e writers have looked at the key activities of the human resource manager in order to identify the competencies required to fulfil the position. Walker (1998, p. 7) identifies one of the challenges to ascertaining the key roles is the multiple roles that human resource managers have. He cites the extensive support and service functions that human resource managers are required to carry out as well as the leadership and consultation roles expected of them. Walker assessed the key focus of each of these functions by identifying the primary customer in each role. In this analysis he identifies four user groups:- the user who seeks human resource support, the customer requiring a specific human resource service, the client in a consultative relationship and the team member requiring leadership and direction to manage change. The need for the human resource manager to have a role in leading and managing change is well-documented (Schuler, 1997, Tempe et el, Walker, Perry). One method of identifying the key competencies of the HR manager has been to assess the frequency of a function of the position. Barriers to Development of Key CompetenciesIdentification of the ‘new’ competencies is one issue, however the process for developing these for the current manager is a challenge. Numbers of human resource managers are accustomed to the operational style of management and willingness to change may be an issue. Workload issues and time are also cited as the main barriers (Tempe, et el, 1996, p. 53). Furthermore there is considerable cost in time and effort for the organisation to provide new opportunities for learning. Walker (1998, p. 7) raises the issue that operational human resource management is time consuming and does not allow human resource managers to become involved in and contributing to business issues and consequently their role and value is overlooked. This in turn prevents them from develop the competencies re...
