Developing Professional Practice in HR Essay Example | Topics and Well Written Essays - 2750 words

Developing Professional Practice in HR - Essay Example This essay analyses and discusses the process of developing professional practice in HR. The first part presents the analysis and findings of a small-scale piece of research. The second part is a reflective review on the competencies and contribution of HR professionals. The third part discusses the contribution of CPD to the performance of HR professionals. And the last part presents a concise personal development plan. Small-Scale Piece of Research Human resource (HR) professionals have to work in a strategic manner. They should acquire the essential competencies, and this is only possible through familiarity with HR theories, practices, and knowledge. Moreover, acquisition of these essential competencies arises from having the capacity to use information within particular business contexts. At present, developing HR professionals is very crucial in numerous aspects of human resource management (HRM): recruitment, strategic planning, and performance management, amongst many others (Porter, Smith, & Fagg, 2012). HR competencies are the qualities that facilitate successful performance of HR professionals and that give an organisation the ability to compete effectively in a highly competitive business world. The objective of this small-scale piece of research is to find out the specific HR competencies that actual service organisations, specifically those in the hospitality industry, value most. The researcher interviewed several HR personnel from three service organisations: a hotel, a restaurant, and transportation. Majority of the HR personnel interviewed believe that HR professionals should have personal integrity. Most of them named good interpersonal skills and personal communication as the most important HR competencies. HR professionals have to learn the skill of building a relationship that is based on trust. Trust consequently builds motivation and personal integrity. HR professionals have a good chance of taking part in their organisations’ str ategic planning activity if they are able to build trust. Nevertheless, most of the HR personnel interviewed ranked competency in strategic performance the lowest. This possibly implies that HR professionals in these service organisations are incapable in terms of strategic decision-making and management of organisational culture. This finding is very important because HR professionals must be capable of determining, building, and integrating organisational cultures that contribute to the successful implementation of business strategies and competitive strategies. Moreover, according to Yeung and colleagues (1996), if HR professionals do not have the ability to effectively manage or cope with change, they would have difficulties dealing or communicating with important people to guarantee prompt decision-making and appropriate resource allocation. HR professionals should acquire the necessary qualities of an effective strategic business expert. Most scholars believe that HR professio nals should first aspire to become a strategic business expert then eventually progress to key contributors (Labedz & Lee, 2011). Because a great deal of the literature on the subject matter has demonstrated a positive correlation between organisational performance and strategic human resource management, this small-scale piece of research tried to determine the HR competencies valued most by HR personnel in service organisat