1
Basically, the idea behind this question ("what do you know about HR?") is that they just wanted to know the interviewer's mindset, what he thinks about HR. This is absolutely similar to when in our childhood a teacher asks what do you understand by the relationship between a teacher and a student. However, I don't think any interviewer will give the correct answer, as he/she needs a job, so they never argue with HR on any point.
Please let me know if you need further assistance.
From India, Delhi
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Please let me know if you need further assistance.
From India, Delhi
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hello... to me, HR is employee management towards employer’s strategic business planning..
From Malaysia, Seri Kembangan
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From Malaysia, Seri Kembangan
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hi, In simple language, HR as a subject which teaches a person to provide right man power to right place and at a right time. Regards, Moumita
From India, Madras
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From India, Madras
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Hi,
In simple language, HR is a subject that teaches a person to provide the right manpower to the right place and at the right time. Not only this, but it also teaches to manage the manpower in an organization. HR can also be a person who not only performs the above-mentioned tasks but also acts as a connector between the employer and employee.
Regards,
Moumita
From India, Madras
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In simple language, HR is a subject that teaches a person to provide the right manpower to the right place and at the right time. Not only this, but it also teaches to manage the manpower in an organization. HR can also be a person who not only performs the above-mentioned tasks but also acts as a connector between the employer and employee.
Regards,
Moumita
From India, Madras
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Dear Friends,
HR represents a "Social System" within an organization wherein "People" are paramount. It is the management of "People" within the framework of the organizational "Beliefs" and "Value System". HR Systems, Policies, and Processes are designed to meet the Corporate Objectives.
Cheers,
Vasant Nair
Director
Karma-HR
09717726667
From India, Mumbai
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HR represents a "Social System" within an organization wherein "People" are paramount. It is the management of "People" within the framework of the organizational "Beliefs" and "Value System". HR Systems, Policies, and Processes are designed to meet the Corporate Objectives.
Cheers,
Vasant Nair
Director
Karma-HR
09717726667
From India, Mumbai
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Core competency includes superior quality, innovation, customer responsiveness, and efficiency. Therefore, none of the companies can replicate the unique characteristics and strengths of a company's particular product. This is referred to as "core competency".
From India, Madras
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From India, Madras
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Dear All, ''right staff in right place at right time with job satisfaction'' this employee management is HR. .... my opinion. Regards, Khurshidul
From Bangladesh, Dhaka
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From Bangladesh, Dhaka
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Human resources is a relatively modern management term, coined in the 1960s. The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker-related processes and becoming known, in time as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
Setting up an HR team and defining company’s HR policies & practices and ensure that they are progressive and are in tune with the latest in the industry.
Competence Mapping
Competence mapping is a utility to manage the competence of the employees. In today's corporate scenario, competency mapping is a very important tool in the hands of the HR Manager. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently used and written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the organization
• Assessing the current performance and future development needs of persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based interviewing techniques
1. How do competency-based human resource management methods of defining and measuring human performance impact individual workers? What impact does an organization’s use of competencies have on individual employees' career management planning and actions in the long term?
2. How can career management professionals help prepare their individual clients to identify and present their competency strengths in various work or job search situations?
Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization.
Competencies in organizations tend to fall into two broad categories:
- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).
- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
• Competency Map. A competency map is a list of an individual's competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual's current career plan.
• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process.
Research is ongoing about the nature of competencies that are important for success across many organizations. There are a number of sources that describe some very common personal functioning competencies found to be important for employees at all levels across organizations. Six competencies would differentiate the top quartile of performers from the rest in most positions in an organization: Initiative, Influence, Results Orientation, Teamwork, Service Orientation, and Concern for Quality.
Key Behaviors [Behavioral Indicators]:
• Empowers others by inviting input to decisions and requesting appropriate assistance.
• Acknowledges the effort, achievements, and contributions of others.
• Uses active listening skills regularly.
• Assesses each person's hot buttons and adjusts style to get the best out of them.
• Encourages others to set challenging goals, give their best efforts, and work to their potential.
• Helps others to feel important and respected.
Notice that the behavioral statements all begin with an action verb worded in the present tense. This format is important for completing the implied-but-not-written beginning to each statement, "The superior performer..."
How Do Competencies Relate to Individual Career Development?
First and foremost, competencies must be demonstrated by individuals. Perhaps the most common place where they are demonstrated is within the scope of a particular job or project involvement. However, competencies are also developed and demonstrated by individuals in the following settings: volunteer roles in the community, professional associations, school projects, sports participation settings, and even within one's own home life.
One of the first encounters with competencies for most individuals is in securing employment with a new organization. Organizations that are purposefully using cutting-edge methods to choose talent for positions or project roles are engaging in what is called "competency-based interviewing and selection". These interviewing and selection methods are being used not only for hiring external applicants but also for staffing internal roles, as described later in this article.
Many organizations that use competency-based interviewing and selection are also later using the same competencies to assess performance, to encourage future development plans from individuals, and to plan for succession in the organization. Therefore, the individual employees in such an organization will have an ongoing need to use and map their competencies.
Up to this point, I've implied that the main need for identifying and mapping competencies is for individuals who may be pursuing full-time employment with an organization. However, the need for mapping of competencies also extends to independent contractors seeking project work with those organizations that broker their services.
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today's job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.
• Projects an appearance as a "cutting-edge" and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one's competitive advantages more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called "structured behavioral interviewing" or "behavioral event interviewing".
• Develops the capability to compare one's actual competencies to an organization or position's required/preferred competencies, in order to create an Individual Development Plan.
Many organizations today are using the process of 360-degree feedback to compare an individual's self-assessment of his/her own performance against key position and organization competencies to the assessment of key "stakeholders" that the individual interacts regularly with. The 360 feedback received is then used as input to the Individual Development plan. That prerogative implies the importance of competency-based self-presentation: in one's resume, in interviews.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency-based job description. A sample of a competency-based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency-based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
Thanks & Regards
Vasudev
Regional Head-HR KAR/AP
Karnataka: Reliance HR | RCOM House | Ground Floor| ITPL-Whitefield | Bangalore |
Andhra Pradesh: Reliance | Lake Shore Towers| 5th Floor | Hyderabad-63.
PH: +91 80 30332593 | Mo:+91 09379195009
From India, Mumbai
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Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
Setting up an HR team and defining company’s HR policies & practices and ensure that they are progressive and are in tune with the latest in the industry.
Competence Mapping
Competence mapping is a utility to manage the competence of the employees. In today's corporate scenario, competency mapping is a very important tool in the hands of the HR Manager. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently used and written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the organization
• Assessing the current performance and future development needs of persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based interviewing techniques
1. How do competency-based human resource management methods of defining and measuring human performance impact individual workers? What impact does an organization’s use of competencies have on individual employees' career management planning and actions in the long term?
2. How can career management professionals help prepare their individual clients to identify and present their competency strengths in various work or job search situations?
Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization.
Competencies in organizations tend to fall into two broad categories:
- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).
- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
• Competency Map. A competency map is a list of an individual's competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual's current career plan.
• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process.
Research is ongoing about the nature of competencies that are important for success across many organizations. There are a number of sources that describe some very common personal functioning competencies found to be important for employees at all levels across organizations. Six competencies would differentiate the top quartile of performers from the rest in most positions in an organization: Initiative, Influence, Results Orientation, Teamwork, Service Orientation, and Concern for Quality.
Key Behaviors [Behavioral Indicators]:
• Empowers others by inviting input to decisions and requesting appropriate assistance.
• Acknowledges the effort, achievements, and contributions of others.
• Uses active listening skills regularly.
• Assesses each person's hot buttons and adjusts style to get the best out of them.
• Encourages others to set challenging goals, give their best efforts, and work to their potential.
• Helps others to feel important and respected.
Notice that the behavioral statements all begin with an action verb worded in the present tense. This format is important for completing the implied-but-not-written beginning to each statement, "The superior performer..."
How Do Competencies Relate to Individual Career Development?
First and foremost, competencies must be demonstrated by individuals. Perhaps the most common place where they are demonstrated is within the scope of a particular job or project involvement. However, competencies are also developed and demonstrated by individuals in the following settings: volunteer roles in the community, professional associations, school projects, sports participation settings, and even within one's own home life.
One of the first encounters with competencies for most individuals is in securing employment with a new organization. Organizations that are purposefully using cutting-edge methods to choose talent for positions or project roles are engaging in what is called "competency-based interviewing and selection". These interviewing and selection methods are being used not only for hiring external applicants but also for staffing internal roles, as described later in this article.
Many organizations that use competency-based interviewing and selection are also later using the same competencies to assess performance, to encourage future development plans from individuals, and to plan for succession in the organization. Therefore, the individual employees in such an organization will have an ongoing need to use and map their competencies.
Up to this point, I've implied that the main need for identifying and mapping competencies is for individuals who may be pursuing full-time employment with an organization. However, the need for mapping of competencies also extends to independent contractors seeking project work with those organizations that broker their services.
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today's job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.
• Projects an appearance as a "cutting-edge" and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one's competitive advantages more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called "structured behavioral interviewing" or "behavioral event interviewing".
• Develops the capability to compare one's actual competencies to an organization or position's required/preferred competencies, in order to create an Individual Development Plan.
Many organizations today are using the process of 360-degree feedback to compare an individual's self-assessment of his/her own performance against key position and organization competencies to the assessment of key "stakeholders" that the individual interacts regularly with. The 360 feedback received is then used as input to the Individual Development plan. That prerogative implies the importance of competency-based self-presentation: in one's resume, in interviews.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency-based job description. A sample of a competency-based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency-based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
Thanks & Regards
Vasudev
Regional Head-HR KAR/AP
Karnataka: Reliance HR | RCOM House | Ground Floor| ITPL-Whitefield | Bangalore |
Andhra Pradesh: Reliance | Lake Shore Towers| 5th Floor | Hyderabad-63.
PH: +91 80 30332593 | Mo:+91 09379195009
From India, Mumbai
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(POSDCORB) Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting: coined in 1935 by Luther Gulick to describe the functional elements of the work of a chief executive. It is based on the functional analysis of management of Henri Fayol. We relate HRM (Human Resource Management) mainly to POSDCORB.
Planning involves working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise.
Organizing entails the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and coordinated for the defined objective.
Staffing covers the entire personnel function of bringing in and training the staff and maintaining favorable conditions of work.
Directing is the continuous task of making decisions and embodying them in specific and general orders and instructions, serving as the leader of the enterprise.
Coordinating is the all-important duty of interrelating the various parts of the work.
Reporting involves keeping those to whom the executive is responsible informed as to what is going on, which includes keeping himself and his subordinates informed through records, research, and inspection.
Budgeting encompasses all aspects related to budgeting in the form of planning, accounting, and control.
HRM is essential in big companies and organizations.
From India, Madurai
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Planning involves working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise.
Organizing entails the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and coordinated for the defined objective.
Staffing covers the entire personnel function of bringing in and training the staff and maintaining favorable conditions of work.
Directing is the continuous task of making decisions and embodying them in specific and general orders and instructions, serving as the leader of the enterprise.
Coordinating is the all-important duty of interrelating the various parts of the work.
Reporting involves keeping those to whom the executive is responsible informed as to what is going on, which includes keeping himself and his subordinates informed through records, research, and inspection.
Budgeting encompasses all aspects related to budgeting in the form of planning, accounting, and control.
HRM is essential in big companies and organizations.
From India, Madurai
Acknowledge(0)Amend(0)NISHANT,
HERE IS SOME USEFUL MATERIAL.
YOU CAN DIGEST IT AND MODIFY IT TO SUIT
YOUR STYLE.
THE REASON FOR ASKING THIS QUESTION IS
-to know your level of awareness.
-to know your level of understanding
OF THE ROLE OF HR.
REGARDS
LEO LINGHAM
=============================
HR stands for HUMAN RESOURCE.
This resource is important to any organization,
like finance, materials etc.
The role of HR manager is to
Establish , direct, administer and coordinate the overall HR PROGRAMS
for all the departments of the company.
Strategically plan for, develop and efficiently/effectively operate
the services and capabilities of the company , in alignment with the
corporate objectives / strategies. These activities include
-studying economic indicators
-tracking changes in supply and demand of labor
-identifying departments and their current and future needs
-monitoring the HR performance.
============================================
NOW THESE ARE HRM PROCESSES
-CONDUCTING HR AUDITING
-DEVELOPING HR BUDGET
-DEVELOPING Strategic HRM Planning
-DEVELOPING HR Strategies and Policies.
-MANAGING change management.
-PREPARING Competency-based HR PRACTICES
-DEVELOPING Knowledge management
=============================
DEVELOPMENT OF
-Job analysis
-job Role/
-Job Description.
-Job specifications
-Job enrichment
-Job rotation
=========================
RECRUITMENT/ SELECTION
-recruitment
-selection
-induction
-orientation
===========================
ORGANIZATIONAL BEHAVIOR PROGRAMS
-employee engagement
-motivation
-organization culture
-organization development
==============================
ORGANIZATION
-org. designing
-org. structuring
-org. development
-job / role structuring
=====================================
HUMAN RESOURCING
-HR planning
-manpower planning
-succession planning
-talent management
=============================
PERFORMANCE MANAGEMENT
-performance appraisals
-performance managing the processes.
================================
HR DEVELOPMENT
-org. learning
-training
-education
-development
-Training evaluation
-e learning
-management development
-career planning /development.
=============================
COMPENSATION / BENEFITS MANAGEMENT
-job evaluation
-managing COMPENSATION process
-administration of PAYROLL/ SALARY/WAGES
-benefits like medical/insurence etc
==============================
EMPLOYEE RELATIONS
-organization communications
-employee communications.
-staff amenities
=================================
HEALTH AND SAFETY.
-OHS
=================================
HUMAN RESOURCE INFORMATION SYSTEM.
==============================================
MY OPINION ABOUT HUMAN RESOURCE
1. AT BUSINESS LEVEL,
WHETHER IT IS MANUFACTURING / PRODUCTION/ ENGINEERING ETC
-HR is as important as the other functions like marketing/finance to business.
-HR can make significant contributions to the business strategic management.
-Improved delivery ultimately depends on enabled, engaged and capable people.
-It is important we make the most of that investment, particularly given the evidence of a direct link between the success of an organisation and the quality of its people management. The most successful organisations manage their people well and reap the rewards.
HR professionals must / can help to achieve better delivery, using their expertise to build capability and support change in their organisations whilst providing value for money services.
================================================== ==
2. Why I think Human Resources ROLE Is Important TO THE BUSINESS.
HR is the partner in the business that is the expert on people and human behavior.
HR is an integral part of organization management.
HR professionals can build measurable strategies to address turnover, low morale and underperforming employees.
HR can instill in employees a clear understanding of what your organization is trying to achieve and why.
HR can instill in employees enthusiasm about your team’s and organization’s goals.
HR can help the employees to have a clear "line of sight" between their tasks and their team’s and organization’s goals.
HR drive satisfacation into employees with the work they have accomplished at the end of the week.
HR can instill a feeling into the employees that their organization fully enables them to execute key goals.
HR can instill a feeling into employees they work in a high-trust environment.
HR can create/ foster open communication that is respectful of differing opinions and that results in new and better ideas.
HR can make the employees feel that their organization holds people accountable for results.
HR can make the employees feel fully trusted the organization they worked for.
HR can develop teamwork with high-trust, highly cooperative working relationships with other groups or departments.
================================================== =======
3. Why Is HR Management Important to THE ORGANIZATION ?
MANUFACTURING / ENGINEERING SITUATIONS
The fact is, employees are the lifeblood of every organization. The better they are—the better qualified, trained, and managed—the more effective and profitable your organization will be.
HR management solutions can help you manage your employees for greater profit with processes that help ensure:
-HR can align itself with the organization objectives/strategies.
-HR can make contribution to the organization's effectiveness
-HR can make contribution to the organization's efficiency
-HRcan make contribution to the organization's productivity improvements
-HR can help to set up/ manage the succession planning program.
-HR can help to set up/ manage the talent management program.
-HR can help to set up/ manage the career planning/ development program.
-HR can manage the organization development programs
-HR can manage the organization change management programs.
-HR can a vital role in mergers/acquisitions programs of the company.
-HR can offer a market oriented compensation advice.
-HR can develop the organization's core competencies.
-HR can help to set up/ manage the organization's performance management programs
-HR can lead the way in changing the organization culture
-HR can help to set up / manage the organizations training/ management development programs
@@@@@@@@@@@@@@@@@@@@@@@@@@@@
HR, WITH ITS TECHNIQUES, CAN HELP The ORGANIZATION is providing
-EXCELLENT organization results
-SOUND management performance
-SOUND strategic position
-HIGH employee morale
-stable organization structure
-able to manage competition
-sustainable business practices
-HIGH customer satisfactions
-LOW employee turnover
-able to manage diversity
-HIGH Return on investment evidence
-EXCELLENT Measured organizational performance improvement
-Improvements in customer service
-INcreased quality of management
-GOOD Healthy organizational climate-
-HIGH morale
-LOW labor turnover
-Sustainable business results
-SOUND Organizational and personal growth
-EFFECTIVE teamwork
-SOUND Retention strategies
-SOUND Succession planning
-SOUND Personal insight and change
etc etc etc.
===================================
MY JOB OBJECTIVE ON THE JOB
To contribute my education[ ............ ] and management skills in a position IN THE DOMAIN OF
HR MANAGEMENT with a growing and dynamic firm.
----------------------------------------------------------------------------------
THE REASONS, WHY I CHOSE THE '' HUMAN RESOURCE''
AS MY CAREER SUBJECT.
A.AT A PERSONAL LEVEL, I ENJOY AND AM PASSIONATE ABOUT
-listening to others
-understanding others
-empathising with others
-helping others
-relating with others.
-influencing others
-HUMANE APPROACH
etc etc
COME MORE NATURALLY TO ME.
I THINK THESE QUALITIES ARE BEST SUITED FOR AN HR ROLE.
================================================== =========
From India, Mumbai
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HR is not only handling of manpower but it is handling of external & internal entity to achieve the strategic goal/objectives of the Organization. Regards Pramod
From India, Delhi
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From India, Delhi
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Could you please mail me this write up on my personal ID 
.
I will be obliged if you do so.
Thank You,
Vasant Nair
From India, Mumbai
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I will be obliged if you do so.
Thank You,
Vasant Nair
From India, Mumbai
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Well, I have a feeling that this question has 3 outcomes:
1. The interviewer may perceive the candidate as someone attempting to deceive them about their knowledge of HR, which the candidate may not actually possess. People often tend to showcase even what they do not know during an interview.
2. The interviewer could be seeking a comprehensive understanding of the candidates' capabilities, choices, and knowledge to align them with the desired profile.
3. The interviewer might be posing a challenging question to assess the candidate's confidence level and expertise in the subject matter. Alternatively, it could be a situation where the interviewer wants the candidate to showcase their acquired knowledge through verbal communication.
Considering the points above, the answers can be formulated.
From India, Pune
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1. The interviewer may perceive the candidate as someone attempting to deceive them about their knowledge of HR, which the candidate may not actually possess. People often tend to showcase even what they do not know during an interview.
2. The interviewer could be seeking a comprehensive understanding of the candidates' capabilities, choices, and knowledge to align them with the desired profile.
3. The interviewer might be posing a challenging question to assess the candidate's confidence level and expertise in the subject matter. Alternatively, it could be a situation where the interviewer wants the candidate to showcase their acquired knowledge through verbal communication.
Considering the points above, the answers can be formulated.
From India, Pune
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Hi Folks,
I understand HR as a bridge between management and employees. HR is a resource planner, provider, and works towards the professional development of employees without any discretion in order to achieve results. It is responsible for setting policies that are equally acceptable to the employer and employee, as well as for the overall well-being of employees in the professional setup.
Core competency means the area of specialization that an individual possesses and the job that an individual can perform well above their peers.
Cheers!! Sharath
From India, Bangalore
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I understand HR as a bridge between management and employees. HR is a resource planner, provider, and works towards the professional development of employees without any discretion in order to achieve results. It is responsible for setting policies that are equally acceptable to the employer and employee, as well as for the overall well-being of employees in the professional setup.
Core competency means the area of specialization that an individual possesses and the job that an individual can perform well above their peers.
Cheers!! Sharath
From India, Bangalore
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Hi all,
I am an MBA final year student. I completed my B.Tech in Electronics & Telecommunications. I am specializing in HR. I want to prepare well in advance for the upcoming campus recruitment drives. Please provide me with some relevant suggestions, especially regarding GD topics, facing interviews (both technical and HR rounds), etc.
Thanks and Regards,
Madhusmita
From India, Bhubaneswar
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I am an MBA final year student. I completed my B.Tech in Electronics & Telecommunications. I am specializing in HR. I want to prepare well in advance for the upcoming campus recruitment drives. Please provide me with some relevant suggestions, especially regarding GD topics, facing interviews (both technical and HR rounds), etc.
Thanks and Regards,
Madhusmita
From India, Bhubaneswar
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I feel this question wants: what we think is the importance of HR in an organization. How do you feel that being an HR professional enhances your importance and role in the making of an organization or corporation? This answer demonstrates how clear we are with our roles.
From India, Delhi
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From India, Delhi
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Dear Friends,
What do you know about HR means the interviewer wants to know from the interviewee what he understands from HR, what is the importance of HR, and why HR is required? In business organizations, the main objective of HR is to get maximum return from all resources - Man, Machine, Money, Method, Market - through continuous improvement and long-term development. The aim is not just for the present but also for the future. To achieve this, HR professionals need to design strategies, implement them, and achieve the desired results.
Regards,
Vinod Yadav
Gurgaon
From India, Delhi
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What do you know about HR means the interviewer wants to know from the interviewee what he understands from HR, what is the importance of HR, and why HR is required? In business organizations, the main objective of HR is to get maximum return from all resources - Man, Machine, Money, Method, Market - through continuous improvement and long-term development. The aim is not just for the present but also for the future. To achieve this, HR professionals need to design strategies, implement them, and achieve the desired results.
Regards,
Vinod Yadav
Gurgaon
From India, Delhi
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HR refers to human resource of a company or organisations where in the human resources are utilised as an manpower of an process to complete a task.
From India, Yanam
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From India, Yanam
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hi frnd,,,,,,,,,,, HR is Human Resource and it is related with the human i.e., manpower in a company. i think HR is function of recruitment to or, say till retirement........
From China
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From China
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Hi, According to me HR is People’s Management,right from recruitment to exit formalities.
From India, Bangalore
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From India, Bangalore
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Human Resource Management is the function within an organization that focuses on recruitment , management , and providing direction to the people who work in the organization.
From India, Chandigarh
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From India, Chandigarh
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In simple terms human resource(HR) is acquiring,developing,motivating and retaining manpower
From India, Bangalore
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From India, Bangalore
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