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QUALITIES AND SKILLS REQUIRED BY HR MANAGERS IN THE

FOLLOWING INDUSTRIES:

1. MANUFACTURING INDUSTRY
COMPENSATION: Compensation expense is the second largest
expense business expense next to raw materials. HR leaders must
determine the right mix of base pay, variable pay and benefits that
motivates and retains high performers, and align the salary program
to performance markers for the companies, teams and individuals.
RECRUITMENT ACQUISITION: Declining interest in the manufacturing
sector among the younger generations is due to the perception that
manufacturing is not cutting edge as other industries. HR leader
should recruit talent at all levels of the organization in a cost-
effective and timely manner.
PERFORMANCE APPRAISAL AND MANAGEMENT: HR manager
should design and implement the formal employee appraisal
programs internally or use outside consultants to assist with the
process to ensure that the process and tool are aligned with the
organizations goals and draw upon current best practices.
TRAINING AND DEVELOPMENT: The degree to which employees are
engaged has a direct impact on profitability. HR leaders need to
effectively manage all areas of training and development whether by
mentoring, contracting for off-the-shelf programs and study courses,
hiring outside consultants, or leveraging train-the-trainer programs
offered by suppliers.

2. INFORMATION TECHNOLOGY INDUSTRY
Accomplishes information technology staff results by communicating job
expectations; planning, monitoring, and appraising job results;
coaching, counselling, and disciplining employees; initiating,
coordinating, and enforcing systems, policies, and procedures.
Maintains staff by recruiting, selecting, orienting, and training employees;
maintaining a safe and secure work environment; developing
personal growth opportunities.
Maintains organization's effectiveness and efficiency by defining,
delivering, and supporting strategic plans for implementing
information technologies.
Maintains professional and technical knowledge by attending educational
workshops; reviewing professional publications; establishing
personal networks; benchmarking state-of-the-art practices;
participating in professional societies.

3. EDUCATION INDUSTRY
WORKPLACE READINESS: Human resources is moving into the
classroom. High schools and colleges are putting more emphasis on
workplace readiness. Student jobseekers still need Math, English
and grammar skills, but may fail in the workplace because they are
not ready for the harsh realities of a regular work schedule. Some
school districts are forming career education advisory councils,
made up of local business and industry professionals, to help create
programs based on the reality of everyday work.
SOFT SKILLS TRAINING: A new employee may have graduated at the
top of her class, but may not know how to compromise or effectively
work with a team. She may not have any idea of how to manage
time or multiple work assignments. These soft skills are essential
when working with others to produce a common result. This type of
essential human relations education teaches new employees how to
get along with co-workers and interact effectively.
INTERPERSONAL COMMUNICATION: The Internet and
communications technology such as Skype and video conferencing
are quickly replacing the stand-up two-day training session or
corporate meeting. Public speaking, making proper introductions,
presentation skills, and the use of media and visual aids are
everyday requirements in today's workplace. Human resources often
considers experience and education in these skills a plus, giving one
candidate an edge over another.
WORK-READY COMMUNITIES: State and local governments are using
education to gain the competitive edge. Through training, education
and job-profiling, individuals, companies and communities can take
advantage of training, assessments and certification. Certification
gives human resources a measure of comfort knowing that the
candidate has already qualified under this program.

4. RETAIL INDUSTRY
INCREASING EMPLOYEE PRODUCTIVITY: In an era of cost-cutting
and wafer thin margins, HR has to focus on building manpower
efficiencies and on ways to enhance employee productivity on an
ongoing basis.
MANAGING EMPOWERMENT VS. CONTROL: Retail organizations are
heavily decentralized and have a distributed structure. Given this
structure, HR has to balance empowerment at a store level with the
necessary controls.
MANAGING COMPENSATION EXPECTATIONS: The retail industry
operates with wafer-thin margins, and therefore should manage
compensation expectations in a situation of scarce talent. The
compensation structure has a substantial variable component that is
linked to store performance. This additionally brings in challenges in
terms of employee rotation into new roles across the stores.
MANAGING ETHICAL DILEMMAS: With a very young and heavy
decentralized working population as well as store supervisors in age
groups often ranging from 21-26, the organization often has no
visibility on the interactions that happen between the store and the
suppliers across India. There is a need for HR to ensure that no
ethical breaches exist in these interactions between store level
employees and suppliers.

5. TOURISM INDUSTRY
WORKFORCE PLANNING: One of the critical dimensions for tourism to
be successful is its work force. Workforce management is not a new
phenomenon. However its importance has been recently recognized
particularly in the fields of managerial implications and impacts in
tourism in developing countries. One of the critical point of concern
is the ambiguity of the work functions and work environments of tour
guides and representatives of tour operators. There is an increasing
need for human resource managers to effectively strategize and
implement the role and functions of a tour guide to provide quality
services to potential tourists.
RECRUITMENT: Human Resource Management plays an important part
in recruiting and training potential tour guides so that they provide
knowledge and information to potential tourists. The tour guides is
one of the main determinants of a successful tour experience and
hence the quality of service provided is of extreme significance.
INDUCTION, ORIENTATION AND ON-BOARDING: The human
resource team is responsible for providing proper induction,
orientation and on the job training to newly recruited tour guides.
Tour guides must be provided with specific details on organizing and
conducting a tour successfully. The tour guides must know that
tourists expect their tours to be entertaining, enjoyable, safe and
educational. Also the tourists expect good quality comfortable
accommodations and varied food which may satiate the gourmet.
SKILLS MANAGEMENT: A tourism industry in an area is successful if
the tour guides in that particular area have the skills to provide an
enriching tourism experience to the potential client. They act as the
front line staffs that are responsible to provide authentic information
to tourists. A tour guide must have good communication and
interpersonal skills. They are the ones who sell a tour package and
are wholly responsible for ensuing satisfaction to tourists.


TAKEN FROM:
1. http://www.theoverturegroup.com/blog/6-hr-functions-that-drive-results-
in-manufacturing/
2. http://smallbusiness.chron.com/importance-human-resource-
developments-education-15293.html
3. http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-
descriptions/information-technology-manager-job-description-
sample.aspx
4. http://www.shrmindia.org/hr-buzz/blogs/shrm-india/role-scope-and-
challenges-hr-retail
5. http://writepass.com/journal/2012/12/human-resource-management-
practices-that-improve-the-service-quality-of-tour-guides-in-the-
tourism-industry/

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