What qualities must a human resource management professional have? I'm pursuing an MBA in a reputed college with a specialization in HR. I aspire to become a proficient HR professional in a company. Please provide me with valuable suggestions.
From India, Puttur
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2From India, Puttur
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Dear Mr. Raghavaraj,
Have you ever questioned yourself, "What makes me the best HR?" If you have, I am sure you might have gathered relevant information. If not, kindly go through my queries for you.
At the outset, have you studied the objectives and roles & responsibilities of HRD in any organization? Do you have a brief idea about the skills & knowledge required to play the role of an HR Manager? Do you know the key difference between a manager and a leader? Have you ever studied human (employee) psychology?
In order to become a good HR professional, you need to travel a long journey to gain real-time experience and knowledge. There is a huge difference between academics and real-time experience/practical life. If you explore this website, you will find relevant information about the qualities of an HR Manager and more.
Good luck.
With profound regards
From India, Chennai
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Have you ever questioned yourself, "What makes me the best HR?" If you have, I am sure you might have gathered relevant information. If not, kindly go through my queries for you.
At the outset, have you studied the objectives and roles & responsibilities of HRD in any organization? Do you have a brief idea about the skills & knowledge required to play the role of an HR Manager? Do you know the key difference between a manager and a leader? Have you ever studied human (employee) psychology?
In order to become a good HR professional, you need to travel a long journey to gain real-time experience and knowledge. There is a huge difference between academics and real-time experience/practical life. If you explore this website, you will find relevant information about the qualities of an HR Manager and more.
Good luck.
With profound regards
From India, Chennai
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A good HR manager should possess the below listed qualities –
1. Strategic Acumen – An HR manager must possess sharp strategic acumen to devise an organizational road-map.
2. Organizational Skill – An HR manager should exhibit sound organization skills to coordinate regular training and development programs, implement business practices and deploy HR systems, technologies and modules.
3. Creativity – An HR manager should be creative which increase the competency.
4. Communication Skills – An HR manager is often the key liaison between top management and the employees and extended workforce of an organization.
5. Intuition – Intuition is the capacity of knowing without the use of rational processes; An HR manager should possess this quality.
6. Knowledge – A thorough knowledge base is essential for HR manager.
7. Commitment – An HR manager should be committed to the success of the project and of all team members.
8. Being Human – Employees like managers who are human and who don’t take advantage of their authority.
9. Negotiation Expertise – An HR manager has to communicate with external contractors and staffing agencies to source employee needs and other specialized requirements.
10. Motivational – This quality is required for keeping employees happy and satisfactory. The HR manager should be well versed with her employee’s interests, needs, hopes, desires and values.
11. Mentorship Role – An HR manager should support newly hired employees, empathize with the needs of experienced employees and generally serve as a resource for other staff members of an organization.
From Bangladesh
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1. Strategic Acumen – An HR manager must possess sharp strategic acumen to devise an organizational road-map.
2. Organizational Skill – An HR manager should exhibit sound organization skills to coordinate regular training and development programs, implement business practices and deploy HR systems, technologies and modules.
3. Creativity – An HR manager should be creative which increase the competency.
4. Communication Skills – An HR manager is often the key liaison between top management and the employees and extended workforce of an organization.
5. Intuition – Intuition is the capacity of knowing without the use of rational processes; An HR manager should possess this quality.
6. Knowledge – A thorough knowledge base is essential for HR manager.
7. Commitment – An HR manager should be committed to the success of the project and of all team members.
8. Being Human – Employees like managers who are human and who don’t take advantage of their authority.
9. Negotiation Expertise – An HR manager has to communicate with external contractors and staffing agencies to source employee needs and other specialized requirements.
10. Motivational – This quality is required for keeping employees happy and satisfactory. The HR manager should be well versed with her employee’s interests, needs, hopes, desires and values.
11. Mentorship Role – An HR manager should support newly hired employees, empathize with the needs of experienced employees and generally serve as a resource for other staff members of an organization.
From Bangladesh
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Dear Asif,
We are living in a very competitive world, and the industry demands more skills than just being a normal personality. You have missed out on those points that differentiate a Manager from a LEADER. If professionals tend to remain just as a Manager, then I am sure some of the skills you mentioned will not be effectively implemented.
Below are my practical views based on my experience as an HR Manager:
- A HR Manager needs to be a very good Administrator; otherwise, he will fail to manage his departmental activities.
- A HR Manager needs to be a very good STRATEGIST and must have a vision to escalate employee and organizational standards.
- A HR Manager needs to possess PROBLEM-SOLVING, CRITICAL THINKING, and TEAM-BUILDING SKILLS.
- A HR Manager needs to be a very good COUNSELOR; one cannot negotiate if they cannot counsel and convince anyone.
- A HR Manager needs to be a TALENT DEVELOPER & PROMOTER.
Perhaps I may have missed a few things. Kindly correct me if I am wrong.
From India, Chennai
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We are living in a very competitive world, and the industry demands more skills than just being a normal personality. You have missed out on those points that differentiate a Manager from a LEADER. If professionals tend to remain just as a Manager, then I am sure some of the skills you mentioned will not be effectively implemented.
Below are my practical views based on my experience as an HR Manager:
- A HR Manager needs to be a very good Administrator; otherwise, he will fail to manage his departmental activities.
- A HR Manager needs to be a very good STRATEGIST and must have a vision to escalate employee and organizational standards.
- A HR Manager needs to possess PROBLEM-SOLVING, CRITICAL THINKING, and TEAM-BUILDING SKILLS.
- A HR Manager needs to be a very good COUNSELOR; one cannot negotiate if they cannot counsel and convince anyone.
- A HR Manager needs to be a TALENT DEVELOPER & PROMOTER.
Perhaps I may have missed a few things. Kindly correct me if I am wrong.
From India, Chennai
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Dear Asif,
We are living in a very competitive world, and the industry demands more skills than just being a normal personality. You have missed out on those points that differentiate a Manager from a LEADER. If professionals tend to remain just as a Manager, then I am sure some of the skills you had mentioned will not be effectively implemented. Below mentioned are my practical views based on my experience.
A HR Manager
- needs to be a very good Administrator; otherwise, he will fail to manage his departmental activities.
- needs to be a very good STRATEGIST and must have a vision to escalate employee and organizational standards.
- needs to possess PROBLEM-SOLVING, CRITICAL THINKING, and TEAM BUILDING SKILLS.
- needs to be a very good COUNSELOR. One cannot negotiate if he cannot counsel and convince anyone.
- needs to be a TALENT DEVELOPER & PROMOTER.
Perhaps I may have missed a few things. Kindly correct me if I am wrong.
From India, Chennai
Acknowledge(0)Amend(0)
We are living in a very competitive world, and the industry demands more skills than just being a normal personality. You have missed out on those points that differentiate a Manager from a LEADER. If professionals tend to remain just as a Manager, then I am sure some of the skills you had mentioned will not be effectively implemented. Below mentioned are my practical views based on my experience.
A HR Manager
- needs to be a very good Administrator; otherwise, he will fail to manage his departmental activities.
- needs to be a very good STRATEGIST and must have a vision to escalate employee and organizational standards.
- needs to possess PROBLEM-SOLVING, CRITICAL THINKING, and TEAM BUILDING SKILLS.
- needs to be a very good COUNSELOR. One cannot negotiate if he cannot counsel and convince anyone.
- needs to be a TALENT DEVELOPER & PROMOTER.
Perhaps I may have missed a few things. Kindly correct me if I am wrong.
From India, Chennai
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Dear Khadir,
I appreciate your valuable reply except for the line, "You have missed out those points that differentiate a Manager from a LEADER."
You know Henry Mintzberg describes a set of ten roles that a manager fills. All those roles logically imply that there is no difference between a leader and a manager. Real-life experience may show a Leader is at the top level, where a manager is at the mid-level, but a manager today can be a leader tomorrow. So, "MANAGER IS PART OF LEADER AND MANAGEMENT IS PART OF LEADERSHIP. WITHOUT MANAGEMENT, THERE IS NO LEADERSHIP."
Perhaps real-time business demands cannot create opportunities for a manager to become a leader. Still, you cannot ignore the interrelated factors between a manager and a leader.
From Bangladesh
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I appreciate your valuable reply except for the line, "You have missed out those points that differentiate a Manager from a LEADER."
You know Henry Mintzberg describes a set of ten roles that a manager fills. All those roles logically imply that there is no difference between a leader and a manager. Real-life experience may show a Leader is at the top level, where a manager is at the mid-level, but a manager today can be a leader tomorrow. So, "MANAGER IS PART OF LEADER AND MANAGEMENT IS PART OF LEADERSHIP. WITHOUT MANAGEMENT, THERE IS NO LEADERSHIP."
Perhaps real-time business demands cannot create opportunities for a manager to become a leader. Still, you cannot ignore the interrelated factors between a manager and a leader.
From Bangladesh
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Dear Asif,
I am glad you shared your views. I don't know about your experience, but I feel like sharing my views with you. Kindly feel free to discuss with industry experts having practical/real-time experience. Do correct me if I am wrong because I am just an ordinary guy, and my knowledge base is quite limited. I hope to learn more about leadership and managerial skills/competency.
We all know that all five fingers are not of the same size. There is a huge difference between a traditional approach and a strategic approach. The traditional approach is related to an ordinary manager, whereas the strategic approach is related to a manager possessing leadership skills that elevate him to the lead role.
A manager is a designation with specific roles and responsibilities defined. Anyone can play the role of a manager. Leadership is a trait and personality (a skill developed but not trained, an added advantage to distinguish oneself in a million) supporting managerial activities, isolating oneself from a normal personality.
Many authors have defined the roles of a manager while associating leadership as one of the traits and personalities. Even today, leadership is not found nor developed in many managers, thus forming the management at a higher level. Hence, in practical norms, I would love to say without leadership, there is no effective management nor productive managers. Please have a debate on this point which I want to highlight, "Leadership must be part of every management," making it strategic/dynamic/enthusiastic, and a lot more, but not vice versa. Management is always management, no doubt.
There is nothing to inter-relate as it is very clear that a leader is a trait and personality (skills) and not a designation. Few even called leadership a competency which is mapped for executive-specific roles. I believe in real-time business, but not in concepts. Many concepts are based on real-time case studies. There are plenty of opportunities for leaders beyond their expectation of just being a manager.
If you are a LinkedIn member, you may call for a debate on this topic in the Leadership Think Tank group.
Good luck.
With profound regards.
From India, Chennai
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I am glad you shared your views. I don't know about your experience, but I feel like sharing my views with you. Kindly feel free to discuss with industry experts having practical/real-time experience. Do correct me if I am wrong because I am just an ordinary guy, and my knowledge base is quite limited. I hope to learn more about leadership and managerial skills/competency.
We all know that all five fingers are not of the same size. There is a huge difference between a traditional approach and a strategic approach. The traditional approach is related to an ordinary manager, whereas the strategic approach is related to a manager possessing leadership skills that elevate him to the lead role.
A manager is a designation with specific roles and responsibilities defined. Anyone can play the role of a manager. Leadership is a trait and personality (a skill developed but not trained, an added advantage to distinguish oneself in a million) supporting managerial activities, isolating oneself from a normal personality.
Many authors have defined the roles of a manager while associating leadership as one of the traits and personalities. Even today, leadership is not found nor developed in many managers, thus forming the management at a higher level. Hence, in practical norms, I would love to say without leadership, there is no effective management nor productive managers. Please have a debate on this point which I want to highlight, "Leadership must be part of every management," making it strategic/dynamic/enthusiastic, and a lot more, but not vice versa. Management is always management, no doubt.
There is nothing to inter-relate as it is very clear that a leader is a trait and personality (skills) and not a designation. Few even called leadership a competency which is mapped for executive-specific roles. I believe in real-time business, but not in concepts. Many concepts are based on real-time case studies. There are plenty of opportunities for leaders beyond their expectation of just being a manager.
If you are a LinkedIn member, you may call for a debate on this topic in the Leadership Think Tank group.
Good luck.
With profound regards.
From India, Chennai
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Some of the skills are:
Overall, in my view, he must be sensitive to the people, i.e., employees' issues, keeping in sight the organizational goals. He must be able to walk the tightrope of balancing between these two ends.
Additionally, he must possess management skills like all other managers and perform functions such as planning, coordinating, controlling, etc.
From India, Bangalore
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Overall, in my view, he must be sensitive to the people, i.e., employees' issues, keeping in sight the organizational goals. He must be able to walk the tightrope of balancing between these two ends.
Additionally, he must possess management skills like all other managers and perform functions such as planning, coordinating, controlling, etc.
From India, Bangalore
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Dear Khadir,
Glad to get your detailed view. I really appreciate your concern and knowledge. Let's justify my arguments.
1) According to you, Manager implies Traditional Approach where Manager with Leadership skills implies Strategic Approach.
My argument: At this point of view, there is no argument.
2) You wrote that a Manager is a designation with defined duties and responsibilities where Leadership is a Trait and Personality which is developed, not trained.
My argument: In this point of view, you tried to say that "Leaders are born not created." But research and evidence show that leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders. In this regard, we also need to identify an important component: the environment in which the leader exists.
So, Leadership is a bunch of traits and behaviors that can also be transferable by proper teaching and training to others considering the surrounding situation.
3) You wrote that Leadership is part of Management and not vice versa.
My argument: Earlier you wrote Manager is a defined designation with proper duties and responsibilities, where Leadership is a trait and personality. Actually, we know a defined position is fixed or unchanged, that means limited. But the Leadership, which is a combination of human instincts (trait and personality), is always changeable according to the situation or context, and researchers are researching on this. This implies that Leadership is not fixed or unlimited.
So, an unlimited subject/object cannot be a part of a limited subject/object (only partially it is correct, i.e., partially unlimited subject/object can be part of a limited subject/object, but not as a whole). But the opposite is always correct. Therefore, Leadership is not part of Management but Management is part of Leadership.
4) According to you, There is no interrelation between leadership and management.
My argument: You wrote "LEADERSHIP MUST BE PART OF EVERY MANAGEMENT" (although this is partially correct not as a whole). And we know when we say something is part of something then there should have some interrelation between those two. There are lots of examples around us.
5) You believe in Real-Life Experience not in Concept.
My Argument: Concept refers to the mental ability to analyze and diagnose real-time state of affairs. If real-time experience is input then Concept is the Output. You believe in Input with no Output. This is the most illogical part of your writing.
One Last comment before I finish - Organizations need strong leadership and strong management for optimal effectiveness. In today's dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. Therefore, Leadership and Management are collaborative rather than confronting.
From Bangladesh
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Glad to get your detailed view. I really appreciate your concern and knowledge. Let's justify my arguments.
1) According to you, Manager implies Traditional Approach where Manager with Leadership skills implies Strategic Approach.
My argument: At this point of view, there is no argument.
2) You wrote that a Manager is a designation with defined duties and responsibilities where Leadership is a Trait and Personality which is developed, not trained.
My argument: In this point of view, you tried to say that "Leaders are born not created." But research and evidence show that leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders. In this regard, we also need to identify an important component: the environment in which the leader exists.
So, Leadership is a bunch of traits and behaviors that can also be transferable by proper teaching and training to others considering the surrounding situation.
3) You wrote that Leadership is part of Management and not vice versa.
My argument: Earlier you wrote Manager is a defined designation with proper duties and responsibilities, where Leadership is a trait and personality. Actually, we know a defined position is fixed or unchanged, that means limited. But the Leadership, which is a combination of human instincts (trait and personality), is always changeable according to the situation or context, and researchers are researching on this. This implies that Leadership is not fixed or unlimited.
So, an unlimited subject/object cannot be a part of a limited subject/object (only partially it is correct, i.e., partially unlimited subject/object can be part of a limited subject/object, but not as a whole). But the opposite is always correct. Therefore, Leadership is not part of Management but Management is part of Leadership.
4) According to you, There is no interrelation between leadership and management.
My argument: You wrote "LEADERSHIP MUST BE PART OF EVERY MANAGEMENT" (although this is partially correct not as a whole). And we know when we say something is part of something then there should have some interrelation between those two. There are lots of examples around us.
5) You believe in Real-Life Experience not in Concept.
My Argument: Concept refers to the mental ability to analyze and diagnose real-time state of affairs. If real-time experience is input then Concept is the Output. You believe in Input with no Output. This is the most illogical part of your writing.
One Last comment before I finish - Organizations need strong leadership and strong management for optimal effectiveness. In today's dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. Therefore, Leadership and Management are collaborative rather than confronting.
From Bangladesh
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Dear Raghavaraj,
This is a good forum. Since I have completed my MBA only 6 months ago, I will share my opinions on where we often go wrong when studying.
Please ensure that you are clear with concepts and do not just memorize information. Do not study solely from an exam point of view.
- Find practical examples related to what you study in theory.
- Read Business Line and Economic Times newspapers to explore various case studies and their potential solutions.
- Volunteer to organize functions within your department to interact with individuals of different attitudes and learn how to effectively work with them and respond to various situations.
- Stay updated by reading various journals and magazines that provide current information in your specialization.
- When working on your projects, do not just focus on data collection. Interact with the HR professionals of the companies you engage with to learn from their experiences and the challenges they face in their careers, which can provide valuable insights for you.
- Let go of the "I" attitude and put your "ego" aside. There is always an opportunity to learn from everyone.
Seniors, please correct me if I am mistaken.
Thank you.
From India, Coimbatore
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This is a good forum. Since I have completed my MBA only 6 months ago, I will share my opinions on where we often go wrong when studying.
Please ensure that you are clear with concepts and do not just memorize information. Do not study solely from an exam point of view.
- Find practical examples related to what you study in theory.
- Read Business Line and Economic Times newspapers to explore various case studies and their potential solutions.
- Volunteer to organize functions within your department to interact with individuals of different attitudes and learn how to effectively work with them and respond to various situations.
- Stay updated by reading various journals and magazines that provide current information in your specialization.
- When working on your projects, do not just focus on data collection. Interact with the HR professionals of the companies you engage with to learn from their experiences and the challenges they face in their careers, which can provide valuable insights for you.
- Let go of the "I" attitude and put your "ego" aside. There is always an opportunity to learn from everyone.
Seniors, please correct me if I am mistaken.
Thank you.
From India, Coimbatore
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