During my human resource and payroll course, I managed to identify the links between strategic Human Resource Management and effective business decision-making. These links refer to the relationships that exist between the involved actors and factors. Therefore, the personnel management of a company can affect the business strategy. For example, if an organization focuses on human resource-specific factors to achieve its goals, the process of business decision-making will integrate human resources into deciding what is best for the company.
When it comes to applying theoretical knowledge to professional experiences, I see myself incorporating the SHRM Competency Model as a framework for all of my interactions with the personnel in an organization because it encompasses a range of behavioral competencies that a professional will use in his or her practice (Society for Human Resource Management n.d.).
Incorporating the coursework into the workplace will take some time and motivation since theoretical knowledge does not always align with the practice. However, I expect myself to return to the knowledge I acquired during the course in cases when I lack practical experience in performing some tasks associated with HRM. To aid the transition of applying the coursework to the workplace, the most important step is testing the knowledge in practice, for example, such procedures as filing and personal data management require support from theoretical knowledge, so I expect myself to get back to the coursework in cases when my operation depends on my solid knowledge rather than practical experiences.
Linking new knowledge to that from previous courses is possible in practice. For example, the role of human resource management has evolved significantly, so it is important to combine general information about the basic principles of HRM with more detailed knowledge about innovative ways of communicating and sharing information and ideas as well as processes encompassing leadership or strategic planning.
The legal issue of confidentiality with regards to personal data and filing was the most significant, in my opinion, especially with regards to the internal processes within an organization. When it comes to cultural issues, the work of a human resource manager is associated with encountering employees from different cultural backgrounds, which presents a challenge when a professional lacks enough knowledge about cultures, especially within the global business environment that has become all-encompassing and inclusive of all cultures.
This module significantly improved my key skills in personal data management, filing, positioning, and grading. The most valuable knowledge I acquired is associated with human resource leadership explored by researchers such as Wells (2013). Leadership qualities are becoming more and more relevant for human resource managers because they are the professionals who deal with different people regularly; furthermore, there is a rise in demand for professionals that specialize in specific areas of human resource management (research, development, etc.), to which leadership is a required competency. Overall, I feel extremely excited to pursue a career in Human Resource Management and incorporate the knowledge I acquired during this course into my everyday operations as an HR professional.
Society for Human Resource Management n.d., SHRM Competency Model. Web.
Wells, A 2013. ‘What is HR leadership? A twenty-first century perspective’, Journal of Organisational Learning and Leadership, vol. 11, no. 2, pp. 1-7.