Human Resource Knowledge and Skills Needed by Non-HR Managers: Recommendations from Leading Senior HR Executives

By Van Eynde, Donald F.; Burr, Richard M. | Organization Development Journal, Winter 2011 | Go to article overview

Human Resource Knowledge and Skills Needed by Non-HR Managers: Recommendations from Leading Senior HR Executives


Van Eynde, Donald F., Burr, Richard M., Organization Development Journal


Abstract

This study was conducted to determine which HR knowledge and skills should be taught to non-HR managers. A Delphi research methodology was used to survey the opinions of 16 leading senior HR executives who are members of the Human Resources Council, American Management Association. From a total listing of 57 HR-related topics, 33 were rated by the experts as important for instruction. Also included are the executives' recommendations regarding specific knowledge matter and skills.

Introduction

To be effective, line and staff managers alike need to be knowledgeable in areas of Human Resources (HR) such as employment law, discrimination, employee recruiting and selection, and labor-management relations. One way that organizations supply this knowledge is through training. But what if the time for HR-related training is limited? Which HR issues would be the most important for a new manager to learn?

The same issue exists in the field of Business Education. According to the Society of Human Resource Management's State of Human Resource Education Study (American Institutes for Research, 2011), 58% of business programs require a course in human resources as part of the core curriculum. Other universities, especially smaller ones similar to where the authors work, offer only an elective course in Human Resource Management. Using one of the many mainstream Human Resource textbooks available, the classes teach the knowledge needed to become a Human Resource (HR) professional. The problem is that most of the persons who enroll in these courses are not destined for a career in Human Resource Management; rather, they are specializing in areas such as Accounting, Finance, Marketing, or International Business and take the course to learn what to do when they encounter a human resource problem as a manager. If the course content is designed to train people to become a Human Resource professional, then much of what is taught is not needed by a non-HR manager and some of what is essential is either not covered or not taught in enough depth.

So, it appears sensible to ask the question, "If we are almost certain that most of the people in such courses will never work in an HR department early in their managerial careers, are they being taught the right issues? The same question asked in a broader and more exploratory fashion is: "What human resource related knowledge and skills are critical for a junior level, non-HR manager to possess?" It is this question that this research study attempts to address.

Literature Review

When we began our review of the literature, our expectation was that we would encounter several studies related to our question. Much to our amazement, the literature was totally bereft of such information. We searched on-line, in the library, and even asked an HR research firm to see what they could find. Nothing...not a single shred of research information surfaced that was targeted to the question of what non-HR managers need to know about HR. A search of the internet revealed a plethora of companies that offered HR workshops for non-HR managers, but we were unable to uncover any information that the curricula were based on research findings. The information delete closest to what we were seeking was a curriculum guidebook published by the Society of Human Resource Management (2010), but a query to that organization confirmed that the guidebook and related studies were focused on topics specific to a student or manager seeking a career in human resource management.

It quickly became obvious that we were going to have to take a more indirect approach to discover the answer. We first decided to focus on what experts had to say about the value of HR-related knowledge and skills to non-HR managers. Ron Pilenzo (2009), an executive with over 23 years in Fortune 100 companies and the President of the Society of Human Resource Management (SHRM) for 10 years, answered that question as follows:

HR must create a sphere of influence, driven by best practices, that involves the transfer of as many HR competencies as possible to managers and employees at all levels. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Human Resource Knowledge and Skills Needed by Non-HR Managers: Recommendations from Leading Senior HR Executives
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.