A model and process for redesigning the HRM role, competencies, and work in a major multi-national corporation
Article Abstract:
A model and a detailed process for reformatting the human resources (HR) function is presented. The redesign process described is made possible by requesting for new roles from line executives and by improving the competencies of the HR management personnel while reengineering the delivery structure. The model proposes that 'best practices' are actually more effective in redefining the basic partnership role advocated by the line organization than in generating a sophisticated HR management team. One company that followed this model when repositioning its HR function is Whirlpool Corp. The reform strategy of the company involved forming the design team and collecting data; interpreting data and contracting for the new HR role, tasks and competencies; creating three-year implementation schemes and analyzing existing systems; and implementing development and staff plans.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1995
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Building competency models: approaches for HR professionals
Article Abstract:
The single-job competency model and the one-size-fits-all competency model are the two most widely used approaches for developing and implementing competency models for personnel management. However, they do not have the capability to differentiate the requirements of several jobs and to match individual competency profiles to different jobs or assignments. Given these limitations, personnel professionals should turn their attention to a multiple-job approach to competency-model building. This method requires a group of common building block competencies, provision for customization of competencies for individual job models, defined levels of performance for each competency, and a fast, inexpensive model-building method.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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The business of human resources
Article Abstract:
Changes in the business environment compel the human resources (HR) function to transform itself into a business unit and not merely a 'partner to the business.' The increased cost-consciousness of management and the growing popularity of outsourcing are just some of the reasons why HR must be able to demonstrate its value to the organization. HR departments subscribing to the external market model is managed as a customer-oriented business with its own sales and product development operations. As a business in and of itself, the goal of the new HR is to deliver and/or develop the personnel resources that the company needs to enhance its competitiveness, effectiveness and ability to implement business strategies.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1997
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