Contemporary hr roles

Drawing from Redman & Wilkinson (2009, p.39), at the centre of the concept of thinking performer, is the necessity for HR specialists to go past an administrative responsibility and to decisively consider HR activities’ contribution to overall organisational success. There is also a need to reflect on new and enhanced methods of providing people-added value. This implies that, the HR function should run as a business inside another business. The HRM function is growing more and more complex and it currently deals with a mixture of operational and strategic as well as process-oriented activities. The modern HRM function performs four key roles which are strategic partner, functional expert, employee advocate and developer of human capital.

Strategic partner

A strategic partner incorporates the duties of a business expert, change agent, tactical HR planner as well as organisational knowledge’s manager. By being a business expert, one is able to identify the weaknesses of a firm and devise ways of turning them into strengths. One is also able to spot some untapped business opportunities in the market and develop plans of exploiting such opportunities. Moreover, the business context is ever changing and thus there is a need to change with the context in order for an organisation to survive. As a tactical HR planner, a person is in a position to develop or contribute to the development of HR policies which will help people work towards the achievement of organisational goals. Besides, organisational knowledge manager is aware of both the internal and external business environment of an organisation. He is also aware of the purposes and needs of an organisation. A blend of all these roles makes an all round HR specialist. The blend aids in achieving organisational effectiveness among UK organisations through the making of informed business decisions and effective planning and implementation of business strategies (Dietz, Van Iwaarden & Brosseau 2006, p.443).

Functional expert

According to Wright (2008, p.1067), as a functional expert, the HR function emphasizes concern for efficient administration as well as the HR policies’ design and intervention. The HRM department supplies other business functions like finance, accounting, marketing and procurement with staff. Workers are central to the effectiveness of UK organisations because they determine how business activities are done as well as the quality of the products and services of an organisation. They determine the success of an organisation because they are the ones who deal directly with the customers. A functional expert will ensure the administrative efficiency of all business functions through the recruitment and selection of the right people to run the functions. The HR function also intervenes in the decisions of all the functions in order to ensure that decisions made are aligned to organisational goals which in turn enhance the effectiveness of an organisation.

Employee advocate

Under this role, the HRM function addresses the desires of the current workforce in an organisation. Such desires may be in form of good remuneration package, a safe working environment, and rewards. The HRM function is expected to be in a position to give the workforce an opportunity to air their needs and present those needs to the top management for the right action to be taken. The employee advocate role has had a positive impact on UK organisations’ effectiveness through reduction of employees’ strikes and also through a low turnover rate. Addressing the needs of employees enhances job satisfaction and facilitates employee retention (Truss 2001, p.1122).