Human resource development programs have become very important in preparing people to join and fit in the workforce. This report seeks to bring out a full human resource development portfolio for a human resource executive job. It seeks to bring out all the training needs and requirements for a person seeking to take a human resource executive job in an organization.This paper provided a number of findings concerning human resource development portfolio for a human resource executive job. Human resource executive is strategic job in an organization that requires experience and training skills. All the principles of learning have to be grasped and utilized in the development of a strong portfolio for the position. These learning principles are embedded in the skills and abilities and requirements for the job as explained in the paper.This paper presents a report of a human resource development portfolio of a job, which is Chief Executive Officer, who is in charge of human resource in an organization. It defines and clearly describes all aspects that appertain to the job. These are presented under a human resource development program presented in the human resource development portfolio
Table of Contents
Needs assessment 5
Personal analysis. 5
Organizational analysis. 5
Current skills and abilities. 6
Knowledge and skills needed. 6
Task Analysis. 8
Explanation of the task. 8
Learning and the human resource executive job. 11
According to Werner and DeSimone (2012), human resource development has become an important component of human resource development. It is a tool that is used in preparing employees to take jobs or assume responsibilities in the labour field. Human resource development helps employees in identifying and developing their personal and organizational based skills, abilities, and knowledge. It entails the many opportunities and activities that are related to employees and job development. These activities are employee identification, training, career development, coaching, employee mentoring, planning on succession, and the general organizational development. The aim of human resource development is to develop a superior workforce in the organization. A superior workforce is made up of employees who accomplish their roles and deliver good services to the customers of an organization. Organizations often present numerous opportunities for human resource development of their employees. These opportunities exist both internally and externally (Sofo, 2000).
Human resource development is enhanced through human resource development programs. Under these programs, potential employees can identify and model themselves to attain the jobs or careers they intend to pursue. This is done through the development of human resource development portfolios (Rothwell&Kazanas, 2003).
I am a hardworking, intelligent and focused person with the ability to develop healthy work relations in an organization. I have academic qualifications that make me fit for executing duties enlisted for the human resource executive Job. I have a bachelor’s degree in business administration and a master’s degree in human resource management, with specialization in human resource planning and development. I have also studied and attained a diploma in finance management. I have worked with different organizations and served in different capacities in human resource departments. I am currently working as a vice human resource manager for a small marketing firm. I also lecture a course in human resource management at college level.
Without a clear description of the duties expected to be performed or discharged by employees holding certain job positions, turbulence becomes imminent in organizational performance. Human resource development does not advocate for turbulence in organizations, where activities and duties are discharged in a haphazard manner. It advocates for order through the streamlined activities, assignment, and discharge of roles in the organization. Roles and responsibilities of employees are well defined under human resource development. There are numerous reasons for this strategy. However, the key reasons for these are creating responsibility and order in performance of organizational activities. The second major reason is the promotion of accountability in the organization, thereby minimizing conflict arising from work performance by organizational employees (Winterton, 1999). Being in charge of human resource management in any organization is not an easy thing. It requires a combination of academic qualifications, personal, as well as interpersonal skills. This job also requires a person to have grasped how to perform roles in a contextualized setup. This means that the person should have a great deal of experience to perform in this job (Mathis & Jackson, 2010, Kandula, 2009).
Current skills and abilities
Deb (2006) noted that there are numerous qualifications and skills that have to be posed by a person aiming to attain such a high rank job in an organization. The qualifications resonate from the academic achievement of a person seeking the job followed by the other trainings and experience oriented activities that the person is required to do. These skills combine to make a person whole and ready to discharge the roles that appertain to the job. A poor combination of skills and knowledge may work to disadvantage a person even if the person is offered with the job (Sims, 2006, Kandula, 2007).
Knowledge and skills needed
A human resource executive should portray the potential to manage people in a collective setup and lead these people towards attaining the goals that inform the collectiveness. Therefore, the person should have trained in human resource management with a degree in human resource management from the university. Additional qualification, like having a master’s degree in the same field, would also display the desire of the person to specialize and perform in a job related to that field (Snell &Bohlander, 2013). According to Heathfield (2012), knowledge, skills and abilities are embedded in the competencies of a person and suitability to take over the job. Some of the most important competencies for the job of human resource executive in an organization include the following:
The person should portray a high level of skills of managing payrolls in an organizational set up. This is because it is a critical role that is performed by human resource departments of organizations.
The second important competency is the demonstration of experience in human resource management. This includes experience in applying and interpreting of several pieces of legislation utilized in human resource management. The person should show the ability to apply the human resource legislation in real organizational situations and attained desirable results.
Team leadership skills and abilities have also to be demonstrated. Team leadership skills are attributed to the ability to lead the organization to reach its goals through effective guidance of organizational employees.
The other competency is the ability to make, and review effective supply policies, as well as procedures of the organization. Creativity and initiative are the desired personal characteristics desired here.
Customer focus tendencies are argued to help in attaining good customer relations and boost the performance of an organization. Therefore, for any person to be an effective human resource executive, he or she has to show the ability to foster customer focus activities. All functions overseen by the human resource executive have to ensure that customers are given attention. This is often the end product of human resource management.
Human resource is all about ensuring that the organization has the right employees. The employees should be well motivated to enable the organization achieve its goals and objectives. Human resource establishes and manages employee relations. Therefore, the human resource manager should have strong interpersonal skills to aid in the development and management of healthy relationship between the organization and employees.
Lastly, human resource management deals with all functions that appertain to organizational learning. The human resource executive is the chief overseer of the training practices in the organization. This implies that the human resource manager is also a trainer of organizational employees and should have a grasp of training and presentation skills.
The above competencies denote the need for a well trained person to do the specified job. The person should have acquainted him or herself with human resource management from the theoretical and the practical angle. The practical aspect of competencies shows the ability of the person to apply theory in the real organizational perspective. All these competencies may not be fully possessed by a person. Some of them are developed as a person gains on-job experience and modalities of working. This comes as a result of continuous application of theory into practice.
Explanation of the task
Human resource managers or executives are bestowed with the role of discharging many responsibilities in the organization. There are various functions of the human resource executives including the training of employees. This implies that the manager will need to be well equipped with the training environment, training tools and training equipment. They may also need to learn so as to instil learning in the organization (Randhawa, 2007).
The first key function or responsibility of the human resource executive is to manage the payroll. This is a broad function that involves a collection of sets of small functions in the organization. Among these functions are the maintenance of clears employee records, timely preparation of payrolls and ensuring that costs are properly allocated to jobs in the organization. The manager has to oversee the regular release of human resource manual like monthly reports and journals. These carry different information about human resource practices taking place in the organization such as compensation. The job under this function also entails the provision of cost analysis and information on wages and salaries of employees to the responsible departments in the organization. The manager makes general inquiries concerning the salaries or wages of workers in the organization (Randhawa, 2007).
The person handling this job must be accorded with all the information concerning the payment of employees in the organization. All these records should be updated to give the manager ample time to discharge this responsibility. These records will give the manager a basis on which to assess the performance of the organization concerning this function. A clear understanding of issues in these records has to be attained so as to sustain the payroll function of the organization. The manager is expected to make improvements to these functions as he or she familiarizes with the operations of the organization (Randhawa, 2007).
The second broad function of the job is human resources management. This is a very broad function that is quite engaging. Its also includes several other mini-functions which combine to make the function successful. The human resource executive will need to foster and manage industrial relations. The human resource executive works on ensuring that a good climate is developed and maintained between the organization and its employees. This is a comprehensive function that requires the mastery of the steps of negotiation in settling the conflicts between the employees and the organization. The manager is required to work on balancing the interests of the employees relative to the interests of the organization (Randhawa, 2007).
The other elaborate responsibility of this function is the recruitment and training of employees. This exercise entails the identification of skills and talents in the employees. It also entails efforts to enhance the skills of employees and maintaining preforming employees. The sustainability of the employees in maintaining the best skill and talents in the organization is dependent on other functions in the organization that are facilitated by the human resource executive. The manager will need a lot of support from employees and management of the organization and combine it with his or her own personal initiatives. The resources needed for training and enticing or motivating employees in the organization should be regarded with great emphasis. The resources used in training are mobilized by the human resource executive. Learning and development have to be carried out in accordance to the objectives and the general strategies of the organization (Heathfield, 2012).
The harmonization of this activity with the general organizational strategies is the responsibility of the human resource manager of the organization. Learning and development is a continuous process in any organization and often involve the structuring and restructuring of organizational functions in order to meet the objectives of leaning. The expenses of training should be tracked for accountability purposes at the end of the exercise. The human resource manager accounts for all these training and development expenses and expenditure to the finance and accounting department of the organization. In general, organizational training falls under the performance management. Training comes as a result of performance review that is prepared and administered by the human resource department. This exposes the gaps in performance which need training. This training is different from the training that is offered to the new employees in the organization (Heathfield, 2012).
Learning and the human resource executive job
There are two aspects or dimensions of learning that applies to this case. The first dimension of learning applies to the person who will take over the job in an organization. The second dimension of learning concerns how the human resource executive will conduct organizational learning as one of his or her core responsibilities. All these are important to the person assuming the job as success in both will denote the success of the general human resource management function.
The first aspect of learning is a precursor to the second dimension of learning in the organization. This will be achieved when several aspects are addressed.
The first factor of success for this exercise is ensuring that all the relevant information is availed to the human resource executive. All the human resource records should be availed to the manager to enable him or her grasp the organization.
The second thing that will enable adaptability and learning of the organization is the establishment of support and corporation with the new manager in the organization.
The manager is expected to foster learning in the organization by combining different skills. Personal, communicative skills are combined with generative situations to craft a learning environment in the organization. The nature of learning in organizations is dependent on several other factors like appraisal.
Organizational learning is linked to training. The needs for training have to be identified by the human resource manager after he or she has grasped how the organization works – the strengths and weakness of the organization.
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