Impact of Human Resources Management

Impact of Human Resources Management Robert Proctor Introduction The purpose of this paper is to answer questions about the Human Resource Managers impact during organizational changes or challenges and two questions about my experience with change and challenge with the support of the Human Resource Management of my organization the Navy Personnel Support Detachment (PSD). What are the competencies of a Human Resource Manager? One writer defines Human Resources competencies skills sets as intrinsic characteristics which exhibit themselves through ones personal traits, habits, motives, social roles, and self-image. All these attributes enable a person to deliver excellence in performance in any given job, role, or situation (Darvish, Moogali, Moosavi, Panahi, 2012). Snell and Bohlander categorizes these competencies into mastery sets called: business mastery, human mastery and personal credibility (Snell Bohlander, 2012). In my opinion, I see the position of the Human Resources Manager as being that of a middleman in any organization who is tasked with providing the human touch within the organization. As the writer states above, they are the branch of any organization that must operate at the highest level of proficiency in all areas. The Human Resources Management department of my organization (Department of the Air Force) in my experience is a group of people who one can rely on to have answers to a sundry array of issues personally and professionally. I have heard from others of their experiences with HR departments, in their organization, which resulted in less than the standard manner of excellence that one would expect. How a change/challenged was introduced in my organization? The scope of operations for the unit I am assigned to which is the San Antonio Navy Personnel Detachment is to provide administrative and financial services for staff and student military personnel stationed at Joint-Base San Antonio (Fort Sam, Lackland AFB, and Randolph AFB) and the surrounding reserve unit and recruiting commands that are in and around San Antonio and as far north as Austin, Texas. The Department of the Navy Human Resources branch recently conducted a work survey of various personnel support detachment. My unit was involved in that survey. Because of that survey, there was a worldwide operational reconfiguration plan implemented for the realignment of all Navy Personnel Support Detachments. The purpose of this reconfiguration was to consolidate the detachments due to an implementation of an e-resource which took away many of their tasks when it allowed sailor level self-service for many of their administrative and personnel services. This resulted in a need for reduction and an overhaul the current support detachments configuration. This reduction in support detachments was accomplished through consolidation by realignment of support detachments. Because of that change, our unit became the command center for two outlining units (Houston and Corpus Christi). What this meant to us is the demographics of our customer base not only increased in sizes but the complexities of administrative action we would conduct changed as well. Typically, our standard client is enlisted initial entry and retiring Navy personnel. What is the appropriate HR Manager response to for this change/challenge? The HR Department has approached this change from a proactive perspective. We were provided numerous briefings at least 12 months prior to the changed in the configuration that kept everyone informed of the event and provided enough space to answer any concerns as the project moved forward. Once the change began and during the hand-off phase, we were kept in the loop at the leave where the change would affect us the most. Due to the proximity of the units, we inherited the leadership team at the local level began to operate in a flexible fashion that is partly reactive and partly proactive. This flexibility allows the leadership team the opportunity to identify any faults in their operating process to help them better integrate with the command. If they have not accomplished this step yet, I believe Navy HR Department and the local Leadership staff should have an action plan in place that outlines appropriate training requirements that ensure everyone is operating from the same stand ards. Was the involvement of the Human Resources Management beneficial with this change? Overall, the change has progressed fairly smoothly. Though there have been a few miscues along the way, I see the process going forth as efficiently and professionally as it can be done. The leadership has visited the outlining units frequently. And as we receive work from these units, many of the clerks at the command level are noticing a decrease in errors and issues. I believe much of the success in this transition is due in part to the oversight of the Department of the Navy HR department who continue to facilitate the change to ensure the changeover results in a seamless and disruption-free transition. Conclusion The purpose of this paper was to answer questions about the Human Resource Managers impact during organizational changes or challenges and two questions about my experience with change and challenge with the support of the Human Resource Management of my organization the Navy Personnel Support Detachment (PSD). References Darvish, H., Moogali, A., Moosavi , M., Panahi, B. (2012, September 30). Survey relationship between human resources roles and human resources competencies. International Journal of Academic Research in Business and Social Sciences, 2(9), 8. Retrieved from http://www.lexisnexis.com.uiwtx.idm.oclc.org/hottopics/lnacademic/?verb=srcsi=400870sr=HEADLINE(Survey+Relationship+between+Human+Resources+Roles+and+Human+Resources+Competencies)%2BAND%2BDATE%2BIS%2B2012 Snell, S. A., Bohlander, G. W. (2012). Managing human resources (29th ed.). [VitalSource Books]. Retrieved from https://www.vitalsource.com/