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Key Human Resource Competencies

2007 May 21 Posted by Jean

If we were to measure competence using the MBNQA, what competenceis would we need to foucs on?

Are we making forward progress as a profession?

Sexual Harassment

2007 May 21 Posted by Robert

Sexual harassment is an area of illegal discrimination. Sexual harassment is offensive conduct related to gender that a reasonable person should not have to endure at work. There are, legally speaking, two kinds of sexual harassment. The first is quid pro quo, which involves sexual favors as a prerequisite to continued employment or promotion. The other kind of sexual harassment is called hostile environment. This may involve innuendos, touching, gestures, the posting of obscene materials, and other acts that create such an environment. The employer may defend against such suits by showing that reasonable care was exercised, that the company acted reasonably to prevent harassment, or that the employee did not use the workplace in-house complaint procedure. A company policy prohibiting sexual harassment and a method of handling complaints are important defensive steps to potential litigation. How can this information benefit an HR professional?

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Question 3: The Need To Know The Law

2007 May 21 Posted by Michael

Most HR professionals become involved in employee relations situations. Frequently, HR professionals are called upon to make decisions related to employee management (e.g. termination, searches, workplace violence) without the benefit of counsel. In these and other examples, the HR professional’s actions are subject to scrutiny as to the rationale for action and compliance with the law (e.g. Title VII).
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Question 2: Business Analytics - The Heart of HRM Transformation

2007 May 18 Posted by Michael

In her article “Intelligent Use of Information Is a Powerful Corporate Tool,” author Peggy Anne Salz tells us that Alton Adams, managing director of Accenture’s Customer Insight Practice, states, “The unrelenting advance of technology is making more sophisticated analytics possible. Analytic tools and techniques have been around for decades, so why are companies making it a top priority now? The simple answer is that the availability of data and the technology to analyze it are finally in synch.”

How are you, your organizations, or organizations with which you are familiar, using business analytics to enable human capital identification, selection, deployment, and retention? What strategies, tactics, and metrics are emerging?

Sources: Wall Street Journal | Accenture

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Question 1: “Why we hate HR?”

2007 May 15 Posted by Michael

Keith H. Hammonds’ 2005 Fast Company cover story article “Why We Hate HR” brought attention to and sparked heated debate concerning the his perspective concerning the current state of human resource management as a viable profession. In presenting his view of concerning the value and professional caliber of HR professionals Hammond states “Most HR organizations have ghettoized themselves literally to the brink of obsolescence. They are competent at the administrivia of pay, benefits, and retirement, but companies increasingly are farming those functions out to contractors who can handle such routine tasks at lower expense. What’s left is the more important strategic role of raising the reputational and intellectual capital of the company — but HR is, it turns out, uniquely unsuited for that.” Read the rest of this entry »

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What’s the Human Resource Management blog about?

2007 May 14 Posted by Michael

Welcome to Human Resource Management in the 21st Century!

This blog is about change and transformation focused on the human resource management industry and human resource professionals.

Change - continuing the profession and professional change that is evident and progressing globally, and transformation; transforming HR professionals into business -based, human capital professionals prepared to and capable of making informed, data-driven, business focused decisions regarding human capital management. Then, integrating this business-based orientation toward human capital management with applied business-specific experience in order to addresses three (3) emergent 21st century HR imperatives: (1) deliver business-focused, human capital strategies using the languages and best practices of business, law, technology, and culture (i.e. finance, economics, accounting, employment law, IT systems, and change management); (2) acquire, develop, and retain self-lead and immediately productive human capital assets; and (3) enable cultural and individual high performance through the research - driven best practices. Read the rest of this entry »

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