PERSONNEL

ADMINISTRATOR AS A
COMPETENCY
DEVELOPER

Ancilyn Villegas Buña-Mendoza

Lee Gabriel Samonte
Michelle Grace Lipa
April Ann De Leon
Trinidad R. Sager
 STRATEGICALLY POSITIONING THE HUMAN RESOURCES
MANAGEMENT FUNCTION

Reported by: Lee Gabriel R. Samonte

In human resource management, HR managers are taking a critical role in the

organization by ensuring that the right people are continuously improving their skill set
and knowledge to deliver their mission that will benefit the company. Linking people
management and development practice to aimed achieve long-term goals and outputs
must be aligned in connection with the overall business strategy and the nature of work
that continuously evolves.

WHAT IS STRATEGIC HRM

Strategic Human Resource Management or ‘people strategy’,- is a framework that the

human resources department can use to manage, develop the skills, improve leadership
and talents of employees to maximize the potential of the workforce through strategic
planning, performance monitoring and organizational design. As HR professionals,
Strategic Human Resource management can help us understand the goals and
objectives that we are aiming to achieve and what will be the actions we need to take to
make it happen.

There’s no exact HRM strategy that will bring success in all situations. Organizations must
outline their own unique stratagem matching their particular context, culture and
objectives. Professionals are instrumental in harnessing their expertise to comprehending
organizational conditions, and create human capital value chains that reflect stakeholder
needs.
DIFFERENCE BETWEEN STRATEGIC HUMAN RESOURCE MANAGEMENT

Traditional Human Resource Management - The HR is more task oriented and

administrative in fulfilling the needs of their employees, Traditional HR tends to be
reactive, and the activities are not always being aligned with leadership goals. Strategic
Human Resource Management - tends to be highly proactive, the HR team is is aligned
with the company's long–term goals from an executive level perspective that the
organization comes to develop a cohesive strategy in connection with the objectives it
aims to achieve.

For example, Tradditional HRM recruitment and hiring of employees are upon notification
by a manager that there is an open position available, while Strategic HRM will proactively
recruit and hire employees because they are able to set the plans in motion for the
company's future needs based on the overall business strategy, so even without the
manager notifying them that a position is in need to be filled the HR team will just have to
do what needs to be done. Making a planned framework to recruit, hire, manage and
develop employees in ways that will support the long-term goals of the organization.
Strategic HRM can help people work together and add value to themselves as they move
along with their personal enhancement as the work itself continues to change and evolve
over time, being fully aware and creating coherent strategies concerned in quality, culture,
structure, values and commitment that should be maintained in the organization. It is also
a must to focus on the various aspects of long-term people issues that should be matched
by the resources needed in the future.The fact that no HRM strategy will always be
successfully delivered in every cases, it is not a quick fix for all organizations, defining the
objectives and being aware that the culture of the people is also a factor that can help us
figure out and formulate our own strategy that may work effectively.

The idea of strategic HRM started around the early 1990s, when academics developed
definitions such as:

● The undertaking of all the activities that affects the behavior of individials for the
formulation and implementation of an organization’s strategic needs..
 ● All the activities intended are based on a pattern of planned human resource
deployment In order to achieve the goals of an organization. must be intended.

There are Arguments that Strategy is not the same as Strategic planning :

Strategic planning takes place usually in a larger scale organizations, it is the formal
process that takes place defining how things should be done.

Strategy defines the behavior of an organization on how it attempts to cope with its
environment. Strategy exists in all organizations, no matter how small or large the scale.

Here are some examples of Individual HR strategies that can be included by Strategic
Human Resource Management:

● To improve employee performance.

● To deliver fair and equitable reward.
● To streamline organizational structure.

CORPORATE STRATEGY AND BUSINESS STRATEGY

Business Strategy outlines the specific ways in which an organization plans to position
itself in achieving short-term and long-term goals, and grow over a period of time.
Business strategy typically comes second to a corporate strategy of an organization. The
corporate strategy is the framework or a plan that is long-term in nature, designed with
an objective to gain a competitive advantage. Corporate strategy looks at the bigger
picture, While on the other hand, business strategy is concerened with a particular unit or
division.
WORKFORCE PLANNING

Work force planning is an important area of people strategy. Helping the organizations to
meet their future needs, skills and support to make their long-term goals achievable. In a
fast- changing society it is vital to ensure that the capacity of an organization is developing
enough to take advantage of emerging oppurtunities and adapt to new trends. Workforce
planning involves putting business strategy into action. It must therefore be an iterative
process - feeding information upwards on the capability and capacity of the workforce to
deliver - and acting on the forecasts that need skills and capabilities to take the
organization forward.Putting a strategy into action is involved in workforce planning. It is
the actual effect of how the strategy become coherent while being operational, in this
phase HR team must be vigilant and observant of what factors affect the motion and
circulation of what tends to be a smooth sailing plan. Through evaluation of what should
be minimized and maximized depends on the magnitude of how the people of the
organization responded to the strategy that has been executed.

STRATEGIC HRM & HUMAN CAPITAL MANAGEMENT

From the term “human Capital” it best describes the potential of people to become
valuable to their organizations. The skills, knowledge and abilities of employees or
workers that they acquired through experience, training or education within the workplace
or beyond can be defined as human capital. Human Capital Management is relatively
new in a way of thinking about employees, seeing employees as valuable assets not just
expendables, coming from the word Capital that means economic value which an
employee could bring to a company or organization. Employees brings value through their
education, skills, connections and health, the aim of human capital management involves
the recruitment, hiring, development, reward and managing employees by bringing out
the best in them for the organization to reach its long-term goals much more effectively
and efficiently.
DIFFERENCE BETWEEN HUMAN RESOURCE MANAGEMENT AND HUMAN
CAPITAL MANAGEMENT

Well, both of these are actually similar to one another, they only differ in their Objectives,
Human Capital management focuses on the employees bringing value to the company
while Human resource management focuses on creating processes to support
employee’s success.

For example, giving employees training in Human Capital management is considering

giving employees trainings as professional development which the organization treats as
investment that will add more value to the employee and cycle back by using it for the
benefits of the organization. While Human Resource Management involves identifying the
proper training techniques and software to deliver the desired outcome. When it comes
to Recruitment and Hiring, Human Resource Management focuses in creating an
effective and efficient process to find the right people for the benefits of the company,
while Human Capital Management is emphasizing on the skills an employee needs to
grow and develop.

Human capital management can complement and strengthen strategic HRM by:

● Making a strong belief that people are more of an asset rather than just a cost.
● Links are being clarified between the business strategy and what people do in their
jobs, and the value that they create. This is not just what people do in a daily basis,
but it also includes what people can put on the table in order to innovate the
operational tasks or management processes.
● Reinforcing attention on HRM strategies and processes that need to be based on
the requirement to create value through people that will contribute in the
achievement of organizational goals.
● Emphasizing the role of HR specialists as partners.
● Indicating the direction of human resource strategy that should be followed in
proving that superior people management is delivering superior results.
STRATEGIC HRM & BUSINESS PERFORMANCE

The importance orf individual HR strategies that fits each other while operating within a
strategic framework that incorporates both people and business issues. Individual HR
practices alone do not drive better business performance. For instance, when highly
skilled individuals with valuable human capital can only generate value if they also have
positive relationships with their managers in a supportive environment with strong values.
All these factors will promote “discretionary behavior” that is, the willingness of the
individual to perform above the minimum necessary or giveextra effort. Hence strategic
HRM should take account of the need to foster employee engagement and related states,
such as motivation and commitment, all of which support organizational performance.
 THE COMPETENCY FRAMEWORK

Reported by: April Ann De Leon

A competency framework is a measurement of the skills, judgment, knowledge and

attributes of a particular job required to perform a role effectively. It defines a set of
competencies for each role in your department, business or company and showcases the
values, behaviors and requirements an organization strives for to reach its goals and
objectives. The competency framework essentially aligns personal performance with
corporate values. These frameworks may help you evaluate employees' performances
and recognize qualified candidates during the hiring process.

Depending on your business or organization, your competency framework might include

the following elements:

CORE VALUES:
Core values are principles that influence decisions, actions and behaviors for employees
at your organization. An organization often includes these to set ethical standards and
codes of conduct regardless of a specific position or role.

CORE COMPETENCIES:
Core competencies often act as a foundation of the framework and apply to all roles and
staff members.

FUNCTIONAL COMPETENCIES:
Functional competencies reflect the responsibilities and duties of a certain position, title
or role and the tools and abilities necessary to complete them.
LEADERSHIP COMPETENCIES:
Leadership competencies are general traits and hard skills that might identify an
employee with the potential to guide, manage or motivate others.

META COMPETENCIES:
Meta competencies are traits that are less relevant to an individual's current role but might
be beneficial in the future, especially if they want to advance.

Some ways to build a competency framework for your business include:

● Collaborating with external consultants skilled in creating competency frameworks

● Creating a broad competency framework for the entire organization and using it as
the foundation for more specific frameworks shaped by each department or team

● Using a competency framework template of common and standardized skills and

customizing it to your specific company needs

THE COMPETENCY FRAMEWORK AT WORK

Job Families
Classifying jobs into families allows the organization to determine whether it has the
capabilities necessary to achieve maximum impact and to locate where those capabilities
are found. Job families can be used to set job requirements at the corporate level for
similar jobs, to view potential matches and bridges for inhouse mobility, to provide
corporate learning opportunities, and to design structured career development programs.
For example: in an Institution, each job falls under one of the three job families:
Executive Leadership, Policy Research,
Technical Competencies
Specific competencies are usually required to perform a given job within a job family.
These are known as technical competencies.

Technical competencies cover the various fields of expertise relevant to the specific work
carried out in the firm. Technical competencies are at the heart of what the company
does.

Technical competency requirements to successfully perform a given job are defined in

job vacancy announcements.
Core Competencies
The Core Competencies summarizes the capabilities that are important across all jobs
and that we believe collectively contribute to the firm’s overall success. At the same time,
the importance of Core Competencies may vary according to the specific job duties and
requirements.

An example of Competency Framework that displays fifteen Core Competencies grouped

into three clusters.

• The blue cluster groups the delivery-related competencies

• The purple groups interpersonal competencies
• The green cluster relates to strategic competencies
DELIVERY-RELATED – ACHIEVING RESULTS

Analytical Thinking is the ability to identify patterns across situations that are not
obviously related, and to identify key or underlying issues in complex situations.

Achievement Focus is generating results by assuming responsibility for one's

performance and the correctness of one's interventions, and recognizing opportunities
and acting efficiently at the appropriate moment and within the given deadlines.

Drafting Skills are based on the ability to respectfully communicate ideas and
information (often technical) in writing to ensure that information and messages are
understood and have the desired impact.

Flexible Thinking involves the ability to effectively adapt to a variety of situations,

individuals or groups. It is based on the ability to understand and appreciate different and
opposing perspectives on an issue, to adapt an approach as the requirements of a
situation change, and to change or easily accept changes in one’s own organizational or
job requirements.

Managing Resources is about understanding human, financial, and operational

resource issues to make decisions aimed at building and planning efficient project
workflows, and at improving overall organizational performance.

Teamwork and Team Leadership implies working cooperatively with others, being a
part of a team, and assuming the role of leader of a team. In the OECD, people work not
only with their own teams but also with teams and groups across and outside the
Organization. Therefore, they need to work together effectively with interdependent goals
and common values and norms to foster a collaborative environment and drive teams in
the same direction.
INTERPERSONAL – BUILDING RELATIONSHIPS

Client Focus is based on the ability to understand internal/external clients’ (e.g.

Committees, working groups, country representatives, etc.,) needs and concerns in the
short to long-term and to provide sound recommendations and/or solutions.

Diplomatic Sensitivity implies understanding other people. It includes the ability to hear
accurately and understand unspoken, partly expressed thoughts, feelings and concerns
of others. Included in this competency is an emphasis on cross-cultural sensitivity.
Proficiency in Diplomatic Sensitivity requires the ability to keep one’s emotions under
control and restrain negative actions when faced with opposition or hostility from others
or when working under stress.

Influencing implies an intention to convince others in an honest, respectful and sensitive

manner in order to get them to go along with one’s objectives. It can also be the desire to
have a specific impact or effect on others.
Negotiating involves the ability to work towards win-win outcomes. At lower levels, this
competency assumes an understanding of one’s counterparts and how to respond to
them during negotiations. At the higher levels, the competency reflects a focus to achieve
value-added results.

Organizational Knowledge is the ability to understand the power relationships within the
organization and with other organizations. It includes the ability to understand the formal
rules and structures including the ability to identify who the real decision-makers are as
well as the individuals who can influence them.
STRATEGIC – PLANNING FOR THE FUTURE

Developing Talent means fostering an environment that will encourage professional and
personal growth and the transfer of knowledge to future talent.

Organizational Alignment is the ability and willingness to align one’s own behavior with
the needs, priorities, and goals of the organization, and to act in ways that promote the
Organization’s goals or meet organizational needs. Organizational Alignment means
focusing on the Organization’s mission before one's own preferences or professional
priorities.

Strategic Networking involves working to build and maintain friendly, trustworthy and
open internal and external relationships and networks with people who are, or might
become, important actors in achieving strategic-related goals.

Strategic Thinking is the ability to develop a broad, big-picture view of the organization
and its mission. Competitive advantage and threats, industry trends, emerging
technology, market opportunities, stakeholder focus – Strategic Thinking is where these
all come together. Strategic Thinking keeps individuals and groups focused and helps
decide where to invest critical resources. It includes the ability to link long-range visions
and concepts to daily work.
 BUILDING A COMPETENCY FRAMEWORK

Reported by: Maria Ancilyn B. Mendoza

These are the main steps in the competency framework development process. Each
step has key actions that will encourage people to accept and use the final product.

STEP ONE: PREPARE

Define the purpose – Before you start analyzing jobs, and figuring out what each role
needs for success, make sure you look at the purpose for creating the framework. How
you plan to use it will impact whom you involve in preparing it, and how you determine its
scope.

Create a competency framework team – These frameworks should not be developed

solely by HR people, who don't always know what each job actually involves. To make
sure the framework is actually used as needed, it's important to make it relevant to the
people who'll be using it – and so they can take ownership of it.

Communicate – People tend to get nervous about performance issues. Let them know
why you're developing the framework, how it will be created, and how you'll use it. The
more you communicate in advance, the easier implementation will be.

STEP TWO: COLLECT INFORMATION

This is the main part of the framework. Generally, the better the data you collect, the
more accurate your framework will be. For this reason, it's a good idea to consider
which techniques you'll use to collect information about the roles, and the work involved
in each one. You may want to use the following:
Observe – Watch people while they're performing their roles. This is especially useful for
jobs that involve hands-on labor that you can physically observe.

Interview people – Talk to each team member individually, choose a sample of people
to interview, or conduct a group interview. This helps you to learn what a wide variety of
people believe is needed to achieve success in a particular role.

Create a questionnaire – A survey is an efficient way to gather data. Spend time making
sure you ask the right questions, and consider the issues of reliability and validity.

STEP THREE: ANALYZE THE WORK

Next, delve deeper by analyzing which behaviors are used to perform the jobs covered
by the framework. To do this, analyze:

● Business plans, strategies, and objectives.

● Organizational principles.
● Job descriptions.
● Regulatory or other compliance issues.
● Predictions for the future of the organization or industry.
● Customer and supplier requirements.

Job analysis that includes a variety of techniques and considerations will give you the
most comprehensive and accurate results. If you create a framework for the entire
organization, make sure you use a sample of roles from across the company. This will
help you capture the widest range of competencies that are still relevant to the whole
business.
As you gather information about each role, record what you learn in separate behavioral
statements. You might find that other roles also have similar tasks – and therefore
bookkeeping will be a competency within that framework.

When you move on to Step Four, you'll be organizing the information into larger
competencies, so it helps if you can analyze and group your raw data effectively.

STEP FOUR: BUILD THE FRAMEWORK

This stage involves grouping all of the behaviors and skill sets into competencies. Start
this process by asking your team members to read through the behavior statements, and
group them into piles. The goal is to have three or four piles at first – for instance, manual
skills, decision-making and judgment skills, and interpersonal skills.

Next, create subgroups. Break down each of the larger piles into subcategories of related
behaviors. Typically, there will be three or four subgroupings for each larger category.
This provides the basic structure of the competency framework.

You may need to refine these subgroups further. Once you've done this, ask your team
to label a specific competency to represent each of the groups, subgroups or behaviors
you've identified.

Here's an example of groupings and subgroupings for general management

competencies:

● Supervising and leading teams.

o Provide ongoing direction and support to staff.
o Take initiative to provide direction.
o Communicate direction to staff.
o Monitor performance of staff.
 o Motivate staff.
o Develop a succession plan.
o Ensure that company standards are met

● Recruiting and staffing.

o Prepare job descriptions and role specifications.
o Participate in selection interviews.
o Identify individuals' training needs.
o Implement disciplinary and grievance procedures.
o Ensure that legal obligations are met.
o Develop staff contracts.
o Develop salary scales and compensation packages.
o Develop personnel management procedures.
o Make sure staff resources meet organizational needs.

● Training and development.

o Deliver training to junior staff.
o Deliver training to senior staff.
o Identify training needs.
o Support personal development.
o Develop training materials and methodology.

● Managing projects/programs.
o Prepare detailed operational plans.
o Manage financial and human resources.
o Monitor overall performance against objectives.
o Write reports, project proposals, and amendments.
o Understand the external funding environment.
o Develop project/program strategy.
You may need to add levels for each competency. This is particularly useful when using
the framework for compensation or performance reviews. To do so, take each
competency, and divide the related behaviors into measurement scales according to
complexity, responsibility, scope, or other relevant criteria. These levels may already exist
if you have job grading in place.

STEP FIVE: VALIDATE AND REVISE YOUR FRAMEWORK

For each item, ask yourself the following questions:
● Is this behavior demonstrated by people who perform the work most effectively?
In other words, are people who don't demonstrate this behavior ineffective in the
role?
● Is this behavior relevant and necessary for effective work performance?

These questions are often asked in the form of a survey. It's important to look for
consensus among the people doing the job, as well as areas where there's little
agreement. Also, look for possible issues with language, or the way the competencies
are described, and refine those as well.
STEP SIX: IMPLEMENT YOUR FRAMEWORK
When you roll out your finalized competency framework, remember that communication
is key. To help get buy-in from members of staff at all levels of the organization, it's
important to explain to them why the framework was developed, and how you'd like it to
be used. Discuss how it will be updated as well, and which procedures you've put in place
to accommodate changes.

HERE ARE SOME TIPS FOR IMPLEMENTING THE FRAMEWORK:

Link it to business objectives – Make connections between individual competencies

and organizational goals and values as clear as possible, so people can understand how
their performance brings value to the business.

Reward the competencies – Check that your policies and practices support and reward
the competencies identified.

Provide coaching and training – Provide adequate coaching and training where
necessary, so people know that their efforts are supported.

Keep it simple – Make the framework as simple as possible. You want the document to
be used, not filed away and forgotten.

Be transparent – Most importantly, treat the implementation as you would any other
change initiative. The more open and honest you are throughout the process, the better
the end result – and the better the chances of the project achieving your objectives.
ORGANIZATIONAL IMPLICATIONS OF A COMPETENCY
FRAMEWORK IN OPERATION

Reported by: Michelle Grace Lipa

Organizations are currently incorporating competencies into all their recruitment and
hiring systems to establish benchmarks in the subsequent organizational areas:

For the company

A competency framework provides a shared knowledge of job requirements between
management and employees in order to achieve the organization's goals.

● Ensures that training and professional development activities financed by the

company are cost-effective, goal-oriented, and productive.

● Allows employees to reach a high level of competency in a timely and effective

manner.

● Tracks an employee's learning of the necessary skills, information, safety

precautions, and other processes for each work.

● Overruns in costs due to poor performance or misunderstanding of work objectives

are decreased.

● Improves employee and management communication

● Increases internal personnel mobility, allowing the firm to expand and flex as
needed.
 ● Establishes a platform for management to provide constructive feedback at
specified training and performance review intervals.

● Specifies work expectations for performance evaluations

● Overviews personnel growth and advancement opportunities inside the company.

A strong competence management attitude will enable a corporation to improve both

worker and organization competency, giving value to the company in general.

For managers
Competency frameworks provide the objective performance criteria that should be
expected of people and teams.

● Improved awareness of the abilities required for the business to develop and
prosper in the future, as well as the capacity to choose or train for these talents in
new and existing personnel.
● The capacity to evaluate talents, determine which ones a person lacks, and
provide the required training increases productivity.

Leaders can be developed internally. Employees value leadership chances, and

developing a talented, committed leadership team via effective competence management
will engage workers and convert them into l valuable assets over time.

For training and recruitment

Developing competencies assists management in identifying and closing gaps in skills
among personnel. Implementing competency-based learning and development programs
will help employees focus more and perform at higher levels of expectation.
Establishing a competency-based framework for HR and management displays your
staff's openness and consistency. This is especially true for hiring and selecting
employees, training and growth, leadership succession, and performance evaluations.

Organizations that use competency-based management benefit from lower turnover,

higher levels of competence and efficiency, better skill matching, and lower financial
losses.

● Competency management may determine the abilities a person requires to

operate successfully in their unique position.

● HR can better identify individuals who will succeed in the post if they can identify
which abilities are required for the job.

● There is a system in place, which makes employee onboarding and training easier.

This sort of management will increasingly make a difference in attracting and retaining
the most skilled people.

For Employees
● Establishes clear performance objectives for workers, allowing them to make more
informed decisions and operate more efficiently.

● Employees are more engaged and motivated when they understand the broader
plan of their team, department, and company.

● Employees are able to be more proactive outside of their respective positions by

learning new talents desired by the firm.

● Provides a clear path for acquiring new work skills.

● Provides a resource for day-to-day necessities.
● Increases the likelihood of job satisfaction

● It offers a system for recognizing employees' talents.

● Guarantees that the company records and recognizes individual professional

growth and training accomplishments.

● Employees that obtain precise, defined work parameters will perform better in their
positions.

● As a result of this increased training, errors, and other difficulties will be reduced.

● Employee retention is enhanced; employees who believe their leadership team is

investing in them are more likely to stay with the company, retaining their important
skills and expertise.
Clarifies Expectations
Competency frameworks are objective resources that define employee expectations.
The competency structure provides a concise and understandable overview of how all
positions connect to the organization, its objectives, and results. Each person has a
reference for work requirements, essential abilities, and a vision for how to do their job
successfully and without uncertainty.

Simplifies Human Resource Activities

The people you hire are your most valuable asset. You commit your company's future to
them. That is why recruiting is so important. After all, your company's performance is
determined by the individuals who work in it.

You may utilize competence models in the recruitment process as they allow you to
describe the abilities, behaviors, and attitudes that your workers require. Knowing what
you need from a talent to perform effectively simplifies the selection process. You may
identify potential employees who reflect your culture, key beliefs, and more depending on
your model. A strong competence framework may help you manage and grow your team
members more effectively. A competence framework may make the job of talent
management or HR staff easier since it identifies what is required for each role. Employee
performance may be compared to the competence framework to identify individuals who
excel in their roles and those who need to improve. With competence frameworks, you
can efficiently combine human resource management responsibilities such as staff
planning, recruiting, professional development, performance management, and pay
evaluations.

Promotes Career Advancement

Using your competency framework, you've recruited for the appropriate reasons.
However, did you realize you could also utilize it to help your staff develop?

In an ideal world, you will be able to discover the most suitable person for your
organization. One who possesses all of the skills required to function properly. However,
these skills are difficult to come by. The good thing is that you can continually develop
your staff to assist them in filling capability gaps. A competency framework can help with
this.

You may focus your employees' training based on the skills they require for their jobs. A
good competency framework may assist you in developing competencies not solely for
difficult or technical expertise, but also leadership, values, attitude, and other factors. After
all, soft skills are necessary as well. While supporting business culture, a successful
competency framework provides for employee mobility and change within the
organization. It may help you fill skill shortages, invest in personnel, and set career
advancement criteria. Maintaining employees and achieving a high retention rate saves
money and improves an organization's reputation.

Help You With Succession Planning

No worker remains with the firm for a lifetime. Turnovers are unavoidable, no matter how
hard you try. Your leaders are no different. That is why you should consider the
preparation for succession. A competency framework may help you identify the abilities,
behaviors, attitudes, and other characteristics that your future leaders should possess.
Furthermore, because competency frameworks may aid in employee growth, you might
utilize them to improve your team and promote internally.

Manage Employee Performance

Because competency frameworks enable you to understand what factors contribute to a
position's success, you can better discern when and why a person performs effectively in
their duty, when they surpass, and how to enhance their work. Having the skills to
succeed in the work and performing are two distinct things. Competency frameworks can
assist you in properly evaluating the performance of your staff.
PRACTICAL USES OF A COMPETENCY FRAMEWORK IN THE WORKPLACE

A competency framework for your company or organization may be used in a variety of

ways in the workplace, including:
● Guaranteeing that workers possess the necessary skills and competencies to do
the job.
● Effectively recruiting, employing, and training new employees.
● Bridging skills and expertise discrepancies.
● Effective growth, succession, or expansion planning.
● Professional development and leadership training are provided.
● Conveniently and effectively performing change management methods

Recognizing and clearly conveying the values and abilities necessary to succeed in that
job allows the employee to use their time more effectively, developing the required skills,
rather than attempting to figure out what is expected of them. Assessing a role's
fundamental capabilities builds a better employee.
 IMPLEMENTATION CHALLENGES

Reported by: Trinidad R. Sager

The idea of competence is no longer novel to the organization. A lot of advice is available
regarding competencies, the competency model, methodology, and advantages of the
competency approach. Yet, there aren't many studies available that can simplify the
process of implementation. The breadth or extent to which an enterprise architecture must
meet a business demand to integrate an organization's personnel, processes, and
technology in order to accomplish a business goal is determined by the enterprise
architectural scope.There are several different aspects to look into. The planning time is
identified by the enterprise architecture roadmap.

The BIG E: Evolution of HRM

The Human Resource Manager was not made overnight, like many forms of organism, it
has a life of its own. It was born in the old days and changed into many different forms of
human workforce management. The image below depicts the change from the time of

e-HRM Inc: The Evolution of Human Resource Management

the Industrial Revolution where it was popularly known as welfare officer, up to the present
times, where it was known as Human Resource Manager. A lot of factors influenced its
morphing and the people of that time adopted what was needed by the society and in turn
evolved to how we perceive human capital today.

Context Matters
People tend to see what’s in front of them, immediately reacting to it or quick to giving
their opinion. Nowadays, an HR Manager has to step back and take it all in; the needs of
the employees, the directives of the senior leaders, as well as the general direction of the
company. The shift in the way people demand products and services, like the two worl
wars, the industrial revolution etc, impacted these changes. As the HR Manager evolved,
it shifted focus on the narrow aspect of company needs to a broader perspective. He/ she
has to look forward to the organizational goals, and look inwards to the needs of the
company and then search for the proper and effective personnel to place in the line to
make these goals a reality.

To determine the need for implementing a Strategic HRM, the context of HRM must be
studied. Below are some of the major context to be considered and a few has been
explained:

● Organizational COntext
● Business Context
● Legal Context
● Economic Context
● Political Context
● Social
● Technological
● Strategic
Economic Context
The opening of borders to trade has hastened Globalization. The latter affected all
aspects of personnel evolution. Globalization has been analyzed to measure the impact
on the economic, political and social aspects of an agile business.

Political Context
This has been considered as the most complex and difficult to analyze. To soften the
impact of economic restructuring, there have been growing demands for changing the
employment relationship like dealings with trade unions, employment standard and pay
equity among others.

Social Context
Man is a social animal, owing to evolving demographic trends, firms are subject to
increasing pressure to hire more divert workforce. Diverse citizens or available pool of
personnel affect decision making in recruitment and selection, training and incentives.
Moreover, changing cultural values have an impact on the HRM’s function.

Technological Aspect
Advancement in Science and Technology, as well as innovations in communication , like
internet and more powerful devices that offshoots from the latter have affected the
product and labor markets, and also the organizational design. A most common test is to
ask this question is: How will this device influence communication within an organization.

Legal Context
Organizational activities should always have legality involved. Examples are contract,
obeying organizational policies and norms. There are three reasons for the need to
understand and comply to HR Law: helps the company to do the right thing. realize the
limitations of the HR & legal units, and limits potential liability.
Why is HRM Needed and Why does it need to evolve with the times?
There is a realistic need for HRM and the latter’s evolution because of changing customer
necessities and through the need of the time period. The right people must be selected
and hired for the job that needed their innate skill set.This requires efficient and effective
planning, organizing and controlling the organizational plans and the HR activities.

Like any other endeavor, all these will encounter resistance at some point. These are in
the form of difficulty in identifying the suitable candidates with the desirable personality,
attitude, skills and talents. Moreover there is also the difficulties arising from rivalry and
competition with other organizations vying for the same set of talents. Some old
institutions with a lot of senior leaders still believing in traditional HR methods are resistant
to adopting changes appropriate for the current times. Lastly, an age old challenge for the
HR people: difficulty to make employees completely satisfied. These are only a sample
of the challenges faced by the modern HR Managers and the main reason why they need
to evolve with the times.

CHALLENGES FACED BY HRM

GLOBALIZATION- With the boundaries opening up because of political alliances, HRM

are faced with the Globalization Influence. This increases the competition locally or
globally, organizations must become more adaptable, resilient, agile and customer
focused. Other countries might be doing HRM practices that are customized or streamline
to their needs.This doesn't mean that it is effective for other organizations, especially if it
transcends international borders. Cultural differences make a big influence on the
strategic HRM to be implemented in the organization. All these changes in the
environment must be taken into account by the HR Manager and he must evolve to
become a strategic partner, an advocate of the staff and a developmental mentor in the
organization.
CHANGING WORKFORCE - With the globalization trend, available jobs are influenced
and this requires the organization to balance complicated issues related to managing
people from different places, locally and internationally, different geographies, culture
legal environment and business conditions in the area of operations by the organization,
The HRM must be flexible enough to adjust to different nationalities, along with their
cultural norms and preferences. This is very challenging for the HRM, especially in the
aspect of satisfying these personnel

MANAGING DIVERSITY -Working alongside globalization is the diversity of the

workforce.Diversity is a potential performance barrier, either through language or cultural
norms. . Although, if the HRM is flexible enough, diversity might bring value added activity
because of the positive practices an assorted culture brings into the organization.
Different perception brought about by diverse employee values must be considered by
the HRM.

GLOBAL HR OPERATIONAL TRENDS- Going global means business are facing

extreme competition because of increase in rivalries with the influx of international firms.
Moreover, as discussed before, opening borders also bring a wide range of cultural norms
brought about by the availability of an international pool of personnel. technological
advances enables the HR to touch more people and overcome distances. This means
the challenge is in the HRMs capability to keep up with Tech Innovations.

BALANCING WORK-LIFE SITUATIONS - Employees have responsibilities to their

families and to themselves. Aside from personnel watching over their work life balance,
the HRM must think ways to overcome the challenge of having the staff enjoy their time
away from office while having a full reign on their working efficiency.

CONCLUSION

The role of the HR Manager is more akin to a circus performer; he must get the right skills
set for the righ job in an employee, Which must parallel the needs of the organization the
latters attainment of goals.All of these while making the staff happy and content.

It is very challenging but successful organizations have HRMs that are becoming more
adaptable, resilient and quick to change directions as the volatile international operational
trends evolve.

So in the end, it is the responsibility of the HRM to face and solve challenges for the
sustainable development of the organization as a whole
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REFERENCES:
● competency_framework_en.pdf (oecd.org)
● Competency Management: Challenges and Benefits (trainingmag.com)
● Challenges in Implementing Competency Based Management (linkedin.com)
● Developing a Competency Framework - Linking Personal Performance to
Organizational Success (mindtools.com)
● Competency Framework: Definition and How To Develop One | Indeed.com
● An Introduction to Competency Framework and the Benefits of Using It
(peopledynamics.co)
● Why Use a Competency Framework? | SIGMA Assessment Systems
● How a competency framework impacts organisational performance - Talegent
● The Benefits of a Competency-based Approach (thecompetencygroup.com)
● What is Competency Management? It's Importance and Benefits (valamis.com)
● Dr. Kavita Shanmughan HR Analytics I OD Practitioner I Psychometrician I
Competency Facilitator I Assessor, Published Aug 2, 2016