Strategic role of HR in an organization

In Strategic Human Resources this past week, the class used the competency model  "outside-in" as a concept to focus on the strategic role of HR in an organization. We discussed the various challenges faced by HR and strategies that it must used as it fulfills the crucial role of strategic business partner.  As we discovered through materials provided in class as well as outside resources, research findings continue to suggest a relationship between HR practices and individual and business performance.

In particular, studies conducted on effective HR practices reveal that there are specific competencies that HR practitioners must possess to be successful. Findings from the 2012 Human Resource Competency Study (HRSC) identified 6 domains of competencies: strategic positioner, credible activist, capability builder, change champion, human resource innovator & integrator and technology proponent (The RBL Group, 2012). Using outside resources, we analyzed how HR professionals could develop these competencies and the role of the organization in ensuring that HR is equipped to be the reliable strategic business partner that it needs to be in order to help maintain a competitive advantage. Another important note to be taken from this week's learning experience is that most HR professionals recognize the need to be reliable effective strategists for their respective organizations. Some have the necessary skills and others need further training. However, their level of effectiveness depends on the specific situation of the organization, its cultural environment and the level of competency of company executives in general, including HR. The following outside resources provide some support for these observations.

Small Business - Chron contributor, Linda Ray (n.d.), suggests that a company can concentrate on productivity and gain competitive advantage by relying on its HR department to recruit, maintain and motivate the workforce. But, first building the right HR department means hiring HR professionals with experience who can develop strategies to help shape the business success.

HR's role as a credible activist requires a focus on both business results and support of the people who work to deliver these results (The RBL Group, 2012). Hay Group (n.d.) further maintains that as evidence continue to suggest a link between organizational success and effective HR actions, HR will continue to face the pressure to develop strategies that link work and people to business strategies.

References:

Hay Group, (n.d.). Next generation HR: connecting strategy, people and work. Retrieved from http://www.haygroup.com/ww/press/details.aspx?id=33887

Ray, L., (n.d.). How can HR become a competitive advantage for any organization? Houston Chronicle. Retrieved from http://smallbusiness.chron.com/can-hr-become-competitive-advantage-organization-50913.html

The RBL Group, (2012). The 2012 HR competency model. Michigan Ross School of Business. Retrieved from http://rbl.net/index.php/hrcs/index/overview