Hi friends,
I am Nazia Nisha. I have completed my MBA with HR specialization from Pune. I am a fresher currently residing in Delhi and looking for a good job where I can learn and enhance my knowledge. I have attended many interviews but have not been able to secure a job in the HR field due to lack of work experience and references. I am humbly requesting some guidelines for interviews and better notes on HR. Please provide a simple explanation of HR definitions, roles of HR, recruitment and selection processes, perception, Johari Window, and how to use it, as well as KRA, KPA, KSA, KPI, and their importance. What is end-to-end recruitment?
I completed my MBA in 2009 but faced some medical issues, which led me to my hometown during campus selections. Please send practical knowledge and notes on HR as I do not have any at the moment. I am feeling frustrated and losing hope. Any help will be greatly appreciated, and I will be thankful and pray for your happiness and well-being.
Regards,
Nazia Nisha
From India, Mumbai
Acknowledge(0)
Amend(0)
1I am Nazia Nisha. I have completed my MBA with HR specialization from Pune. I am a fresher currently residing in Delhi and looking for a good job where I can learn and enhance my knowledge. I have attended many interviews but have not been able to secure a job in the HR field due to lack of work experience and references. I am humbly requesting some guidelines for interviews and better notes on HR. Please provide a simple explanation of HR definitions, roles of HR, recruitment and selection processes, perception, Johari Window, and how to use it, as well as KRA, KPA, KSA, KPI, and their importance. What is end-to-end recruitment?
I completed my MBA in 2009 but faced some medical issues, which led me to my hometown during campus selections. Please send practical knowledge and notes on HR as I do not have any at the moment. I am feeling frustrated and losing hope. Any help will be greatly appreciated, and I will be thankful and pray for your happiness and well-being.
Regards,
Nazia Nisha
From India, Mumbai
Acknowledge(0)Amend(0)
Answer
TIEPNK,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
===================================
1.WHAT ARE KRA ---KPA --- KPI.
Key Result Areas [KRA]
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
-----------------------------------------------------------------------
KEY PERFORMANCE AREAS.[KPA]
When the key results area is large,
it is broken into manageable areas for managing/ evaluation.
these sub-sections of KRAs are called KPA
example
KRA = RECRUITMENT/ SELECTION
KPA 1= RECRUITMENT
KPA 2 = SELECTION
--------------------------------------------------------------
KEY PERFORMANCE INDICATORS [ KPi]
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department /INDIVIDUAL which
can have effect on the business results and is
self measured where applicable.
================================================== ================
LET US NOW WORK ON HUMAN RESOURCE DEPARTMENT.
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
--------------------------------------------------------------------------
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
-KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
These are the areas within the HR DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ====
The evaluation of HR DEPARTMENT can have four levels of
perspective.
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
================================================== ======
HERE IS AN EXAMPLE, WHICH YOU CAN USE TO DEVELOP
FOR YOUR ORGANIZATION.
SUPPOSE THE CORPORATE OBJECTIVE for the organization is
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT OBJECTIVE FOR THE PERIOD IS
-IMPROVE THE PRODUCTIVITY 10%.
THIS MEANS
KRAs, KPAs and KPI [shown in brackets ] for HR.
KRA 1 -RECRUITMENT/ SELECTION
KPA 1- RECRUITMENT
[KPI= average time taken for recruitment per employee = 2 months]
KPA 2 -SELECTION
[ KPI = average cost per new employee = $ 10,000]
====================================
KRA 2- PERFORMANCE MANAGEMENT
KPA 1 - PERFORMANCE APPRAISALS
[KPI = all staff to be appraised at least once annually]
KPA 2 -SUCCESSION PLANNING
[ KPI = 8 POTENTAL staff to be identified and talent managed]
=================================================
KRA 3 - REWARD MANAGEMENT
KPA 1- MARKET ORIENTED SALARY STRUCTURING
[ KPI = total compensation to sales 12%]
KPA 2 -BENEFITS PLANNING
[ KPI = 6% of total salary bill]
============================================
KRA 4 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 - TRAINING
[ KPI = average training hours per employee annually= 24 hours]
KPA 2 - MANAGEMENT DEVELOPMENT
[ KPI =average MD cost per employee annually= 16000 DOLLARS]
===============================================
KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS
KPA 1 -JOB EVALUATIONS
[ KPI = 600 lower staff , below grade 4 to be evaluated]
KPA 2 - EMPLOYEE COMMUNICATIONS
[ KPI = 4 newsletter on intranet,one per quarter ]
===========================================
KRA 6 - WORKFORCE PLANNING/ DIVERSITY
KPA 1 - ANSENTEEISM
[ KPI = absent rate at 5%]
KPA 2- TURNOVER
[ KPI = turnover rate at 7%]
KPA 3- DIVERSITY
[ KPI = 3 FEMALES TO BE INDUCTED INTO MANAGEMENT CADRE]
===========================================
KRA 7 - SAFETY AND HEALTH WORKPLACE
KPA 1 - SAFETY
[ KPI = accident safety ratings, benchmark with industry]
KPA 2 - HEALTH
[KPI = actual health expenditure vs budget ]
============================================
KRA 8 - EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
KPA 1- HRIS
[ KPI = finalize the software . $ 0.5 million capital budget]
From India, Gurgaon
Acknowledge(0)Amend(0)
TIEPNK,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
===================================
1.WHAT ARE KRA ---KPA --- KPI.
Key Result Areas [KRA]
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
-----------------------------------------------------------------------
KEY PERFORMANCE AREAS.[KPA]
When the key results area is large,
it is broken into manageable areas for managing/ evaluation.
these sub-sections of KRAs are called KPA
example
KRA = RECRUITMENT/ SELECTION
KPA 1= RECRUITMENT
KPA 2 = SELECTION
--------------------------------------------------------------
KEY PERFORMANCE INDICATORS [ KPi]
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department /INDIVIDUAL which
can have effect on the business results and is
self measured where applicable.
================================================== ================
LET US NOW WORK ON HUMAN RESOURCE DEPARTMENT.
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
--------------------------------------------------------------------------
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
-KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
These are the areas within the HR DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ====
The evaluation of HR DEPARTMENT can have four levels of
perspective.
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
================================================== ======
HERE IS AN EXAMPLE, WHICH YOU CAN USE TO DEVELOP
FOR YOUR ORGANIZATION.
SUPPOSE THE CORPORATE OBJECTIVE for the organization is
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT OBJECTIVE FOR THE PERIOD IS
-IMPROVE THE PRODUCTIVITY 10%.
THIS MEANS
KRAs, KPAs and KPI [shown in brackets ] for HR.
KRA 1 -RECRUITMENT/ SELECTION
KPA 1- RECRUITMENT
[KPI= average time taken for recruitment per employee = 2 months]
KPA 2 -SELECTION
[ KPI = average cost per new employee = $ 10,000]
====================================
KRA 2- PERFORMANCE MANAGEMENT
KPA 1 - PERFORMANCE APPRAISALS
[KPI = all staff to be appraised at least once annually]
KPA 2 -SUCCESSION PLANNING
[ KPI = 8 POTENTAL staff to be identified and talent managed]
=================================================
KRA 3 - REWARD MANAGEMENT
KPA 1- MARKET ORIENTED SALARY STRUCTURING
[ KPI = total compensation to sales 12%]
KPA 2 -BENEFITS PLANNING
[ KPI = 6% of total salary bill]
============================================
KRA 4 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 - TRAINING
[ KPI = average training hours per employee annually= 24 hours]
KPA 2 - MANAGEMENT DEVELOPMENT
[ KPI =average MD cost per employee annually= 16000 DOLLARS]
===============================================
KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS
KPA 1 -JOB EVALUATIONS
[ KPI = 600 lower staff , below grade 4 to be evaluated]
KPA 2 - EMPLOYEE COMMUNICATIONS
[ KPI = 4 newsletter on intranet,one per quarter ]
===========================================
KRA 6 - WORKFORCE PLANNING/ DIVERSITY
KPA 1 - ANSENTEEISM
[ KPI = absent rate at 5%]
KPA 2- TURNOVER
[ KPI = turnover rate at 7%]
KPA 3- DIVERSITY
[ KPI = 3 FEMALES TO BE INDUCTED INTO MANAGEMENT CADRE]
===========================================
KRA 7 - SAFETY AND HEALTH WORKPLACE
KPA 1 - SAFETY
[ KPI = accident safety ratings, benchmark with industry]
KPA 2 - HEALTH
[KPI = actual health expenditure vs budget ]
============================================
KRA 8 - EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
KPA 1- HRIS
[ KPI = finalize the software . $ 0.5 million capital budget]
From India, Gurgaon
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Thank you, Mukesh. May God fulfill all your dreams. I am praying for you. Thanks, I will study. Do you have any other notes on HR? Like HR roles, what is HR, recruitment and selection process, training, job design, job description, perception, performance appraisal notes? Not in bookish language. Please send me in your own language.
From India, Mumbai
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From India, Mumbai
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The core roles of human resource management are grouped below into three categories. The titles of the clusters are tentative, and are open for comment.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
Strategic perspective
Organisation design
Change management
Corporate Wellness management
PEOPLE ACQUISITION AND DEVELOPMENT
Staffing the organization
Training & development
Career Management
Performance Management
Industrial relations
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
Compensation management
Information management
Administrative management
Financial management
ROLES
The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
STRATEGIC PERSPECTIVE
§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.
ORGANISATIONAL DESIGN
§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.
CHANGE MANAGEMENT
§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.
CORPORATE WELLNESS MANAGEMENT
§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)
PEOPLE ACQUISITION AND DEVELOPMENT
STAFFING THE ORGANISATION
As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).
TRAINING & DEVELOPMENT
§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.
CAREER MANAGEMENT
§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.
PERFORMANCE MANAGEMENT
§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.
INDUSTRIAL RELATIONS
§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
COMPENSATION MANAGEMENT
§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.
INFORMATION MANAGEMENT
§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.
ADMINISTRATIVE MANAGEMENT
§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management
FINANCIAL MANAGEMENT
§ Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
§ Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.
From India, Gurgaon
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PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
Strategic perspective
Organisation design
Change management
Corporate Wellness management
PEOPLE ACQUISITION AND DEVELOPMENT
Staffing the organization
Training & development
Career Management
Performance Management
Industrial relations
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
Compensation management
Information management
Administrative management
Financial management
ROLES
The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
STRATEGIC PERSPECTIVE
§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.
ORGANISATIONAL DESIGN
§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.
CHANGE MANAGEMENT
§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.
CORPORATE WELLNESS MANAGEMENT
§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)
PEOPLE ACQUISITION AND DEVELOPMENT
STAFFING THE ORGANISATION
As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).
TRAINING & DEVELOPMENT
§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.
CAREER MANAGEMENT
§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.
PERFORMANCE MANAGEMENT
§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.
INDUSTRIAL RELATIONS
§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
COMPENSATION MANAGEMENT
§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.
INFORMATION MANAGEMENT
§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.
ADMINISTRATIVE MANAGEMENT
§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management
FINANCIAL MANAGEMENT
§ Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
§ Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.
From India, Gurgaon
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Dear Nisha,
Please find every information related to HR and an HR interview CiteHR New Member <link updated to site home> ( Search On Cite | Search On Google ) and How to be a good HR <link updated to site home> ( Search On Cite | Search On Google )
Kindly review the provided resources at your convenience.
Thank you.
Best regards,
[Your Name]
From India, Mumbai
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Please find every information related to HR and an HR interview CiteHR New Member <link updated to site home> ( Search On Cite | Search On Google ) and How to be a good HR <link updated to site home> ( Search On Cite | Search On Google )
Kindly review the provided resources at your convenience.
Thank you.
Best regards,
[Your Name]
From India, Mumbai
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Dear all,
I completed my MBA in HR in 2010. Currently, I am working in a Private Limited Company as an HR executive. Now, I want to change my field. Please suggest any courses or degrees I can pursue after my MBA.
Thank you for your help.
From India, Indore
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I completed my MBA in HR in 2010. Currently, I am working in a Private Limited Company as an HR executive. Now, I want to change my field. Please suggest any courses or degrees I can pursue after my MBA.
Thank you for your help.
From India, Indore
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Dear nazia nisha, Herewith I have attached you interview questions,which would be useful for u....
From India, New Delhi
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From India, New Delhi
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Dear (Cite Contribution) & Senthamizh Selvan.R,
Thank you for your support. May "GOD" bless both of you. May your wishes come true as soon as possible. May "GOD" give you all the happiness in your life. Thank you so much. I will practice, practice, and practice, I know. When we fail, we hurt, but I know, without failure, we cannot get success. Please pray for me. One day, I will get a good job in the HR field.
Best regards,
Nazia Nisha
From India, Mumbai
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Thank you for your support. May "GOD" bless both of you. May your wishes come true as soon as possible. May "GOD" give you all the happiness in your life. Thank you so much. I will practice, practice, and practice, I know. When we fail, we hurt, but I know, without failure, we cannot get success. Please pray for me. One day, I will get a good job in the HR field.
Best regards,
Nazia Nisha
From India, Mumbai
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.