Becoming Change Agents and Internal Consultants

Overview

This course explored two of the most significant challenges HR professionals face in the twenty-first-century knowledge organization: functioning as change agents and supporting organizations as internal consultants.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:

• Assess human resource functions, processes, and roles which support organizational strategy.
• Analyze the strategic role of human resource management within the global business environment.
• Apply human resource practices to support strategic human resources management.
• Communicate in a manner that is scholarly and professional.

Assignment Requirements

For this assignment, select two articles from the study activity for this unit: one article from the HR as Change Agent list and one article from the HR as Internal Consultant list. Write a 3-4 page analysis to include the following:

• Define the role and function of an HR professional as a change agent and as an internal consultant.
• Explain how each HR role complements each other.
• Relate how each HR role supports a global organization's strategy. Consider recruitment, retention, total rewards, performance management, employment law, and how these functions may differ between industries and countries.
• Examine cultural, ethical, and legal considerations for each role in supporting strategic HRM.

Your analysis should be written coherently to support a central idea, with correct grammar, usage, and mechanics as expected of a business professional. Support your response with citations from relevant readings or resources found in this unit.

Submission Requirements

• APA formatting: Resources and citations are formatted according to current APA style and formatting guidelines.
• Length: 3-4 pages.
• Number of resources: Two relevant references from this unit's readings.
• Font and font size: Times New Roman, 12 point.Here are the articles to chose from

HR as Change Agent

• Boldizzoni and Quaratino's 2011 article, "The Role of Human Resource Manager: Change Agent vs. Business Partner? Research into HRM in Italy," from EBS Review, volume 28, pages 41-52.
• Enescu and Popescu's 2012 article, "Executive Coaching - Instrument for Implementing Organizational Change," from Review of International Comparative Management, volume 13, issue 3, pages 378-386.
• Naudé, Dickie, and Butler's 2012 article, "Global Economic Crisis: Employee Responses and Practical Implications for Organizations," from Organization Development Journal, volume 30, issue 4, pages 9-24.
• Rees and Johari's 2010 article, "Senior Managers' Perceptions of the HRM Function During Times of Strategic Organizational Change," from Journal of Organizational Change Management, volume 23, issue 5, pages 517-536.

HR as Internal Consultant

• Long, Ismail, and Amin's 2011 article, "Internal Consultation Skill and Linkage with the Critical Strategic Roles of HR Practitioners in Malaysia," from The Journal of Management Development, volume 30, issue 2, pages 160-174.
• Long and Ismail's 2012 article, "The HR Specialist as an Agent of Change: Skills That Open up a Place at the Company's Top Table," from Human Resource Management International Digest, volume 20, issue 2, pages 24-28.
• Enescu and Popescu's 2012 article, "Executive Coaching - Instrument for Implementing Organizational Change," from Review of International Comparative Management, volume 13, issue 3, pages 378-386.
• Vosburgh's 2007 article, "The Evolution of HR: Developing HR as an Internal Consulting Organization, from Human Resource Planning, volume 30, issue 3, pages 11-23.
• Wright's 2008 article, "Reinventing Human Resource Management: Business Partners, Internal Consultants and the Limits to Professionalization," from Human Relations, volume 61, issue 8, pages 1063-1086