Solution
The roles of HR practitioners could be varying in accordance to the level in which they are a generalist (e.g., HR director, HR manager, business partner) or specialist (e.g., head of learning and development, head of talent management, head of reward). Also, the level at which they work (strategic, executive or administrative), the needs of the Garvey Group and the context within which they work and their individual capabilities.
The roles could be proactive, reactive or a mixture of both strategies. From a strategic point of view, HR individuals assume a proactive role. This is affirmed by Grant and Hartley (2013) who noted that the increasing number of specialists in the HR area, well qualified elicit a likelihood of their involvement in strategic decision-making processes. There is a high likelihood that they would be found in the workplaces within which the sophisticated approaches and techniques are adopted. Hence, in the role of the specialists to act like business partners, develop an integrated HR strategies, intervention, and innovation; operate as internal consultants and volunteering guidance on aspects on upholding of the core values, ethical principles and the achievement of consistency. Their focus is on the business issues and working collaboratively with the line managers in delivery of the performance targets. The outcome of this is positive contributions on improved organisational capability. In the context of Garvey Group is performing effectively and hence attaining their goals. They play the role of change agents and internal consultants.
In some instances, they plan a mainly reactive role. This means that a significant amount of time is spent working on what they have already been instructed to work for, responding to requests for services or advice. According to Arena and Uhl-Bien (2016) this is through a provision of an administrative systems demanded by their management. This has been identified by the study as a non-intervention role where the HR practitioners merely offer a service for meeting the overall demands of management and the front-line managers. Nevertheless, the majority of the HR practitioners are actively involved in the services delivery with their relevance on this aspect of their roles being underestimated. The services delivery is inclusive of transactional activities including recruitment, training and advisory services.
Ultimately, the HR practitioners are, or should be involved in upholding on the ethical values of the Garvey Group. The level in which the HR specialists are involved in implementing the roles as pointed out by Hanson (2013) to have a direct influence on the first three rather than focusing on the management of the infrastructures. This concept has equally been noted by Parry and Tyson (2011) to elicit a direct influence on the business manager rather than the business partner which is in some instances identified as same concepts. The author has noted that the personnel specialists involved in the implementation of this role tend to integrate their activities closely with the management ensuring a long-term strategic purpose achieved. In the context of Garvey Group operations, they could successfully identify their business opportunities, to view a broad picture and to appreciate the extent in which their roles assist in achievement of the Garvey Group’s set objectives. This is through anticipation of their needs, acting in a flexible manner and proactively.
In the description of the strategic partner model, Ulrich maintained that as
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