Why Companies Need HR Policies & Job Descriptions Straight-forward, clear and consise HR policies and job descriptions

are imporant for a number of reasons. Failing to implement policies and job descriptions leaves your company open to legal challenges, grievances and lawsuits, especially if you inconsistently apply your human resouces policies and your pay structure/system. Grievances and lawsuits lead to:
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Increased costs that affect your profits Increased turnover Negative morale

Your company will avoid these problems if you implement hr policies, procedures and job descriptions and you can easily do this if you download our sample job descriptions and hr policies. Your company needs human resources policies and procedures and current job descriptions so that your staff are treated equally across a variety of employment issues. In addition, human resouce polices help if legal situations arise. Our products and services are ideally suited for:
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Small Business Owners Managers HR Professionals HR Consultants Lawyers

Small businesses often scramble for resources when compiling staffing information, contracts, developing HR policies and procedures and writing job descriptions. In addition, many large companys have dated policies, procedures and job descriptions that no longer reflect the reality of today's business world. Companies looking for fresh ideas and a fresh start to can find what they are looking for with our sample hr policies and sample job descriptions.

Organizational concept behind the unstable climate of management has created a question mark in-front of organizational departments to act to the unstructured development plans. Every organization comprises of different departments who serves different work for the fulfilling the objective in a unidirectional manner. The scenario of revolution in the various fields of business has already taken the speed in the micro as well as the macro environment, which serves an indication towards the utilization of skills. The needs of organizations are generally fulfilled by the different departments created by the organization. The hierarchy of organization creates an arena infront of each one to stipulate themselves within that arena for their own flexibility. Organizational mission and vision shows the way to achieve the objective. The different application of each department differentiates their way of doing work. Some of the departments may work by acquiring inside information and some of the departments work from the outer sources of information. Organizational plan and the design to approach the job is important for every organizations to be in touch with their own ethics. For any organization the department which serves a lot is finance department, marketing department, human resource department, administrative department etc. The human resource department is our concern for this project. In this present organizational trend the strength and weaknesses of organization lies in between their organizational structure which comprises of human skills. The structure of organization creates a clear picture in front of other observers who like to understand that organization. The current competitive scenario has forced organizations to plan and design a high effective human resource model that can take the organization to great heights under the guidance of prospectus of organization. The success in long term may affect other organizations and the competitive age prepares the every segment of human resource more stable for an out put that can keep the pace of organization in a stable form. For every organization though its difficult to analyze the competitors strategy behind their manpower they can collect information regarding the competitors from various sources. The manpower requirement is a big deal for every organization and the planning phase to gain the desired manpower in the particular stipulated time. Strategic human resource entails with major issues that can be sighted in-front the organizational leaders for smooth flow of work. The activities of organization generally divided into three pats like strategic planning or long range plans, tactical planning or budgets tactical plans, operational or day to day plans. The top most level of organizations who assigns all those strategic planning tasks to other lower level of organization to come down to a common ground for proper planning and its implementation. Strategic human resource is a process of determining the need of organization for placing the organization in the safe side for meeting their goals and objectives. If we consider strategic planning it generally done by the top level of management personnels after analyzing the company past results. The strategic planning is not done within the less time frequency which creates a notion among others that the organization is weak on managing things. Generally the strategic management tales place with a time interval of three to five years gap. From the technical aspect it is clear that the leading countries of the world create new innovations to fetch the market strategy for their growth. The use of human resource becomes the primary concern now days to get the remarkable identity. Outsourcing the talents and getting the best of it has a challenge for every business organization.

SHRM or Strategic human resource management is a branch of Human resource management or HRM. HR Strategy, a new forthcoming management report is the definitive guide to transforming the strategic role of HR in organizations.Strategic human resource management is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early HRM literature treats the notion of strategy superficially, rather as a purely operational matter the results of which cascade down throughout the organization. Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the companys strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than what the standard practices of traditional management of people or industrial relations models followed. Strategic human resource managements focus on human resource programmes with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programmes in the long run and often globally. Therefore the primary goal of strategic human resource is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity.

The Human Resources of an organization represent one of its largest investments. The term human resources at the macro level indicate the sum of all the components (like skill, creative ability) possessed by all the people. Human resources at the organizational level include all the component resources of all employees from rank and file to top level management. So, it includes the resource, of all people who contribute their services to the attainment of organizational goals. Human resources play a crucial role in the development process of the present economy. It is often felt that though the exploitation of natural resources, availability of physical and financial resources and international aid play prominent roles in the growth of modern economies, none of these factors is more significant than efficient and committed manpower. A country with abundance of physical resources will not benefit itself unless human resources make use of them. Only the human resources are responsible for making use of national resources and for the transformation of traditional economies into modern and industrial economies. In the real sense, the values, attitudes, general orientation and quality of the people of a country determine its economic development. The shift from manufacturing to service and the increasing pace of technological advancement make human resources the crucial ingredient to the national well-being and growth. The efficient use of human resources depends upon effective human resource management. HRM is an approach to the management of people based on the following main principles:
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First, human resources are the most important assets an organization has and their effective management is the key to success. Second, this success is likely to be achieved if the personal policies and procedure of the enterprise are also linked with the achievement of corporate objective and strategic plans. Third, the corporate culture and the values, organizational climate and managerial behavior that come out from the culture will exert a major influence on the achievement of excellence. The culture must be managed in such a way that organizational value may have to be changed or reinforced and that continuous effort starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration getting all the members of the organization involved in the organizational practice and working together with a sense of common purpose to achieve the organizational goals.

It develops a specialized field in attempting to develop programmes, policies and activities to promote the satisfaction of both individual and organizational needs, goals and objectives. Through human resource, it tries to shape an appropriate corporate culture and introducing programmes which support the core values of the enterprise. The technique for the application of HRM will include many functions such as manpower planning, selection, performance appraisal, salary administration, training and management development. These will be overlaid by special programmes designed to improve communication systems, involvement, commitment and productivity. In fact it aims at qualitatively improving the human beings in the organization who are considered as the most valuable assets of an enterprise. According to Peters and Watennan, to achieve productivity through people, it is essential to treat them as adults, treat them as partners, treat them with dignity and treat them with respect. Both the managers and workers must be persuaded to realize that they have a

common objective and interest in increasing output. The following actions will be more fruitful to improve the use human resources:
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Conduct a productivity drive. Improve manpower budgeting and control techniques. Introduce work measurement. Use appropriate payment method by results, bonus and profit-sharing schemes. Improve motivation. Involve employees in improvement programmes. Introduce new technology. Negotiate appropriate productivity programme. Introduce training programme based on an analysis of productivity needs.

The efficient use of human resources could be successfully planned only when the employees are made to understand the objectives of the organization, plan to develop their own career in the organization which will make them more confident and involve them together as a quality workforce. The efficient use of human resources must result in
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High productivity; Development of skill and organizational commitment; Career development;

Top management has to ensure that it is not sufficient to merely design the technological sub-system which includes work flow, information flow, job roles, job relationships, task force policies, procedures and job feedback. They must also consider human sub-system which includes organizational climate, level of motivation, high commitment participation, co-operation, satisfaction with work environment, willingness to accept change, work group factors, human resource development and satisfaction with compensation, company policies and procedures.

The key global pressures affecting human resource management are deployment, knowledge and innovation dissemination, and identifying and developing talent on a global basis. Today, it is easy to get the right skills to where we need them, regardless of geographic location. Similarly, spreading the knowledge and practices throughout the organization, and identifying persons who can function effectively in a global organization and developing his or her abilities etc. are all possible. Managing international HR activities are an elaborate and complex task. Human Resource Planning (HRP) is the process of forecasting an organizations future demand for and supply of, the right type of people in the right numbers. HRP assumes greater relevance in international businesses where efficient use of human resources is necessary to realize strategic global objectives. The key issues in international HR planning are identifying top management potential early, identifying critical success factors for future international managers, providing developmental opportunities, tracking and maintaining commitments to individuals in international career paths, trying strategic business planning to HR planning and vice versa and dealing with multiple business units while attempting to achieve globally and regionally. Global HR outlook need appreciative of different cultures, understanding what motivates people from different societies, and how that is reflected in the structure of international assignments. In China, for instance, special insurance should cover emergency evacuations for serious health problems; telephone communication can be a necessity in Russia. So the challenge of conducting HR activities abroad comes also from the cultural, political, legal, and economic differences among countries and their peoples. In the global phase of human resource management, HRM focuses on both local responsiveness and global integration. The major issue for global human resource management is how to satisfy the requirements for global integration and national responsiveness. There exists large measure of cultural diversity and HRM focuses on offering promising managers the opportunity to grow and gain experience so that an environment for continuous learning will be created throughout the entire organizatio