On International front, how do you become a better and effective Human Resource Professional ?

Thanks Mr  Mohammed for  the invitatuion

1.  Speed in the interaction and  managing crises
2.    Flexibility in handling and to modify and develop labor policies
3. Simplicity and lack of complexity  and teamwor
4. Excellent communication skills

In fact, now  a days, major organizations or global job portals are keeping variety of Human Resource Managers as industry specialized, for instance , Oil & gas recruitment manager is not recruiting for Civil or Commercial Construction Employees as such every specialized category is recruiting by relevant Consultant those who have well experience on this same industry . If this is the present then it is too hard to be a better Human Resource Professional with diversified industries. Even though the following strategies would help much more to explore on the potential HR Industry and as follows:

1-      Develop and Improve global HR network with the help all networks including Social Media networks.

2-      Obtain the most modern educations of higher degree.

3-      Seriously focus on management strategies and core activities of organizations.

4-      Always review and act accordingly about the market update and research report.

5-      Make sure the HR practices are well placed within the organization.

6-      Effectively engage with (لقد تم حذف الرابط بسبب انتهاكه لسياسة الموقع. يرجى التواصل مع قسم الدعم لمزيد من المعلومات.), (لقد تم حذف الرابط بسبب انتهاكه لسياسة الموقع. يرجى التواصل مع قسم الدعم لمزيد من المعلومات.), totaljobs.com and (لقد تم حذف الرابط بسبب انتهاكه لسياسة الموقع. يرجى التواصل مع قسم الدعم لمزيد من المعلومات.) for global placements as well as high profile candidates.

Training helps immensly, as does reading about new practises and techniques.

Thanks so much for the invitation again Mr. Asharf , and of course I agree with your good self views together with the experts. Further I would contribute with an article from the Huffington Post exposed the new trends in HR to be witnessed in 2016 as follows : 

The rise of technology and social media have completely redefined the role of Human Resources around the world.

To understand what the future holds for HR professionals around the world, at P World, we spent the last month talking with over 60 international HR experts, discussing their ideas and predictions for the year ahead.

The conclusion- 2016 is going to be one of the most complex years in the global HR world.

1. Data driven recruiting.

Data-driven recruiting will definitely be a trend that will gain more traction in 2016. Access to data is getting easier and cheaper with new technology and professional network platforms. Talent acquisition leaders can arm themselves with data and become very strategic in their decisions. For instance, build talent pools using data helps recruiters enhanced their understanding of the market and be more efficient.(Maud Durand, Strategic EMEA Sourcer, Facebook)

2. Relationships not programs.

HR continues to be about relationships rather than programs and a deep understanding of the business. The key skill set for future HR people will be how to effectively understand and manage the impact of mergers, demergers and globalization. These changes have profound impact in the workplace. (Jenny Arwas MBE, Formerly Director, BT Group Functions HRBT)

3. Keeping the skills of your workforce up to date.

In 2016, keeping the skills of your workforce up to date in this fast-changing world will be more important than ever. Many companies immediately turn to an external training firm but it is worth thinking about the expertise and experience already in your company and how you can tap into this for the benefit of the rest of your staff. Your younger employees, for example, probably have knowledge of social media which an older generation might struggle with, reversing the traditional hierarchy of skills. Harnessing this peer to peer learning can be an efficient and cost effective way of increasing skills, and the knowledge transferred is likely to be relevant because it is delivered by people who understand your organisation’s culture.(Anne Morrison, Chair, British Academy of Film and Television Arts)

4. Employee engagement and culture as top priority.

The new era of change is expected. Current economic climate demands smarter operational methods of business. The challenge to stay ahead of global demographical shift and growing competition seems to lean towards one common theme, Employee Engagement interconnected to Culture. The fact that Employee Engagement may have not been the center piece historically has a distinctive strategic place in business today. Executives must place Employee Engagement and Culture as their top most priority in 2016. This growing necessity has benefits and those that embrace will be victorious. Secondary to this theme is Leadership, having the right people that know how to lead teams, inspiring them on a journey to success and on the way creating an exemplary brand. Further, learning and development which forms the foundations of the brand has an equal foothold in this highly commercialized world. This triangulated theme is NEW revised HR Trend in 2016. Be in it to win it!” (Ravi Singh, Founder of Bluefin Consultancy [Bridging Knowledge and Performance])

5. Improving the employee experience. I believe that HR is starting in new journey in terms of focusing. We have been dealing with HR transformation for the last 10 years, implementing new technology to streamline our processes. The time has come to focus on improving the Employee Experience.

Marketing and sales departments have to improve & develop the customer experience in order to increase market share and revenue. Our employees at every level have seen this improvement and are now looking forward to seeing this improvement not only focus on external customer but also internally to improve their journey.

Every function has implemented new processes without looking at the big picture in terms of employee journey and it has become a painful process between financial / HR / IT / Procurement / Benefits processes. All those departments are using different technology / workflow and documentation to perform the task that they have transferred in the last decade. Improving the Employee Experience in a challenging environment will drive engagement and retention. (David Lamy, Lecturer Human Resources, Paris-Sorbonne University)

6. Focus on well being and resilience.

Wellbeing and resilience continues to be a big area of focus for us. For us this means physical, emotional, mental and purposeful wellbeing. We even provide free counseling with an external expert provider for employees and their dependents.

As Europe becomes even more volatile and uncertain in terms of socio economic indicators, the pressure on individuals becomes even more challenging. Individuals are pushed to deliver ambitious growth targets at work and at home there can be struggles with unemployment (partner or child), financial pressures like the mortgage, loans etc.” (Julie Hudtohan, Global HR for HR Director, Unilever)

7. Developing the human side of the business.

Most organisations with the ability to thrive in today’s dynamic business environment are struggling because they don’t empower people or tap into their full potential. While success in the 20th century was driven by process, structure and encouraging people to function more like machines, success in the future requires us to make more of the human side of business. Humans have evolved to deal with uncertainty through collaboration, cooperation and using conflict in a constructive manner. Businesses need to encourage their people to develop mindsets geared towards connection, conversation and experimentation. Curiosity is crucial: we need to continually question whether we are doing things simply because that’s how they’ve always been done and seek new perspectives to identify potentially better solutions. While different departments and reporting lines provide clarity of role and accountability, they also create artificial barriers that block progress. Organising people into silos of similar skills and functions reinforces the patterns required to solve simple and even complex problems, but discourages them from working with other departments or people outside of the business. It does nothing to encourage the kind of conversations required to solve the major problems we face today. Businesses also need to redefine how they view fear and failure. Most of us allow fear to control of our lives. The key to eliminating it is to take back that control and look behind the self-imposed curtains our fears create. ( Annemie Ress, Former Global HR Director, eBay and Skype))

8. Big data analysis. The biggest HR Trend 2016 will be predictive data analysis. We’ve talked about big data for some time and now it’s time to start to act on that data and put it to use.(Johannes Sundlo, HR Controller, Spotify)

9. Consolidation of businesses.

As for the HR Trend for next year I believe that Consolidation of Businesses will continue and the envrionment will stay challenging for most of the industries. As such HR effectiveness and effectivity paired with analytics on the one hand and on the other hand I believe we are going to have more and more challenges with Generation Y and how to become the most attractive employer for the future workforce. ( Kerstin Knapp, HR Director, Richemont)

10. Reinventing performance reviews.

I think the hottest topic now is reinventing performance reviews, including dropping performance ratings. A number of companies like Accenture, Deloitte and others have already done it. GE is piloting. Another one is abolishing individual bonus. GSK have also done some very interesting things. (Bjarte Bogsnes, Vice President Performance Management Development, Statoil)

When you are ready you will be better

Excellent company and a special work team

You can be the best

I believe by the time, the more you interact the more capable you become.

Human Resources Management and acquires a special importance in the international organizations, for several reasons, including: 1. Widening the geographical area that must be managed, which requires manpower at a high level of efficiency, able in many cases to take an important key decisions in isolation from the senior management of the facility 0.2. Different social and economic systems in areas where international enterprises doing business, which requires the presence of the management is able to adapt the Organization's conditions and policies, according to these variables 0.3. The investment of international facilities for its money in different parts of the world shows the company of many of the risks of investing in these areas (eg, cases of nationalization and confiscation) and therefore must be among these international facilities able to predict the political and economic trends and try to extrapolate their results and their impact on the organization departments......

0.4. For all these reasons, we find that multinational companies pay great attention to the planning needs of the workforce in advance and in plenty of time, so as in the case of an international company like the joint British-Dutch Shell, which is planning its manpower over fifteen pre-year-old .

International front needs a "lot of exposure, along with your experience".  At this level "being judgemental would impact your personality and you decision making capacity will come under several Question marks(?).  One more thing I would like to add, I have seen a lot of HR professionals who mostly try to "Judge" whenever they are taking any interview or even in general communication.  This sends a negative signal to that person because when you start judging your tone of communication and the pattern of questions and answers become a debate, rest you things at an Organizational level like degree or internal strategy counts also

Thank you

Be it national or international, to be an effective HR, the following are required,

1. Needed to be a strong man manager

2. Excellent and effective communcation skills

3. Stong influencing and negotiation skills

4. Excellent judgement operator

HR Management Key Skill #1: Organization

HR management requires an orderly approach. Organized files, strong time management skills, and personal efficiency are key to HR effectiveness. You’re dealing with people’s lives and careers here, and when a manager requests help with a termination or a compensation recommendation or recognition program, it won’t do to say, “I’ll try to get to that if I have time.”

HR Management Key Skill #2—Multitasking

On a typical HR day, an HR professional will deal with an employee’s personal issue one minute, an intermittent leave question the next, and a recruiting strategy for a hard-to-fill job the minute after. And that’s to say nothing of social media, wage/hour, engagement, retention, and a whole host of other things, every one critical to someone.

In HR, if it’s not one thing, it’s another. Priorities and business needs move fast and change fast, and manager A who needs someone hired doesn’t much care if you’re already helping manager B who needs someone fired. You need to be able to handle it all, all at once.

HR Management Key Skill #3—Dealing with Grey

A surprisingly large percentage of the issues HR managers face are in “the grey area.” Is it discrimination? Is it harassment? What’s a “reasonable” accommodation? How far over backward do you have to lean to approve intermittent leave? HR managers have to be able to act with incomplete and “best available” information, and they have to know when to seek the professional help of colleagues, attorneys, and other experts.

HR Management Key Skill #4—Negotiation

Along with grey comes the need to negotiate—there are often two or more opposing views, and the successful HR pro can find an acceptable middle ground. Remember, the goal of negotiation is to end up with two parties that are satisfied with the outcome, and that’s not often easy to achieve.

HR Management Key Skill #5—Communication

HR professionals have to communicate up to management, over to managers, out to potential employees, and down to all levels of current employees. And they have to do it in writing, while speaking to large and small groups and, increasingly, through social media. They have to be convincing, caring, and believable.

HR Management Key Skill #6—Discrete and Ethical

HR professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor their actions toward employees to be sure that policies and regulations are followed. You need to be able to push back when they aren’t in order to keep the firm on the straight and narrow. Not an easy responsibility!

Of course, you always handle confidential information appropriately, and never divulge it to any unauthorized person.

HR Management Key Skill #7—Dual Focus

Employees expect human resources professionals to advocate for their concerns, yet you must also enforce top management’s policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.

There are times you must make decisions to protect the individual and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. That’s something you would never do.

HR Management Key Skill #8—Conflict Management and Problem Solving

News flash! Everyone doesn’t always get along with everyone else. High productivity demands that people work together at least civilly. HR has to find ways to allow that to happen. And that’s to say nothing of the myriad other problems that hit HR’s in-box—you can’t be effective without problem-solving ability.

HR Management Key Skill #9—Change Management

Most companies today are in a constant state of flux. Task forces, matrices, and teams spring into being, do their jobs, and disband as others form. Hierarchies have been squashed, and companies have four or five generations working side by side. A lot of people are freaked out by what’s going on. HR has to help everyone co

HR is a creature of, and serves, the business strategy,” Brady says. “It’s important for HR people to know what that strategy is and what makes the business tick so the approach to HR can be tailored accordingly.

“Never think of HR in isolation,” he advises. “Because if HR professionals think of themselves as ‘just HR,’ that’s what the rest of the organization will think, too.”

The rapidly transforming business landscape means that there are currently many human resource management challenges which will continue to evolve for years to come. Tom Marsden, Director of Professional Services at Alexander Mann Solutions said that HR departments really need to be adding real business value to their organizations. "Although the restrictions of the recession aren't over yet, companies are recognizing that they will need to take steps to retain their workforce. This could be through an increased emphasis on training and engagement programs or by investing in areas that will optimize expenditure, such as integrated technology systems or improved candidate attraction schemes. The signs are that HR departments are preparing to maximize their resources and staff as organizations look to grow."

Coach. Counselor. Employee advocate. Business strategist. As the business world changes, so does the role of HR professionals. Since human resources is a business-driven function, effectiveness depends on a thorough understanding of the strategic corporate direction, as well as the ability to influence key policies and decisions. In addition, human resource management challenges must be defined and solutions determined in order to succeed.

1. Change Management

Since this is generally not a focal point for HR professional training and development, change management represents a particular challenge for personnel management. The WFPMA finds that "This may also be the reason why it is cited as the foremost issue as HR continues to attempt to help businesses move forward. An intensified focus on training may be needed to develop added competencies to deal with change management."

2. Leadership Development

As the second of the biggest challenges for human resource management, leadership development needs to be a critical strategic initiative. HR professionals are faced with being expected to provide the essential structures, processes, tools, and points of view to make the best selection and develop the future leaders of the organization. The WFPMA reports that, "Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the organization is viable in the long term."

3. HR Effectiveness Measurement

How can improvement happen without the right tools to measure HR effectiveness? As with many other areas of business, this profession also needs to be able to measure results in terms of transaction management, as well as in terms of the positive influence on business. "Utilizing metrics to determine effectiveness is the beginning of a shift from perceiving HR's role as purely an administrative function to viewing the HR team as a true strategic partner within the organization," the WFPMA says. "In fact, the next section reports that survey participants believe a critical future issue for HR will be organizational effectiveness - again supporting HR's critical role as a strategic partner to management."

This world federation also notes that, "Where HR departments have traditionally focused on measuring their own effectiveness, there is an evolving recognition that they can provide organizational value by measuring the effectiveness of the entire business organization. The shift is significant as it represents movement from simply counting the numbers hired to determining the ROI of collective and individual hires on a long-term basis. Going beyond measuring turnover, this new approach considers 'bad' turnover and 'good' turnover along with the overall cost of replacement hires."

When you start looking at the numbers, you realize the significant impact of trends and challenges in human resource management. There are many variables that influence human resource management. To give you a glimpse at some of the upcoming changes, the HR Leadership Council has released the following statistics:

• One in four high potentials plans to leave their organization in the next year
• By effectively developing employees, managers can be better coaches and improve performance by up to 25%
• Three out of five organizations have either restructured or plan to restructure within the next six months
• Recent declines in employee engagement further decreased overall productivity by 3 to 5%
• Leaders with strong people development skills are 50% more likely to outperform revenue expectations
• Delivering on critical onboarding activities boosts new hire performance by 11.3%
• 77% of midsized companies use (or plan to use) wellness to reduce costs
• 46% of midsized-company CFOs anticipate a merger or acquisition in less than six months

To meet or exceed all of these human resource management challenges, you'll need proven tools and strategies. One of the best ways to gain the necessary expertise is by earning your Master of Science in Human Resource Development entirely online. In Villanova's online HR master's degree program, you'll learn how to:

• Implement strategic organizational change for increased quality, productivity and employee satisfaction
• Construct an effective training program
• Design a compensation system that motivates employees
• Structure benefit packages and measure their success
• Identify principles for developing, utilizing and conserving human resources
• Use data and statistics to make informed business decisions
• Leverage technology to enhance the contributions of the human resource function to an organization
• Develop financial management and budgetary skills

1. Know yourself and seek self-improvement – By properly evaluating your own weaknesses/strengths and looking to improve those areas daily, you will continually improve your ability & performance – Make sure your staff follows this also.

2. Be technically and tactically proficient – Keep current with the latest technical developments in your field of expertise and know how to deploy your resources for the maximum return on investment – another great development principle for your employees.

3. Develop a sense of responsibility among your subordinates – Drive accountability down to the base level among your staff – Make sure they are aware that you will hold them accountable for their actions and assignments.

4. Make sound and timely decisions – Make sure that your decisions are well thought out and take into account all relevant information – Don’t act rashly or out of anger, desperation or any other emotional state.

5. Set the example – Lead from the front – make sure that your staff sees you as the role model Be visible in your daily activities – hold yourself to a higher standard – this will motivate subordinates to improve themselves.

6. Know your people and look out for their welfare – Only by demonstrating that you are interested and concerned for their welfare will you win their loyalty. A good leader is a compassionate listener and understands what motivates his/her staff.

7. Keep your people informed – Information is the life’s blood of any organization and only good if it is shared across the widest possible spectrum. Share your ideas and knowledge with your staff – this will make them feel included and valuable.

8. Seek responsibility and take responsibility for your actions – Be prepared for your next assignment and take charge of all areas of responsibility – if a mistake is made, stand up & take the heat. By doing so, you will demonstrate a key principle of leadership – We all make mistakes, we are all fallible but it is how we respond to our mistakes that separate the professionals from the pretenders.

9. Ensure assigned tasks are understood, supervised, and accomplished – You need to trust your people but verify – Trust your employees to do their job but verify it has been done to your standards. By doing so, you will make sure that you are involved, accountable and creditable with your superiors.

10. Train your people as a team – Have your staff work together as a team and cross train on each others responsibilities. This allows them to utilize each other’s strengths and to feed off of the team synergy. Teamwork develops a sense of shared responsibility and commitment to the objective.

11. Employ your team in accordance with its’ capabilities – Know the limitations of your self, your people and your department. Don’t look to take on more than you should. By knowing your limitations, you’ll know when to call in the reinforcements