Qualities it takes to be a Human Resource Manager When we talk about human resource manager’s qualities, we must first understand what human resource management is and how these qualities affect their performance as a team leader. Human resource management required people with abilities to direct, plan, organize and carry out organizational function and regular evaluations of the employees’ relations and job performance of an organization.

The job responsibilities also requires the staff to develop and implement operational policies related to employees in the company, plan and conduct employee training and development programs, compensation, benefits; as well as caring for all the needs of the employees of an organization (Heathfield, 2012). To do this effectively, it is essential for HR managers to possess qualities that guide them in the fulfillment of their duties (Heathfield, 2012).

The required qualities can be born and learnt as skills, such as, professional learned qualities, as well as personal and social qualities related to their background and environments in which they were raised. In reality, every manager of an organization is, in essence, an HR manager because as an operating manager, they should be able to do some basic job duties that not only HR managers do.

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For instance, there are many companies without a human resource management department, as a result, all managers of the company and even top level managers are the ones who hire, terminate or decide the conditions of compensation and benefits of employees and so on. Additionally, HR managers must possess certain qualities and skills to channel the talent, potential and capabilities of employees to achieve organizational harmony because their leadership directly influences the operational climate of the organization and the relationships between its employees, which are entailed therein.

HR managers encompasses more than the administration of staff and policies, it also includes the element of creating a support system for the company. This support system helps employees achieve their maximum potentials and increase their values to the business as well as the overall job market (Heathfield, 2012). The support systems that they develop also set up the organizations to obtain optimum productivity from the employees thus maximizing efficiency and profits. In essence, these qualities help provide vision and values for employees to seek and develop a friendly and utually beneficial relationship between the management and workforce in any organization. Consequently, HR managers with the desired qualities operate as the bond between elements of the organization and ensure its success. There are a lot of different qualities required not only for HR managers, but for all operational managers of an organization, and to work in any profession employees should not only have subject matter expertise but also personality, behavior, mannerism, attitude, professional approach, and thinking to work efficiently. In order to be an HR manager, people need to have personal, social and professional qualities.

Perhaps, the most important quality required to become an HR manager is to be a “people” person. If a person does not like to interact with people how is he/she going to expect to do well as an HR manager when the main characteristic of this profession is the people. Also, there are personal qualities such as humanitarian values, discipline, determination, honesty; self confidence, etc. On top of that, to be an HR manager people need strong leadership skills, effective communication and active listening skills, and have mannerism. HR managers are required to possess skills of negotiation.

Employees often have issues that they want to speak to with the management of the organization in which they work (Ghosh, 2009). This makes it fundamental for HR managers to have the ability of negotiation in order to reach conciliation between the two groups. Next, they required a developmental attitude. These managers need to posses developmental attitudes and become visionaries in order to constantly promote the improvement and efficiency of the organization’s operations through policies amongst other methods (The Why Organization, 2012). Multitasking is also a highly essential quality.

It is the ability to conduct several functions simultaneously. An HR manager should be able to handle different situations and responsibilities due to the multifaceted nature of HR management job responsibilities that the department has to undertake (Heathfield, 2012). Ethics and discretion are important qualities required to be an HR manager. In fact, they have access to sensitive pieces of information that they are obligated to safeguard. Moreover, the responsibility of the company image also lies with them as the workforce they manage reflects on the company (Schieifer, 2006).

The practice of discretion by HR managers when handling both employee information and the relationship between the workforce and managers is vital. They need to be well organized in their day to day activities. Actually, organizations ensure that the employee information is appropriately maintained, and duties of the department are conducted in an orderly fashion. (Heathfield, 2012). Finally, interpersonal skills are a quality to the success of their duties and responsibilities. Human resource managers are required to have competent interpersonal skills to interact with employees in a cordial manner (Ghosh, 2009).

It is the ability they have to listen to employees and show empathy. It also leads them to treat employees’ with respect and professionalism. HR managers with strong interpersonal succeed in building connection with the employees, which strengthens their relationship. For Instance, in an organization such as a bank, the human resource management is required so as to manage the employees within the organization. Banks have a wide variety of personnel with different skill sets and personalities, which contributes to the dynamic nature of the workforce (Wilkinson, 2005).

Human resource management has the responsibility of balancing these relationships and designing methods that would make these differences to be a productive use for the company. Moreover, HR managers need to build and maintain enthusiasm and harmony between the workers. It is at this point that the qualities of the person come into play (Wilkinson, 2005). The relationships between employees in a bank, or any non-voluntary organization are highly predicted upon income differences. If there is a high disparity of incomes between colleagues without justifiable cause, tension can arise and destroy the harmony in the organization.

It is, therefore, important for the human resource managers to carry out frequent evaluations of the employees’ duties and allocate appropriate compensation based on industry standards to create uniformity while maintaining confidentiality. The routine of banking duties can become mundane and tiring for employees after a while and thus reducing their productivity and morale. To solve this, human resource managers need to actively and regularly interact with the employees to identify such issues and to get opinions on how to rectify the situation.

Such engagement shows the presence of interpersonal skills on the part of the human resources manager to create rapport and utilize the information to approve their management approaches. Therefore, the implementation of team building among employees, vacations and other engaging activities can be organized to break the monotony of the job. Another very common issue involving human resource managers relates to the discrimination between the higher management and front office staff, the strict management guidelines, which leave little or no room for input of employees and communication of company policies to the employees.

Banks have a high fairly employee turnover every year due to factors related to work discrimination, compensation packages and employee satisfaction (Wilkinson, 2005). There exists stratification between the cadres of employees which should be solved by the introduction of more inclusive team building activities to unite the banking staff as a team and remove the obstacles that contribute to their harmony. Compensation cannot be equal in an organization as people perform roles of varied complexity.

However, it is the duty of human resource managers to design packages that can be considered competitive and improve employee satisfaction by making them feel as part of the team and appreciated. Banks have established more interactive human resources departments that listen to the staff grievances on all levels and seek to solve them by using a combination of research into global banking trends. Scientific research is also used to determine methods of improving qualitative aspects of employee performance and satisfaction (Wilkinson, 2005).

This has led increasingly personalized and efficient banking services due to motivated personnel, who feel more appreciated significant parts of the organization. There are, however, some parts, which can still be improved with the implementation of training programs. To conclude, HR managers have the responsibility of helping organizations achieve their strategic objectives by hiring qualified staff, engaging them to the culture of the organization and job responsibilities, as well as maintaining their levels of morale through a combined approach of compensation, benefits and policies.

Hence, to be an HR manager it is required to have certain qualities and skills to be able to identify problems, develop solutions and implement them in order to achieve satisfaction and success of an organization and its employees. HR managers have the opportunity to give jobs, give careers, coach, and guide people. Also, they can increase productivity, motivate employees and manage talent and capabilities of employees to make the company a valuable organization to work for.

For this reason, I believe HR managers have one of the most important jobs in any organization and CEOs should value HR managers as much as their financial chief officers. References Ghosh, G. (2009). Critical Skills for Human Resource Professionals. Talent and Social Business. Retrieved 8 October, 2012 from http://www. gautamblogs. com/2009/02. Heathfield, S. M (2012). Characteristics and Competencies for HR Leaders. Retrieved 5 October, 2012 from http://www. humanesources. about. com/b/2012/07/18 Schieifer, J. (2006).

The Nine Essential Skills of Human Resources Management-How Many Do You Have. Hr Daily Advisor. Retrieved 12 October 2012 from http://www. hrdailyadvisor. blr. com/Archieve/2006 The Why Organization. (2010). 7 Skills a HR Manager Must Have to Deliver Business Value. Retrieved 12 October 2012 from http://www. blog. whtorg. com/2010/02/7 Wilkinson, A. (2005). A Case Study from Banking: Research and Practice in Human Resource. Curtain University of Tecnology. Retrieved 12 October, 2012 from http://www. rphrm. curtin. edu. au/.. /banking. htm

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