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
1From Sri Lanka, Battaramulla
Dear Vindya,
First of all you can start with.
1. Organisation chart with help of sr.management + department wise
2. Statutory requrement audit so that you can get idea if any discripancy is there.
3. HR Policy formulation ( Attendance, recruitment, payroll, leave, promotion , welfare etc).
4. Process establishment for HR department,
5. co-ordinating activity with other dep like finance, account , administration etc.( flow chart for Hr/salary payemtn)
6. implementation throughout organisation.
regards,
ravi
From India, Pune
First of all you can start with.
1. Organisation chart with help of sr.management + department wise
2. Statutory requrement audit so that you can get idea if any discripancy is there.
3. HR Policy formulation ( Attendance, recruitment, payroll, leave, promotion , welfare etc).
4. Process establishment for HR department,
5. co-ordinating activity with other dep like finance, account , administration etc.( flow chart for Hr/salary payemtn)
6. implementation throughout organisation.
regards,
ravi
From India, Pune
Dear Vindya S. Samaraweera
Thanking you Dear Ravi for good suggestion, Dear V. S. S. first you follow the first point of Ravi's suggestion after that you can follow such activities
1) Start the day by greeting your staff.
2) know your staff by name, even if he were a sweeper. Personal touch is the basis for HR function.
3) Browse your mails. Segregate them into urgent and important. Attend the urgent first.
4) Go through your date diary and see whether any statutory compliances need to be complied on that day or any meetings scheduled on that day. Make diarising dates a habit.
5) Solve grievances promptly,if not they may become potential disputes latter.
These are few basic functions to stat your work.
Apart from these you implement all these things in your organization.
1. Manpower Planning
2. Recruitment
3. Induction to new joiners
4. Training
5. Motivation
6. Performance Appraisal
7. Promotions,Transfers and Demotions
8. Retirement,apart from these policies,welfare to employees,
9.Employee retention
10. Full and final Settlement
These all above said work is generally done by HR Depratment, but you will have to do the work as per assigned by your Seniors that is related to statutory compliance , HR & IR related issues formulating HR Policy, Liaison with Govt. body etc .
Thanks & Regards
From India, Ranchi
Thanking you Dear Ravi for good suggestion, Dear V. S. S. first you follow the first point of Ravi's suggestion after that you can follow such activities
1) Start the day by greeting your staff.
2) know your staff by name, even if he were a sweeper. Personal touch is the basis for HR function.
3) Browse your mails. Segregate them into urgent and important. Attend the urgent first.
4) Go through your date diary and see whether any statutory compliances need to be complied on that day or any meetings scheduled on that day. Make diarising dates a habit.
5) Solve grievances promptly,if not they may become potential disputes latter.
These are few basic functions to stat your work.
Apart from these you implement all these things in your organization.
1. Manpower Planning
2. Recruitment
3. Induction to new joiners
4. Training
5. Motivation
6. Performance Appraisal
7. Promotions,Transfers and Demotions
8. Retirement,apart from these policies,welfare to employees,
9.Employee retention
10. Full and final Settlement
These all above said work is generally done by HR Depratment, but you will have to do the work as per assigned by your Seniors that is related to statutory compliance , HR & IR related issues formulating HR Policy, Liaison with Govt. body etc .
Thanks & Regards
From India, Ranchi
Dear Vindya,
Take the Three-Tier approach to HR, with HR operations, Legal and finally HR Strategy.
There are HR operational processes which are already in progress. Start by mapping them. See how long does it take for one process to run and what are the bottle necks. Set a manageable Turn-Around-Time if required. Acknowledge where you have dependencies and build a parallel process or a support to it. identify the start-to-end path for each process and which team member delivers what. Cite the point for escalations and name the leaders who are handling them. Add resources to your team, if a process is under pressure. In case you cant hire any one new, pool the responsibilities among the existing members, who might have lesser tasks to deliver during that time.
Once you have fairly stabilised your Operations, list out all the legal standards to be maintained and annual audits. Identify what have been managed by your peer-firms and what is the industry benchmark. Involve an external legal consultant to ensure a timely service. Check for all the areas for outages and deviations. Lear how to avoid them from an expert. Keep a list of experts and officials to be contacted , if required.
Finally, look 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 to that of the industry standards.
Check for the employee satisfaction and find out the gaps. Identify the near-term and long term goals to address them.
Draw the Organisation chart to review the information-flow and decision making chart. Check if an authority have lesser decision making capabilities than his span of control. Identify the touch points and build a dotted line reporting if need , to support.
I am certain you must have identified few challenges, no matter how preliminary they might seem. Please consider sharing them. Looking forward to hear from you.
From India, Mumbai
Take the Three-Tier approach to HR, with HR operations, Legal and finally HR Strategy.
There are HR operational processes which are already in progress. Start by mapping them. See how long does it take for one process to run and what are the bottle necks. Set a manageable Turn-Around-Time if required. Acknowledge where you have dependencies and build a parallel process or a support to it. identify the start-to-end path for each process and which team member delivers what. Cite the point for escalations and name the leaders who are handling them. Add resources to your team, if a process is under pressure. In case you cant hire any one new, pool the responsibilities among the existing members, who might have lesser tasks to deliver during that time.
Once you have fairly stabilised your Operations, list out all the legal standards to be maintained and annual audits. Identify what have been managed by your peer-firms and what is the industry benchmark. Involve an external legal consultant to ensure a timely service. Check for all the areas for outages and deviations. Lear how to avoid them from an expert. Keep a list of experts and officials to be contacted , if required.
Finally, look 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 to that of the industry standards.
Check for the employee satisfaction and find out the gaps. Identify the near-term and long term goals to address them.
Draw the Organisation chart to review the information-flow and decision making chart. Check if an authority have lesser decision making capabilities than his span of control. Identify the touch points and build a dotted line reporting if need , to support.
I am certain you must have identified few challenges, no matter how preliminary they might seem. Please consider sharing them. Looking forward to hear from you.
From India, Mumbai
Dear All,
Thank you very much for your advices and appreciate spent time for my question with your busy schedules. Your ideas and advices are encouraging me.
I started few days ago and i already did a personal file audit to check the status of the documents to be filed in the personal file. From that i prepared an audit report and presented it to the management. They were very happy with it and these days i am in the process of rectifying some issues in the files. We have around 350 employees working with us and i am going to do the Organizational chart very soon. There are no any policy document and i will have to prepare policies very soon.
I will update you all with the progress as i feel you all are very keen about the situation.
Thank you again & keep in touch!
From Sri Lanka, Battaramulla
Thank you very much for your advices and appreciate spent time for my question with your busy schedules. Your ideas and advices are encouraging me.
I started few days ago and i already did a personal file audit to check the status of the documents to be filed in the personal file. From that i prepared an audit report and presented it to the management. They were very happy with it and these days i am in the process of rectifying some issues in the files. We have around 350 employees working with us and i am going to do the Organizational chart very soon. There are no any policy document and i will have to prepare policies very soon.
I will update you all with the progress as i feel you all are very keen about the situation.
Thank you again & keep in touch!
From Sri Lanka, Battaramulla
Dear Vindhya S Samaraveera,
HR is the bridge between organisation and its associates. HR facilitates operations of the business, similar to the finance or engineering teams. The focus is the attraction, development, promotion, and success of people. Without HR, an organisation it is difficult to imagine the developement of skilled associates, who are the essential cogs in the wheel that enables bring the organisation to the top.
HR actually helps the organization reach its goals and objectives faster than the fixed period of time. HR department manages the talent pool and provides the management support in accomplishing organizational objectives.
In other words, HR handles the intellectual management;
being in charge of recruitment,
of employer and associate relations;
assist associates in developing their career,
by being in-charge of training.
HR is an integral part of the business that manages the workforce in a way that can be as productive and efficient as possible with whatever, the resources available. Ensures compliances on all employee related issues, not only to reduce the risks of employment, but it also assists the line managers in the training, development and motivation of staff. Line Managers and Directors, we know have the expertise in the operation of the business, budgetting, 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 the face of an organization, which enhances the value of an organization. It begins from the time when a prospective professional walks in for interview in the organization till he leaves the premises of the organization, successful or not is another questio, but the way the prospect gets treated, the way the complete recruitment activity is scheduled, tells lots about the company. All of this shows what a pivotal role HR plays in any organization.
Today all over the world there is a talent crunch, therefore recrutiment is a costly affair, and the costs are constantly rising, therefore every business is at risk if the processes are not within reasonable prices and best practices. HR holds the responsibility on this aspect called recruitment. HR cannot be a reactive solution to these problems but it can help a company proactively attract, hire, and retain good talented associates, by following the correct procedures for improving the organisations reputation, credibility and commitment from staff, thus becoming an employer of choice and reducing unecessary and unplanned overheads and labour turnover.
Recruiting is a time consuming process, which requires specific techniques and knowledge, (that's why HR is so important:). Its what connects the potential employees with the potential employment. Its what helps the company to sift through the candidates and select the best ones/fitting the job requirements! And if we are talking about a big company - than the HR Dpt. is irreplaceable!
There other different levels of HR suport come from basic policy and process formation to administration management, welfare management, cultural management, right through to strategic management at board level. A value-added HR organization can provide a strategic look at demands of the business, the future needs of the organization from a talent perspective, and the actions necessary to meet those needs for the business.
Some of what has been already said provides a fairly good insight to the tactical part of the HR role, however, there is an aspect of the function that is overlooked due to the history of how companies have used the department in the past, and that is the strategic value an HR professional can provide 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
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 organisations and leaders deliver value. He has published widely and this year 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 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
HR is the bridge between organisation and its associates. HR facilitates operations of the business, similar to the finance or engineering teams. The focus is the attraction, development, promotion, and success of people. Without HR, an organisation it is difficult to imagine the developement of skilled associates, who are the essential cogs in the wheel that enables bring the organisation to the top.
HR actually helps the organization reach its goals and objectives faster than the fixed period of time. HR department manages the talent pool and provides the management support in accomplishing organizational objectives.
In other words, HR handles the intellectual management;
being in charge of recruitment,
of employer and associate relations;
assist associates in developing their career,
by being in-charge of training.
HR is an integral part of the business that manages the workforce in a way that can be as productive and efficient as possible with whatever, the resources available. Ensures compliances on all employee related issues, not only to reduce the risks of employment, but it also assists the line managers in the training, development and motivation of staff. Line Managers and Directors, we know have the expertise in the operation of the business, budgetting, 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 the face of an organization, which enhances the value of an organization. It begins from the time when a prospective professional walks in for interview in the organization till he leaves the premises of the organization, successful or not is another questio, but the way the prospect gets treated, the way the complete recruitment activity is scheduled, tells lots about the company. All of this shows what a pivotal role HR plays in any organization.
Today all over the world there is a talent crunch, therefore recrutiment is a costly affair, and the costs are constantly rising, therefore every business is at risk if the processes are not within reasonable prices and best practices. HR holds the responsibility on this aspect called recruitment. HR cannot be a reactive solution to these problems but it can help a company proactively attract, hire, and retain good talented associates, by following the correct procedures for improving the organisations reputation, credibility and commitment from staff, thus becoming an employer of choice and reducing unecessary and unplanned overheads and labour turnover.
Recruiting is a time consuming process, which requires specific techniques and knowledge, (that's why HR is so important:). Its what connects the potential employees with the potential employment. Its what helps the company to sift through the candidates and select the best ones/fitting the job requirements! And if we are talking about a big company - than the HR Dpt. is irreplaceable!
There other different levels of HR suport come from basic policy and process formation to administration management, welfare management, cultural management, right through to strategic management at board level. A value-added HR organization can provide a strategic look at demands of the business, the future needs of the organization from a talent perspective, and the actions necessary to meet those needs for the business.
Some of what has been already said provides a fairly good insight to the tactical part of the HR role, however, there is an aspect of the function that is overlooked due to the history of how companies have used the department in the past, and that is the strategic value an HR professional can provide 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
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 organisations and leaders deliver value. He has published widely and this year 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 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
It's always a pleasure sharing things that you come across especially knowledge and experience.
You are welcome Vindhya Samaraveera.
Paste this link on the browser and see for yourself what it opens up into - a virtual gold-mine.
Microsoft Education 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
✿ܓ LinkedIn : http://www.linkedin.com/profile/view...83&trk=tab_pro
From India, Hyderabad
You are welcome Vindhya Samaraveera.
Paste this link on the browser and see for yourself what it opens up into - a virtual gold-mine.
Microsoft Education 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
✿ܓ LinkedIn : http://www.linkedin.com/profile/view...83&trk=tab_pro
From India, Hyderabad
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