Department Is Important In Performing Several †Free Samples

Question: Discuss About The Department Is Important In Performing Several? Answer: Introduction The Human Resource (HR) department is important in performing several functions. The department is tasked with monitoring the organizational culture, manages the talent recruitment process and managing the workforce. The HR director is tasked with providing leadership to the department. Possessing critical competencies in leadership, multitasking, and being ethical and discrete are important ideal skills expected of the director. Multitasking Multitasking is a critical skill that that requires engaging with different people and departments within an organization. The director will be engaged with his own department and staff, the senior management, board of directors and investors. Having the ability to effectively wear the correct hat at the right time is important while executing his diverse duties and roles (Fritz Guthrie, 2017). This requires in-depth knowledge of expectations of the various stakeholders the directors may engage with. Kirchberg, Roe Van Eerde (2015), state that this allows for engagement with speed and flexibility. Analytical skills go in tandem with the multitasking ability in order to make decisions touching on issues, requests and questions that will inundate the director on a daily basis. The analytical skill set will help the director to identify critical issues which demand their personal attention and those which can be delegated. Analyzing new organizational policies requires multitasking with different sections and departments with effective communication channels. Hilder (2011), states that multitasking is also a good measure of effective time management by simultaneous execution of different decisions within time that is limited. Leadership Leadership skills are important while creating strategic plans for the organizational workforce and the HR department. Lawler Boudreau (2015), state that leading by personal example sets the standard for the HR department which can then be used as the benchmark for excellence for the rest of the organization. Efficiencies gained in discharging duty in the HR department can be shared with the rest of the staff employed by the organization in order to improve productivity. Leadership is also important when a strategic plan is being implemented by the organization. The functional elements of the plan should need leadership in communicating the new paradigm and vision for the organization (Mayfield Mayfield, 2016). As a leader, the HR director will use personal skills sets of leadership as the champion of change, capability builder and internal organizational activist for the new strategic plan. Marler (2012) posits that this requires adopting a leadership style that is versatile and adaptable that links organizational performance with leadership. Discrete and Ethical Discretion is an important competence important when exercising freedom to make decisions within the constraints of authority (Catalin-Silviu, 2016). Issues that the director will face on a daily basis will require using personal discretion to make judgments that are appropriate. The judgment made should not adversely affect the employees or the organization. Ethical behavior is important in addressing dilemmas within the organization on a variety of issues. Elms, Brammer, Harris Phillips (2010), state that these include responsibility to the stakeholders and the organization based on moral values. Strategic plans affecting the corporate environment will also be affected by ethical behavior of the director. The role of the HR is important in an organization in providing leadership for the workforce both at the departmental and organizational levels. The HR director should ideally possess skill sets that allows for undertaking different tasks simultaneously. The leadership style of the director will help in actualizing organizational strategic plans. Ethical behavior and discretion will help the director make decisions that are moral, humane based on personal judgment. References C?t?lin-Silviu, S. (2016). Competence determined strictly by the law and the discretionary power of public administration. Juridical Tribune, Vol 6, Iss 2, Pp 247-251 (2016), (2), 247. Elms, H., Brammer, S., Harris, J. D., Phillips, R. A. (2010). New Directions in Strategic Management and Business Ethics. Business Ethics Quarterly, 20(3), 401. Fritz, M. R., Guthrie, K. L. (2017). Values clarification: Essential for leadership learning. Journal Of Leadership Education, 16(1), 47. Hilder, B. (2011). Essential Time Management : How to Become More Productive and Effective. London: Marshall Cavendish International [Asia] Pte Ltd. Kirchberg, D. M., Roe, R. A., Van Eerde, W. (2015). Polychronicity and Multitasking: A Diary Study at Work. Human Performance, 28(2), 112-136. doi:10.1080/08959285.2014.976706 Lawler, E. E., Boudreau, J. W. (2015). Global Trends in Human Resource Management : A Twenty-Year Analysis. Stanford, California: Stanford Business Books. Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11. Mayfield, M., Mayfield, J. (2016). The Effects of Leader Motivating Language Use on Employee Decision Making. International Journal Of Business Communication, 53(4), 465. doi:10.1177/2329488415572787