The Competency Model
Competency is one of the drivers to effective work performance that managers around the world are considering. The competency model is a useful tool in helping companies to ensure that professionals in human resources are proficient concerning the critical competencies required to solve some of the most pressing issues of workplace management and in the delivery of highly effective strategies of human resources. The competency model has nine fundamental aspects used in employee job analysis: leadership and navigation, consultation, communication, relationship and management, ethical practice, human resources expertise, business acumen, critical evaluation and global and cultural effectiveness (SHRM, 2017).
The leadership and navigation compenent of the model suggests that the vice president of human resources should have the capacity to direct as well as contribute to initiatives and procedures within their companies. For this reason, such professionals are required to be consensus builders in which they will develop and promote consensus among the stakeholders of the companies such as informal leaders, business unit leaders and employees at the time of proposing new strategies (Ferris, Buckley and Fedor, 2002). The vice president of the human resources department is also required to create influence among the stakeholders when they set visions for human resource initiatives and to build buy-in for external and internal stakeholders. The human resource professionals are also to ensure change managment within their companies in which they are required to lead their companies through adversity with much tenacity and resillience (SHRM, 2017). The vice president of human resources is also required to be mission driven through their exhibition of behaviors that are consistent with and conforming to the culture of their institution. The last aspect of the navigation component of the model is results and goal orientation for which the leaders need to comprehend the most efficient and effective methods of accomplishing tasks within the organizational hierachy, policies and systems and processes parameters.
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Consultation concerns the ability of the vice president of the human resources to give guidance to the stakeholders of their companies. For example, they are required to be involved in problem solving through applying creative problem solving methodologies, be analytic reasoners, develop consultive and coaching skills among the rest of staff, serve as an in-house people and workforce management expert, and be involved in project management through the generation of specific organizational initiatives that will support the objectives of their company (SHRM, 2017). Another component of the competency model, the communication component, concerns the ability of the vice president of the human resources to exchange information with the rest of the stakeholders in ares such as verbal and written communications, facilitation of feedback, active listening, persuation and promoting diplomacy.
The relationship management component of the model relates to the resonsibility of the vice president of the human resources manager to manage interactions to give support and provide service to their institutions through ensuring credibility, enhancement of community relations, business networking, teamwork, effective customer service and mutual respect among the different stakeholders (SHRM, 2017). The competency model of job analysis also considers the aspect of ethical practice and supposes that human resources personnel should show the ability to navigate core values, accountability and integrity in all the business and organization practices. For this reason, such leaders should ensure they promote integrity, build proper rapport among the different stakeholders, respond to problems of unethical behavior, enhance professionalism and build trust among the rest of staff.
The element of human resources knowlege relates to the requirement for the human resources personnel to understand the functions, practices, and principles of effective human resources management in areas such as risk managment, strategic business management, workforce planning, human resources development and human resources technology (SHRM, 2017). The business acumen component of the model analyses the competency of human resources personnel in terms of their capacity to comprehend and apply information likely to contribute to the strategic plan of the organization in areas such as strategic agility, business operations and logistics, systems thinking, organizational metrics, sales and marketing, and economic awareness.
In addition, the critical evaluation component relates to the ability of the of the human resources personnel to interpret information and use such interpretation to make business recommendations and decisions. This component involves areas such as critical thinking, decision-making, measurement and assessment, knowledge management, inquisitiveness among others (SHRM, 2017). Lastly, the global and cultural effectiveness component of the model concerns the ability of the human resources manager to consider backgrounds and perspectives of all stakeholders through elements such as adaptability, openness to different perspectives, awareness, and respect for cultural aspects, the diversity perspective among others (SHRM, 2017).
Job Descriptions for the Position of the Vice President and the Deputy Vice President of Human Resources
Analysis of the situation at the company in the case study indicates the need for the management to redefine the responsibilities of the two executives. Currently, there is a conflict in terms of the responsibilities of the vice president and the new deputy vice president because some of the responsibilities overlap, while some, as analyzed using the competency model are not addressed. For example, it is needful, according to the new organizational management structure, that the vice president of the human resources remains answerable to the Chief Executive Officer and for the deputy to remain answerable to him. In addition, the new post of the deputy vice president should address some of the responsibilities of the human resources department that are currently not included within the responsibilities.
The Resposnibiities of the Vice President of Human Resources
A vice president of human resources is an officer entrusted by their company to oversee and the human resources plans of their institution in ways that support the visions, missions and overall strategy of the company (Villanova University, 2017). The human resources personnel’s position is required to have high accountability and to report to the Chief Executive Officer directly. The vice president of the human resources department is required to collaborate with the team of management in the crafting of the mission and vision of the company. They are also required to develop strategic plans of human resources, which include compensation, training and recruiting. The vice president of human resources is also charged with hiring, guiding and evaluating the work of human resources executives (Villanova University, 2017).
Another responsibility of the human resources personnel is to decide and act concerning diversity, equality and other initiatives of the human resources department. The vice president of the human resources department also has the responsibility of assuming the responsibility of labor as well as worker relations in addition to re-engineering processes of ensuring maximum efficiency. They are also charged with ensuring the procedures involving human resources are in line with the legal framework and best practices. The individual has an additional responsibility of analyzing the effectiveness of the policies and operations of the human resources and to make reports for the Chief Executive Officer by the use of business metrics (Ferris, Buckley and Fedor, 2002).
Overall, it means that the effectiveness of the vice president of human resources personnel in executing their responsibilities is dependent on their competencies related to performance, expertise, behaviors, abilities, skills, and knowledge. A consideration for the current trends in the performance of the vice president of human resources indicates a general worry among the management of the company concerning the vice president of human resources’slacking on his duties, which indicates lowered rates of competence compared to the previous years when he was rated as outstanding. The post of the deputy vice president should, therefore, address the following responsibilities:
The Responsibilities of the Deputy Vice President
The deputy vice president of the human resources department should remain answerable to the vice president. For this reason, the deputy vice president will deputize the vice president, which means they will assume the duties of the vice president in absentia of the senior manager (Durai, 2010). They are also charged with supervising the development, implementation, and coordination of policies and procedures for the Human Resources department to establish and maintain an effective department through managing, advising, and motivating department employees. The deputy vice president should also counsel department managers and employees on disciplinary actions and performance problems. They are also charged with collaborating with senior the vice president to develop strategic human resource goals, policies, and programs that align with business initiatives. In addition, the deputy vice president of the human resources department should develop human resources strategies for business groups that includes workforce planning, pay-for-performance, talent management, talent acquisition, and succession.
The deputy vice president will also be charged with interpreting information and using such interpretation to make recommendations to the vice president concerning appropriate decisions and strategies to be adopted. Another responsibility of the deputy vice president of the human resources manager is to promote global and cultural effectiveness concerning the ability to consider backgrounds and perspectives of all stakeholders through elements such as adaptability, openness to different perspectives, awareness, and respect for cultural aspects, the diversity perspective among others (SHRM, 2017). The deputy vice president will also prepare and submit reports to the vice president concerning different aspects of workforce development such as staffing among others (Bodnarchuk, 2012).
Bodnarchuk, M. (2012). The Role of Job Descriptions and Competencies in an International Organization: Case: Foster Wheeler Energia Oy.
Durai, P. (2010). Human resource management . Chennai: Pearson.
Ferris, G. R., Buckley, M. R., & Fedor, D. B. (2002). Human resources management: Perspectives, context, functions, and outcomes . Upper Saddle River, N.J: Prentice-Hall.
Society of Human Resource Management (SHRM) (2017). About the Competency Model . Retrieved 10 March 2017, from https://www.shrm.org/learningandcareer/competency-model/pages/default.aspx
Villanova University. (2017). Senior VP of HR Career Job Description . Retrieved 10 March 2017, from https://www.villanovau.com/resources/hr/senior-vice-president-of-human-resources/#.WMIqhzuGPDc