The roles of a Human Resource practitioner are fast changing because of numerous influences. These influences include demographic shifts like the aging population, economic migration, and declining birthrate. Others include inadequate educational programs, social evolution, and globalization that increase competition and entrepreneurial practices. The current trends in the labor market expect the HR practitioners to understand these factors so that they can fill the shortages encountered in specific areas (Rousseau & Barends, 2011). In the future, the business environment expects the HR practitioner to deliver cost-effective and cost-efficient services and at the same time providing added value to organizations and firms via strategic relationships and advanced performance. The HR practitioner is expected to play a strategic role in institutions unlike in the past where they only carried out traditional roles. The paper will provide a report that highlights the similarities and differences of generic and technical skills expected from a successful HR practitioner.
The differences between generic and technical skills of an HR practitioner will be highlighted by discussing the specific skills that falls under each category. The generic skills and behaviors include Transactional to Transformational, Service to consultancy, Reactive to Proactive, commercial in practice and thinking, and working with empowered and capable business managers. On the other hand, the technical skills of an HR practitioner include communication skills, business understanding and influential skills, data literacy and analytical skills, coaching, and interpersonal skills, and listening skills
Generic skills
The future HR personnel must showcase the generic skills and behaviors described in the context below. It will not matter whether he/she will be operating in a human resource shared services nor provided support to the strategic change programs. There are five key points that describe the skills sets that will ensure the HR practitioner transit from the triangle delivery model to the diamond (Lawson, 2007). The generic skills and behaviors include Transactional to Transformational, Service to consultancy, Reactive to Proactive, commercial in practice and thinking, and working with empowered and capable business managers.
Transactional to Transformational
The practitioner should transform small details to value-added interventions that perfectly suit the large-scale operations. Moreover, they will acquire the capability to implement new initiatives and transform processes to offer solutions in different scenarios. For instance, the HR practitioner is in a position to examine the major causes of problems in an institution, and provide advice on the best interventions by initiating a holistic approach.
Service to consultancy
HR practitioner will enable clients to express their problems by providing support and guidance. As a result, the customers will consider their preferences instead of taking orders as demonstrated in the past (Lawson, 2007). The HR practitioner will assist the customers to make their decisions autonomously. The clients will be enthusiastic because of making their choices.
Reactive to Proactive
The HR practitioner will apply a suitable intervention that will help them to anticipate the future needs of the clients. They will think critically and use analytical techniques to pinpoint problems and establish effective solutions. They will work on their schedule without taking instructions from anyone as they provide effective solutions to presentation problems beforehand instead of providing solutions after occurrences (Gangani, McLean, & Braden, 2006). They will be in charge of an organizational agenda because of their responsibility to get the root of existing problems on time. For example, the HR practitioner will investigate problems that interfere with the realization of goals and objective within the set duration and provide a solution on time.
Commercial in practice and thinking
The HR practitioner is destined to pay attention to the human resource as a business on its own. Not only will he/she guarantee service provision, but also will conduct a cost-benefit analysis (Lawson, 2007). The HR practitioner will demonstrate the aptitude to question the rationale and reason accompanied by the client request for support. This will help the organization to merge the long-term goals of the HR department and the business at large resulting to a win-win situation.
Working with empowered and capable business managers
The HR practitioner will promote a direct relationship with capable business managers. In the short-term, it will be stressful but benefits will be realized in the future. The relationship with managers will create a friendly environment that will motivate employees to offer their best in the long-term. The coalition will reduce conflicts in the workplace as they promote peace and harmony in an institution and businesses. For instance, in an empowered working environment, the HR will have the chance to offer advice to managers as this will solve future problems and increase the chances of success in particular businesses (Athey & Orth, 1999).
Technical skills
HR practitioners must demonstrate an understanding of the technical skills required for an effective career. The skills are competencies that characterize the profession and the description of the job. The skills will help an efficient HR practitioner to deliver on the assigned roles and responsibilities (Wright, 2008). The technical skills differ with the generic skills as described in the context below. The technical skills of an HR practitioner include communication skills, business understanding and influential skills, data literacy and analytical skills, coaching, and interpersonal skills, and listening skills.
Communication skills
An HR Practitioner is expected to demonstrate a clear and concise communication level in both verbal and written forms. Proper communication skills lead to magnificent results in the job place. The speaking ability will help the professionals to deliver effective speeches in meetings, seminars, and events. HR practitioners must be capable of making a good presentation at their line of duties, and this is an attractive characteristic. To improve their CVs, they are expected to demonstrate clear and concise at all levels (Wharton & Brown, 2007). Poor communication skills lock out the HR practitioners from developing an effective communication with managers, employees, and clients, and this breaks communication throughout an organization.
Business understanding and influential skills
These skills are merged as they help the HR practitioner to influence the institution. The professionals’ uses examples extracted from similar organizations with intentions of introducing a culture of success (Dubois & Rothwell, 2004). The skills help the HR practitioner to not only understand the organization where they operate but also recognize how organizations of similar nature solve their problems to ensure success. The professionals must pay attention to detail on what others are doing and compare it with the activities associated with their organization.
Data Literacy and Analytical skills
In the future, the HR practitioner will be expected to read and interpret the figures and reports generated from all activities in their workplaces. The professionals must analyze the figures and link the result with the underlying factors that affect their operations in different ways. For instance, the professionals can highlight a high instance of reluctance and reported sickness encountered during periods where change is implemented in organizations.
Coaching and interpersonal skills
HR practitioners must ensure that managers attain confidence and courage through individual coaching. They are required to master interpersonal skills that will help to inspire managers to avail themselves during coaching sessions. Nonetheless, HR practitioners must accept to be coached so that they can understand their developmental needs. The HR professionals must be at the center of transformation in any organization. They are charged with the responsibility of bridging the gap that exists in the organizational structure. As a result, their impact contributes to a positive impact in an organization because they are expected to manage people meaningfully.
Listening skills
Any HR practitioner must be ready to put aside their opinions and agenda, and listen to views of other individuals. This is important since details from the workforce and clients can assist the management towards the improvement of service delivery and production of high-quality products. It is important to show the person talking that you are paying attention to what they are trying to say (Lewis & Heckman, 2006). The most important aspect is to maintain a focused mind and a disengaged mouth. Excelling in the HR career is not simple as perceived, and it requires a high level of commitment and dedication to maintain the expected standards of a professional HR practitioner.
Similarities between generic and technical skills
Unlike the differences, the similarities between and technical skills are not many. The notable similarities are described extensively in the context below.
Both generic and technical skills are interrelated, and they assist the HR practitioner to offer the best in the line of duty.
Both skills are required since they enhance the HR practitioners to exhibit a successful employment and way of life.
Also, it should be noted that generic and technical skills are developmental and progressive since they are influenced by the daily encounters at the place of work.
Nevertheless, both skills influence the behavior of people around the HR practitioners as they help the professional to introduce a culture boosts the efficiency in organizations
Conclusion
The elucidation above illustrates how the role of HR professionals has greatly changed over time. From personnel management services, HR practitioners are now involved in top management decisions. The evolution of the career has been influenced by the domestic and international trends of the business markets. These personnel have a critical role to play in strategic management by making top business decisions (Collings, Scullion, & Morley, 2007). They are therefore expected to master new skills and duties so that they can make the transition a success. The HR practitioners must reposition their duties so that they can align themselves with the top managers at the organizations to improve service delivery. The development of new generic and technical skills is meant to improve the abilities and competencies of the HR practitioners.
The table below illustrates the generic and technical skills of a HR practitioner
References
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