HRM, Technology and Innovation: New HRM Competences for Old Business Challenges?

Abstract

Purpose

The goal of this chapter is to explore the requirements modern companies expect of HR professionals’ competences.

Design/Methodology/Approach

Departing from the widely acknowledged HR competence studies of Ulrich and associates, we extended them with the continuous learning competence profile and HR professionals’ individual job performance. The empirical study is built on open interviews with HR leaders of ten large Dutch companies.

Findings

The study offers a new set of HRM competences. This set includes six HRM profiles: Business Focus, Learning Focus, Strategic Focus, HR Technology, HR Delivery, and Personal Credibility. Several contingency factors are thought to play a role in supporting these HRM competences: company culture, strategy, size, sector, scope, and position of HR professionals.

Practical Implications

Based on these contributions, we recommended conducting a quantitative study to gain understanding of the relevance of the individual HRM job performance and to find associations between the HRM competences and the individual HRM job performance.

Originality/Value

The focus of this chapter is a combination of HRM competences and the individual job performance of HR professionals.

Citation

Bondarouk, T., Marsman, E. and Rekers, M. (2014), "HRM, Technology and Innovation: New HRM Competences for Old Business Challenges?", Human Resource Management, Social Innovation and Technology (Advanced Series in Management, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 179-215. https://doi.org/10.1108/S1877-636120140000014016