RWQ#1 – HR Strat
Strategic planning is a process that helps an organization allocate its resources to capitalize on opportunities in the marketplace. Let’s look at a fictitious example of strategic decision making:
ABC Corporation has an organizational objective to implement new technologies to streamline various processes. HR notices a trend toward applicants with excellent customer service skills but without the technical skills that align with this organizational goal. Given this information, HR might inform senior management of this gap in skills an offer the strategic solution to hire these candidates, but also provide them with technical training to give them the skills necessary to serve the organizational objective.
Now, it’s your turn.
By Saturday (11:59 p.m. eastern time), post an example of how HR might use knowledge of external and/or internal forces to inform strategic decision making in an organization, including the following:

Choose an external or internal force that affects HR – for example, changing demographics, globalization, technology  
Identify an organizational goal that relates to that force.
Identify a potential challenge related to that goal that HR may face.
Assess the gap between the force you’ve chosen and the relevant organizational goal.
Suggest an approach to bridging that gap.
Include in-text citations to support your post.

What is the organizational structure of an organization you work for or have been involved in? How is it aligned to the mission and vision of your organization? 
By Saturday (11:59 p.m. eastern time), describe an example of an organizational structure in use and explain how the structure aligns with the mission and vision of the organization. 
****The organization I work for is the State of MD Judiciary. The website is has a lot of information on the job and how it is structured

3/19/22, 9:31 PM Organizational Design 1/1

Learning Topic

Organizational Design
The choice of organizational structure is influenced by many factors, including strategy,

the size and scope of the organization, layers of hierarchy, focus, and even geography. You

will now read about different types of organizational structures, and their advantages and


Common Organizational Structures







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All links to external sites were verified at the time of publication. UMGC is not responsible for the validity or integrity

of information located at external sites.


3/19/22, 9:30 PM The Role of HR in the Organization 1/2

Learning Topic

The Role of HR in the Organization
The role of HR in the organization is to develop strategy for human resources that aligns

with the larger business strategy, to contribute to the creation of the business strategy,

and to help other business functions in their strategic roles. There are many internal and

external factors that influence the role of HR, such as globalization, changes in the

workforce and in the workplace, increased accountability, and increased focus on metrics.

Within an organization, HR may fall under Finance or Management, or it may be a

department of its own.

Let’s take a look at some of the other functions in an organization:

In general, executive management is responsible for the overall organizational


Finance and accounting departments plan for, account for, document, and distribute

financial resources according to the organizational strategy.

Marketing helps to bring in information about customers, sales, and competitors, as well

as to guide the organization’s position in the market.

Management, or operations, is responsible for logistics, planning and distributing


IT makes business intelligence available and manages systems for effectiveness and


HR is a cross-functional role that serves as a bridge between the different functions, helps

align human capital with business strategies, and manages the life cycle of employees.

3/19/22, 9:30 PM The Role of HR in the Organization 2/2

Functional Areas of Business




© 2022 University of Maryland Global Campus

All links to external sites were verified at the time of publication. UMGC is not responsible for the validity or integrity

of information located at external sites.


3/19/22, 9:30 PM SHRM Body of Competency and Knowledge 1/5

Learning Topic

SHRM Body of Competency and Knowledge

SHRM Body of Competency and Knowledge

The SHRM Body of Competency and Knowledge (SHRM BoCK) is based on the SHRM

Competency Model. This competency model identifies the knowledge areas, skills, and

abilities that are essential for HR professionals to succeed in the field. Beginning in 2011,

this list of skills and competencies was developed through research and consultation with

a broad range of HR professionals (Society for Human Resource Management, n.d.). In

addition to listing key behavioral competencies and knowledge areas, the SHRM BoCK

provides information about the structure and content of SHRM’s certification

examinations, including the SHRM Certified Professional (SHRM-CP) exam.

The SHRM BoCK has two main sections: business competencies and HR functional areas

of expertise. This combination of active behaviors and conceptual knowledge is key to this

competency model because successful HR practitioners go beyond theory to skilled

application. Through SHRM BoCK’s core areas, HR professionals can facilitate a strategic

mindset, influence individual performance, and help achieve successful business outcomes

(Society for Human Resource Management, n.d.).

3/19/22, 9:30 PM SHRM Body of Competency and Knowledge 2/5

As you prepare for the SHRM-CP exam, you may find it valuable to use this SHRM-CP

Exam Study Guide (


ou=631694) to make note of what you already know and what you need to revisit in

each of the competency areas. As you review the study material and conduct your own

research, you can use the final column to capture notes of what you learn along the way.



The following information and resources provide additional details about the SHRM

BoCK, including how to use the framework as a study resource for the SHRM-CP exam:

SHRM BoCK Behavioral Competencies


The first cluster, or grouping of behavioral

competencies, includes two sub-competencies: (1)

leadership and navigation and (2) ethical practice. This

cluster emphasizes the HR professional’s ability to act

as a leader within an organization and influence the

strategic direction and culture of the organization. A

successful HR professional balances a keen strategic

mindset with a commitment to promoting high ethical



The second cluster includes three competencies

specific to interpersonal dynamics: relationship

management, communication, and global and cultural

effectiveness. This grouping of competencies focus

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