AHRI Model of Excellence-Free-Samples for Students-Myassignment

Question: Discuss about the AHRI Model of Excellence. Answer: Introduction AHRI Model of Excellence is a graphic representation, which combines the important capabilities of human resource (HR) practitioners (Ahri.com.au 2017). This model is consisted of seven important capabilities of HR practitioners. This study will select three capabilities among those seven HR practitioners capabilities. Moreover, the study will select the capabilities like business drive, expert practitioners and culture and change leader. The study will also demonstrate my own experiences, which are enough to demonstrate such HR capabilities in me towards getting graduate HR position. Business Driven Business driven capability is extremely important for human resource practitioners for understanding the organizational context and objectives. According to Chatterji and Patro (2014), human resource managers should provide workable and best fit solution to the employees in the context of organizations operating environment. Business driven capability enables the HR practitioners towards understanding the key organizational driver, core stakeholders needs and organizational performance. In this way, they can better encourage the employees towards engaging their efforts with organizational objectives for achieving organizational success. On the other hand, Jackson, Schuler and Jiang (2014) opined that business driven capability assists the HR practitioners in framing proper legislative policies in alignment with the legislative framework and Government policy. In this way, the HR practitioners can lead to sustainable business operation leading to organizational competitiveness. The HR managers also become capable of fostering effective workplace relation for the employees with high level of business driven capability (Nyberg et al. 2014). Moreover, this capability enables the HR practitioners to enhance their business knowledge for better managing the employees and directing them towards achieving business objectives. I used to work in a reputed organization 6 months back, where my job role was to appraising the performance level of the employees. Appraising the performance level of the employees requires complete knowledge of the business objectives and goals. I used to assess the performance level of the employees in comparison with overall business objectives of the organization. I was having complete understanding of the business context and objectives for identifying the improvement areas of employees for better achieving organizational success. I was also responsible for deciding the reward and recognition to be provided to the high performing employees for meeting their core needs. In this way, I became successful in fostering competitive advantage for the organization through aligning the innovative talents with the organizational goals. Therefore, I can be fit enough for the position of graduate HR position. Expert Practitioner Expert practitioner capability helps the HR manager in building, maintaining and applying human resource knowledge in organizational success. According to John and Bjrkman (2015), expert HR practitioners know the extent of internal capabilities and understand the critical time to engage special HR expertise towards solving employee issues. Moreover, such capability enables the HR managers towards maintaining the employee relation and keeping the employees engaged in organizational success. On the other hand, Sheehan (2014) opined that expert knowledge enables the HR practitioners in anticipating the global workforce trends and technological changes, which can have huge impact on workforce and workplace. Therefore, the HR practitioners can preplan the training and development program for aligning the skills and talents of the employees with changing business requirements. Moreover, they can encourage the employees towards adapting new changes in the business for driving competitive ga in. In this way, such HR capability is extremely important for the HR practitioners towards building long term organizational sustainability. Few months back, I used to work in an organization having the job role of negotiation and mediation with the employees. Moreover, I was responsible for identifying the issues of the employees and trying to resolve the issues in consultation with upper management. In such job role, I often required using expert practitioner capability towards understanding the insights of the employees regarding the organization. In this way, I used to identify the issues of the employees and try to resolve their issues as per their needs. Furthermore, I also used my expert HR knowledge like emotional intelligence and problem solving skills for effective negotiation with the employees. Therefore, such expert knowledge would help me in better performing the graduate HR position. Culture and Change Leader The capability of culture and change leader facilitates the HR practitioners in designing and delivering innovative HR solution. Such innovation HR solution fosters productive and sustainable organizational culture within an organization. According to Kramar (2014), effective HR practitioners should be capable of determining, communicating and implementing the accountability framework for maintaining the expected employee behavior. Moreover, such capability enables the HR practitioners in translating the value and cultures into workplace and workforce practices. Therefore, the HR managers become able to fostering effective workplace practice in collaboration with the employees, which enhances their productivity level. On the other hand, Crane (2013) opined that the change leaders often work with the executives for articulating organizational vision and communicating the needs for organizational changes when required. Therefore, such capability is extremely important for the HR practi tioners towards fostering organizational changes leading the long term organizational sustainability. 1 year back, I used to work in a well established business organization, where I was one of the members of change agent group for fostering organizational changes. Therefore, I always used to communicate with the employees for creating a sense of urgency among the employees regarding those changes. Moreover, I was responsible for convincing the employees for adapting the organizational changes through communicating the outcome of the changes. Such change management knowledge has made me capable enough towards performing the job role of graduate HR position. Conclusion While concluding the study, it can be said that AHRI Model of Excellence is consisted of all extremely important HR capabilities, which are of highest importance for the HR practitioners. Business driven capability is extremely important for the HR practitioners for enhancing the overall business knowledge. Such capability enables the HR managers towards better engaging the employees in achieving the organizational goals and objectives. Furthermore, expert practitioner capability is highly important for the HR practitioners in using expert HR knowledge for resolving the employee issue and leading better workplace relation. Apart from that, the culture and change leaders are high significant for fostering organizational changes in adapting the new changing business requirements. Reference List Ahri.com.au. 2017. Ahri.com.au. Retrieved 30 November 2017, from https://www.ahri.com.au/about-us/model-of-excellence Chatterji, A. and Patro, A., 2014. Dynamic capabilities and managing human capital.The Academy of Management Perspectives,28(4), pp.395-408. Crane, A., 2013. Modern slavery as a management practice: Exploring the conditions and capabilities for human exploitation.Academy of Management Review,38(1), pp.49-69. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.Academy of Management Annals,8(1), pp.1-56. John, S. and Bjrkman, I., 2015. In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals.Human Resource Management Journal,25(4), pp.424-442. Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?.The International Journal of Human Resource Management,25(8), pp.1069-1089. Nyberg, A.J., Moliterno, T.P., Hale Jr, D. and Lepak, D.P., 2014. Resource-based perspectives on unit-level human capital: A review and integration.Journal of Management,40(1), pp.316-346. Sheehan, M., 2014. Human resource management and performance: Evidence from small and medium-sized firms.International Small Business Journal,32(5), pp.545-570.