HR Generalists and HR Specialists, Research Paper Example

Introduction

Human resources functionality is complex and intricate in some ways, while generalized and non-specific in others. It is important to identify the challenges associated with each of these functions and to distinguish between their roles. A variety of issues within the human resource field continue to define these roles and provide a framework for supporting new perspectives to ensure that organizations are able to effectively recruit, hire, train, educate, and retain valuable employees. Human resources personnel are instrumental in this process and facilitate the development of new strategies to ensure that organizations possess the greatest possible competitive advantage for the foreseeable future. As a key component of this process, determining how human resource specialists and generalists function and interact is critical to their long-term impact on organizational success in many ways. The following discussion will address the difference between human resources specialists and generalists and will determine how these roles have a significant impact on organizational function and overall operations.

Analysis

Human resource generalists have a significant impact organizations through their decision-making capabilities, and this reflects the importance of centralizing different functions, while also ensuring that all required responsibilities and functions are successful (Truitt, 2012). From this perspective, the generalist role is significant because it enables individuals to perform at a high level and to resolve issues accordingly without the need for a specialist role (Truitt, 2012). For generalists, it is necessary to explore the different roles and responsibilities of this function, while also considering that it requires significant knowledge in a number of areas that impact operations accordingly (Truitt, 2012). Furthermore, it is also evident that in many circles, organizations are seeking human resource generalists as a means of reducing overhead costs and in supporting a more centralized approach to these roles (Truitt, 2012). Regardless of the circumstances, it is imperative to demonstrate that organizations are able to successfully function with the generalist role versus the specialist role (Truitt, 2012).

In the world of human resources, there are different circles of thought regarding the roles of specialist versus generalist; therefore, it is important to identify these differences and to take the steps that are necessary to evaluate different conditions under which organizations might elect one or both of these roles as part of their human resources functionality. Some organizations favor the specialist role because it may increase the significance and impact of the functions that are performed, particularly when an employee is focused on a specific aspect of human resources, such as recruiting or compensation (Wang & Murninghan, 2013). Furthermore, there may be a high degree of bias against the human resource generalist role because it is not specifically and not purposely well-defined for organizations, which may be an unfavorable approach in some circles (Wang & Murningham, 2013). It is important to identify the resources that are required to ensure that organizations possess high functioning human resources departments, even if these roles are non-specific in nature (Wang & Murningham, 2013).

The specialist and generalist roles demonstrate different types of functions; therefore, these roles require an ongoing approach that will be effective and appropriate in meeting the needs of organizations without significant complications or delays in achieving key objectives. Although human resources departments may decide to specialize their roles or remain as generalists, it is most important to recognize that organizations may face their own challenges with respect to supporting one or both roles (Kelly et.al, 2011). In spite of these titles, however, many employees working in the generalist role may possess varying degrees of knowledge and experience that would qualify them for or categorize them as specialists in some organizations, and this may lead to a positive and meaningful experience for the employee and for the organization (Kelly et.al, 2011). As a result, the differentiation between generalist and specialist may be on paper only and does not always reflect the true nature and experience levels of employees who work in these roles (Kelly et.al, 2011). It is imperative to distinguish between these objectives and to recognize the importance of shaping outcomes to have the greatest possible impact on an organization over the long term (Kelly et.al, 2011). It is believed that one role is not necessarily preferable over the other in a general context, but that each role has its own advantages and disadvantages for organizations, depending on their specific needs and wants ay any given point in time (Kelly et.al, 2011). It is necessary for organizations to be effective in making human resource decisions that will have the greatest possible impact on current and prospective employees so that productivity and long-term potential are preserved over time (Kelly et.al, 2011).

Conclusion

The roles of human resource generalist versus specialist offer many opportunities to organizations, depending on their specific needs and expectations. Therefore, it is at the full discretion of an organization to determine whether or not one or both roles are desirable and favorable in supporting their primary objectives. It is imperative to determine how to approach these conditions and to reflect upon the needs of organizations so that they possess considerable opportunities for growth and advancement through these roles, whether one or both are used. Therefore, organizations must continue to reflect upon these needs and to demonstrate the importance of making decisions that will positively impact their operations, using the knowledge and resources that are available through employee guidance and input in order to achieve their desired goals and expectations.

References

Kelly, G., Mastroeni, M., Conway, E., Monks, K., Truss, K., Flood, P., & Hannon, E. (2011). Combining diverse knowledge: knowledge workers’ experience of specialist and generalist roles. Personnel Review, 40(5), 607-624.

Truitt, J. (2012).  Is the HR “specialist” function becoming obsolete? Retrieved from http://www.ere.net/2012/07/11/is-the-hr-specialist-function-becoming-obsolete/

Wang, L., & Keith Murnighan, J. (2013). The generalist bias. Organizational Behavior and Human Decision Processes, 120(1), 47-61.