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“Human resources are being transformed from a specialized, stand-alone function to a broad corporate competency in which human resources and line managers build partnerships to gain competitive advantage and achieve overall business goals.” Towers Perrin when organizations are able to harness effectively the talent, energy, and motivation of their employees, they will have an ideal competitive business edge. The competencies of the people, when sharpened and harnessed to their full potential, will greatly enhance the overall value and competitiveness of the organization. Thus, there lies the real value contribution of the HRM professional – building the framework and environment for continuous competency development. Some of the important HRM administrative roles have now become a function of line supervision and management. What used to be employees’ problems and issues hurled to HRM, are now being handled effectively on the shop floor by the shift supervisors. The most important role of HRM now, in this case, is training these line supervisors and managers to be better at mentoring and motivating employees for performance and effective dispenser of HRM interventions in their areas of responsibility. Being competitive means having a human resource that is willing to learn new ways of doing business and being able to use them. Business survival is not only dependent on how good your product and services are, how excellent is your customer service, and how efficient your business processes are but on how competitive are your employees who carry out these performances. New technology, business strategies, complicated processes, and management systems are futile without a competent human resource behind them. HRM professionals can create real value within their respective organizations when they focus on developing the competencies and positive values of their employees. Competitive human performance, not alone machine and systems performance is the core of business performance. The HRD system comprising of HRD architecture, HRD culture and Employee behavior needs to shift focus from what people need to learn (training), to the contribution that they make (performance). The paper would aim at suggesting that how the HRM professional can create real value contribution by building the framework and environment for continuous competency development.

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