A Certified Human Resources Manager is an HR specialist who has the skills to manage the entire HR division.
The Certified Human Resources Manager can easily satisfy all available HR processes and build new management models.
These professionals often have extensive experience in many companies.
Thus, they have a vision for low-performance HR processes and know how to eliminate waste in the organization. Modern HR managers deliver real business value to the organization. Reference: BVOP Certified Human Resource Manager.
Certified Human Resources Managers bring business value to the organization
It is a common cause in the company to have certified human resource management managers, but nevertheless, the desired “value” of human resource management is somehow not obtained.
Customers continue to be dissatisfied, sales are not developing properly, managers are not working very well with their employees and, to top it all off, owners do not see much benefit from investing in human resources.
What are the reasons, you will see after reading this topic? How to become a certified project manager you can read on the PM.MBA website and their list of the best project management certifications and courses.
Certified Project Managers as an indispensable partner of the HR manager
Certified Project Managers are invaluable personnel for any modern organization. They are familiar with project management processes and practices.
These professionals can complete a project on time and with an agreed budget and quality. That is why certified project managers are an excellent tandem for the HR manager.
You work together on a project – your organization and its HR department.
Business Plan: A Tool for Every Certified Human Resources Manager
Despite well-organized human resource management practices, some companies do not feel the benefits. Investors (owners) themselves do not understand what results they get from their “specialists” in human resource management.
One of the reasons is the lack of a business plan for the company, as well as a business plan with general, abstract goals, instead of clear, concrete, and measurable ones.
The business plan is a written document of the company for the goals that the company sets to achieve in a certain time (usually 1 calendar year), as well as the way it will work.
The link between the business plan and the delivery of “value” from human resource management is mutual and very strong.
On the one hand, human resource management does not add any value if the company does not know what goals they are striving for.
For example, what profit is expected, what the markets will be, what level of customer and employee satisfaction will be “chased”.
Unfortunately, many companies in our country work without a business plan.
The lack of goals and direction of action puts employees in a situation to go to work rather than strive to work more productively, and subsequently be better paid.
What will be the priority management practices for human resources depends on what the business goals will be.
For example, if a company wants to increase its profits by 20%, the focus of human resource management is on the following several areas:
Timely review of the company’s structure and positions;
Review of performance standards;
Review of the competence/talent of employees and managers;
Training on updated job descriptions and standards;
Evaluation of results;
Human resource management cannot generate the same effect in different companies.
Remuneration pay, for example, has failed more than once in African companies, and assigning personal performance targets has not been accepted by managers working in southern European countries.
In countries where there is no belief that the development of the individual has unlimited possibilities, the American and Anglo-Saxon school of human resource management is still difficult to “digest”.
It turns out that on the one hand, useful and effective management practices are difficult to implement in some countries, as well as in some organizations, because people have different perceptions and ways of thinking, or as it is commonly said – “they have a different culture”.
On the other hand, there are many reasons (one of which is globalization) for which managers are forced to apply useful and effective management practices simply because otherwise, their companies are at risk of declining competitiveness.
Therefore, it is worth accepting the thesis that culture is something that has an impact and can be managed so that certain cultural norms are “met” with each other and “reconciled” without being completely erased.
The term “corporate culture” entered the vocabulary in the early 80s of the twentieth century.
Two important theses were highlighted:
Corporate culture plays a key role in the company’s performance;
The corporate culture can be managed so that the company becomes competitive.
One of the most authoritative modern and scientifically proven definitions of corporate culture is that of Hofstede.
He believes that corporate culture is “the collective programming of the mind” that distinguishes one organization from another.
According to Hofstede, the core of the corporate culture is the general perceptions of the company’s daily practices, which he groups into 6 groups. He calls them “dimensions of corporate culture”:
What is the organization oriented towards – the “process” or the “results”;
What else is the organization oriented towards – “towards people” or towards “work”;
What do employees identify with – the organization itself or their professional work;
“Open” or “closed” system is the organization;
What is the control in the organization – “liberal” or “strict”;
What is the organization – “practically oriented” or “oriented to norms, rules”.
Human resource management practices
Here are some human resource management practices that reinforce the corporate culture:
Buying new employees, which eloquently shows what the organization stands for. No matter what qualities are emphasized in job advertisements, interviews with candidates reveal the corporate culture far more eloquently.
The introductory (socializing) training of the new employees is also a clear message to the new employees on how they could work in the company. The way the rules are explained to them, the way different employees are presented, and their roles – too.
The evaluation of the work and the remuneration is given to show whether the competence and the results are valued, or the obedient behavior is valued more.
The work of senior managers – what they do, whether there is coverage between their words and their deeds.
Competence in human resources management
Competence in human resource management is needed by: (1) human resource management professionals; (2) managers who lead a group of employees.
Of course, the content of the competence of these two groups of participants in human resource management is different.
Let’s see what the competence of professionals looks like. The Certified Human Resources Manager profession has long been a fact. In most countries – for almost 30 years.
However, perceptions of their roles are changing quite dynamically. For example, in the last 10 years, five main roles of HRM professionals have determined what the competencies should be for holding positions in this field, as well as the way of qualification and development of these professionals.
Thus, the competence framework of professionals is as follows:
HRM professionals should have a strong belief in themselves and their abilities;
Certified Human Resources Managers must have an excellent knowledge of the business in which the company is located – markets, production, labor market, competition, technology;
HRM professionals should be able to provide high-quality services in their field – to be able to buy new employees, conduct training and development practices, manage performance, manage labor, communications;
HRM professionals should assist managers in meeting the strategic objectives of their departments/business units and contribute to the implementation of the company’s business objectives;
Certified HR Managers should be proficient in information technology for human resource management.
And now, here’s what the human resources management competencies of managers who lead groups of employees should be able to:
- Interview new employees and introduce them to their work;
- Analyze posts and compile job descriptions;
- Set standards;
- Evaluate the work of their employees;
- Give and receive feedback on the performance of the work of their employees.