Career Paths in Human Resources Management

The role of the HR department may vary, depending on the size of a company. Larger organizations have more employees and a larger HR department. Such a department needs to function efficiently therefore, most of the HR professional perform specialized
roles. HR professionals working in small organization have a broad spectrum of responsibilities. Commonly referred to as HR generalist, these professional responsibilities include ensuring the organization has the personnel it requires, training employees, managing diversity in the workplace, developing company policies that conform to national laws, maintaining a fair compensation program, and planning for future human resources needs (Armstrong, 2003).
The HR is a competitive field therefore; most of the people in this field are graduates. Regardless of the academic qualification, it is important that a prospecting HR professional demonstrate relevant experiences. Most of the people in this field start in the recruitment agencies where they understand the basics of HR management. A career in the HR field normally starts at the HR administrator level. At this level, the professional is exposed to the role HR plays and how it functions. The career naturally progress to the HR assistant level. The responsibilities at this level are more. The professional plays a larger role in the recruitment and training of employees. At this level, the professional is also involved with the community initiatives within the company. This provides experience for more specialized positions as the career develops (Dalota & Perju, 2010).
From the HR assistant level it is possible to choose one of three options to further the career. This includes employee relations, health and safety, or payroll. After gaining sufficient experience from the community initiatives within the business and choosing one of the three options, the next level is the HR officer. In this position, the responsibilities include carrying out professional studies accredited by the Chartered Institute of Personnel and Development (CIPD). After performing successfully in this level, the next is the HR advisor position. The next position is the HR manager and finally the HR director. To have a fulfilling career in the HR field, there are vital qualities that each HR professional must possess. This includes the ability to negotiate and persuade people. Good interpersonal and organizational skills are also important qualities for a career in the HR management (Wichitchanya & Durongwatana, (2012).
Development and implementation of a strategic HRM plan
The strategic HRM plan is an elaborate and systematic plan developed by the HR department. This strategy includes detailed pathways to implement the strategic HRM. The strategic HRM include the major objectives the organization aims to achieve with specifications to achieve each objective. The Ulrich model provides an overview of the function of the HR within an organization. HR is the most important resources an organization has, especially in the global economy. The modern HR is more of a partnership with the organization to help the organization achieve its objectives. The model highlights five main areas of HR. the HR department partners with the organization to ensure the HR functions in line with the needs of the organization. The HR department is a change agent that maintains the capacity to anticipate and respond to changes within the HR functions and the entire organization (Armstrong, 2003).
The HR department has the capacity to develop and implement processes necessary to achieving the HRM strategy. The department also analysis possible future requirements of the organization in terms of skill requirement and develop personnel to ensure the company has the necessary skills in the future. The HR department also represents the employees within the higher levels of administration. A good HR strategy is applicable to the business within the current aspects. The plan must be in line with the core values of the organization and must involve everyone within the organization. The strategic HRM plan must explore possible ways to exploit technology to reduce the implementation cost and ensure the HRM processes are more effective (Dalota & Perju, 2010).
 References
Armstrong, M. (2003). A handbook of human resource management practice. London U.A.: Kogan.
Dalota, M., & Perju, A. (2010). HUMAN RESOURCES MANAGEMENT AND THE COMPANY'S INNOVATION. Romanian Economic and Business Review, 5(4), 122-131.
Wichitchanya, W., & Durongwatana, S. (2012). Human resource management and organizational innovation. The Business Review, Cambridge, 20(1), 221-227.