Human Resources Professionals Associations: The Advancement of HR Skills and Knowledge

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Table of Contents

Executive summary
Applied Research on Professional Organizations
The Society for Human Resource Management
Chartered Institute of Personnel and Development
Australian Human Resource Institute
Arabian Society for Human Resource Management
Dubai Human Resources Forum
The Human Resources Professionals Association
Personal perspective
References

Executive summary

There are several considerations one has to make before selecting a local or international HR association to join. In this report, six organizations have been evaluated it has been concluded that, although all these HR associations have a common agenda in that they promote the advancement of HR skills and knowledge through several social events and educational programs for their members.

The Human Resources Professionals Association (HRPA) stands out as the best association that reflects the HR aspirations of practicing and prospective HR managers on an elevated scale. HRPA offers different membership categories that suit the requirement of any individual who aspire to join the association. In addition, the benefits offered by HRPA outweigh by far the membership and subscription fees.

Membership fee depends on the category offered by the association. Above all, HRPA has attained a global appeal through its numerous HR events that bring together respected international HR experts to share their knowledge with budding HR professionals.

Moreover, the association has an online blog that members can use to post their CV and network with other members from different countries to share HR experiences and knowledge. In addition, HRPA members can subscribe for free to receive the Professional Magazine to keep abreast with emerging trends in HR profession.

Applied Research on Professional Organizations

The current HR is at the core of business performance. Human resource professionals play a key role in decision-making processes that enhance the performance of their organizations. It is thus critical that managers recognize HR as a core business discipline so that they are able to convey utmost benefit to their organizations.

There are a number of professional associations that are dedicated in supporting the development of HR capabilities. This report will thus evaluate six HR associations. Special focus will be on the costs and benefits an HR professional must consider before selecting the most suitable association that reflects his concerns.

The Society for Human Resource Management

This is the major alliance in the world devoted to HR running. Established in 1948, SHRM boasts of over 245,000 members in over 130 countries. The alliance promotes and serves the needs of the human resource profession within its body. SHRM has over 570 affiliate chapters spread over the globe that offer international best practices, resources and a network of precious contacts to its members.

As a fraction of its obligation to enhance the HR occupation globally, SHRM has unlocked new workplaces in China, Beijing, and Mumbai to offer learning to its members. Moreover, has started a pilot program among selected countries. This program aims to create Member Forums that will promote networking amongst members (SHRM, 2011, p.1).

The Executive Engagement team focuses on ways to bring together policymakers, academics to showcase SHRM’s elite members and augment its profile (SHRM, 2009, p.21). SHRM also has a foundation that grants over $148,000 every year to 125 student members and professionals in certification scholarships and education. In spite of the harsh economic climate in 2009, SHRM recorded 3.1% increase in the volume of applications for its certification exams.

In addition, the volume of job postings that apply for SHRM certifications has increased. This is an accolade to the growing value of SHRM’s certifications as an organization with the ability to identify talent and foster development of HR professions (SHRM, 2009, p.31).

Chartered Institute of Personnel and Development

The Chartered Institute of Personnel and Development is a globally recognized organization with over 134,000 members spread over 100 countries. CIPD takes pride in promoting HR responsible for managing and developing employees in their organizations. CIPD is also the largest human resource development organization in Europe.

Its main goals are: fostering sustainability in organizational performance via HR; establishing international standards for HR merit within the profession; and promoting HR capacity. At CIPD, emphasis is laid on the value of creating lasting organization equity as a key aspect of sustainable performance. The association educates HR professions how to drive their organizations to achieve sustainable success.

CIPD members are encouraged to pursue operational efficiencies that drive long-term performance Organization development is one special area of focus that HR professionals are able to use to reorganize and reinvent their business strategies. Another strategy adopted is employee engagement where HR managers are able to use data to determine and make choices on the basis of what inspires their workers to perform at work (CIPD, 2010, p.5).

In addition, the CIPD has a Professional Map that shows what human resource managers do and deliver in all facets of the HR profession and offers full details of the underlining behaviors, skills and knowledge a HR manager need to improve his capabilities throughout the year. CIPD is widely recognized to boost career development and job prospects of its members.

It’s widely identified by employers as a yardstick of HR practice. There are also financial benefits that come with being a member. For instance, HR managers in possession of professional skills can earn over £150,000 in extra incomes in the course of their jobs. Furthermore, the CIPD prerequisites are acknowledged generally and are intended to assist HR managers augment their understanding and skills in their job.

CIPD also provide templates, member advice, and a safe online area to enter and plan CPD activities. Thus, CIPD members have many opportunities to advance their HR skills during their working life (CIPD, 2010, p.6). In order to become a member of CIPD, one needs to pay a one off admission fee followed by an annual subscription fee.

For no-student members, the admission fee is £125 while the subscription fee is £25. These charges cover a period of 15 months. For student members, the admission and subscription fees are £40 and £25 respectively. CIPD has different levels of qualifications. However, the Foundation level qualification is the most suitable one since it enables a HR manager to gain pertinent skills in human resource and development.

This level is tailored specifically for individuals who: aspire to gain HR skills; currently play an auxiliary role in the HR field and intend to develop their skills; and managers who are engaged in HR activities and decisions in the organization but don’t have a specific roe. However, a number of benefits and services are not offered to CIPD members outside of Ireland and UK. The association also may, without prior notice, change, amend, alter, or remove any of the membership benefits that it currently offers (CIPD, 2010, p.7).

Australian Human Resource Institute

AHRI is an Australian association that has over 10,000 members made up of HR and people management professional. AHRI acknowledges the constant changes within the Australian business environment. AHRI also recognizes the ongoing opportunity for the human resource managers to actively share their professional experience to enable its members convey people management answers to business (AHRI, 2011, p.1).

The AHRI Model of Excellence recognizes that HRM is made up of several unified activities that merge to drive business performance. HR managers need extra abilities to function as stakeholder managers, strategic architects, credible activists, workforce designers and culture and change agents.

The AHRI model thus supports the following HR goals: increase workforce engagement and competency; contribute to a gainful and sustainable organization; creates a vibrant and fruitful work environment; and foster excellence in people management (AHRI, 2011, p.2). Professional membership of AHRI is provided to those who have accomplished a certified AHRI or related undergraduate qualification or an individual who can demonstrate comparable skills, knowledge and experience.

Prospective applicants must provide: a comprehensive resume that demonstrate equivalent skills, knowledge and experience; or a duplicate of an academic certificate to confirm competition of a relevant undergraduate qualification (AHRI, 2011, p.3). There are several programs offered to AHRI members.

For instance, the AHRI guiding plan endorses mentoring associations, enabling affiliates to share understandings, acquaintance and counsel. The benefits of the program to mentors are: personal and professional fulfillment; enhanced mentoring skill such as offering feedback, interpersonal abilities and communication; staying abreast with current issues related to inexperienced HR managers; and contributing to AHRI.

For mentees, the benefits include: superb opportunities to network; improving communication skill; developing new skills such as problem solving; and access to expert role models (AHRI, 2011, p.4). The AHRI Mentoring program usually takes about one year to complete. Applicants must fill an online application form which is then used to match mentors and mentees during the orientation meeting.

The session also provides a synopsis of the framework of the program, the various tasks of mentors and mentees and opportunity for the two groups to network. The program is open to HR managers and members who have a HR qualification. An administrative fee of $110 must be paid by mentees on application. The membership type at AHRI is determined by the fees paid.

For example, affiliate members pay $ 275, certified professional $330, fellow $385, member (MAHRI) $330, while student members join for free. New members who submit their application via post or fax must pay an administrative fee of $55. However, those who apply online are exempted. Moreover, members who wish to upgrade their membership level are required to pay an upgrade fee of $55 (AHRI, 2011, p.5).

Arabian Society for Human Resource Management

The Arabian Society for Human Resource Management is a nonprofit society that seeks to promote the capabilities of HR managers and to make sure that HR is an integral aspect in the development and adoption of organization strategy in the Arab World. Membership of the society is open to all persons who intend to play active roles in HR activities of their organization, students, who are studying a degree related to HR management and all other HR professionals (ASHRM, 2011, p.4).

The main goal of ASRM is to develop the art and science of HR management in the Arab world. The society plans a full line up of monthly meeting all over the year. The dinner meetings are open to executive directors, HR managers, management consultants and local and international business leaders who come to share their ideas and experiences with ASHRM members.

Dynamic question and answer gatherings offer members with a chance to prod the minds of top experts in the HR management and training. These meetings also provide professional contacts and networking opportunities to ASHRM members (ASHRM, 2011, p.5). At ASHRM, HR and training activities transcend national boundaries.

Members are drawn from different countries that live and work in Arab countries. In addition, the society partners with other HR organizations in the region, for example the Bahrain Society for Training and Development (BSTD) which supports a number of activities for the benefit of members of both associations.

ASHRM has also partnered with several US based HR organizations such as the American Society for Training and Development and Institute for International Human Resources Management. Thus, since its inception, ASHRM has developed into a notable leader with an impressive track record in HR management in the Arab region (ASHRM, 2011, p.6).

Dubai Human Resources Forum

The Dubai Human Resource Forum (DHRF) was established in 1975. DHRF is open to any person with HR background and desires to improve his HR skills. It has over 300 active members from over 140 companies across the Emirates (DHRF, 2009, p.1). DHRF is run by an elected committee that meets on monthly basis to plan workshops, seminars, and other events all through the year to pursue the objectives of the forum.

DHRF also invites celebrated local and international speakers to lecture on various subjects such as personal development, business excellence, HR practices and other current issues related to HR practices. The forum also has an online site where members can make inquiries and receive feedbacks, share experiences, and chat about emerging issues in HR within the region (DHRF, 2009, p.3).

Members are also allowed to post resumes and vacancies so as to enable collaboration with respect to jobs. DHRF charges a one-time joining fee of 150AED and an annual subscription fee of 300AED for individuals who wish to join the forum. In addition, one has to fill an online application form and submit it together with a passport size photo. Moreover members are allowed to bring along guests to the DHRF events but must pay 30 AED as guest fee to take care over incidental expenses (DHRF, 2009, p.4).

The Human Resources Professionals Association

The HRPA has been granted regulatory roles under the Human Resource Professionals Act (1990) to promote high standards of HR practice so as to safeguard public interests in Ontario. Over half of the HR professionals in Ontario are HRPA members and gain from membership in a number of ways, such as: advocacy on behalf of the profession; the biggest HR professional association in Canada; free services; regulatory and protected designations; price cuts via the Member Savings Program; and lifetime learning and career advancement (HRPA, 2010, p.1).

HRPA aims to promote career advancement of its members in three strategic ways. First, the association support careers of its members by: offering key tools and education to assist them gain and improve their profession via assessment of their needs and the development of credible designations which validate their skills:

expansion of its activities to include global views that will enable members acquire a worldwide perspective, which is in high demand by most organizations in Canada;
assisting in raising demand for HR experts at all levels with the skills needed to enhance HR operations and management in business organizations;
and creating awareness of the importance of the roles of HR professionals in business organizations through media (HRPA, 2010, p.1).

Second, HRPA aims to develop a respected and prominent association that is superlative in the HR filed in Canada and able to draw HR professionals from all organizations. It also aims to engage HR senor managers and offer similar career, professional and certification courses that mirror and sustain each other.

Third, the association aspires to augment its sway on policy makers in key areas related to its members and be seen as a professional body that safeguards interests of its members via dispensation of quality services (HRPA, 2010, p.3). The main goal of HRPA is to promote its members in the following ways:

assisting them to enlarge the number of employment opportunities in HR and providing training programs to boost their skills;
the association also offers exclusive networking avenues for members to enhance beneficial professional and personal affiliations through a number of conferences, seminars, online sites and knowledge exchange forums.

Its worth to note that hosts over 190 events in a year, ranging from the Annual Conference (the second biggest in the world) to local forums, seminars, workshops, webinars and roundtables (HRPA, 2010, p.4). HRPA members are eligible to take part in these events to enable them sustain career development.

In addition, the association’s surveys, research, online information services and its HR Professional Magazine ensure that members are constantly apprised on emerging trends in HR field. There are also a number of free HRPA services that members can benefit from.

These include online HR tools, subscription to HR Professional magazine, and HR research help from the association’s Resource Centre experts. Members can also benefit from special discounts on HRPA products and services offered exclusively to members via the Members Savings Program (HRPA, 2010, p.6). There are different member categories offered by HRPA.

For example, a Practitioner member is a HR person who has achieved the HRPA’s academic requirements to be eligible for CHRP status. Full Time Student member is one who is fully or partially employed in HR field and is currently pursuing at least three HRPA certified courses in HR management in a degree or diploma program.

The General member category includes line mangers, lawyers, consultants and retirees interested in HR but who are ineligible for other categories. The HRPA membership fee depends on the category offer by the association. Full Time students pay an annual joining and subscription fee of $ 385 and $86 respectively. The General member category attracts $451 and $273 in admission and subscription fees respectively (HRPA, 2010, p.8).

Personal perspective

Having evaluated the six professional HR organizations above, I have reasons to believe that The Human Resources Professionals Association (HRPA) offers the best prospect for an HR manager who aspires to enhance his HR management skills and knowledge. My choice is based on the fact that HRPA host over 200 HR related events including the Annual Conference, the second largest in the world.

These events offers exclusive networking avenues for members to enhance beneficial professional and personal affiliations through a number of conferences, seminars, online sites and knowledge exchange forums. In addition, members can also benefit from special discounts on HRPA products and services offered exclusively to members via the Members Savings Program.

The main reasons that make majority of employees to resign from companies are lack of challenges in their job; personal development; and prospect for career growth. As a prospective HR manager, I intent to address these challenges in the following ways. I will provide a competency framework that will enable all workers to identify their rank within the company, recognize present development prospects and potential upwards and outwards ways for career growth.

Competencies will entail required knowledge, abilities and conducts for each role, rank and job family. The developmental appraisal program will enable my staff to ascertain existing skills and allow the recognition of spaces between present and potential positions. A self-evaluation talents audit device will be designed and provided to enable employees to frequently check progress in closing competency gaps.

I will also create a career planning program I will use to discuss with my workers about their career ambitions (Noe, 2010, p.15). My strategic career development options will be similar to the SHRM affiliate chapters that that offer international best practices, resources and a network of precious contacts to its members to enable them share HR knowledge and experience (SHRM, 2011, p.1).

Some of my career development options I will offer my staff include: job rotation; cross-organizational experience; peer education; temporary attachments to associate organizations to gain to acquire new skills; and a new network of friends. I will also facilitate acquisition of precise professional abilities through official education and training program (Noe, 2010, p.2).

References

ASHRM. (2011) Arabian Society for Human Resource Management. Web.

CIPD. (2010) Chartered Institute of Personnel and Development. Web.

DHRF. (2009) Dubai Human Resources Forum. Web.

HRPA. (2010) The Human Resources Professionals Association. Web.

Noe, RA. (eds) (2010) “Careers and Career Management”, Employee Training and Development. Singapore, McGraw-Hill.

SHRM. (2009) Annual Report. Web.

SHRM. (2011) About the Society for Human Resource Management. Web.

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