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Business Driven

The human resource management function performs some duties that are geared towards achieving the organizational objectives. HR managers are required to deliver extensively regardless of their duties that will propel performance. Business-driven HR managers need to conduct an evaluation of the internal and external environment that will help them integrate relevant information into the business design (Ulrich et al., 1995). Any business-driven HR manager needs to possess a focused approach, which involves client and stakeholder management, HR activities and successful understanding of the internal business.

A business driven capability creates focus among the managers who are encouraged to perform all necessary activities geared towards achieving the business goals. Business-driven HR managers with this capability will be able to develop an understanding of the organization as well as the strategies relevant to the business. With business driven capabilities, HR managers are able to blend and define the objectives of the business into achievable solutions and processes. Understanding how to manage stakeholders is important since it will translate to business performance. HR managers with business driven capabilities are well versed on how they would improve the working relationship between the business and shareholders.

Business-driven managers display their skills depending on the issues they are exposed to on a daily basis. To qualify for this position, the evidence that I would need to provide would include detailed information supported be evidence that I have succeeded in steering the shareholders to achieving an organizational goal. Understanding how the environment responds to business issues and advancements proves to be an effective method of demonstrating business drive. Focus would demonstrate an avid and conscious thinking ability that is able to choose the best alternative when presented with challenging conditions.

An ethical and credible activist

A HR manager who is an ethical and credible activist places their focus on important activities that are geared towards achieving the desired results through applying appropriate behavior and intellectual capabilities (Ulrich et al., 1995, p. 480). HR managers are required to perform credibly in accordance with the business laws that are directed towards an ethical practice. Credible HR managers need to gain support and offer intellectual advice to the other managers that will propel a unified understanding towards attaining the business goals. An ethical and credible activist is more likely to understand the importance of sharing information regarding how things are done and the benefits accrued.

HR managers who portray themselves as ethical and credible activists prove to be effective in issues and ideas that are presented before the in a timely manner ensuring they are accountable. Ethical managers possess vivid values as well as strong ethical skills that are likely to benefit the business. Once HR managers understand the ethical reasoning behind a procedure, they are able to influence other managers into accepting change with credible evidence. Understanding the legal system, the violation consequences, non-compliance procedures and any outcomes from dishonesty may prove effective in averting business hurdles. With this, managers are able to make informed decisions by applying the decision-making process.

Possessing ethics and credible activist capabilities prove to be important if I am to attain the business objectives. However, demonstrating ethical skills as an applicant proves to be more difficult that the theoretical approach. I believe that with the developed values that include trustworthiness, a staunch business point of view, a consistent individual, and a high-level communicator, I will be able to manage the tasks and issues that are associated with the position. Credible HR managers are known to have a great impact on their colleagues. However, with my ability to incorporate activism with my credible capabilities, I am able to mix ideas and ensure attention to detail.

A cultural and change leader

A competent HR manager needs to display extensive capabilities that include the ability to incorporate different cultures as well as adapting to change. This capability entails the ability of a HR manager to appreciate guide and respond to the expectations of the clients, workers and other managers (Ulrich et al., 1995, p. 476). It is the role of a strategic leader and the HR management to support and shape the business culture by spearheading workers towards the importance of impending change. As business runs on a daily basis, challenges are expected that surpass the normal activities of the business emanating from their culture. Therefore, competent HR managers who possess cultural, change competencies to come up with programs, strategies, and projects that incorporate a change in culture.

Culture and change are inevitable in any business. The effect of globalization on businesses has affected the stable culture in the processes and transactions in business. Therefore, competency in culture and change for HR managers comes in handy when steering developments and supporting employees in adapting to change. The HR manager in relation to this competency acts as the resident change management profession, which is important in steering systematic change in business operations. This assists in proper time utilization when dealing with short notice projects that warrant a change.
To demonstrate my capability in possessing the cultural and change capability, I have to prove that I am well versed with the systems, values, culture, procedures, and operations of the business. Therefore, my extensive research abilities will come in handy in ensuring that I acquire relevant details regarding the business. Flexibility is among the key skills that are required to demonstrate how the transition phase to change will be welcomed. With flexibility, it is able to attain strategic change with the presence of minimal complications.



Top of Form

Ulrich, D, Brockbank, W, Yeung, A, K & Lake, D, G 1995, “Human resource competencies: An empirical assessment,” Human Resource Management, Vol. 34, pp. 473-495.Bottom of Form

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