As expected another quality comments on this forum. To keep myself busy I am reading various articles related to HR. At present I am working for a small manufacturing company under the guidance of HR consultant because there was no HR dept in this company. I know that in such a scenario there is a lot of room for various HR activities but we will perform those activities only on the instructions of the managing director. We have prepared personnel files, job profiles, leave cards, installed attendance machine and even hr manual (yet to be finalised by the MD). Other HR activities are in the pipeline but without MD's instructions we are helpless at present.
We are going to perform following HR activities:
1. Performance Management System (there is no system for appraisals so we are going to start it.)
2. Issue of Employee ID Cards.
3. Finalisation of HR Manual.
4. Issuing Increment Letters and new Salary Structure for staff
etc.
Note: Our MD has told us not to focus on workers for 6 months and to only focus on staff employees initially.
From India, Mumbai
47We are going to perform following HR activities:
1. Performance Management System (there is no system for appraisals so we are going to start it.)
2. Issue of Employee ID Cards.
3. Finalisation of HR Manual.
4. Issuing Increment Letters and new Salary Structure for staff
etc.
Note: Our MD has told us not to focus on workers for 6 months and to only focus on staff employees initially.
From India, Mumbai
That is the fate of HR department in all organisation. Finally the MD will play his because that is his investment. If management is looking in favour of the staff or workers definitely they implement the system proposed HR department. How ever it is a syle of business.
Hrkpati
From India, Guwahati
Hrkpati
From India, Guwahati
your question how to prove HR is valuable,
In My view it is differ form like, nature of industry or business, size of the company , government policies and procedure
First we know the HR, Functions it is very to important to company
1. HR Planning
2. Job Analysis
3. Job Design
4. Recruitment & Selection
5. Orientation & Placement
6. Training & Development
7. Performance Appraisals
8. Job Evaluation
9. Employee and Executive Remuneration
10. Motivation
11. Communication
12. Welfare
13. Safety & Health
14. Industrial Relations
15. Other activities ( pollution etc )
Industrial relation:-
We should follow various provision of Act under the industrial relation , it may regular or periodically meanwhile the employer did not follow provision of the act , he suffer the penalty and imprisonment imposed by particular authority, causes closing the factory
We cannot make anything without human resource; So we know all it recruit by HR
I strongly say HR is very important Nowadays
From India, Coimbatore
In My view it is differ form like, nature of industry or business, size of the company , government policies and procedure
First we know the HR, Functions it is very to important to company
1. HR Planning
2. Job Analysis
3. Job Design
4. Recruitment & Selection
5. Orientation & Placement
6. Training & Development
7. Performance Appraisals
8. Job Evaluation
9. Employee and Executive Remuneration
10. Motivation
11. Communication
12. Welfare
13. Safety & Health
14. Industrial Relations
15. Other activities ( pollution etc )
Industrial relation:-
We should follow various provision of Act under the industrial relation , it may regular or periodically meanwhile the employer did not follow provision of the act , he suffer the penalty and imprisonment imposed by particular authority, causes closing the factory
We cannot make anything without human resource; So we know all it recruit by HR
I strongly say HR is very important Nowadays
From India, Coimbatore
It's been an interesting discussion so far, from the number of quality responses this has generated. While it will be appropriate to acknowledge everyone who has shared his/her thoughts on this query, I would want take to this another level, which suggests "prevention is better than cure."
Several research studies have revealed to managements which believe that most employees are pulled away by better pay. Yet there is enough data from research studies again, which reveals that voluntary turnovers, is caused by something besides money is the root cause. This astounding disconnect between belief and reality allows managers to deny responsibility for correcting and preventing the root causes of employee disengagement. The question that remains unasked in so many exit interviews is not "why are you leaving?" but "why did you first start thinking about leaving?" Asking that question would show that the lessons learned about turnover are just as applicable to disengaged workers. At the very base therefore, it becomes important for us to find out what are the basic hidden reasons why employees leave.
Reasons can be many, but I venture to list out a few.
People do not like task masters - It is said people leave the immediate managers first and then the company
Disappointment - The job per se or workplace was not as expected.
Mismatch between job and person
Lack of Training - Very little or no training, coaching
Lack of proper feedback.
Stagnation - There aren't many advancement/growth opportunities.
Feeling insulted - Employees feel disrespected
Not cared for - Devalued and or unrecognized.
Stress - Employees get stressed due to overwork and work-life imbalance.
No trust in leadership - Lack or loss of trust and confidence in senior leaders.
Image factor - People working for lesser known companies would want to work for branded companies
These are just a few there can be more one can add to. In exit interviews these may get revealed, but in most cases they are even discounted by defensive managements.
While some companies may not even bother about this aspect, there are many companies that still rely on the tangible, easy-to-implement solutions revolving around pay, benefits, and trendy perks even though we know the most powerful solutions revolve around the more challenging intangibles, such as good management and healthy work cultures.
To serve this need, several large companies usually conduct surveys of employees when faced with a crisis or some well known branded companies do it periodically to understand the pulse of their organizations. Typically, such surveys help management of companies understand, where they stand vis-a-vis, the levels of Engagement of Employees. It may also be practice as it is termed as Employee Satisfaction Survey to establish the key factors which influence employees’ opinions of the workplace. Such surveys, in most cases, are run once in three years, indicating a significant interval between two such feedback exercises.
Political, social, economic, emotional and technological factors also influence how employees think about their jobs and employers. In such a dynamic scenario, the big question that is being often asked is, "is it enough to generate workforce insights on a periodical basis?"
When I talk to people especially in campuses and among juniors, I gather most would dream of getting in or wanting to do anything to join very large multi-nationals. When I see job portals, I also see many of them wanting to leave such well known and established multi-nationals, and I often wonder what else are they seeking. I've got no answer to this, nor have I got one convincing answer from any one so far. This cycle goes on and companies keep hiring new people. However, when the dynamics of business around us is also changing pretty rapidly because of competition, our workforce changing their thinking and feeling frequently is no surprise, because everyone Resultant effect of all this is that companies losing existing employees, is becoming more common than before. This is a fact, and a difficult to digest truth, for which HR has to face the brunt.
It's time that companies seriously engage themselves in understanding the psyche of newly joined employees, and gather valid opinions, so that it can help the management and HR professionals in particular in a number of ways to devise effective retention strategies. It can bring clarity to the real reasons why employees leave and provide such insights for key employee segments such as critical-skill employees, high-performers, high-potentials etc. It can provide valuable insights about the experiences of the employees beginning from the selection stage itself. This is an important initial phase in the employee life-cycle, where the employee begins to form initial impressions in dealing with the company. It helps managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Finally just another factor which is important is that every person seeking employment with the company, be treated like a first class customer. Getting selected or not is another question but the fact that they get treated royally creates an impression that is beyond estimation. This includes even those young people who are seeking first time employment. Doing things like this will help managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Should these be practiced by companies with well qualified HR trained, experienced, HR professionals I really do not see any reason as to why HR should not be placed on a higher pedestal by professionally managed companies.
From India, Hyderabad
Several research studies have revealed to managements which believe that most employees are pulled away by better pay. Yet there is enough data from research studies again, which reveals that voluntary turnovers, is caused by something besides money is the root cause. This astounding disconnect between belief and reality allows managers to deny responsibility for correcting and preventing the root causes of employee disengagement. The question that remains unasked in so many exit interviews is not "why are you leaving?" but "why did you first start thinking about leaving?" Asking that question would show that the lessons learned about turnover are just as applicable to disengaged workers. At the very base therefore, it becomes important for us to find out what are the basic hidden reasons why employees leave.
Reasons can be many, but I venture to list out a few.
People do not like task masters - It is said people leave the immediate managers first and then the company
Disappointment - The job per se or workplace was not as expected.
Mismatch between job and person
Lack of Training - Very little or no training, coaching
Lack of proper feedback.
Stagnation - There aren't many advancement/growth opportunities.
Feeling insulted - Employees feel disrespected
Not cared for - Devalued and or unrecognized.
Stress - Employees get stressed due to overwork and work-life imbalance.
No trust in leadership - Lack or loss of trust and confidence in senior leaders.
Image factor - People working for lesser known companies would want to work for branded companies
These are just a few there can be more one can add to. In exit interviews these may get revealed, but in most cases they are even discounted by defensive managements.
While some companies may not even bother about this aspect, there are many companies that still rely on the tangible, easy-to-implement solutions revolving around pay, benefits, and trendy perks even though we know the most powerful solutions revolve around the more challenging intangibles, such as good management and healthy work cultures.
To serve this need, several large companies usually conduct surveys of employees when faced with a crisis or some well known branded companies do it periodically to understand the pulse of their organizations. Typically, such surveys help management of companies understand, where they stand vis-a-vis, the levels of Engagement of Employees. It may also be practice as it is termed as Employee Satisfaction Survey to establish the key factors which influence employees’ opinions of the workplace. Such surveys, in most cases, are run once in three years, indicating a significant interval between two such feedback exercises.
Political, social, economic, emotional and technological factors also influence how employees think about their jobs and employers. In such a dynamic scenario, the big question that is being often asked is, "is it enough to generate workforce insights on a periodical basis?"
When I talk to people especially in campuses and among juniors, I gather most would dream of getting in or wanting to do anything to join very large multi-nationals. When I see job portals, I also see many of them wanting to leave such well known and established multi-nationals, and I often wonder what else are they seeking. I've got no answer to this, nor have I got one convincing answer from any one so far. This cycle goes on and companies keep hiring new people. However, when the dynamics of business around us is also changing pretty rapidly because of competition, our workforce changing their thinking and feeling frequently is no surprise, because everyone Resultant effect of all this is that companies losing existing employees, is becoming more common than before. This is a fact, and a difficult to digest truth, for which HR has to face the brunt.
It's time that companies seriously engage themselves in understanding the psyche of newly joined employees, and gather valid opinions, so that it can help the management and HR professionals in particular in a number of ways to devise effective retention strategies. It can bring clarity to the real reasons why employees leave and provide such insights for key employee segments such as critical-skill employees, high-performers, high-potentials etc. It can provide valuable insights about the experiences of the employees beginning from the selection stage itself. This is an important initial phase in the employee life-cycle, where the employee begins to form initial impressions in dealing with the company. It helps managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Finally just another factor which is important is that every person seeking employment with the company, be treated like a first class customer. Getting selected or not is another question but the fact that they get treated royally creates an impression that is beyond estimation. This includes even those young people who are seeking first time employment. Doing things like this will help managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Should these be practiced by companies with well qualified HR trained, experienced, HR professionals I really do not see any reason as to why HR should not be placed on a higher pedestal by professionally managed companies.
From India, Hyderabad
It is very disheartening when some one says Hr has no work, HR is cost bearing team etc... But they do not understand that their salaries, lowering the attrition rate, job satisfaction comes from policies made by HR.
when there is a slack period in the office, one can have employement engagement activities regularly, team building sessions for various teams.
From India, Mumbai
when there is a slack period in the office, one can have employement engagement activities regularly, team building sessions for various teams.
From India, Mumbai
Dear Friend,
As per my knowledge, Now HR is going to become Human Capital. If the organization is investing in Human it will get more returns than machine. Because only Humans Can give more than their Capacity.
In many organization we have seen that HR is doing only payroll and admin work. But if we use Industrial Psychology & Social Psychology concept in our organization we can motivate our employees.
Now we have to move on Human Capital Concept and give more returns to Management.
regards,
Gautam Patel
From India, Ahmadabad
As per my knowledge, Now HR is going to become Human Capital. If the organization is investing in Human it will get more returns than machine. Because only Humans Can give more than their Capacity.
In many organization we have seen that HR is doing only payroll and admin work. But if we use Industrial Psychology & Social Psychology concept in our organization we can motivate our employees.
Now we have to move on Human Capital Concept and give more returns to Management.
regards,
Gautam Patel
From India, Ahmadabad
Dear Seniors,
I'm looking for a new opportunity, i have over 7+ years rich experience in HR domain.
in case you have any suitable openings at your organization, Please let me know.
Specialties: On boarding formalities, HRIS, MIS Operations and Compensation benefits, Statutory Compliance, PMS Support, Recruitment support, Client Relations and Managing HR process for Temp staffing and deputies.
Thanks and regards,
Jagadeesh R
Cell: 8105509378
E-mail:
From India, Bangalore
I'm looking for a new opportunity, i have over 7+ years rich experience in HR domain.
in case you have any suitable openings at your organization, Please let me know.
Specialties: On boarding formalities, HRIS, MIS Operations and Compensation benefits, Statutory Compliance, PMS Support, Recruitment support, Client Relations and Managing HR process for Temp staffing and deputies.
Thanks and regards,
Jagadeesh R
Cell: 8105509378
E-mail:
From India, Bangalore
Dear Mandy,
Apart from recruitments, payroll, recordkeeping, appraisals etc.... HR can do a lot more........ Its up to us, "WE- Human Resource professionals" that how we want to be positioned in our respective organizations. You have look around your people and you will get end number of things which can very useful for your organization. Just be involved with the people and you can change the perception.
Regards,
Rachna
For latest jobs visit Every Jobs | Find All jobs
U can join us on:
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Also send your resume to
From India, Delhi
Apart from recruitments, payroll, recordkeeping, appraisals etc.... HR can do a lot more........ Its up to us, "WE- Human Resource professionals" that how we want to be positioned in our respective organizations. You have look around your people and you will get end number of things which can very useful for your organization. Just be involved with the people and you can change the perception.
Regards,
Rachna
For latest jobs visit Every Jobs | Find All jobs
U can join us on:
http://www.facebook.com/everyjobs2013
https://twitter.com/everyjobs2013
Everyjobs | LinkedIn
Also send your resume to
From India, Delhi
Hi All !
Interesting discussion and valued inputs given by many.
At the same time - and as has been said directly / indirectly by some, it all depends upon the Company size, priorities, budgets etc.
If recruitment is not happening, most probably the company is facing business stresses, as is increasingly the case nowadays.
And if that is the case, it will be all the more difficult for HR to carry out engagements and exercises which will cost the company money without - apparently - any tangible and immediate results.
And, while it is good to " increase your knowledge " via this site / others, I am pretty sure the Top Management will take this as a reinforcement of the " idle HR guy looking for another job, perhaps ! " - certainly not the impression I would like to give in such times !!
So, isn't it time to think out of the " HR " Box ?
Business runs on Business. See what you can do to get some more business for the Company.And you will be appreciated !
Aarin Ratnesh makes some excellent suggestions in this direction. Many of such actions are free/ cost very less. Some more that come to mind :
a) Look at customers complaints. Maybe some are pending just because the stretched sales people are busy in running after sales targets. Sometimes, even a helpful ear can work wonders !
b) Look at customers the organization has " lost " over the years. Reach out to them and you just might find some are willing to listen to your organization again. Things change !
c) Start a CRM initiative - can be as simple as sending an Industry / Company newsletter a month to clients / prospects .
To my mind even if you can have some minor achievements in above - with the concurrence and involvement of the Top Management of course - you will stand out as a person who is concerned about the Company even to the extent of taking non-HR roles..and that would surely not be bad for your future as well :-)
As Tsk.Raman reminds via the excellent Bata Salesman example ( must remember that ... ) in adversity there could be an opportunity....
From United States, New York
Interesting discussion and valued inputs given by many.
At the same time - and as has been said directly / indirectly by some, it all depends upon the Company size, priorities, budgets etc.
If recruitment is not happening, most probably the company is facing business stresses, as is increasingly the case nowadays.
And if that is the case, it will be all the more difficult for HR to carry out engagements and exercises which will cost the company money without - apparently - any tangible and immediate results.
And, while it is good to " increase your knowledge " via this site / others, I am pretty sure the Top Management will take this as a reinforcement of the " idle HR guy looking for another job, perhaps ! " - certainly not the impression I would like to give in such times !!
So, isn't it time to think out of the " HR " Box ?
Business runs on Business. See what you can do to get some more business for the Company.And you will be appreciated !
Aarin Ratnesh makes some excellent suggestions in this direction. Many of such actions are free/ cost very less. Some more that come to mind :
a) Look at customers complaints. Maybe some are pending just because the stretched sales people are busy in running after sales targets. Sometimes, even a helpful ear can work wonders !
b) Look at customers the organization has " lost " over the years. Reach out to them and you just might find some are willing to listen to your organization again. Things change !
c) Start a CRM initiative - can be as simple as sending an Industry / Company newsletter a month to clients / prospects .
To my mind even if you can have some minor achievements in above - with the concurrence and involvement of the Top Management of course - you will stand out as a person who is concerned about the Company even to the extent of taking non-HR roles..and that would surely not be bad for your future as well :-)
As Tsk.Raman reminds via the excellent Bata Salesman example ( must remember that ... ) in adversity there could be an opportunity....
From United States, New York
Hi,
I would like to add my view on this topic that, HR manager/executive will not be remain idle if they review their work, by reviewing their day to day activities and make a list of duties that have to do in month, classify it in daily/weekly and monthly activities and classifed it in different funtions of HR and add value in it.
Enhance you subject knowledge for each funtions that will help you in future for framing policies or finding solutions.
Thanks
Sudhir Kumar
From India, Delhi
I would like to add my view on this topic that, HR manager/executive will not be remain idle if they review their work, by reviewing their day to day activities and make a list of duties that have to do in month, classify it in daily/weekly and monthly activities and classifed it in different funtions of HR and add value in it.
Enhance you subject knowledge for each funtions that will help you in future for framing policies or finding solutions.
Thanks
Sudhir Kumar
From India, Delhi
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