HUMAN RESOURSCE ENVIRONMENT AND STRATEGY

How Does HR Add Value to the Organization?

Introduction
Whether you hire an expert or outsource to an outside agency, human
resources represents a big investment for an organization. Human resources can
add value to your organizations activities and investments by aiding in recruiting
and hiring the best talent, improving employee retention and engagement and
keeping you out of legal trouble.
Human resources practitioners in a small business who have well-rounded
expertise provide a number of services to employees. The areas in which HR
maintains control can enhance employees perception of HR throughout the
workforce when they believe HR considers employees to be its internal customers
and renders services with that in mind.
Presently, strategic HR has emerged as a prominent view of the role this
functional area plays in building and developing a strong organization. For
organizations that consider employees their most valuable assets, human resources
has extreme value. In the most general sense, HR serves to motivate employees to
top performance and maintain an organizational culture of high morale.
DepEds organization carry out the same activities of any organization
recruiting and hiring the best talent, improving employee retention and
engagement and keeping you out of legal trouble. In addition, it also provides
assistance and trainings to enhance skills needed by its members and frontrunners
of their organization.

Ten Reasons Why the Human Resources Department is Important 1

1. Human Capital Value

Having an in-house human resources function is important. An in-house

human resources staff or a human resources expert on staff can increase the
understanding of how important human capital is to the company's bottom line.

1 Ruth Mayhew; http://smallbusiness.chron.com/ten-reasons-human-resources-department-important-

25554.html
 In every school, if just one teacher leaves, it leaves the school staff with a
huge gap to fill and a potential threat to the days activity and learners profitability.

2. Budget Control

Human resources curbs excessive spending through developing methods for

trimming workforce management costs, which includes negotiating better rates for
benefits such as health care coverage. In addition, human resources ensures
competitive and realistic wage-setting based on studying the labor market,
employment trends and salary analysis based on job functions.

Thus, the department structured a scheme in giving salary increase,

performance based bonuses, allowances and other benefits.

3. Conflict Resolution

Workplace conflict is inevitable, given the diversity of personalities, work

styles, backgrounds and levels of experience among employees. A human
resources manager or a staff person specially trained to handle employee relations
matters can identify and resolve conflict between two employees or a manager and
employee and restore positive working relationships.

For instance, grievance committee is created to handle and resolve conflicts

under the policies and guidelines articulated from human resource experts.

4. Training and Development

Human resources conducts needs assessments for the organization's current

workforce to determine the type of skills training and employee development
necessary for improving skills and qualifications.

In the beginning or growth phases in the implementation of K + 12

Curriculum, effective carrying out of content skills and courses is a benefit from
identifying training needs for existing staff. It's much less expensive than the cost
to hire additional staff or more qualified candidates. In addition, it's a strategy that
also can reduce turnover and improve employee retention.

5. Employee Satisfaction

Human resources specialists usually are charged with the responsibility of

determining the level of employee satisfaction - often an ambiguous measurement
at best. With carefully designed employee surveys, focus groups and an exit
interview strategy, human resources determines what underlies employee
dissatisfaction and addresses those issues to motivate employees.

6. Cost Savings

With a well-constructed recruitment and selection process, the human

resources function can minimize expenses regarding advertising job postings,
training new employees and enrolling new employees in benefits plans.

7. Performance Improvement

Human resources develops performance management systems. Without a

human resources staff person to construct a plan that measures performance,
employees can wind in jobs that aren't suitable for their skills and expertise.
Additionally, employees whose performance falls below the employer's expectations
can continue on the payroll, thereby creating wasted money on low-performing
employees.

8. Sustaining Business

Through succession planning that human resources develops, the company

identifies employees with the promise and requisite capabilities to eventually
transition into leadership roles with the company. This is an important function as it
can guarantee the organization's stability and future success.
 9. Corporate Image

Businesses want to be known as the "employer of choice." Employers of

choice are the companies that receive recognition for the way they treat employees;
they are the companies for whom people want to work. Becoming an employer of
choice means human resources balances recruiting the most qualified applicants,
selecting the most suitable candidates and retaining the most talented employees.

10.Steadfast Principles

Human resources ensures the workforce embraces the company's philosophy

and business principles. From the perspective of a small business, creating a
cohesive work environment is imperative. The first opportunity human resources
has to accomplish this is through wise hiring decisions that identify desirable
professional traits, as well as orientation and on-boarding programs.

Conclusion

Human resources is important to organizations ranging from strategic

planning to company image. HR practitioners in any organization who have well-
rounded expertise provide a number of services to employees. The areas in which
HR maintains control can enhance employees perception of HR throughout the
workforce when they believe HR considers employees to be its internal customers
and renders services with that in mind.

HUMAN RESOURSCE ENVIRONMENT AND STRATEGY

How Does HR Add Value to the Organization?
Introduction

While the implementation of Human Resources can be major step for most
small businesses, it can reap handsome rewards if done properly. HR performs a
number of crucial functions, including the recruitment of new staff, helping business
owners avoid legal problems, and enhancing employee retention.

Similar to other department, human resource personnel has two basic

functions: overseeing department functions and managing employees. For this
reason, human resources personnel must be well-versed in each of the human
resources disciplines compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies HRs have
are solid communication skills and decision-making capabilities based on analytical
skills and critical thought processes.

Areas Where HR Add Value to the Organization

A. Strategy

HR improves the company's bottom line with its knowledge of how human
capital affects organizational success. Leaders with expertise in HR strategic
management participate in corporate decision-making that underlies current
staffing assessments and projections for future workforce needs based on business
demand.
The education sector perform inventories using systematic gathering of data
to ensure an accurate information to be used in forecasting supplies, trainings,
activities and needed workforce.

B. Compensation

HR compensation specialists develop realistic compensation structures that

set company wages competitive with other businesses in the area, in the same
industry or companies competing for employees with similar skills. They conduct
extensive wage and salary surveys to maintain compensation costs in line with the
organization's current financial status and projected revenue.
In the Department of Education or any other government agency, a form of
performance assessment is conducted called IPCRF. The result reflects on the
Performance Based Bonus and incentives for every employees.

C. Benefits

Benefits specialists can reduce the companys costs associated with turnover,
attrition and hiring replacement workers. They are important to the organization
because they have the skills and expertise necessary to negotiate group benefit
packages for employees, within the organization's budget and consistent with
economic conditions. They also are familiar with employee benefits most likely to
attract and retain workers. This can reduce the companys costs associated with
turnover, attrition and hiring replacement workers.
Public school teachers received higher salaries nowadays. Forecasting and
budget planning is done by the school heads in providing data to allocate budget of
the school and salaries of teachers including the salaries for the promotion and
adjustment.

D. Safety

Employers have an obligation to provide safe working conditions. Workplace

safety and risk management specialists from the HR area manage compliance with
standards of Occupational Safety and Health regulations through maintaining
accurate work logs and records, and developing programs that reduce the number
of workplace injuries and fatalities. Workplace safety specialists also engage
employees in promoting awareness and safe handling of dangerous equipment and
hazardous chemicals.
With the help of Bureau of Fire Protection and Department of Interior and
Local Government, the DepEd also conduct drills in case of emergency. It is also a
way of deepening the awareness of staff and personnel as well as the external
customers in attending emergencies.
 E. Liability

HR employee relations specialists minimize the organization's exposure and

liability related to allegations of unfair employment practices. They identify,
investigate and resolve workplace issues that, left unattended, could spiral out of
control and embroil the organization in legal matters pertaining to federal and state
anti-discrimination and harassment laws.
The administrators provide a transparent, ethical and accountable
governance to create and nurture productive partnerships with the internal and
external customers.

F. Training and Development

HR training and development specialists coordinate new employee

orientation, an essential step in forging a strong employer-employee relationship.
The training and development area of HR provides training that supports the
DepEds fair employment practices and employee development to prepare them in
becoming an aspiring leaders for supervisory and management roles.

G. Employee Satisfaction

Employee relations specialists in HR help the organization achieve high

performance, morale and satisfaction levels throughout the workforce, by creating
ways to strengthen the employer-employee relationship.
They administer employee opinion surveys, conduct focus groups and seek
employee input regarding job satisfaction and ways the employer can sustain good
working relationships.

H. Recruitment

HR recruiters manage the employment process from screening resumes to

scheduling interviews to processing new employees.
Typically, they determine the most effective methods for recruiting
applicants, including assessing which applicant tracking systems are best suited for
the organization's needs.
 I. Selection

HR professionals work closely with hiring managers to effect good hiring

decisions, according to the organization's workforce needs. They provide guidance
to managers who aren't familiar with HR or standard hiring processes to ensure that
the company extends offers to suitable candidates.

J. Compliance

HR workers ensure that the organization complies with employment laws.

They complete paperwork necessary for documenting that the company's
employees are eligible to work. They also monitor compliance with applicable laws
for organizations that receive government contracts, through maintaining applicant
flow logs, written affirmative action plans and disparate impact analyses.

Conclusion

The human resources department is often instrumental in setting up

performance improvement plans. In general, these are written proposals designed
to help struggling employees improve their work to raise it to a certain expectation
level of the company. Performance improvement plans includes a description of the
behavior or performance that needs attention, objectives to be met within a certain
time period, a plan for accomplishing the improvement along with support resources
and detailed consequences if the improvement does not occur.

Human resource managers have strategic and functional responsibilities for

all of the HR disciplines. A human resource manager has the expertise of an HR
generalist combined with general business and management skills. Regardless of
the size of department or the company, a human resource manager should have the
skills to perform every HR function, if necessary.

HUMAN RESOURSCE ENVIRONMENT AND STRATEGY

Functions of Human Resources

Introduction
 The human resources department handles many necessary functions of your
business. It is instrumental in providing labor law compliance, record keeping,
hiring and training, compensation, relational assistance and help with handling
specific performance issues. These functions are critical because without those
functions being completed, your company would not be able to meet the essential
needs of management and staff.

One of the chief duties of the human resources office of your company is to
ensure the business operates in compliance with all labor laws. The department
has to know and comply with that states particular set of rules employment
regulations. This includes such issues as the number of breaks given per number of
hours worked and the number of hours and the age in which an individual can
become employed.

Recruitment and Training

Recruiting and training new employees are primary responsibilities of the

human resources team. This part of the job often entails advertising open positions,
interviewing and hiring candidates and setting aside hours devoted to training the
new recruits.

The human resources department often publishes training materials including

handbooks detailing all aspects of the job.

Record Keeping

The HR office is in charge of record keeping for the business. The department
should keep records regarding income, expenses, purchases and a summary of
business transactions. The human resources department should also, of course,
maintain employees records including their individual tax forms. The companys
business license, inventory statistics, insurance records and all other pertinent
business information should also be on file.

Payroll and Benefits

The dispensation of payroll comes under the responsibilities of the human resource
office. While payroll often exists as a separate division in large companies, in small
businesses, it is generally handled by a small human resources staff. Health care
benefits are also handled by the human resource department.

Employee Relations

Another key function of the HR department is the managing of employee relations.

When there is a dispute or misunderstanding between employees or between
employees and a manager, it is the human resource officers who mediate the
situation. Employees are encouraged to bring relational problems to the attention of
the human resources staff for resolution.

Employee Performance Improvement Plans

The human resources department is often instrumental in setting up performance

improvement plans commonly called PIPs. In general, these are written proposals
designed to help struggling employees improve their work to raise it to a certain
expectation level of the company. According to a University of Texas at Dallas
publication, the PIP includes a description of the behavior or performance that
needs attention, objectives to be met within a certain time period, a plan for
accomplishing the improvement along with support resources and detailed
consequences if the improvement does not occur.

Human Resources Specialist: Key Roles and Responsibilities

Donata L.
FOLLOW
HR Specialist primarily focuses on a specific HR function, whereas the Generalist is
involved in all aspects of Human Resources. In other words, the Specialist is hired
for the purpose of concentrating on and executing a certain HR task
Job overview

The Human Resources Specialist, sometimes called HR Assistant, usually works

directly under an HR Generalist and performs specialized duties as assigned. HR
Specialist primarily focuses on a specific HR function, whereas the Generalist is
involved in all aspects of Human Resources. In other words, the Specialist is hired
for the purpose of concentrating on and executing a certain HR task. For example,
a Specialist could be hired specifically to do payroll, or for recruitment and selection
and so on However, this is not to say that the specialist will not have to perform
other duties of HR, especially if the company is small. In fact, many HR Generalist
begin their career as specialist before getting involved with other facets of this field.
Both HR Generalist and Specialist are Human Resources Professionals. If you are
seeking a career as a HR specialist, you will most likely find more opportunities for
this profession at larger companies than you would at smaller ones.

Job requirements

In order to thrive in this job, an individual must exercise keen attention to detail and
the ability to communicate effectively and professionally with all levels of
employees within the company. You must be able to work independently as well as
within a team environment. Your area of concentration will vary depending upon the
need of the organization and your current job skills. This individual must have a
basic understanding of Human Resource procedures and demonstrate the ability to
deal with sensitive and confidential matters discreetly. He/she must have strong
organizational skills and proficient with MS word, excel, and power point. Some
companies also require that you have experience with HRIS (Human Resources
Information System) along with one-three years of experience in Human Resources.

Education requirements

The minimal educational requirement for a HR Specialist is a bachelors degree with

a concentration in Human Resources, Business Management, Marketing, or other
business related discipline. However, some employers will accept an associates
degree along with sufficient HR experience.
Training

Most companies will provide training for HRIS system, HR software, along with other
basic training, provided that the individual meet the basic educational
requirements. The HR Generalist is responsible for training the HR Specialist who is
fresh out of college and/or lacks adequate HR job experience. Some specialist can
gain experience by starting out as an administrative assistant or other clerical
position for the human resources department.

Salary

According to Payscale national salary data, the average salary for a HR Specialist is
$30,982 - $67,818; bonus $292.83 $6,242; profit sharing $488.31- $7,236.
Indeed.com list the average salary for a HR Specialist as $46,000. Keep in mind
though- that your salary will vary depending upon the company, the industry, your
experience, and the position itself. The average salary is higher for HR
compensation & benefits analyst, HR development officer, and employee
labor/relations jobs---than for recruitment and placement positions.

Professional Services
Print this page

Overview

Professional service firms are typically characterized by a high human capital to

financial capital ratio and by the challenge of providing value when the product
offered is intangible. Managing such firms requires a unique approach. To gain an
edge in todays competitive marketplace, top professional service firms focus on
developing talented and motivated employees, exceptional client service, and a
strong corporate culture.
Contact

Alyssa Greco

Associate Director, Client Relations Custom Programs

+1.215.746.8093

Contact by Email

Corporate Inquiry Form

Expertise

Wharton Executive Education has worked with an array of global professional

service firms to develop future generations of leaders, strengthen applied
knowledge, and capitalize on the information and expertise that already exists
inside organizations. Our industry expertise includes:

Advertising
Consulting
Accounting
Legal Services
Human Capital Management
Marketing
Public Relations
Social Media
 To learn more about our approach, watch the video.

Partnership in Design
Our Approach
Designed for Executive Learning
Meet the Team
Created for Impact: Client Success Profiles
Recognized for Success: Wharton Partnerships Drive Results

Thought Leadership

Wharton Executive Education creates educational experiences that will transform

the way your firm does business. In creating a custom engagement, we may draw
on Wharton resources such as these:

Wharton Center for Human Resources

The Center for Human Resources is a dynamic hub for academics and practitioners
who specialize in human resources. Through this unique partnership, faculty share
their latest research with our corporate members, who in turn benefit from
numerous opportunities to network with fellow HR executives from across the
country and around the world, allowing them access to the most current thinking on
such topics as talent management, labor relations, workforce training and
education, and diversity.
Wharton Customer Analytics Initiative

The Wharton Customer Analytics Initiative (WCAI) is the preeminent academic

research center focusing on the development and application of customer analytic
methods. Acting as "matchmaker" between academia and industry, WCAI has a
broad impact on the practice of data-driven business decision making, and the
dissemination of relevant insights to managers, students, and policy makers.

Based in the Wharton School's Marketing Department and designed to capitalize on

Wharton's longstanding strength in conducting empirical research, WCAI is an
interdisciplinary effort that brings a passionate data-driven perspective unmatched
by any other business school.Visit the Center's website

Center for Leadership and Change Management

Increasingly, organizations worldwide are confronting turbulent markets, demanding

shareholders, and discerning customers, and many firms are restructuring to meet
these challenges. Their success depends largely on the quality of leadership that
exists at all levels of management. Dedicated to building a basic and practical
understanding of leadership and change, the Center explores and communicates
effective strategies for restructuring.Visit the Center's website

Mack Institute for Innovation Management

The Mack Institute for Innovation Management is an exclusive network that

connects business leaders, researchers, world-class Wharton faculty, and students.
At the Institute, thought leaders from across academic disciplines and industries
come together to explore how companies survive, compete, and thrive through
innovation management. The Institutes multidisciplinary faculty and researchers
develop practical approaches to managing innovation and share this knowledge
through thought-provoking conferences, workshops, and publications.Visit the
Institute's website
SEI Center for Advanced Studies in Management

The SEI Center seeks to identify and understand trends in management practice
and their impact and to design and implement research programs to meet the
future needs of management. The results will provide both educational material for
faculty and guidelines for corporate action. The Center conducts a series of
workshops, conferences, and lectures for the exchange of knowledge and
information about of how successful enterprises will be organized and managed in
the 21st century and what these corporations should do today to prepare
themselves.Visit the Center's website

Tools & Solutions

We have partnered with a range of professional service firms to create

transformative executive education experiences. Some examples of solutions we
have used in custom education engagements include:

Advertising

Wharton Executive Education led one of the world's leading advertising groups
through a five-year program designed to build and accelerate the critical
capabilities of the firms high-potential global talent. Topics addressed in 2012
included innovation, convergence in retail marketing, new technology trends
(including the role of social media in retailing), branding, and consumer
insights/retention. The program used a variety of learning approaches, including
simulations, experiential learning sessions, innovation sessions aligned with
changing participant roles, field visits to support retailing content, business-
connected action learning projects, and individual learning integration points
throughout the program. Based on evaluations, participants would recommend this
to other employees in their company. One participant commented that the program
left us with great thoughts to take back [to our jobs] and the ability to explore new
ways of thinking.
Consulting/Accounting

Recognizing that the rapidly changing economic environment is forcing insurers to

constantly revisit the way they do business, KPMG has worked with Wharton
Executive Education for more than ten years trying to anticipate changes. The
global program is designed to assist senior, client-facing practitioners from across
the firm (audit, tax, and advisory services) in addressing client concerns from a
cross-functional perspective. A recent program addressed macro topics, such as the
economy and risk transformation, as well as specific industry issues, including
microinsurance, regulation, and governance. The program is taught by a blend of
faculty experts and industry practitioners. Participants cited the benefits of having
a third-party/academic perspective and the value add we take back to our clients
among the reasons they would recommend the program to others in the
organization.

Human Capital Management

In 2011, one of the leading global providers of senior-level executive search and
assessment chose to work with Wharton Executive Education to develop the next
generation of leaders within the firm. The focus of the program was on driving
accountability for the leadership agenda within the current leadership ranks. A
secondary goal was to instill a talent management mindset. Participants in the
program were charged with translating the firms strategy into action in their
individual business sectors. The participants were diverse according to geography,
nationality, sector, and industry focus. Participants were extremely pleased with the
program, noting that it was highly relevant to our business and fast moving.
One participant described the program as a nice mix of listening and
practice/brainstorming that opened the room up to the issues that we face, and
another noted that the faculty director was very connected to the audience, thanks
to a solid prep in understanding our specific industry components.

Primary Responsibilities of a Human Resource Manager

by Ruth Mayhew
 Related Articles
1Six Main Functions of a Human Resource Department
2The Role of Human Resource Management in Organizations
3What Are the Functions of Human Resource Managers?
4Day-to-Day HR Duties & Tasks

Similar to other department managers, a human resource manager has two basic
functions: overseeing department functions and managing employees. For this
reason, a human resources manager must be well-versed in each of the human
resources disciplines compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies HR
managers have are solid communication skills and decision-making capabilities
based on analytical skills and critical thought processes.

Overall Responsibilities

Human resource managers have strategic and functional responsibilities for all of
the HR disciplines. A human resource manager has the expertise of an HR generalist
combined with general business and management skills. In large organizations, a
human resource manager reports to the human resource director or a C-level
human resource executive. In smaller companies, some HR managers perform all of
the department's functions or work with an HR assistant or generalist that handles
administrative matters. Regardless of the size of department or the company, a
human resource manager should have the skills to perform every HR function, if
necessary.
Compensation and Benefits

Human resource managers provide guidance and direction to compensation and

benefits specialists. Within this discipline, human resources managers develop
strategic compensation plans, align performance management systems with
compensation structure and monitor negotiations for group health care benefits.
Examples of human resource manager responsibilities include monitoring Family
and Medical Leave Act compliance and adherence to confidentiality provisions for
employee medical files. Human resource managers for small companies might also
conduct open enrollment for employees' annual elections pertaining to health care
coverage.

Training and Development

Employee training and development includes new hire orientation, leadership

training and professional development seminars and workshops. Human resource
managers oversee needs assessments to determine when training is necessary and
the type of training necessary to improve performance and productivity. Human
resource managers responsible for conducting needs assessment have a hands-on
role in evaluating overall employee performance to decide if the workforce would
benefit from additional training and orientation. They examine employee
performance records to identify areas where employees could improve through job
skills training or employee development, such as seminars or workshops on
leadership techniques.They also play an integral role in implementing employee
development strategy and succession planning based on training and professional
development. Human resource managers responsible for succession planning use
their knowledge of employee development, training and future business needs to
devise career tracks for employees who demonstrate the aptitude and desire for
upward mobility.

Employee Relations

Although the employee relations specialist is responsible for investigating and

resolving workplace issues, the human resource manager has ultimate responsibility
for preserving the employer-employee relationship through designing an effective
employee relations strategy. An effective employee relations strategy contains
specific steps for ensuring the overall well-being of employees. It also ensures that
employees have a safe working environment, free from discrimination and
harassment. Human resource managers for small businesses conduct workplace
investigations and resolve employee complaints. Human resource managers may
also be the primary contact for legal counsel in risk mitigation activities and
litigation pertaining to employee relations matters. An example of risk mitigation
handled by a human resource manager includes examining current workplace
policies and providing training to employees and managers on those policies to
minimize the frequency of employee complaints due to misinterpretation or
misunderstanding of company policies.

Recruitment and Selection

Human resource managers develop strategic solutions to meet workforce demands

and labor force trends. An employment manager actually oversees the recruitment
and selection processes; however, an HR manager is primarily responsible for
decisions related to corporate branding as it relates to recruiting and retaining
talented employees. For example, a human resource manager in a health care firm
might use her knowledge about nursing shortages to develop a strategy for
employee retention, or for maintaining the current staffing levels. The strategy
might include developing an incentive program for nurses or providing nurses with
cross-training so they can become certified in different specialties to become more
valuable to the organization. Corporate branding as it relates to recruitment and
retention means promoting the company as an employer of choice. Human resource
managers responsible for this usually look at the recruitment and selection process,
as well as compensation and benefits to find ways to appeal to highly qualified
applicants.

Primary Responsibilities of a Human Resource Manager

by Ruth Mayhew
Similar to other department managers, a human resource manager has two basic
functions: overseeing department functions and managing employees. For this
reason, a human resources manager must be well-versed in each of the human
resources disciplines compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies HR
managers have are solid communication skills and decision-making capabilities
based on analytical skills and critical thought processes.

Overall Responsibilities

Human resource managers have strategic and functional responsibilities for all of
the HR disciplines. A human resource manager has the expertise of an HR generalist
combined with general business and management skills. In large organizations, a
human resource manager reports to the human resource director or a C-level
human resource executive. In smaller companies, some HR managers perform all of
the department's functions or work with an HR assistant or generalist that handles
administrative matters. Regardless of the size of department or the company, a
human resource manager should have the skills to perform every HR function, if
necessary.

Compensation and Benefits

Human resource managers provide guidance and direction to compensation and

benefits specialists. Within this discipline, human resources managers develop
strategic compensation plans, align performance management systems with
compensation structure and monitor negotiations for group health care benefits.
Examples of human resource manager responsibilities include monitoring Family
and Medical Leave Act compliance and adherence to confidentiality provisions for
employee medical files. Human resource managers for small companies might also
conduct open enrollment for employees' annual elections pertaining to health care
coverage.

Training and Development

Employee training and development includes new hire orientation, leadership

training and professional development seminars and workshops. Human resource
managers oversee needs assessments to determine when training is necessary and
the type of training necessary to improve performance and productivity. Human
resource managers responsible for conducting needs assessment have a hands-on
role in evaluating overall employee performance to decide if the workforce would
benefit from additional training and orientation. They examine employee
performance records to identify areas where employees could improve through job
skills training or employee development, such as seminars or workshops on
leadership techniques.They also play an integral role in implementing employee
development strategy and succession planning based on training and professional
development. Human resource managers responsible for succession planning use
their knowledge of employee development, training and future business needs to
devise career tracks for employees who demonstrate the aptitude and desire for
upward mobility.

Employee Relations

Although the employee relations specialist is responsible for investigating and

resolving workplace issues, the human resource manager has ultimate responsibility
for preserving the employer-employee relationship through designing an effective
employee relations strategy. An effective employee relations strategy contains
specific steps for ensuring the overall well-being of employees. It also ensures that
employees have a safe working environment, free from discrimination and
harassment. Human resource managers for small businesses conduct workplace
investigations and resolve employee complaints. Human resource managers may
 also be the primary contact for legal counsel in risk mitigation activities and
litigation pertaining to employee relations matters. An example of risk mitigation
handled by a human resource manager includes examining current workplace
policies and providing training to employees and managers on those policies to
minimize the frequency of employee complaints due to misinterpretation or
misunderstanding of company policies.

Recruitment and Selection

Human resource managers develop strategic solutions to meet workforce demands

and labor force trends. An employment manager actually oversees the recruitment
and selection processes; however, an HR manager is primarily responsible for
decisions related to corporate branding as it relates to recruiting and retaining
talented employees. For example, a human resource manager in a health care firm
might use her knowledge about nursing shortages to develop a strategy for
employee retention, or for maintaining the current staffing levels. The strategy
might include developing an incentive program for nurses or providing nurses with
cross-training so they can become certified in different specialties to become more
valuable to the organization. Corporate branding as it relates to recruitment and
retention means promoting the company as an employer of choice. Human resource
managers responsible for this usually look at the recruitment and selection process,
as well as compensation and benefits to find ways to appeal to highly qualified
applicants.

1. Small Business
2. Managing Employees
3. Managers
Operational HR Management Vs. Strategic HR Management
by Michelle Reynolds
 Related Articles
1The Difference Between Operations & Strategic Human Resources
2What Is Operational HR?
3Six Main Functions of a Human Resource Department
4The Difference Between Strategic & Traditional HR

Operational HR management and strategic HR management are two sides of the

same entity. Operational HR sees to the day-to-day operations essential to meeting
the needs of your employees, while strategic HR management concerns itself with
predicting outcomes and ensuring that your company has enough of the most
qualified human capital to reach its goals. Both facets of human resources are
fundamental components that can lead your business to success.

Ads by Google
Best Product Roadmap Tool
Best Software for Product Management
craft.io

Operational

Performing operationally, human resources staff members are top-level

administrators. The tasks they accomplish are generally highly visible to your
employees because they are focused on the daily work issues attributed to the
ongoing needs of your team. These include vital tasks such as recruitment,
interviewing and hiring, and risk management. Operational HR management may
use and maintain computerized HR information systems, and may also oversee your
payroll department.

Strategic

Strategic HR management requires that HR professionals consider the overall

picture of your businesss growth, implementing ways to make a direct contribution
to your long-term goals. Strategic HR is integral to the future planning of your
business as it relates to employees. In a strategic capacity, HR staff members
attempt to project future business needs and work to develop current employees
and programs to meet those needs. Looking into the future, HR teams may consider
many options to keep your business competitive and growing, including outsourcing
certain jobs.

Operational HR Examples

Operational HR includes the management of workers compensation issues, health

benefits and compensation reviews. It may involve employee counseling and
coaching, the creation of employee rewards programs, and developing social
programs to engage employees. Attending operational meetings with line
managers, as well as devising and implementing training programs, may be part of
an operational HR managers day. A chief function for operational HR staff members
is keeping abreast of employment laws and making certain they are consistently
followed.

Strategic HR Examples

Human resources personnel working strategically generally focus on increasing

employee productivity and your return on investment, with the intent of moving
your company forward. To achieve these ambitions, HR staff members may evaluate
the state of the current economy, and review the technical expertise of your current
workforce in relation to it. Strategic HR managers may evaluate your employees
and make recommendations for workers to participate in specific development
programs. HR personnel may also plan strategic restructuring options, or explore
ideas for collaboration with a similar business.
 What Is Operational HR?
by Lynne MacDonald

Related Articles
1Operational HR Management Vs. Strategic HR Management
2Six Main Functions of a Human Resource Department
3The Difference Between Operations & Strategic Human Resources
4Differences Between Transactional HR & Strategic HR

The last 50 years have seen considerable changes in the delivery of human
resources. HR has developed from the traditional role of industrial relations
specialists negotiating terms and conditions of work to business partners working
with managers to add value to the company. HR now delivers two distinct functions:
transformational HR, delivering strategy and change, and transactional HR, dealing
with administrative and operational tasks.

Ads by Google
Start Download - PDF Now
Convert From Doc to PDF, PDF to Doc Simply With The Free On-line App!
www.fromdoctopdf.com

HR Functions

David Ulrich and his fellow researchers have identified five areas of work that HR
channels. HR service centers provide transactional, administrative support, such as
issuing employment contracts and maintaining databases. Corporate HR provides
organizational oversight, supported by HR business partners embedded in the
organization with a key influencing role. Centers of expertise provide guidance on
specialized areas of HR. Operational execution of HR includes recruitment and
selection, individual casework, data analysis and corporate HR reporting.

Recruitment and Selection

Recruitment and selection activities are part of operational HR. The first step in
filling a vacancy is to draft a job description summarizing the duties of the role and
competencies required. An advertisement should then be drafted and placed with a
recruitment agency or in an appropriate media outlet, such as a newspaper, trade
journal or website. Applicants should be short-listed based on essential and
desirable criteria. The best candidate for the job should be identified using objective
selection methods, such as structured interviews and assessment center exercises.
Identifying the right person for the role can add value to the organization and
reduce future employee turnover.

Individual Casework

HR supports managers as they deal with individual employees experiencing

disciplinary or capability issues. This type of casework can be time-consuming and
requires a level of HR knowledge and expertise to ensure that the action taken is
lawful and appropriate. Allegations of misconduct need to be investigated and may
lead to disciplinary action or dismissal. Where an employee's capability is in
question, HR will assist the manager to identify whether an employee may become
capable of performing the role, perhaps through additional training. If the
employee's capability will not improve, his employment may be terminated.

Analysis and Reporting

While statistics that can be gleaned from a database, such as monthly absence
reports, can be delivered by an HR service center, more complex data analysis and
corporate reporting must be carried out by operational HR. For example, where
employees' variable pay depends on their performance rating, HR supports
 managers to carry out the reviews to an objective standard and analyze the ratings
to ensure that each employee receives the appropriate increase.

What Is Operational HR?

by Lynne MacDonald

Related Articles
1Operational HR Management Vs. Strategic HR Management
2Six Main Functions of a Human Resource Department
3The Difference Between Operations & Strategic Human Resources
4Differences Between Transactional HR & Strategic HR

The last 50 years have seen considerable changes in the delivery of human
resources. HR has developed from the traditional role of industrial relations
specialists negotiating terms and conditions of work to business partners working
with managers to add value to the company. HR now delivers two distinct functions:
transformational HR, delivering strategy and change, and transactional HR, dealing
with administrative and operational tasks.

Ads by Google
Start Download - PDF Now
Convert From Doc to PDF, PDF to Doc Simply With The Free On-line App!
www.fromdoctopdf.com

HR Functions
David Ulrich and his fellow researchers have identified five areas of work that HR
channels. HR service centers provide transactional, administrative support, such as
issuing employment contracts and maintaining databases. Corporate HR provides
organizational oversight, supported by HR business partners embedded in the
organization with a key influencing role. Centers of expertise provide guidance on
specialized areas of HR. Operational execution of HR includes recruitment and
selection, individual casework, data analysis and corporate HR reporting.

Recruitment and Selection

Recruitment and selection activities are part of operational HR. The first step in
filling a vacancy is to draft a job description summarizing the duties of the role and
competencies required. An advertisement should then be drafted and placed with a
recruitment agency or in an appropriate media outlet, such as a newspaper, trade
journal or website. Applicants should be short-listed based on essential and
desirable criteria. The best candidate for the job should be identified using objective
selection methods, such as structured interviews and assessment center exercises.
Identifying the right person for the role can add value to the organization and
reduce future employee turnover.

Individual Casework

HR supports managers as they deal with individual employees experiencing

disciplinary or capability issues. This type of casework can be time-consuming and
requires a level of HR knowledge and expertise to ensure that the action taken is
lawful and appropriate. Allegations of misconduct need to be investigated and may
lead to disciplinary action or dismissal. Where an employee's capability is in
question, HR will assist the manager to identify whether an employee may become
capable of performing the role, perhaps through additional training. If the
employee's capability will not improve, his employment may be terminated.

Analysis and Reporting

While statistics that can be gleaned from a database, such as monthly absence
reports, can be delivered by an HR service center, more complex data analysis and
 corporate reporting must be carried out by operational HR. For example, where
employees' variable pay depends on their performance rating, HR supports
managers to carry out the reviews to an objective standard and analyze the ratings
to ensure that each employee receives the appropriate increase.

Day-to-Day HR Duties & Tasks

by Dachell McSween

Related Articles
1Primary Responsibilities of a Human Resource Manager
2Six Main Functions of a Human Resource Department
3What Are Typically Strategic HR Duties & What Are Typical HR Task &
Administrative Duties?
4What Are the Duties of a Human Resources Assistant?

HR professionals are an integral part of every organization. Small business owners

need HR professionals to manage employees within an organization and handle
training, compensation and staffing matters. When hiring an HR professional, you
should look for candidates with good speaking, decision-making and customer
service skills. Common HR positions are human resources specialist, recruitment
specialist, human resources manager and employment interviewer.

Ads by Google
Best Product Roadmap Tool
Best Software for Product Management
craft.io

Recruiting Employees

One of the main responsibilities for HR professionals is recruiting new employees.

HR professionals search for new employees by posting job listings, attending career
fairs and visiting colleges and universities. They interview applicants about their
experience and inform them about job openings. HR professionals must contact
references and perform background checks on applicants. After an applicant is
hired, the HR person conducts an employee orientation providing information about
benefits and working conditions.

Maintaining Policies and HR Records

HR professionals maintain employment policies within an organization relating to

discrimination, personnel rules and programs. They must be knowledgeable about
human resources laws and government regulations on a national level. HR
executives are typically responsible for meeting with other executive staff to discuss
updates to these policies. After these policies are set, they inform staff about any
changes. HR professionals also maintain and keep records on all employees. They
use HR software to process and file paperwork on job applicants and employees.

Administering Compensation and Company Programs

After meeting with executive staff, HR professionals handle compensation and

benefits for all staff. They are responsible for setting the salary for a particular
position and organizing benefits such as healthcare and pensions. They also create
new benefits for employees such as gym memberships and discounts at retail shops
for employees. HR professionals arrange company activities for staff such as
organizing a softball team or sponsoring a picnic.

Handling Employee Concerns

When employees have problems with supervisors or other co-workers, they can
arrange a meeting with their HR department. HR professionals often become
referees between employees to handle common workplace disputes. Many
 executive HR staff meet with other executives to act as an advocate for employees
and discuss any major concerns taking place within the company. They also handle
a variety of employment concerns including firing and disciplining staff. HR
professionals are responsible for answering questions relating to salary, benefits
and workplace rules within a company.

Operational HR Management Vs. Strategic HR Management

by Tara Duggan
RELATED ARTICLES
Operational Objectives of Talent Management
Human Resource Management Vs. Leading a Project Team
What Is Operational HR?
Description of the Role Human Resource Management Plays in
Orientation
Key Functions of an HR Department

"What Does ""Talent Management Selection"" Mean in HR?"

Operational Human Resource management professionals typically handle the day-

to-day, tactical operations, while the strategic HR management staff perform a
planning role that focuses on the long-term interests of the company. Companies
need both functions to ensure they have the right staff, with the right skills and
knowledge, at the right time to complete work for the business. This allows the
company to achieve its goals and objectives.

Sponsored Link
Best Product Roadmap Tool craft.io
Best Software for Product Management

Employee Relations

Operational HR functions for employee relations include maintaining policies and

records, ensuring compliance to local, state and federal regulations, and managing
disciplinary disputes and complaints. These HR professionals also hold company
events and communicate with the community. The HR professionals who perform a
more strategic role work with executives to align hiring strategies to the long-term
business goals and ensure that personnel have the skills and knowledge to help the
company achieve its business goals.

Recruiting

HR professionals who perform an operational role actively pursue candidates at

universities and job fairs. They interview, conduct background checks and orient
new employees to the company environment. These HR professionals also manage
the hiring of temporary staff to meet short-term goals. On the other hand, strategic
HR professionals focus on developing the top talent at the company to eventually
take over executive positions. Additionally, strategic HR professionals form
relationships or partnerships with local universities and promote the companys
products and services on campus.

Training

Operational HR tasks associated with training involve running workshops and

creating self-paced resources to support the workforce. This includes training
employees on new policies and procedures and any new IT infrastructure
enhancements. These HR professionals also conduct assessments to identify
performance gaps and develop training materials to meet the needs of company
employees. Additionally, they teach courses that enable employees to develop
professional skills such as communicating effectively, managing projects, building
team rapport and making sound financial decisions. Strategic HR management
involves helping employees define their career goals and objective that align to the
companys strategic plan.

Performance

Operational performance management includes administering reviews,

compensation and benefits. Tasks include maintaining a help desk so employees
can call or email to get answers to questions. Strategic HR management activities
involve defining all the jobs done at the company and listing the skills and
knowledge required to complete tasks at the novice, expert and master levels. They
select, install and maintain software systems that allow a company to track and
monitor company resources. Strategic HR management also involves establishing
an environment that fosters creativity and innovation. This helps a company
maintain or gain a competitive edge.

Operational VS Strategic HR
April Fenton 31.07.2015

I speak with many HR Professionals in any given day in relation to their job search or
hiring needs in their current role. The two most common phrases I tend to hear are
Operational HR and Strategic HR. Some organisations are very much focused on the
operational piece and others are focused on a blend of both.

So what exactly is the difference?

To put it simple Operational would look at the short term. Strategic would look at
the long term.

While they can be defined as separate action plans they can also be intertwined.
Take for example Recruitment. While on a short term basis (operational) the HR
department would prepare a job description, posting on job boards, screening CVs
and conducting interviews. On a long term basis (strategic) the HR department
would look at forecasting the staffing needs, identify talent needs which would be
discussed with other department managers and creating specific hiring policies.

All HR departments would have an Operational and Strategic plan and depending on
the organisation and the needs of the business at a particular time in the year, the
focus can shift between both operations and strategy.

Whether you are a HR Professional in search of a new role or a HR manager

identifying the business needs you may need to look at it from an operational or
strategic point of view in most cases both!
What are professional services?

Professional services include a range of different occupations which provide

support to businesses of all sizes and in all sectors. People working in professional
services provide specialist advice to their clients. This includes things like providing
tax advice, supporting a company with accounting or providing business advice.
The kinds of services provided mean that the professional services sector helps to
improve productivity and growth across the economy.

Professional services are critical to the success of the UK economy, representing

15% of UK GDP, 14% of employment and 14% of exports.

Jobs in the professional services

Professional services support businesses of all sizes and in a wide range of

industries. People working in professional services help their clients to manage and
improve their business. Accountants, management consultants and lawyers all
provide professional services to their clients. The Professional Services Higher
Apprenticeship currently covers jobs in audit, tax and management consultancy.

If you are interested in working in an accountancy firm (like PwC) or in the finance
team of another type of company, thats a professional services job. If you work in
an audit, tax or management consultancy team, your job will be to help provide
companies with the financial and business advice they need.

A job in audit could mean that you will be helping companies with their accounts or
analysing financial results for them. If you chose a job in tax, it could mean you will
be advising businesses on how to be tax efficient or completing their tax returns.
Working in management consultancy, could mean that you will be working with
companies to help them reduce costs or reorganise them to be more effective or
innovative.
Finance and business advice drives all companies, be it a large private sector
company or a public sector organisation, and professional services training will give
you the skills you need to work anywhere in a business.

Competitive challenges influencing hr

There are a number of competitive challenges that face human resources

management departments, six of which include; going global, embracing
technology, managing change, developing human capital, responding to the market
and containing costs.

Going global
In order for businesses to succeed in the modern world, it is necessary to try
expanding into the global market. Many companies use the global market as a
fantastic business opportunity to prosper and expand. This has an affect on human
resources when finding new employees. They will need to look for candidates that
understand international cultures, laws and business practices.

Embracing technology
Advanced technology has decreased the number of jobs that need little skill
but increased the number of jobs that require specific technology skills. Technology
is used to manage Human Resource Information Systems and present accurate
information for staff.

Managing change
Change is a difficult thing for Human Resources departments to manage. Often
companies are lacking leaders who are willing to initialize the changes or
communicate their visions. They may not establish a sense of urgency
or declare victory too soon.
 Developing human capital
Success increasingly depends on an organization's ability to manage human capital.
The Human Resources department has to try and manage jobs, technologies and
projects in a way that is unnatural to them.

Responding to the market

It is essential that organizations aim to meet and respond to their customer's
expectations. The Human Resources departments must learn the strategies
involved In this process; total quality management, six sigma and reengineering.

Containing costs

One of the biggest challenges to the Human Resources department is to try and
contain costs. Labor costs are the largest expenditures of any company and the HR
department is in charge of downsizing or outsourcing, should the need to occur.

COMPETITIVE CHALLENGES OF HUMAN RESOURCE MANAGEMENT ( HRM )

While the global economy has presented unprecedented opportunities, it has also
presented many new challenges to the Human Resource department. In a global,
complex, dynamic, highly competitive and extremely volatile environment most
organizations are facing several global challenges related to:

1. Workforce diversity: For multinational companies who have operations on a global

scale and employ people of different countries, ethical and cultural backgrounds, it
is extremely essential to manage workforce diversity effectively. The challenge for
Organizations is to capitalize on the diverse body of talent and transform it into an
asset. People coming from diverse cultural backgrounds, gender, age, language,
ethnicity, lifestyle can bring in innovative ideas and perspectives to the Business.
The goal is to develop effective working relationships with people from diverse
backgrounds at work. Organizations should identify and overcome the barriers that
have inhibited the employment, retention, development and promotion of diverse
groups in the workplace.
2. Technology: Technology changes the way businesses operate. Technological
advances often create employee resistance because new technology frequently
benefits some employees while leaving others behind. This is because technological
advances reduces the number of jobs that require little skill and increases the
number of jobs that require considerable skills. This means displacement of some
employees and retraining for others. In addition, information technology has
influenced HRM through human resource information system ( HRIS) that helps in
the processing of data and making employee information more readily available to
the employees.

3. Training: HRM is confronted with dynamic changes in approaches and methodologies

in training and development. In the global scenario, training has taken a new
connotation. It is more than identifying the training needs and giving the
appropriate training. It is foreseeing and anticipating the requirements and develop
suitable training so that the employees are well equipped to handle the challenges
beforehand. Companies have to invest in training delivery methods that facilitate
digital collaboration.

4. Worker productivity: Increasing worker productivity through HR programmes, policies

and techniques remains a challenge. Progressive and innovative managers now
achieve productivity gains with human resource management techniques that go
beyond pay incentives. Increased worker motivation and satisfaction can increase
worker productivity. This can be achieved by introducing quality of work life
concepts and by tailoring benefits to meet the needs of employees.

5. Quality improvement: Implementing TQM was earlier the sole responsibility of

specialists. However, today making quality improvements across the entire firm can
be an important function of the HRM department. If the HRM department fails to
recognize and act on this opportunity ,it may result in the loss of TQM
responsibilities o other departments with less expertise in training and
development. The ultimate result would be an ineffective TQM strategy. Thus, it is
essential for HRM to act as a pivotal change agent necessary for the successful
implementation of TQM. The HR department needs to develop and deliver the long
 term training and development necessary for the major organizational culture
shift required by TQM.

6. Retention : Key employee retention is critical to the long term health and success of
an organization. Many Organizations fail to identify the intrinsic motivators for
employees, thus failing to attract them. It is therefore, important for
organizations to plan and implement new approaches and employee retention plans
to retain the most effective manpower. It is also essential to have a valuing and
positive attitude towards employees. Retention requires competitive salary and
great benefits.

7. Outsourcing : Organizations, both big and small are realizing that outsourcing is a
key to bring down costs and add value to the business. It allows businesses to focus
on its core competencies and thereby identify new areas for growth. Organizations
that can manage diversity better tend to be more flexible and are more open-
minded.

8. Talent management: Managing talent has become a critical human resource

challenge. Organizations in both developed and developing economies are facing
increased competition for high performers. In order to address this challenge,
companies have to boost global sourcing of staff. Talent management challenges
relate to talent flow, managing two generations of employees i.e. the older or
mature workers and younger workers; and a shortage of needed competencies. The
ability to attract, develop and retain a needed supply of critical talent is a challenge
facing all organizations. Managing global talent and maximizing the talent of
individual employees can create a unique source of competitive advantage.

9. Balancing work life: work life balance has become a predominant issue in
theworkplace. Employers need to understand that achieving a balance can lead to
great results with a well motivated workforce delivering quality services. Employees
are now making job choices based on flexible working hours and emotional
gratification. The responsibility is on employers to think creatively about how it can
be best used to benefit both the staff and the organization.
10. Globalization: Globalization has an impact on the number and kinds of jobs that are
available in the economy. In this scenario it is important for Organizations to
address issues related to managing people in different geographies, cultures, legal
environment, and business conditions. HR functions such as selection, recruitment,
compensation , training and the like have to be adjusted to take into account the
differences in global management. Due to globalization HR managers have an
opportunity to recruit employees from around the world and they also the
responsibility to ensure an appropriate mix of employees in terms of knowledge,
skills and culture. Globalization poses challenges in terms of workforce diversity,
managing outsourcing and downsizing of employees, managing productivity,
quality, and flexible working hours.

11. Organizational restructuring: In order to become more competitive, a growing

number of organizations are going for restructuring like mergers and acquisitions,
closing facilities etc. The focus has been to flatten organizations by removing
several layers of management and to improve productivity, quality and service
while also reducing costs. As a result jobs are being redesigned and employees
affected. One of the challenges that HRM faces here is dealing with the human
consequences of change. Change appears threatening to many people, which
makes it difficult to gain their support and commitment to implementing changes.
However, there are a number of steps managers can take to overcome resistance to
change like education and effective communication.