required or for those instances where theory or method is part of the criteria, general education provides for learning with reinforcement taking place within the workplace . Self-study initiatives as well as experiential learning through assignments either within the department or outside of the department provides for a stronger view of the organization and departments (Walker & Stopper, 2000). Regardless of the method of opportunity, the HR professional must continue to develop its skills and competencies in as many aspects of the business in order to be increase personal value while meeting the future needs of the organization. Life-long learning must become a habit in which allows the professional to view their work and organization differently and present the kinds of solutions that bring about the highest level of organizational performance.
As the profession of Human Resources continues to evolve with business,
leadership abilities will continue to be a required element of the menu of services provided by the HR practitioner. A sign of organization’s restlessness with the HR function comes by way of organizations seeking professionals not with HR educational backgrounds for senior HR posts within organizations. Candidates in general business or those who have had success in another function are being asked to take charge of HR departments in order to bring new life into these traditional environments. Often organizations will seek those with accounting, information technology, process engineering, customer service or some other background in which connects well with the organization’s philosophies concerning employees and the direction for its human capital. It will be from the ever expanding knowledge and capacity that the HR function to find its value within an ever-changing landscape. Therefore, through its people, it must be the HR professional who leads the organization in pursuit of success.
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