ROLES OF A HUMAN RESOURCE MANAGER

HR Team Effectiveness for HR efficiency:

1. Frame a clear and easily implementable HR Policies

2. Nurture and develop a motivated HR Team to meet business requirement

3. Develop the collective knowledge of the HR team to handle complex and

crisis situation arising due to dynamic and changing business environment

4. Create a complementing skills based team such that various HR aspects can
be addressed and there are varied competencies and skills the team has to be
handle the entire gamut of HR responsibilities ranging from HR design t0o HR
delivery. E,g. recruitment specialist, L&D experts, Business HR

5. Plan and implement an effective HR Plan that is aligned to Business Plan

and overall organisation people agenda

Deliver Business Expectations to attain HR credibility

1. Execute manpower planning and budgeting to have a road-map for

recruitment assignments

2. Manpower hiring as per the recruitment plan agreed along with the
Business heads/department heads

3. Keep ears to the ground and reach out to all employees through
communication with employees at regular intervals to gather insights @
workplace and feed them back appropriately to the leadership team of the
organisation

4. Plan and execute suitable interventions to keep the employees motivated

5. Act as a business partner and provide dashboards/analytics to business

heads/department heads to help them have a pulse of their team

6. Provide employee development and counselling assistance to employees

/team members to enhance employee performance and productivity
7. Take adequate measures to retain good employees, ring fence high potential
employees

HR Delivery Agenda to executive effective HR practices

1. Ensure Statutory Compliant status at all times

2. In case of a widespread organisation, HR visit calendar to all locations is

made and followed

3. Executing Employee Engagement initiatives to keep people together and

make the workplace exciting, rewarding and engaging

4. Drive an effective Learning and development agenda that impacts the

employees and the businesses

5. Evaluate and Improvise the current HR Practices to keep with time and
external benchmarks

6. Update HR policies in line with the business and organisation requirement

7. Keeping and updated Employee Handbook with all relevant details and
information

8. Design, update and share SOPs of all HR processes

9. Conduct periodical employee surveys to collate insights @ workplace and in

turn design employee interventions accordingly to address concern areas

10. Support and counsel business managers to effectively manage teams to

ensure higher employee productivity

11. Have an updated repository of Job descriptions for all roles in the
organisation along with measurable performance indicators for each role

12. Maintain employee records and files i order for ease of reference (both On-
line and physical copies of the records)

13. Communicate with employees and business heads for better alignment

14. Be astute to handle dynamics at the workplace and help employees to

overcome crisis situation
The above list is an exhaustive list and is more focussed on a Business HR
Managers responsibility areas. The entire list may or may not apply to all HR
Managers. You may want to select that is relevant to your organisation and
frame your KRAs on those lines. :-).

Main Functions of a Human Resource Department

An efficiently run human resources department can provide your organization

with structure and the ability to meet business needs through managing your
company's most valuable resources -- its employees. There are several HR
disciplines, or areas, but HR practitioners in each discipline may perform more
than one of the more than six essential functions. In small businesses without
a dedicated HR department, it's possible to achieve the same level of efficiency
and workforce management through outsourcing HR functions or joining a
professional employer organization.

Recruitment

The success of recruiters and employment specialists generally is measured by

the number of positions they fill and the time it takes to fill those positions.
Recruiters who work in-house -- as opposed to companies that provide
recruiting and staffing services -- play a key role in developing the employer's
workforce. They advertise job postings, source candidates, screen applicants,
conduct preliminary interviews and coordinate hiring efforts with managers
responsible for making the final selection of candidates.

Safety
Workplace safety is an important factor. Under the Occupational Safety and
Health Act of 1970, employers have an obligation to provide a safe working
environment for employees. One of the main functions of HR is to support
workplace safety training and maintain federally mandated logs for workplace
injury and fatality reporting. In addition, HR safety and risk specialists often
work closely with HR benefits specialists to manage the company's workers
compensation issues.
Employee Relations
In a unionized work environment, the employee and labor relations functions of
HR may be combined and handled by one specialist or be entirely separate
functions managed by two HR specialists with specific expertise in each area.
Employee relations is the HR discipline concerned with strengthening the
employer-employee relationship through measuring job satisfaction, employee
engagement and resolving workplace conflict. Labor relations functions may
include developing management response to union organizing campaigns,
negotiating collective bargaining agreements and rendering interpretations of
labor union contract issues.

Compensation and Benefits

Like employee and labor relations, the compensation and benefits functions of
HR often can be handled by one HR specialist with dual expertise. On the
compensation side, the HR functions include setting compensation structures
and evaluating competitive pay practices. A comp and benefits specialist also
may negotiate group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. Payroll can be a
component of the compensation and benefits section of HR; however, in many
cases, employers outsource such administrative functions as payroll.

Compliance
Compliance with labor and employment laws is a critical HR function.
Noncompliance can result in workplace complaints based on unfair
employment practices, unsafe working conditions and general dissatisfaction
with working conditions that can affect productivity and ultimately,
profitability. HR staff must be aware of federal and state employment laws such
as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the National
Labor Relations Act and many other rules and regulations.

Training and Development

Employers must provide employees with the tools necessary for their success
which, in many cases, means giving new employees extensive orientation
training to help them transition into a new organizational culture. Many HR
departments also provide leadership training and professional development.
Leadership training may be required of newly hired and promoted supervisors
and managers on topics such as performance management and how to handle
employee relations matters at the department level. Professional development
opportunities are for employees looking for promotional opportunities or
employees who want to achieve personal goals such as finishing a college
degree. Programs such as tuition assistance and tuition reimbursement
programs often are within the purview of the HR training and development
area.

Problems Faced in Human Resource Planning

Some of the major problems faced in human resource planning are as
follows:

1. People perceive that people are available in abundance in our labour surplus
economy. Then, why to spend time and money in forecasting human resources?
Surprisingly, this perception about human resource planning is also held by
the top management.

2. Another problem in human resource planning is that the demand for and
supply of human resources is not cent percent accurate. Experience suggests
that longer the time horizon for forecasting human resource requirements,
greater is the possibility of inaccuracy in estimates of human resource needs.

3. Various types of uncertainties like labour turnover, absenteeism, seasonal

employment, market fluctuations and changes in technology render human
resource planning ineffective. The reason being these uncertainties, make
human resource forecast mere a guess far from reality.

4. Sometimes human resource planning suffers from a conflict between

quantitative and qualitative approaches used for it. Some people view human
resource planning as a mere numbers game to track the flow of people across
the departments and in and out of the organisation. Conversely, others take a
qualitative approach focusing on the quality of human resources like career
planning development, skill, morale, etc.
5. Generally, human resource personnel are perceived as experts in handling
personnel matters. But, they are not experts more than often. Hence, human
resource requirements estimated by such people are not realistic ones. The
organisational plans based on such estimates are endangered to be flopped.

6. As human resource planning is based on data relating to human resources,

the same is not maintained in a proper manner in some of the industrial
organisations. Then, in the absence of reliable data, it becomes difficult to
develop effective human resource plans.

In sum and substance, problems in human resource planning arise both from
inherent limitations of forecasting, on the one hand, and from weaknesses of
human that do it, on the other. But, both can be overcome.

Challenges Faced By Human Resource Planning Business Essay

In the human resource planning function, the number and type of employees
needed to accomplish organizational goals are determined. Research is an
important part of this function because planning requires the collection and
analysis of information in order to forecast human resources supplies and to
predict future human resources needs. The basic human resource planning
strategy is staffing and employee development.

Job Analysis:

Job analysis is the process of describing the nature of a job and specifying the
human requirements, such as skills, and experience needed to perform it. The
end product of the job analysis process is the job description. A job description
spells out work duties and activities of employees. Job descriptions are a vital
source of information to employees, managers, and personnel people because
job content has a great influence on personnel programmers' and practices.

Staffing:

Staffing emphasizes the recruitment and selection of the human resources for
an organization. Human resources planning and recruiting precede the actual
selection of people for positions in an organization. Recruiting is the personnel
function that attracts qualified applicants to fill job vacancies. In the selection
function, the most qualified applicants are selected for hiring from among those
attracted to the organization by the recruiting function. On selection, human
resource functionaries are involved in developing and administering methods
that enable managers to decide which applicants to select and which to reject
for the given jobs.

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Orientation:

Orientation is the first steps toward helping a new employee adjust himself to
the new job and the employer. It is a method to acquaint new employees with
particular aspects of their new job, including pay and benefit programmers',
working hours, and company rules and expectations.

Training and Development:

The training and development function gives employees the skills and
knowledge to perform their jobs effectively. In addition to providing training for
new or inexperienced employees, organizations often provide training
programmes for experienced employees whose jobs are undergoing change.
Large organizations often have development programmes which prepare
employees for higher level responsibilities within the organization. Training and
development programmes provide useful means of assuring that employees are
capable of performing their jobs at acceptable levels.

Advantages of training

(I) Self-confidence. Training helps to improve the self-confidence of an

employee. It enables him to approach and perform his job with enthusiasm.
(ii) Higher Earnings. Trained employees can perform better and thereby by
earning more employees become more efficient.

(iii) Safety. Training helps an employee to use various safety devices. He can
handle the machines safely and becomes less prone to accidents which can
save organizations from legal actions.

(iv) Adaptability. Training enables an employee to adapt to changes in work

procedures and methods.

(v) Promotion. Through training, employee can develop himself and earn quick
promotions.

(vi) New Skills. Training develops new knowledge and skills among employees.
The new skills are a valuable asset of an employee and remain permanently
with him.

Performance Appraisal:

This function monitors employee performance to ensure that it is at acceptable

levels. Human resource professionals are usually responsible for developing
and administering performance appraisal systems, although the actual
appraisal of employee performance is the responsibility of supervisors and
managers. Besides providing a basis for pay, promotion, and disciplinary
action, performance appraisal information is essential for employee
development since knowledge of results (feedback) is necessary to motivate and
guide performance improvements.

Advantages of performance appraisal

It offers a rare change for a supervisor and subordinate to have "time out" for a
one-on one discussion of important work issues that might not otherwise be
addressed. Almost universally, where performance appraisal is conducted
properly, both supervisors and subordinates have reported the experience as
beneficial and positive. Appraisal offers a valuable opportunity to focus on work
activities and goals, to identify and correct existing problems, and to encourage
better future performance. Thus the performance of the whole organization is
enhanced. For many employees, an "official" appraisal interview may be the
only time they get to have exclusive, uninterrupted access to their supervisor.

Career Planning:

Career planning has developed partly as a result of the desire of many

employees to grow in their jobs and to advance in their career. Career planning
activities include assessing an individual employee's potential for growth and
advancement in the organisation

Compensation:

Human resource personnel provide a rational method for determining how

much employees should be paid for performing certain jobs. Pay is obviously
related to the maintenance of human resources. Since compensation is a major
cost to many organizations, it is a major consideration in human resource
planning. Compensation affects staffing in that people are generally attracted
to organizations offering a higher level of pay in exchange for the work
performed. It is related to employee development in that it provides an
important incentive in motivating employees to higher levels of job performance
and to higher paying jobs in the organization.

Benefits:

Benefits are another form of compensation to employees other than direct pay
for work performed. As such, the human resource function of administering
employee benefits shares many characteristics of the compensation function.
Benefits include both the legally required items and those offered at employer's
discretion. The cost of benefits has risen to such a point that they have become
a major consideration in human resources planning. However, benefits are
primarily related to the maintenance area, since they provide for many basic
employee needs.

Labour Relations:

The term "labour relations" refers to interaction with employees who are
represented by a trade union. Unions are organization of employees who join
together to obtain more voice in decisions affecting wages, benefits, working
conditions, and other aspects of employment. With regard to labour relations,
the personnel responsibility primarily involves negotiating with the unions
regarding wages, service conditions, and resolving disputes and grievances.

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Record-keeping:

The oldest and most basic personnel function is employee recordkeeping. This
function involves recording, maintaining, and retrieving employee related
information for a variety of purposes. Records which must be maintained
include application forms, health and medical records, employment history
(jobs held, promotions, transfers, lay-offs), seniority lists, earnings and hours
of work, absences, turnover, tardiness, and other employee data. Complete and
up-to-date employee records are essential for most personnel functions. More
than ever employees today have a great interest in their personnel records.
They want to know what is in them, why certain statements have been made,
and why records may or may not have been updated.

External environmental factors

Administrative/Legal Environment
The administrative and legal environment in a country provides a framework
within which an organization operates. In some countries this environment is
very restrictive and has significant impact on all aspects of the organization; in
other countries the administrative/legal context is more permissive.
Understanding the administrative/legal environment is essential to determining
if organizational change can take place. The administrative context within
which the organization operates may be shaped by a unique combination of
forces, including international, governmental, nongovernmental policy,
legislative, regulatory, and legal frameworks. An organization is affected by the
policy or regulatory context that gave rise to it. This includes specific laws and
regulations that support or inhibit the institution's development.

HR plays a role in examining several specific dimensions of the administrative

environment

Whether there are constitutional restrictions on the organization working

environment and employee's rights however HR does assessment to determine
whether the organization employments policies comply with the government
rules and regulations

Whether there is a legislative mandate that restricts leadership of the

organization: It is helpful to understand any parameters that have been set
around who can lead an organization. This includes identifying the governing
body of the organization, and understanding how its members are selected, and
further understanding who has the mandate or authority to set goals for the
organization and develop curriculum

YOU CAN EXPLAIN THE ABOVE FACTORS MORE.

Best Companies
In 2009 Nando's celebrated achieving the maximum three stars in the Best
Companies Accreditation award.

We were the only big company in the UK to achieve three stars! This award
measures eight key areas including

Personal Growth, Well Being and Leadership.

Last year we entered the starred accreditation for 2010 once more and again
received three stars!

We also entered the Sunday Times Top 25 Best Big Companies to work for (a
big company is classed as one with

5,000 or more employees). This takes the score awarded to each company in
the Best Companies star accreditation
and then ranks them against other Big Companies in the UK who have entered.
In March we achieved first place in the

Investor in People
Nando's was first recognised as an

Investor in People in 1998.

We are now celebrating ten years of recognition

following a reassessment in 2008.

We remain committed to maintaining this award.

National Training Award Scheme

National Training Awards are the most prestigious awards

for training in the UK and at Nando's we have achieved

awards for five of our training schemes.

- Buddy System (Buddies are staff who help train new staff)

- New restaurants opening training

- Working in Management Teams (Team Building)

- Nando's Inductions

- Coaching Programme

The jobs available through staffing companies are "real" jobs at companies like:
Amazon, Continental Airlines, Freddie Mac, Hearst Publications, Microsoft, PG
&E, RBC Dain Rauscher, Suntron, Sony, Starbucks, and Visa. These
companies develop budgets to hire a set number of full-time employees on an
annual basis, and include in that budget a substantial amount of money that
can be used to hire temporary staff throughout the year to handle the ebb and
flow of business. When the time comes for the company to open up the
temporary position as full-time, you are perfectly positioned to interview for the
full-time job

Challenges with Human Resource Planning

The development of a human resources department will generally start with
two people, the business owner and your human resources expert. Strategic
human resources planning will depend on the size of your business, the
industry you’re in and the breadth of knowledge possessed by
candidates you select to staff the department.

Human Resources Cost Center

Human resources is not a revenue-producing department. Consequently,
budgeting for human resources functions should be carefully considered given
other start-up costs and expenses for your business. The return on investment
for your human resources department may not be measurable for quite some
time; however, as your business matures and your human resources
department contributes to the dynamics of your workforce, you will realize the
return on your investment.

Strategic Management And Executive Leadership

In the 1980s, personnel administration was merely a department charged with
responsibilities, such as processing payroll, distributing paychecks and
collecting tax withholding forms. Today, the human resources field has evolved
to demand a seat at the boardroom table as a member of executive leadership.
Human resources is your business strength. Building a reliable, proficient
workforce is going to be the approach you need to watch your business
flourish. The inclusion of human resources at the board table may meet with
resistance from traditional executives who do not yet understand the value of a
human resources expert being involved in the strategic planning of your
company.

Employee Perception of Human Resources

For many years, human resources departments have been equated as the
business version of the “principal’s office”
where employees are invited only to receive disciplinary action or coaching. A
human resources department that works to strengthen the employer-employee
relationship is one that employees value and respect. Human resources staff
interaction with the remainder of the workforce is vital to the success of your
business overall, and in particular, the usefulness of the department.

Human Resources Staffing

The challenge you are sure to encounter with staffing is the decision to hire
human resources generalists experienced in all areas of human resources or to
invest in specialists for each area. For a small business just starting out, a
generalist with a great deal of experience will probably be best until your
company grows to the point where you require additional staff.

Human Resource Management and Motivation

Explain the importance of human resource management. Describe how

recruitment and selection contribute to placing the right person in a job.
Explain how training programs and performance appraisals help employees
grow and develop. Outline the methods employers use to compensate
employees. Discuss employee separation and the impact of downsizing and
outsourcing. Explain how Maslows hierarchy- of-needs theory, goal setting, job
design, and managers attitudes relate to employee motivation. 1 2 3 4 5 6
AGENDA

Providing qualified, well-trained employees for the organization. 2) Maximizing

employee effectiveness in the organization. 3) Satisfying individual employee
needs through monetary compensation, benefits, opportunities to advance, and
job satisfaction. Vital to All Organizations Human resource management -
function of attracting, developing, and retaining enough qualified employees to
perform the activities necessary to accomplish organizational objectives. Three
main objectives:

Human Resource Responsibilities

35% of human resource professionals report a shortage of job candidates with

degrees related field. HR must be creative in searching for qualified
employees. Businesses look both internally and externally. Recruitment &
Selection
Must follow legal requirements. Equal Employment Opportunity Commission
programs Failure to follow these exposes company to risk of litigation.
Hiring is a costly process for employers. Some employers require employment
tests. Selecting and Hiring Employees

Orientation and Training Newly hired employee often completes an

orientation program Inform employees about company policies Employee
manuals Describe benefits/programs Training Training Programs On-
the-job Training Classroom and Computer-based Training Management
Development

Performance appraisal - evaluation of an employees job performance Some

firms conduct peer reviews while other firms allow employees to review their
supervisors and managers. May conduct a 360-degree performance review, a
process that gathers feedback from a review panel that includes co-workers,
supervisors, team members, subordinates, and sometimes customers.
Performance Appraisals

Wages - compensation based on an hourly pay rate or the amount of output

produced. Salary - compensation calculated on a periodic basis, such as
weekly or monthly. Most firms base compensation decisions on five factors: 1)
Salaries and wages paid by other companies that compete for the same people
2) Government legislation, including the federal or local minimum wage 3) The
cost of living 4) The firms ability to pay 5) Worker productivity Compensation

Incentive Compensation

Employee Benefits - Rewards such as retirement plans, health insurance,

vacation, and tuition reimbursement provided for employees either entirely or
in part at the companys expense EOBI, medical leaves, increments, etc
Costs of health care are increasingly being shifted to workers. Retirement
plans have become a big area of concern for businesses. Employee Benefits

Employees are provided a range of options from which they can choose.
Medical, dental, vision, life and disability insurance Many companies also
offer flexible time off policies instead of establishing a set number of holidays,
vacations days and sick days. Companies sometimes provide paid time off
(PTO) programs. Flexible Benefits

Allow employees to adjust their working hours and places of work to

accommodate their personal needs. Flextime allows employees to set their
own work hours within constraints specified by the firm. A compressed
workweek allows employees to work the regular number of weekly hours in
fewer than the typical five days. A job sharing program allows two or more
employees to divide the tasks of one job. A home-based work program allows
employees, or telecommuters, to perform their jobs from home instead of at the
workplace Flexible Work

Voluntary turnover: employees leave firms to start their own businesses, take
jobs with other firms, move to another city, or retire. Some firms ask
employees who leave voluntarily to participate in exit interviews to find out why
they decided to leave. Successful companies are clearly focused on retaining
their best workers. Involuntary turnover: employers terminate employees
because of poor job performance, negative attitudes toward work and co-
workers, or misconduct such as dishonesty or sexual harassment. Necessary
because poor performers lower productivity and employee morale. Employers
must carefully document reasons when terminating employees. Employee
Separation

Downsizing - process of reducing the number of employees within a firm by

eliminating jobs Downsizing doesnt guarantee improvements or cost savings.
Devastating impact on employee morale Encourages employees to put
individual career success ahead of company loyalty Downsizing/Outsourcing
Outsourcing - contracting with another business to perform tasks or functions
previously handled by internal staff members Focus on business
competitiveness and flexibility Get best price among competing bidders while
avoiding long-term costs of in- house operations

Motivation starts with good employee morale, the mental attitude of employees
toward their employer and jobs. High morale = sign of a well-managed
organization Poor morale shows up through absenteeism, employee turnover,
strikes, falling productivity, and rising employee grievances Motivating
Employees

Maslows hierarchy of needs: people have five levels of needs that they seek to
satisfy. A satisfied need is not a motivator; only needs that remain unsatisfied
can influence behavior. Peoples needs are arranged in a hierarchy of
importance; once they satisfy one need, at least partially, another emerges and
demands satisfaction. Physiological needs Safety needs Social
(belongingness) needs Esteem needs Self-actualization needs Maslows
Hierarchy of Needs Theory
Hygiene Factors Job Environment Salary Job Security Personal Life
Working Conditions Status Interpersonal Relations Supervision
Company Policies Motivator Factors Achievement Recognition
Advancement The job itself Growth Opportunities Responsibility

Expectancy Theory the process people use to evaluate the likelihood their
effort will yield the desired outcome and how much they want the outcome.
Equity Theory individuals perception of fair and equitable treatment.

Goal: target, objective, or result that someone tries to accomplish. Goal-

setting theory - people will be motivated to the extent to which they accept
specific, challenging goals and receive feedback that indicates their progress
toward goal achievement. Goal-Setting Theory

Systematic and organized approach that allows managers to focus on

attainable goals and achieve the best results. MBO helps motivate individuals
by aligning their objectives with the goals of the organization. MBO
Principals: A series of related organizations, goals, and objectives Specific
objectives for each individual Participative decision making Set time period to
accomplish goals Performance evaluation and feedback Management by
Objective

Two assumptions manager make about employees, according to psychologist

Douglas McGregor: Theory X: employees dislike work and try to avoid it
whenever possible; managers must coerce or control them or threaten
punishment to achieve the organizations goals. Theory Y: typical person likes
work and learns to accept and seek responsibilities; managers assume creative
people solve work-related problems. A third theory from management
professor William Ouchi: Theory Z: worker involvement is key to increased
productivity for the company and improved quality of work life for employees.
Managers Attitudes and Motivation

Abraham Maslow's Hierarchy of Needs Theory

Maslows theory explains that an individual is motivated according to the level
of needs, and he will progress depending on how well these needs are
addressed at each level. Needs at a basic level include security, social needs,
psychological needs and favorable working conditions. The needs are addressed
by ensuring there is security at the workplace and workers are friendly and
respectful. Companies also should allow bathroom breaks and refreshment
breaks and reasonable working hours to avoid extreme exhaustion. Needs at a
higher level such as self-actualization and self-esteem can be handled by
providing challenging projects and offering rewards such as promotions and
benefits.

Herzberg's Two-Factor Theory

The Two-Factor theory argues that that there are two factors that motivate
workers: hygiene and satisfiers. These factors are not determinants of success,
but their absence results in underperformance. Hygiene factors in this case
refer to job security, salary, organizational policies and working conditions.
Satisfiers, also known as motivators, include growth opportunities,
responsibility and recognition. A human resources manager needs to do
research to find out what workers really need and then make necessary
improvements to increase performance. For example, creation of a non-smoking
section or involving employees in development plans and decisions of a
company helps them feel recognize and appreciated.

McClelland's Acquired Needs Theory

The Acquired Needs theory recognizes that each individual prioritizes needs
differently and that some needs are not hereditary but acquired in life. A high
achiever for example, has a need for achievement and power; this means that
his preferred workplace environment might differ from the average worker. A
high achiever is driven by responsibility, a degree of risk and feedback of his
performance. He wants to know whether he is improving. A team player has a
need for affiliation; he desires a friendly, social and conflict-free and
cooperative environment, rather than competitive work situation.

Alderfer's ERG Theory

Alderfer's ERG (existence, relatedness and growth) theory is built on Maslows
theory. However, it groups an individuals needs into three: existence,
relatedness and growth needs. The needs are material and deal with an
individuals physical and social needs that cover interpersonal relationships
and development needs that involve a persons development and psychological
growth.