Got a job as hr in a real estate company. I am new in company. So i want to know about whats the first duty of hr?
From India, Bangalore
From India, Bangalore
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The first and foremost duty of HR is to measure human productivity. After measuring, HR needs to find ways to improve productivity.
Improvement in productivity levels or maintaining human productivity is achieved through proper recruitment, training and development, career planning, welfare programs, conducting various organizational surveys, and so on.
Above all, human productivity is also maintained when a culture of measurement is fostered in the company. To foster a culture of measurement, HR needs to measure business performance on various counts. Later, these measures of business performance need to be assigned to various HODs so that they are accountable.
You are from the real estate industry. As an HR professional, create standard measures of performance to facilitate easy comparison between two or more civil projects.
From India, Bangalore
8034Improvement in productivity levels or maintaining human productivity is achieved through proper recruitment, training and development, career planning, welfare programs, conducting various organizational surveys, and so on.
Above all, human productivity is also maintained when a culture of measurement is fostered in the company. To foster a culture of measurement, HR needs to measure business performance on various counts. Later, these measures of business performance need to be assigned to various HODs so that they are accountable.
You are from the real estate industry. As an HR professional, create standard measures of performance to facilitate easy comparison between two or more civil projects.
From India, Bangalore
Congratulations on your New job and request your self to go through this video to understand whats is Employee engagement.
Employee engagement
Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation�s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.
�This is about how we create the conditions in which employees offer more of their capability and potential.� �
There are differences between attitude, behaviour and outcomes in terms of engagement. An employee might feel pride and loyalty (attitude); be a great advocate of their company to clients, or go the extra mile to finish a piece of work (behaviour). Outcomes may include lower accident rates, higher productivity, fewer conflicts, more innovation, lower numbers leaving and reduced sickness rates. But we believe all three � attitudes, behaviours and outcomes � are part of the engagement story. There is a virtuous circle when the pre-conditions of engagement are met when these three aspects of engagement trigger and reinforce one another.
Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments � between employers and staff � are understood, and are fulfilled.
Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees� commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an �add on�, but as an integral part of their daily activity at work.
But is employee engagement something new, or simply old wine (long-standing management approaches) in new (fashionable management-speak) bottles? Is it just the latest management fad? We believe that while it does have clear overlaps with analytical antecedents such as commitment, �organisational citizenship behaviour�, job involvement and job satisfaction, there are also crucial differences.
In particular, engagement is two way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Each reinforces the other.
An engaged employee experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. It is a concept that is greater than the sum of its parts.
Despite there being some debate about the precise meaning of employee engagement there are three things we know about it: it is measurable; it can be correlated with performance; and it varies from poor to great. Most importantly employers can do a great deal to impact on people�s level of engagement. That is what makes it so important, as a tool for business success.
Wishing you the very best in your new job as a HR in the Real Estate company
From India, Bangalore
Employee engagement
Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation�s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.
�This is about how we create the conditions in which employees offer more of their capability and potential.� �
There are differences between attitude, behaviour and outcomes in terms of engagement. An employee might feel pride and loyalty (attitude); be a great advocate of their company to clients, or go the extra mile to finish a piece of work (behaviour). Outcomes may include lower accident rates, higher productivity, fewer conflicts, more innovation, lower numbers leaving and reduced sickness rates. But we believe all three � attitudes, behaviours and outcomes � are part of the engagement story. There is a virtuous circle when the pre-conditions of engagement are met when these three aspects of engagement trigger and reinforce one another.
Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments � between employers and staff � are understood, and are fulfilled.
Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees� commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an �add on�, but as an integral part of their daily activity at work.
But is employee engagement something new, or simply old wine (long-standing management approaches) in new (fashionable management-speak) bottles? Is it just the latest management fad? We believe that while it does have clear overlaps with analytical antecedents such as commitment, �organisational citizenship behaviour�, job involvement and job satisfaction, there are also crucial differences.
In particular, engagement is two way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Each reinforces the other.
An engaged employee experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. It is a concept that is greater than the sum of its parts.
Despite there being some debate about the precise meaning of employee engagement there are three things we know about it: it is measurable; it can be correlated with performance; and it varies from poor to great. Most importantly employers can do a great deal to impact on people�s level of engagement. That is what makes it so important, as a tool for business success.
Wishing you the very best in your new job as a HR in the Real Estate company
From India, Bangalore
Congratulations!
The first priority is to understand the HR policies prevailing in the organization. Since yours is a real estate company, understand the following:
1. Number of employees
2. The recruitment policy followed
3. Salary structure
4. Organizational hierarchy
5. Coordination with related departments
Apart from the above, you need to build a good rapport with all the departments.
May joy be with you.
Sapthagiri R.D
Program-In-Charge
MBA in Entrepreneurship & PGDEM
Jain University
From India, Bangalore
The first priority is to understand the HR policies prevailing in the organization. Since yours is a real estate company, understand the following:
1. Number of employees
2. The recruitment policy followed
3. Salary structure
4. Organizational hierarchy
5. Coordination with related departments
Apart from the above, you need to build a good rapport with all the departments.
May joy be with you.
Sapthagiri R.D
Program-In-Charge
MBA in Entrepreneurship & PGDEM
Jain University
From India, Bangalore
Congrats.
First duty of HR is to prioritize HR functions out of a regular Generalist profile. In the case of real estate, I feel that Compliances & Training for the Marketing team would be the initial scope of work. Recruitment may not be a priority as market growth and the expansion of the Department/Team may be doubtful.
Regards,
Arjun Pandav9
From India, Mumbai
First duty of HR is to prioritize HR functions out of a regular Generalist profile. In the case of real estate, I feel that Compliances & Training for the Marketing team would be the initial scope of work. Recruitment may not be a priority as market growth and the expansion of the Department/Team may be doubtful.
Regards,
Arjun Pandav9
From India, Mumbai
Dear Inquirer,
Your Query: First Duty of HR Practitioners & Professional
Position: The Only Duty of HR Professional-Practitioners comprises of:
1. Knowing the available Human Resource - Quality Output wise & Quantity wise with a view to Rationalize/Optimize;
2. Keeping People Who Keep you in Business and Get you More Business;
3. Converting Stumbling Blocks into Stepping Stones in order to Relate to & with People for the sake of People Empowerment;
4. Rewarding the People's Contribution Proportionately to get Scores of Actively Engaged Employees;
5. Career Planning as well with Succession Planning for Sensitive & Sensible Contributors.
Sense of Belongingness and commitment invariably follows. Try that once.
Harsh Kumar Sharan
Kritarth Consulting Pvt Ltd, Bengaluru Learning & Training Center
3.3.15
From India, Delhi
Your Query: First Duty of HR Practitioners & Professional
Position: The Only Duty of HR Professional-Practitioners comprises of:
1. Knowing the available Human Resource - Quality Output wise & Quantity wise with a view to Rationalize/Optimize;
2. Keeping People Who Keep you in Business and Get you More Business;
3. Converting Stumbling Blocks into Stepping Stones in order to Relate to & with People for the sake of People Empowerment;
4. Rewarding the People's Contribution Proportionately to get Scores of Actively Engaged Employees;
5. Career Planning as well with Succession Planning for Sensitive & Sensible Contributors.
Sense of Belongingness and commitment invariably follows. Try that once.
Harsh Kumar Sharan
Kritarth Consulting Pvt Ltd, Bengaluru Learning & Training Center
3.3.15
From India, Delhi
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PP-Vol-53 Employee engagement- hr - mktg.pdf
HR Manual (Employee Hand Book).doc