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The Model of Excellence was announced by the AHRI as a visual depiction of the expectations from HR practitioners regarding what they should learn, what they are supposed to do, and what their colleagues and leaders expect to be in terms of behaviours and abilities. The model aims to provide Human Resource Managers a guide or structure to practice and helps identify opportunities through skills to achieve advancement and achievment of career goals (According to Australian HR Institute, 2020). The model consists of 7 capabilies which include: business driven; a strategic architect; an expert practitioner; an ethical and credible activist; a workforce and workplace designer; a cultural and change leader; and a stakeholder mentor and coach. In particular, this portfolio will analyse three capabilities, that are: an ethical and crediable activist; a workforce and workplace designer; and a stakeholder coach and mentor. It will highlight perspectives and the importance of these skills in HR and HR positions.
An ethical and crediable activist demonstrates stimuli’s by offering respected perspectives that contribute to the achievement of individual and organisational objectives (AHRI 2020). According to (How HR Gets Invited To The Table - Become A Credible Activist, 2020) “credible activists are conscientious about their relationships with colleagues and business partners, and invest in these relationships.” They deliver an “outside-in perspective” by developing relationships beyond the organisation to assist in overcoming challenges as well as build relationships within the organization. Moreover, a crediable activist has a transparent system of internal integrity or ethics that helps protect the company and its employees from disreputable issues that could lead to “fraud, breaches of health, corruption, non-compliance and dishonesty”; according to (Ken Moore & Associates Inc, Six Competencies for Human Resources Professionals, 2020).
An ethical and crediable activist exhibits personal and professional integrity at all times consistent with the organisation’s codes of ethics/codes of conduct and academic facts that allows the employees to trust there authority. It is essential that a HRM asserts such cabability as being ethical and crediable activist ensures the manager actively listens and uses knowledge, ethical values and appropriate communication skills in determining decision making and achieving organisational objectives. This allows employees to be properly advised since both expertise and values are used, thus producing high levels of work within the organisation with less error. Further, many obstacles may arise within a organisation, a HRM must understand potential conflicts of interests and is able to manage them appropriately through expressive and appropriate communication skills by making equalised, logical and principled judgements. Such proficiencies creates a positive enviroment that ensures all employees, shareholders and customers best interests are met.
Applying for a graduate position in HR requires a individual to portray they a credible and ethical activist. Firstly, by arriving on time of a few minutes depicts to the employer strong worth ethic and passionate about the position. Along side with treating the employer with respect allows a sense of trust in you. Also, by paying attention to the interview and connecting on information that they convey, demonstrates active listening and meaningful responses. Therefore, if you don’t understand a question, ask the interview further questions to ensure you respond clearly and confidently. This demonstrates attention to detail. For example, as a retail associate arriving early or on time to work and listens to customers expressing what they need help with allows me to properly understand what they need to provide the best service ensuring they leave the store happy. This proves to my manager I am a dedicated employee and come across to the customer as thoughtful since appropriate communication skills influenced quality responses and decision making.
According to AHRI 2020, a workforce and workplace designer involves constructing a workplace that sustains a proficient workforce. Exhibiting workplace and force designer capabilities requires evaluating skills, knowledge, attitudes and characteristics of employees in order to arrange job roles and tasks, ensuring they are completed and fulfilled effectively. A workplace designer specifies a thorough guide of what is required from the employees, respected behaviours and attitudes, and how to maximise performance ('What is Workplace Capability? (For Employee and Employer)', 2020). Further, a HRM with workforce/workplace designer capabilities is able to design jobs that suit organisational needs, while matching individual employee capacities, expectations and motivations (AHRI 2020). Additionally, the capability utilises analytics to identify strategic and organisational goals for the workforce.
Possessing workforce and workplace designer expertise is significant for a HRM as it allows them to assess and enhance performance through measurable indicators. This acknowledges concern or opportunities within organisational objectives and employee roles, thus then allows the HRM to provide clarity regarding roles and objectives. According to Lõun, K. et al., 2013, such capability, establishes focus as there is a increase of communication, allows for effective collaboration along side being empowering of others. Moreover, it is crucial that a HRM has workforce designer capabilities as it assist in achieving organization change, improving delegation and executing operative feedback. Many study’s have proven this capability leads to a higher employee motivation hence resulting in lower employee turnover and improved productivity as employees have more commitment and are able to grow while using there skills and knowledge as well as develop them deeper (Lõun, K. et al., 2013).
Workplace and workforce designer capabilities, are underlined as my role as a retail associate. Providing customers great quality and reliability demonstrates workplace capabilities as providing excellent customer service and good products provides the organisation with competitive advantage. It reduces the risk of losing customers to competitors, instead increases positive feedback. However, negative or average feedback is useful as my manager and I are able to self evaluate and compare KPI’s to see which areas can be improve to maximise achievement of goals and effectiveness. This will then aid in improving skills and knowledge or able to utilise abilities more proficiently. As such, this will motivate me to enhance my performance as I feel supported by my manager and am able to develop and use my talents.
A stakeholder mentor and coach “builds and fosters relationships and partnerships with key stakeholders in order to ensure organisational capability” (AHRI 2020). Coaching and mentoring includes passing on information, offering support and giving practical advice. This capability participates with industry, government, sector stakeholders to develop reliable and efficient HR solutions. CIMA 2008 expresses “mentoring seeks to build wisdom – the ability to apply skills, knowledge and experience to new situations and processes”, while coaching “is mainly concerned with performance and the development of certain skills”. Likewise, a stakeholder mentor and coach work to provide valued insights and solutions that meet the needs of stakeholders by establishing and sustaining successful relations, alliances and networks to provide the necessary HR solutions that achieve organisational objectives (AHRI 2020).
As a stakeholder mentor and coach it entails outlining the goals and designing an action plan. In order to do this effectively, examination of the employees strengths, expertise and skills needed to be asked as well as about their aspirations. This will then establish an adequate mentoring relationship framework to create confidence in the mentor by using effective interpersonal communication. Taking Action - Stakeholder Engagement Coaching and Mentoring 2020, states that mentoring and coaching is one of the most powerful and cost-effective ways to develop the staff and team, since it reduces anxiety and tension related to multiple responsibilities, therefore, it has been shown to increase productivity in the workplace. Similarly, trust portrayed by the mentor and coach provides a sense of empowerment and satisfaction for the employees as they are supported and are provided with learning opportunities; ultimately, “improving levels of professional success” CIMA 2008.
My position as a retail associate practises stakeholder mentor and coach capability. Since I have been working 2 years in the industry I had adequate experience in terms of customer service, product knowledge, knowledge in the systems being used etc and demonstrated the commitment towards my job and for the organisation to coach and mentor a new casual. By mentoring the new casual it enable us to build a relationship. They were able to trust and confine in me regarding any concerns. I was also able to communicate advise on skills that they can enhance or what they can do differently. This capability allowed the both the casual and myself to succeed and grow as it improved employee performance, fewer mistakes and greater productivity as it inspired us through more learning, innovation and through team bonding in the workplace.
Indeed, the Model of Excellence consists of seven important capabilities that are of utmost useful to HRM’s. In particular, an ethical and credible activist understand and handles possible conflicts of interests in a way that allows clear, reasonable and ethical decisions. Moreover, a workforce and workplace leader forms management structures, success mechanisms and processes to ensure a efficient and dedicated workforce. Furthermore, a stakeholder mentor and coach retains frameworks for efficient support and development of stakeholders ensuring that HR solutions are aligned with organisational context and objectives. Overall, all three capabilities provided increased productivity, increased positivity in the workforce and greater success levels.
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