Well said HR is sandwich between employees and management. Every company thinks that HR doesnt do any work the organisaton is running because of their departments an HR person is never rewarded for what he/she does in their organisation.Not rewarded for hiring a good candidate,not appreciated of organising parties, and every work with HR does in their organisation.
I think it is wrong.Every person in the organisation should be rewarded or recognised for whatever work he/she does in respect of any department.
When all employees are working hard for their work then why dont they think that HR is also part of their organisation he can also do good work and eligible for some reward/incentive/recognition.
In short whenever something good happens in an organisation it is because other XYZ department and when some thing went wrong everyone is ready to blame for that thing..Cum 1 guys !! We are also an human being .
I dnt know when will an organisation will understand the importance of an HR person in their organisation .
From India, Chandigarh
1I think it is wrong.Every person in the organisation should be rewarded or recognised for whatever work he/she does in respect of any department.
When all employees are working hard for their work then why dont they think that HR is also part of their organisation he can also do good work and eligible for some reward/incentive/recognition.
In short whenever something good happens in an organisation it is because other XYZ department and when some thing went wrong everyone is ready to blame for that thing..Cum 1 guys !! We are also an human being .
I dnt know when will an organisation will understand the importance of an HR person in their organisation .
From India, Chandigarh
Cheers,
We are actualy not aware what we are for. Our profile and pressure to meet our goals bound us not to look into real areas needed to be improved.
I am from a manufacturing company and just want to share an example of real work for an HR person.
Most of the time I got to production line and spend some moments with real people who produce for us.
What they want... Those people really perform in poor condition. Years pass on but they all are not promoted. I have seen many employees who all are capable of handling much bigger responsibility than what they really do. It will be beneficial both for the company and the employee. Company could get a work done at low cost and an employee could get 30 to 40% more pay. We being in HR could show real picture to our management sitting at corporate offices and could make life of our people better.
From India, Pune
We are actualy not aware what we are for. Our profile and pressure to meet our goals bound us not to look into real areas needed to be improved.
I am from a manufacturing company and just want to share an example of real work for an HR person.
Most of the time I got to production line and spend some moments with real people who produce for us.
What they want... Those people really perform in poor condition. Years pass on but they all are not promoted. I have seen many employees who all are capable of handling much bigger responsibility than what they really do. It will be beneficial both for the company and the employee. Company could get a work done at low cost and an employee could get 30 to 40% more pay. We being in HR could show real picture to our management sitting at corporate offices and could make life of our people better.
From India, Pune
Yes Goldie, I agree but then why aren’t we..........doing what you are saying ?!? Just ponder ?!? Who is going to come and do it for us ????
From India, Mumbai
From India, Mumbai
I am disappointed to say although this is a crucial topic of perception & self esteem but there must always be a technical point of view stick with every role/functioning.
Few of our contributing members seems to assess my question in a wrong way. The basis of any question raised here could be our analysis not only self tolerated
situations, so i strongly oppose if someone is suggesting me for what job/role i suit for.
This is a common question comes into mind of almost every HR professional, so take it generally.
Rgds,
Manish Gupta
From India, Ghaziabad
Few of our contributing members seems to assess my question in a wrong way. The basis of any question raised here could be our analysis not only self tolerated
situations, so i strongly oppose if someone is suggesting me for what job/role i suit for.
This is a common question comes into mind of almost every HR professional, so take it generally.
Rgds,
Manish Gupta
From India, Ghaziabad
Would like to understand whether root-problem of this attitude is "Trust deficit" and "Fear Psychosis" of Hr-professionals itself or is it to blame
the traditional organization structure & seemingly never-changing organization culture?????
Rgds,
Manish
From India, Ghaziabad
the traditional organization structure & seemingly never-changing organization culture?????
Rgds,
Manish
From India, Ghaziabad
Yes. The keyword is, "Respect." Mutual respect is something that makes an organization internally healthy. But the professional environments are more prone to politics and pseudo power greed. An HR is the most appropriate person who can preach this. But it's not easy. Respect is hardly recognized or valued. If a department is not directly related to "PAISA," it's going to be looked down upon.
My two cents.
Best regards,
Subhabrata Seal.
From India, Kolkata
My two cents.
Best regards,
Subhabrata Seal.
From India, Kolkata
My experience doesn't tell me that.
Reading, New Competencies for HR, By Robert J. Grossman. Researchers have updated the portfolio of competencies for high-performing HR professionals.
Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.
CEOs are not waiting for HR to come in with options —they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.
In a gist it talks about The Competencies and Their Elements
Basically there are six competencies and the elements that make them up offer the outlines of what it takes to be successful.
The Credible Activist is respected, admired, listened to and offers a point of view, takes a position and challenges assumptions by.
The Cultural Steward recognizes, articulates and helps shape a company’s culture by:
The Talent Manager/Organizational Designer masters theory, research and practice in both
talent management and organizational design
The Strategy Architect knows how to make the right change happen
The Business Ally contributes to the success of the business
The Operational Executor administers the day-today work of managing people inside an organization
Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.”
Finally, set your priorities
Should anyone be interested in this particulalry I can mail it they can please mail to me at
From India, Hyderabad
Reading, New Competencies for HR, By Robert J. Grossman. Researchers have updated the portfolio of competencies for high-performing HR professionals.
Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.
CEOs are not waiting for HR to come in with options —they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.
In a gist it talks about The Competencies and Their Elements
Basically there are six competencies and the elements that make them up offer the outlines of what it takes to be successful.
The Credible Activist is respected, admired, listened to and offers a point of view, takes a position and challenges assumptions by.
The Cultural Steward recognizes, articulates and helps shape a company’s culture by:
The Talent Manager/Organizational Designer masters theory, research and practice in both
talent management and organizational design
The Strategy Architect knows how to make the right change happen
The Business Ally contributes to the success of the business
The Operational Executor administers the day-today work of managing people inside an organization
Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.”
Finally, set your priorities
Should anyone be interested in this particulalry I can mail it they can please mail to me at
From India, Hyderabad
It all depends upon how you assume your role is. If you belittle yourself as a rat, you are ready to be squashed. Even if you look like a rat, you can always assume yourself to be an elephant ! You dont worry about what others feel about your role. It is their perception. Each job is belittled, ridiculed by others, sometimes own team members or employees of other verticals in an organisation.
The challenge lies in how you are carrying forward your challenges and responsibilities. On your own, you do not take sides with either side and maintain dignity, decorum and middle-of-the-road policy, as a honest HR !
Best wishes
From India
The challenge lies in how you are carrying forward your challenges and responsibilities. On your own, you do not take sides with either side and maintain dignity, decorum and middle-of-the-road policy, as a honest HR !
Best wishes
From India
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