Beyond belief: a benchmark for human resources

Article Abstract:

Human resource (HR) professionals need data in order to be able to benchmark and adequately assess their progress. A national database based on 10,300 individuals in 1200 businesses in 91 firms is presented in order to provide data on which HR professionals can benchmark their progress based on hard evidence rather than on perceptions or beliefs. HR practices and competencies are reported by five groupings: strategic versus operational; industry; functional specialty; primary role; and relationship to participant. Research using the database reveals that HR benchmarks can be established for both proactives and competencies, that HR practices and competencies fluctuate between industries, that the operational/strategic dichotomy followed throughout the 1980s may no longer be functional, and that HR professionals have ignored their role as an employee advocate. Research results indicate that industry conditions establish the criteria of how HR practices should be delivered, that the most competent HR professionals deliver both operational and strategic HR practices, and that HR professionals should balance their role as business partner with that of employee advocate.

Methods, Human resource management, Management research

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Human resource competencies: an empirical assessment

Article Abstract:

An empirical assessment of HR competencies is conducted. This study extends existing HR theory and practice in two ways: by identifying specific competencies that HR practitioners may use to add value to a business and by providing an empirical assessment of how these competencies influence HR professionals' performance as perceived by their peers. Data are culled from 12,689 associates of HR professionals in 1,500 businesses in 109 firms. Results show that HR professionals are considered more effective by their associates if the HR practitioners demonstrate competencies in business knowledge, delivery of HR and change management. Implications and recommendations for further studies are discussed.

Human resource departments, Human resource directors

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Higher knowledge for higher aspirants

Article Abstract:

A study reviewing four external business realities that influence the application of knowledge, of human resource professionals, is presented. These four are, advancements in technology, the causes and effects of economic and regulatory turbulence, the dynamics of business globalization and changes in population dynamics.

United States, Management dynamics, Analysis, Management, Knowledge management, Managers, Technological innovations, Company business management

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