Dear All, Please explain me as to what is the role i should play as the Former of the HR dpt of my company which did not have a HR dpt for last 8 years? Thank You!
From Sri Lanka, Battaramulla
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1From Sri Lanka, Battaramulla
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Dear Vindya,
First of all, you can start with:
1. Organisational chart with the help of senior management + department-wise.
2. Statutory requirement audit to identify any discrepancies.
3. HR policy formulation (attendance, recruitment, payroll, leave, promotion, welfare, etc.).
4. Process establishment for the HR department.
5. Coordinating activities with other departments like finance, accounts, administration, etc. (flow chart for HR/salary payment).
6. Implementation throughout the organisation.
Regards,
Ravi
From India, Pune
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First of all, you can start with:
1. Organisational chart with the help of senior management + department-wise.
2. Statutory requirement audit to identify any discrepancies.
3. HR policy formulation (attendance, recruitment, payroll, leave, promotion, welfare, etc.).
4. Process establishment for the HR department.
5. Coordinating activities with other departments like finance, accounts, administration, etc. (flow chart for HR/salary payment).
6. Implementation throughout the organisation.
Regards,
Ravi
From India, Pune
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Dear Vindya S. Samaraweera,
Thank you, Dear Ravi, for the good suggestion. Dear V. S. S., first, you should follow the first point of Ravi's suggestion, and after that, you can engage in such activities.
1) Start the day by greeting your staff.
2) Know your staff by name, even if they are a sweeper. Personal touch is the basis for HR function.
3) Browse your emails. Segregate them into urgent and important. Attend to the urgent ones first.
4) Go through your date diary and check whether any statutory compliances need to be met on that day or any meetings scheduled for that day. Make diarising dates a habit.
5) Solve grievances promptly; if not, they may escalate into potential disputes later.
These are a few basic functions to start your work.
Apart from these, you should implement all these things in your organization:
1. Manpower Planning
2. Recruitment
3. Induction for new joiners
4. Training
5. Motivation
6. Performance Appraisal
7. Promotions, Transfers, and Demotions
8. Retirement. In addition to these policies, provide welfare to employees.
9. Employee retention
10. Full and Final Settlement
All of the above work is generally carried out by the HR Department. However, you will have to perform the tasks as assigned by your seniors, which may include statutory compliance, HR & IR related issues, formulating HR policy, liaison with government bodies, etc.
Thanks & Regards
From India, Ranchi
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Thank you, Dear Ravi, for the good suggestion. Dear V. S. S., first, you should follow the first point of Ravi's suggestion, and after that, you can engage in such activities.
1) Start the day by greeting your staff.
2) Know your staff by name, even if they are a sweeper. Personal touch is the basis for HR function.
3) Browse your emails. Segregate them into urgent and important. Attend to the urgent ones first.
4) Go through your date diary and check whether any statutory compliances need to be met on that day or any meetings scheduled for that day. Make diarising dates a habit.
5) Solve grievances promptly; if not, they may escalate into potential disputes later.
These are a few basic functions to start your work.
Apart from these, you should implement all these things in your organization:
1. Manpower Planning
2. Recruitment
3. Induction for new joiners
4. Training
5. Motivation
6. Performance Appraisal
7. Promotions, Transfers, and Demotions
8. Retirement. In addition to these policies, provide welfare to employees.
9. Employee retention
10. Full and Final Settlement
All of the above work is generally carried out by the HR Department. However, you will have to perform the tasks as assigned by your seniors, which may include statutory compliance, HR & IR related issues, formulating HR policy, liaison with government bodies, etc.
Thanks & Regards
From India, Ranchi
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Dear Vindya,
Take the Three-Tier approach to HR, with HR operations, Legal, and finally HR Strategy.
There are HR operational processes that are already in progress. Start by mapping them. See how long it takes for one process to run and what the bottlenecks are. Set a manageable Turn-Around-Time if required. Acknowledge where you have dependencies and build a parallel process or support for it. Identify the start-to-end path for each process and which team member delivers what. Cite the points for escalations and name the leaders who are handling them. Add resources to your team if a process is under pressure. In case you can't hire anyone new, pool the responsibilities among the existing members, who might have lesser tasks to deliver during that time.
Once you have fairly stabilized your Operations, list out all the legal standards to be maintained and annual audits. Identify what has been managed by your peer firms and what the industry benchmark is. Involve an external legal consultant to ensure a timely service. Check for all the areas for outages and deviations. Learn how to avoid them from an expert. Keep a list of experts and officials to be contacted if required.
Finally, look at the business goals and identify the Human aspect in it. What would your team require to deliver in order to achieve the goal? Acknowledge existing issues towards Employee engagement and compensation. Review the current pay compared to industry standards.
Check for employee satisfaction and find out the gaps. Identify the near-term and long-term goals to address them.
Draw the Organization chart to review the information flow and decision-making chart. Check if an authority has lesser decision-making capabilities than his span of control. Identify the touch points and build a dotted line reporting if needed to support.
I am certain you must have identified a few challenges, no matter how preliminary they might seem. Please consider sharing them. Looking forward to hearing from you.
From India, Mumbai
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Take the Three-Tier approach to HR, with HR operations, Legal, and finally HR Strategy.
There are HR operational processes that are already in progress. Start by mapping them. See how long it takes for one process to run and what the bottlenecks are. Set a manageable Turn-Around-Time if required. Acknowledge where you have dependencies and build a parallel process or support for it. Identify the start-to-end path for each process and which team member delivers what. Cite the points for escalations and name the leaders who are handling them. Add resources to your team if a process is under pressure. In case you can't hire anyone new, pool the responsibilities among the existing members, who might have lesser tasks to deliver during that time.
Once you have fairly stabilized your Operations, list out all the legal standards to be maintained and annual audits. Identify what has been managed by your peer firms and what the industry benchmark is. Involve an external legal consultant to ensure a timely service. Check for all the areas for outages and deviations. Learn how to avoid them from an expert. Keep a list of experts and officials to be contacted if required.
Finally, look at the business goals and identify the Human aspect in it. What would your team require to deliver in order to achieve the goal? Acknowledge existing issues towards Employee engagement and compensation. Review the current pay compared to industry standards.
Check for employee satisfaction and find out the gaps. Identify the near-term and long-term goals to address them.
Draw the Organization chart to review the information flow and decision-making chart. Check if an authority has lesser decision-making capabilities than his span of control. Identify the touch points and build a dotted line reporting if needed to support.
I am certain you must have identified a few challenges, no matter how preliminary they might seem. Please consider sharing them. Looking forward to hearing from you.
From India, Mumbai
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Dear All,
Thank you very much for your advice and for taking the time to answer my question despite your busy schedules. Your ideas and advice are encouraging to me.
I started a few days ago, and I have already conducted a personal file audit to check the status of the documents that need to be filed in the personal files. From that audit, I prepared a report and presented it to the management. They were very pleased with it, and currently, I am in the process of rectifying some issues in the files. We have around 350 employees working with us, and I will be working on the organizational chart very soon. Currently, there are no policy documents, and I will need to prepare policies very soon.
I will keep you all updated on the progress as I know you are interested in the situation.
Thank you once again, and let's keep in touch!
From Sri Lanka, Battaramulla
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Thank you very much for your advice and for taking the time to answer my question despite your busy schedules. Your ideas and advice are encouraging to me.
I started a few days ago, and I have already conducted a personal file audit to check the status of the documents that need to be filed in the personal files. From that audit, I prepared a report and presented it to the management. They were very pleased with it, and currently, I am in the process of rectifying some issues in the files. We have around 350 employees working with us, and I will be working on the organizational chart very soon. Currently, there are no policy documents, and I will need to prepare policies very soon.
I will keep you all updated on the progress as I know you are interested in the situation.
Thank you once again, and let's keep in touch!
From Sri Lanka, Battaramulla
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Dear Vindhya S Samaraveera,
HR is the bridge between an organization and its associates. HR facilitates the operations of the business, similar to the finance or engineering teams. The focus is on the attraction, development, promotion, and success of people. Without HR, an organization, it is difficult to imagine the development of skilled associates, who are the essential cogs in the wheel that enable the organization to reach the top.
HR actually helps the organization reach its goals and objectives faster within a fixed period of time. The HR department manages the talent pool and provides management support in accomplishing organizational objectives.
In other words, HR handles intellectual management:
- Being in charge of recruitment,
- Employer and associate relations,
- Assisting associates in developing their careers by overseeing training.
HR is an integral part of the business that manages the workforce to be as productive and efficient as possible with the resources available. It ensures compliance on all employee-related issues not only to reduce the risks of employment but also to assist line managers in training, development, and staff motivation. Line Managers and Directors, who have expertise in the operation of the business, budgeting, forecasting industry developments, and general commercial awareness.
HR works with the Management team to ensure business goals are achieved through people management. HR is literally the character and face of an organization, enhancing its value. It begins from the time a prospective professional walks in for an interview in the organization until they leave the premises, successful or not. The way the prospect is treated and how the recruitment activity is scheduled says a lot about the company, showcasing the pivotal role HR plays in any organization.
Today, there is a talent crunch worldwide, making recruitment a costly affair with constantly rising costs. Every business is at risk if processes are not within reasonable prices and best practices. HR holds the responsibility for recruitment. HR cannot be a reactive solution to these problems but can proactively help a company attract, hire, and retain talented associates by following correct procedures to improve the organization's reputation, credibility, and staff commitment, becoming an employer of choice and reducing unnecessary overheads and labor turnover.
Recruiting is a time-consuming process requiring specific techniques and knowledge. That's why HR is crucial, as it connects potential employees with potential employment and helps companies sift through candidates to select the best fit for job requirements, especially in big companies where the HR Department is irreplaceable.
HR support comes at different levels, from basic policy and process formation to administration management, welfare management, cultural management, and strategic management at the board level. A value-added HR organization can provide a strategic view of the business demands, future organizational talent needs, and actions required to meet those needs.
Some insights into the tactical part of the HR role have been provided, but there is an aspect of the function often overlooked due to how companies have historically used the department. That is the strategic value an HR professional can offer a company.
Please see this link for more:
Dave Ulrich and colleagues, 04 Jan 2012
[HR Magazine - Exclusive: The six competencies to inspire HR professionals for 2012](http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hr-professionals-2012)
Dave Ulrich is a professor at the Ross School of Business, University of Michigan, and a partner at RBL Group, a consulting firm aiming to help organizations and leaders deliver value. He has published widely and was ranked number one in HR magazine's list of most influential international thinkers. Jon Younger is a partner of RBL Group and leads the strategic HR practice area. Wayne Brockbank is a partner emeritus at RBL Group. He has been a clinical professor of business at Ross School of Business and a consultant and executive educator at RBL. Mike Ulrich is a research associate at RBL Group, focused on research methods and statistical analysis.
Regards,
TSK Raman
From India, Hyderabad
Acknowledge(0)Amend(0)
HR is the bridge between an organization and its associates. HR facilitates the operations of the business, similar to the finance or engineering teams. The focus is on the attraction, development, promotion, and success of people. Without HR, an organization, it is difficult to imagine the development of skilled associates, who are the essential cogs in the wheel that enable the organization to reach the top.
HR actually helps the organization reach its goals and objectives faster within a fixed period of time. The HR department manages the talent pool and provides management support in accomplishing organizational objectives.
In other words, HR handles intellectual management:
- Being in charge of recruitment,
- Employer and associate relations,
- Assisting associates in developing their careers by overseeing training.
HR is an integral part of the business that manages the workforce to be as productive and efficient as possible with the resources available. It ensures compliance on all employee-related issues not only to reduce the risks of employment but also to assist line managers in training, development, and staff motivation. Line Managers and Directors, who have expertise in the operation of the business, budgeting, forecasting industry developments, and general commercial awareness.
HR works with the Management team to ensure business goals are achieved through people management. HR is literally the character and face of an organization, enhancing its value. It begins from the time a prospective professional walks in for an interview in the organization until they leave the premises, successful or not. The way the prospect is treated and how the recruitment activity is scheduled says a lot about the company, showcasing the pivotal role HR plays in any organization.
Today, there is a talent crunch worldwide, making recruitment a costly affair with constantly rising costs. Every business is at risk if processes are not within reasonable prices and best practices. HR holds the responsibility for recruitment. HR cannot be a reactive solution to these problems but can proactively help a company attract, hire, and retain talented associates by following correct procedures to improve the organization's reputation, credibility, and staff commitment, becoming an employer of choice and reducing unnecessary overheads and labor turnover.
Recruiting is a time-consuming process requiring specific techniques and knowledge. That's why HR is crucial, as it connects potential employees with potential employment and helps companies sift through candidates to select the best fit for job requirements, especially in big companies where the HR Department is irreplaceable.
HR support comes at different levels, from basic policy and process formation to administration management, welfare management, cultural management, and strategic management at the board level. A value-added HR organization can provide a strategic view of the business demands, future organizational talent needs, and actions required to meet those needs.
Some insights into the tactical part of the HR role have been provided, but there is an aspect of the function often overlooked due to how companies have historically used the department. That is the strategic value an HR professional can offer a company.
Please see this link for more:
Dave Ulrich and colleagues, 04 Jan 2012
[HR Magazine - Exclusive: The six competencies to inspire HR professionals for 2012](http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hr-professionals-2012)
Dave Ulrich is a professor at the Ross School of Business, University of Michigan, and a partner at RBL Group, a consulting firm aiming to help organizations and leaders deliver value. He has published widely and was ranked number one in HR magazine's list of most influential international thinkers. Jon Younger is a partner of RBL Group and leads the strategic HR practice area. Wayne Brockbank is a partner emeritus at RBL Group. He has been a clinical professor of business at Ross School of Business and a consultant and executive educator at RBL. Mike Ulrich is a research associate at RBL Group, focused on research methods and statistical analysis.
Regards,
TSK Raman
From India, Hyderabad
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It's always a pleasure sharing things that you come across, especially knowledge and experience.
You are welcome, Vindhya Samaraveera.
Paste this link into the browser and see for yourself what it opens up to - a virtual gold mine:
[Microsoft Education Competencies](http://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencies)
Know about:
Individual excellence
- Building effective teams
- Compassion
- Customer focus
- Humor
- Integrity and trust
- Interpersonal skills
- Listening
- Managing relationships
- Managing vision and purpose
- Motivating others
- Negotiating
- Personal learning and development
- Valuing diversity
Courage
- Assessing talent
- Conflict management
- Managerial courage
- Operating skills
- Developing others
- Directing others
- Managing and measuring work
- Managing through processes and systems
- Organizing
- Planning
- Priority setting
- Time management
- Timely decision making
Organizational skills
- Comfort around authority
- Organizational agility
- Presentation skills
- Written communications
Strategic skills
- Creativity
- Dealing with ambiguity
- Decision quality and problem-solving
- Functional/technical skills
- Intellectual acumen
- Learning on the fly
- Strategic agility and innovation management
- Technical learning
Results
- Action-oriented
- Drive for results
Warm regards,
TSK. Raman
Sr. Advisor Strategy - Jarus Technologies India P Ltd., Secunderabad, A.P. India
Mob.: 08374111185
URL: [Jarus](http://www.jarustech.com)
⭐ LinkedIn: [http://www.linkedin.com/profile/view?id=105372283&trk=tab_pro](http://www.linkedin.com/profile/view?id=105372283&trk=tab_pro)
From India, Hyderabad
Acknowledge(0)Amend(0)
You are welcome, Vindhya Samaraveera.
Paste this link into the browser and see for yourself what it opens up to - a virtual gold mine:
[Microsoft Education Competencies](http://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencies)
Know about:
Individual excellence
- Building effective teams
- Compassion
- Customer focus
- Humor
- Integrity and trust
- Interpersonal skills
- Listening
- Managing relationships
- Managing vision and purpose
- Motivating others
- Negotiating
- Personal learning and development
- Valuing diversity
Courage
- Assessing talent
- Conflict management
- Managerial courage
- Operating skills
- Developing others
- Directing others
- Managing and measuring work
- Managing through processes and systems
- Organizing
- Planning
- Priority setting
- Time management
- Timely decision making
Organizational skills
- Comfort around authority
- Organizational agility
- Presentation skills
- Written communications
Strategic skills
- Creativity
- Dealing with ambiguity
- Decision quality and problem-solving
- Functional/technical skills
- Intellectual acumen
- Learning on the fly
- Strategic agility and innovation management
- Technical learning
Results
- Action-oriented
- Drive for results
Warm regards,
TSK. Raman
Sr. Advisor Strategy - Jarus Technologies India P Ltd., Secunderabad, A.P. India
Mob.: 08374111185
URL: [Jarus](http://www.jarustech.com)
⭐ LinkedIn: [http://www.linkedin.com/profile/view?id=105372283&trk=tab_pro](http://www.linkedin.com/profile/view?id=105372283&trk=tab_pro)
From India, Hyderabad
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