The Chartered HR Officer

Copyright © 2022 Zulk Shamsuddin, PhD / GAFM ACADEMY

All rights reserved.

ISBN: 9781387519804

INTRODUCTION

The Chartered HR Officer ™ (CHRO) is a gold-standard C-level Human Resources certification for individuals with skills and experience in HR leadership, organization development, talent management, HR portfolio management, performance management, and corporate communication.

It forms the basis of the assessment that applicants must pass to gain the Chartered HR Officer status and inclusion in the Directory of Certified Professionals of The Global Academy of Finance and Management ®.

Stand out above the rest with the Chartered HR Officer ™ certification and get noticed by top recruiters.

Benefits of becoming a Chartered HR Officer

Personal recognition from your peers in HR profession.

Enhanced CV to stand out in the job market and get noticed by top recruiters.

A framework for the development of your career.

International recognition.

Assurance for clients of high standards and ethical practice.

Use of the post-nominal CHRO or Chartered HR Officer.

Introduce yourself with this exclusive certification card during networking, business events, conferences, training, anywhere.

Certification has its Privileges.

Importance of Certification

Certificates and certifications, the names for these credentials sound confusingly similar. But there are important differences. Here’s what you need to know about these resume-enhancing options and how they might advance your career.

What is a Certificate?

Earning a certificate is about education. Certificates are academic credentials awarded by colleges, universities or other educational institutions. Students in certificate programs learn new knowledge in a specific subject or discipline and earn a certificate by successfully completing the coursework. An ideal student for a certificate program is someone who is willing to go through the experience of growing their own skillset, being real about what they want to learn, and working with others, says Jennifer Diamond, an instructor for the UW Certificate in Project Management. Many certificate programs have few, if any, admission requirements, making them an excellent option if you want to move forward in your career. The programs are usually noncredit and take less time to complete than a degree. Certificates are commonly listed on resumes as education, and some meet education requirements for first-time or renewed certifications.

What is a Certification?

When you have the professional knowledge you need, a certification allows you to prove it.  Certifications indicate mastery of skills or standards. Professional certifications are granted by industry groups or career-related organizations. These groups assess your qualifications, usually through an exam or application process. Many certifications include the privilege to use a related designation following your professional title. A certification differs from a license, which permits you to work in a certain profession and is usually issued by government or regulatory agencies.

Benefits of Certification

Certification helps in learning the new technologies, skills, and abilities for a specific promotion. Earning a new certification or an advanced certification in a particular area of expertise can help in advancing your career.

Professional certification shows consumers and potential employers that you are committed to your profession and are well-trained. It gives them confidence in your abilities and knowledge. Certification makes you more valuable to employers, so you can expect to earn more than someone without certification.

Certifications can give you the chance to learn needed skills, and be a quick way to show employers you have those skills. On the other hand, certifications can require studying or coursework, and cost up to several hundred dollars to take.

Skills for HR Professional

Personal characteristics can indicate how the candidate will approach the job and how he or she might relate to coworkers.  Evaluate the following personal characteristics relative to the tasks and responsibilities you have listed for the job opening:

Analytical and creative abilities. A candidate’s abilities in these two areas determine how he or she assesses problems and comes up with new approaches to solving them.

Decision-making style. Decision-making style is very individual. Some people are extremely structured, analytical, and fact based; others rely more on intuition. Some make decisions quickly, while others ponder them for a long time. Some depend on consensus, while others seek their own counsel. It is critical to determine whether a particular style is required for success in the job and, if so, what it is.

Interpersonal skills. Since interpersonal skills and behavior are intimately connected, understanding a candidate’s interpersonal skills is an important part of the hiring decision process. To determine which interpersonal skills are most appropriate for a given position, think about the set of tasks that will be performed in the position. Which traits will translate into good performance, especially in view of the superiors, peers, and direct reports with whom the person will interact? For example, a controller should ideally be patient and formal, demonstrating careful, cautious, detail-oriented behavior. For a sales manager, high extroversion and low formality may be desirable.

Motivation. The candidate’s personal goals, interests, energy level, and job progression often demonstrate their level of motivation. So, ask yourself, "Does this job match the candidate’s personal aspirations? Would he or she do the job with enthusiasm and energy?

The Chartered HR Officer certification program focuses at the following skills and competencies.

HR Leadership

Organization Development

Talent Management

Portfolio Management

Performance Management

Corporate Communication

APPLICATION FOR CERTIFICATION

https://gafm.com.my/application-for-certification/

CHAPTER 1 HR LEADERSHIP

What is distinctive about HR leadership as opposed to any other form of leadership? At one level HR leaders are just like any other business leader. They are line managers with teams who deliver a service, directly or indirectly. However, HR leaders have a broader playing field, their arena is the organization as whole. Their time horizon is both the immediate and the medium term. Their products are the processes which add value to the sources of production and successful delivery to customers. Their raw materials are the people who create and deliver these services or products to companies. Their distinctive contribution is how they build their organization’s capability to deliver the business strategy in the short and medium terms.

However, more generally HR leaders appear to exercise more facilitative leadership styles. Bens argues that these are more appropriate in today’s workplaces since most have become more informal in recent years. Facilitative leaders have been increasingly sensitized to age group, gender and diversity issues. Many have worked on teams and have developed their meeting skills. These leaders are communicative and people-savvy. These more engaging leaders are still highly involved in directing tasks, but they combine this with an increased focus on both improving how work gets done and enhancing interpersonal relations. Facilitative leaders offer process and structure rather than direction and answers. They possess the ability to put a process around a challenging situation to help resolve a problem or create an opportunity for their business.

Leadership Functions

In common with other business leaders, HR leaders carry out the following generic categories of leadership functions:

Provide direction

Leading with courage

Influence others

Foster team work

Motivate others

Develop others

Champion change

Learn continuously

Providing Direction

Their perspective, which is future-oriented, balances the short and the long term and is intensely customer focused. This perspective is derived from their vision to build sustainable high performing organizations.

Their judgement is informed by their deep understanding of their business, where it is going and what it needs in terms of capability in order to succeed.

Their people management and organizational development strategies are aligned to, and support both the short-term and the long-term goals of the organization.

They work with stakeholders to design structures and processes which bring out the potential for high performance, innovation and shared learning.

They use tools to identify, recruit, retain and build talent, including within HR itself.

They provide direction to their own teams as line managers, and also to the organization as business leaders. They operate as business people first, functional specialists second.

They build their own team to be high performing professionals. They also create collaborative cultures capable of balancing risk and innovation, value and efficiency, stability and change.

They earn the respect of their colleagues by having the skill and confidence to contribute to the broader business agenda, not sticking within the comfort zone of the HR agenda.

Leading with Courage

They are clear about their own values and will promote and defend them, rather than opt for the easy option. They stand up for what’s right.

They act as champions and stewards, taking responsibility for building a healthy business culture within their organization.

They focus intensely on developing ethical leadership practice and challenge where appropriate. They work hard to stimulate constructive rather than divisive politics.

Fairness and transparency are the principles which underpin their approach to rebuilding trust with employees. They develop reward, development and other elements of employee value propositions which are ‘felt fair’.

They pursue better governance, and find ways to improve decision making at all levels, meetings, standards and norms, performance management and accountability, line management capability and leadership behavior.

They challenge organizational practices that undermine sustainability. They change such practices where they can, such as addressing executive compensation issues head-on.

Influencing Others

They act with integrity and are honest in their dealings with all stakeholders.

They handle their special relationship with chief executive officers (CEOs) and finance directors (FDs) with discretion, and act as a sounding board, contributor and challenger.

They avoid playing political games which destroy trust, and discourage such behavior in others.

They use their insights into people and organizations to help people. They deliver initiatives and services which matter and which build support.

They act with confidence, and win credibility for their intellect, their contribution and that of their team.

Theirs’s is a whole business perspective. They speak the language of business and avoid jargon.

They are forward looking and proactive, producing innovative solutions to operational problems and strategic challenges.

They deliver and are true to their word.

Fostering Team Work

They focus on building the organization as a community, where the customer is the key focus for innovation, knowledge sharing and performance.

They ensure that the organization is engaged with the community, leading corporate social responsibility initiatives not only to be good corporate citizens but also because they enhance brand.

They embed diversity in recruitment and management practices. Similarly, they place corporate social responsibility at the heart of the employer brand.

They understand how to build effective collaboration across cultural boundaries.

They work constructively with trade unions and staff groups, building firm foundations for partnership and mutual respect and trust.

They stimulate their own teams to be high performing, acting as a coach and mentor, role model and leader.

They use Organizational Development methods to address conflict issues and to create employee ownership of change. They contribute to management teams and executive groups, ensuring that these functions effectively and developing them when necessary.

Motivating Others

For the organization, they develop talent practices and employee value propositions which reflect different employee needs while still remaining fair to all.

They develop reward and recognition processes which are equitable and reward good performance not just good results.

They work hard to make