Considering HR? Your timing is great. Human resourcesis transforming itself. Once widely viewed as mere tacticians, paper pushers, or in-office enforcers, today’s HR professionals are increasingly seen as integral to their companies’ business success. This growing strategic role means HR now has a place at the table where real business decisions are made, and that offers unprecedented opportunities for those entering the field.

Not only is HR’s stature growing; so are the job opportunities. According to the Bureau of Labor Statistics, the number of HR professions in the U.S. will rise faster than the national average over the next 10 years. So while no position is completely recession-proof, HR is well positioned to ride out most economic

What kind of person do you need to be to get ahead in HR?

The HR Profession Map sets out the following personal attributes:

Decisive thinker.Able to analyse information quickly and use it to make robust decisions.

Skilled influencer.Able to gain commitment from different quarters in order to benefit the organisation.

Personally credible. Expert in both HR and commercial issues, and takes a professional approach.

Collaborative.Able to work well with a range of people both within and outside of the organisation.

Driven to deliver.Focused on delivering best possible results for the organisation, and shows determination, resourcefulness and a sense of purpose in achieving this.

Courage to challenge. Has the courage and confidence to speak up and will challenge others even when met with resistance or unfamiliar circumstances.

Role model.Leads by example.

Curious. An inquisitive, open-minded type, who seeks out new ways to support the development of the organisation.

What areas of work will you master certification career in HR from IIBM Institute?

The HR Profession Map identifies eight main areas of work:

Service delivery and information.Managing HR information professionally.

Organisation design. Managing structural change and ensuring the organisation is appropriately designed.

Organisation development.Ensuring the organisation’s workforce, culture, values and environment will enable it to meet goals and perform well in the future.

Resourcing and talent planning. Making sure the organisation attracts people who will give it an edge. Managing a workforce with the balance of skills needed to meet short and long-term ambitions.

Learning and development. Making sure that people at all levels of the organisation have the skills needed to contribute to the organisation’s success, and that they are motivated to grow and learn.

Performance and reward. Making sure that reward systems – principally pay and benefits – are fair and cost-effective. Ensuring critical skills, experience and performances are rewarded.

Employee engagement.Supporting employees in maintaining a positive connection with their work, colleagues and the broader organisation, with a particular focus on good relationships between staff and their line managers.

Employee relations. Ensure that the relationship between the organisation and staff is managed within a clear and appropriate framework.

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