Hi all
Can Businesses operate with No infrastructurte ?
Can Enterprises survive with no Funding / Finance ?
Can organisations plan strategies and focus or have vision with no information ?
Then how can they survive with NO Human Resource Departments ?
Why the Sword of Damocles is on HR Function ???
Any comments ?
From United Arab Emirates, Dubai
33Can Businesses operate with No infrastructurte ?
Can Enterprises survive with no Funding / Finance ?
Can organisations plan strategies and focus or have vision with no information ?
Then how can they survive with NO Human Resource Departments ?
Why the Sword of Damocles is on HR Function ???
Any comments ?
From United Arab Emirates, Dubai
I'll try and throw some light to that Sajid..
What ive noticed today is that mgmt perceive HR as being only a service provider and not a strategic provider. they feel tht HR is only there to ensure that no jobs are kept pending and all legal formalities are compiled and executed..thst their main perception of HR.
they feel that anyone can cme and do the work tht HR is doing. u see for them we are not a profit center but a cost center...
yes, u do get companies who do not think in this way but most do..ive come across many like this....
regards,
Sandeep
From United Arab Emirates, Dubai
What ive noticed today is that mgmt perceive HR as being only a service provider and not a strategic provider. they feel tht HR is only there to ensure that no jobs are kept pending and all legal formalities are compiled and executed..thst their main perception of HR.
they feel that anyone can cme and do the work tht HR is doing. u see for them we are not a profit center but a cost center...
yes, u do get companies who do not think in this way but most do..ive come across many like this....
regards,
Sandeep
From United Arab Emirates, Dubai
Dear friends
I can't agree less with Sandeep. Top Management, specially in Middle East percieves HR as operational and administrative function rather than strategic business partner. It is unfortunate but true. HR role in small to medium organizations is to process visas, book flights, compliance with Labor law and maintaining employee records.
Tha main reason for this flaw is not to have HR Dept. from the inception of the organization. HR Dept. is created mostly when organizations reach maturity phase and that too for the sole reason for "FIXING THE MESS".
From United Arab Emirates, Dubai
I can't agree less with Sandeep. Top Management, specially in Middle East percieves HR as operational and administrative function rather than strategic business partner. It is unfortunate but true. HR role in small to medium organizations is to process visas, book flights, compliance with Labor law and maintaining employee records.
Tha main reason for this flaw is not to have HR Dept. from the inception of the organization. HR Dept. is created mostly when organizations reach maturity phase and that too for the sole reason for "FIXING THE MESS".
From United Arab Emirates, Dubai
Thanks Dr. Bharti for your views. But as an HR Manager you oversee most of the active functions under HR, correct?? Most of the organisations have if I am not wrong atleast atleast very much required functions active such as Recruitment, Training, Planning etc.
I think we should include Leadership Trainings for Top / Senior management as mandatory requirements and add them in your annual needs analysis as well.
The whole approach of HRs is changing worldover, and it should be seen in UAE as well.
Cheers
Sajid Rasheed
From United Arab Emirates, Dubai
I think we should include Leadership Trainings for Top / Senior management as mandatory requirements and add them in your annual needs analysis as well.
The whole approach of HRs is changing worldover, and it should be seen in UAE as well.
Cheers
Sajid Rasheed
From United Arab Emirates, Dubai
u think do senior / top management people need leadership trainings?
i feel they already have the quality in them, and as far as taking the advice of Hr in strategic decisions is just impossible, because HR does not have knowledge about the main money earning activity of the company, for that the production / technical people are best.
HR people should just do their work and not think that they are god, they should not demand more respect and power and become greedy and neglect their duties.
Even if the HR dept is not there its functions can be done by other depts also, but HR cant do job of other departments .
From India, Pune
i feel they already have the quality in them, and as far as taking the advice of Hr in strategic decisions is just impossible, because HR does not have knowledge about the main money earning activity of the company, for that the production / technical people are best.
HR people should just do their work and not think that they are god, they should not demand more respect and power and become greedy and neglect their duties.
Even if the HR dept is not there its functions can be done by other depts also, but HR cant do job of other departments .
From India, Pune
True Dear Sajid, I am handling HR functions, I am fixing the mess. As far as leadership training is concerned, these people should not be sitting at top without having ingredients of leaders.
My friend Ravi, you are right HR cannot take part in strategic decisions as no financials and business plans are shared. Such organizations are then without heart (HR), they are surviving solely out of blood (finance).
Cheers
Dr. Bharti
From United Arab Emirates, Dubai
My friend Ravi, you are right HR cannot take part in strategic decisions as no financials and business plans are shared. Such organizations are then without heart (HR), they are surviving solely out of blood (finance).
Cheers
Dr. Bharti
From United Arab Emirates, Dubai
Dear Doctor Bharti
Educating and Learning is an ongoing dynamic process. No individual can claim he has had the brim full and is an example of a full proof personality with no less comptencies in him for any kind of given position. The matter is all about the balancing act of what you know and what still you can develop.
The mind set is, still in present times in may parts of this world, people take Learning or Training as an actvitity to improve your short comings and hence resist. In all my training programmes I always advise and suggest people that if any need is identified, use it as an opportunity and consider yourself lucky enough to have scope for futher development.
From the organisational point of view there used to be a clear distinction between leaders and managers. The leader would be seen as a dynamic risk taker, having a strong vision and inspiring people towards change and innovation. Though the Leaders are with inbuilt 'qualities' and in many peoples opinion those cant be gained by trainings, well then here i would like to add that Leaders do need to have Management capabilities as well. The manager in them would focus on procedures, controls and making sure the status quo was maintained.
In todays business environment which is always uncertain and volatile we still need to cultivate traditional management skills and we also need to work on developing the appropriate leadership qualities such as honesty, trust, enthusiasm, integrity and courage.
I agree, training alone wont work, it will also be reuired to examine the core beliefs and values, those we see every now and then on Mission statements and in Quality / Policy placards and Employee Manuals. It is important that we learn over time how to display the right leadership behaviour for all given situations with no exceptions at all.
With an idepth study in some of the successfull organisations you will always find that HR is always an integral part of the organisation and not an isolated one.
I understand, people are not same and are restricted when it comes to thougth process and understanding. Attached document is some excerpts of a Programme brochure on Leadership Development, if carefully read word to word, many doubts and misconceptions can be cleared.
Cheers
Sajid
From United Arab Emirates, Dubai
Educating and Learning is an ongoing dynamic process. No individual can claim he has had the brim full and is an example of a full proof personality with no less comptencies in him for any kind of given position. The matter is all about the balancing act of what you know and what still you can develop.
The mind set is, still in present times in may parts of this world, people take Learning or Training as an actvitity to improve your short comings and hence resist. In all my training programmes I always advise and suggest people that if any need is identified, use it as an opportunity and consider yourself lucky enough to have scope for futher development.
From the organisational point of view there used to be a clear distinction between leaders and managers. The leader would be seen as a dynamic risk taker, having a strong vision and inspiring people towards change and innovation. Though the Leaders are with inbuilt 'qualities' and in many peoples opinion those cant be gained by trainings, well then here i would like to add that Leaders do need to have Management capabilities as well. The manager in them would focus on procedures, controls and making sure the status quo was maintained.
In todays business environment which is always uncertain and volatile we still need to cultivate traditional management skills and we also need to work on developing the appropriate leadership qualities such as honesty, trust, enthusiasm, integrity and courage.
I agree, training alone wont work, it will also be reuired to examine the core beliefs and values, those we see every now and then on Mission statements and in Quality / Policy placards and Employee Manuals. It is important that we learn over time how to display the right leadership behaviour for all given situations with no exceptions at all.
With an idepth study in some of the successfull organisations you will always find that HR is always an integral part of the organisation and not an isolated one.
I understand, people are not same and are restricted when it comes to thougth process and understanding. Attached document is some excerpts of a Programme brochure on Leadership Development, if carefully read word to word, many doubts and misconceptions can be cleared.
Cheers
Sajid
From United Arab Emirates, Dubai
Thank you Sajid. It is just that leader (dept. mgr) would never liked to be managed by follower/manager (top mgmt). Top mgmt must have leadership traits (no doubt this skill needs continuous development) for success of the organization otherwise they are not in right position.
The pdf file is worth reading :neutral:
Dr. Bharti
From United Arab Emirates, Dubai
The pdf file is worth reading :neutral:
Dr. Bharti
From United Arab Emirates, Dubai
Are really HR department a cost to the company, are they Liabilities instead of Asset to the company?????:huh:
From India, Mumbai
From India, Mumbai
Greetings,
I have been silent for a bit; a major project has been taking considerable time. However, I would like to comment to those that think that HR can not be a strategic business partner; nothing can be farther from the truth.
Individuals who see HR as only adminstrative and or operational in nature, ie, handling paperwork related to the people coming in and out of the organization, or handling only recruitment or exit activities, you really do miss the potency of HR
When you speak of financial success, talent management is integral to attaining success . Like any good stewardship of "assets", deploying your human capital at the right time, with the right competencies is critical esp in time of change.
We would all agree that its prudent to have an inventory of all the hard assets in an organization, to evaluate their effectiveness, to provide routine maintenance, or better yet to ensure that preventive maintenance ensures functionality.
The human element of an organization requires more than the shuffling of papers and insuring that the right documents go to payroll. Rather an effective HR team understands the mission of the organization, its products and its organization's business strategy. A productive and effective company requires timely assessment of KSA,'s, of its staff, a solid understanding what training and development are required to keep the organization running like a well oiled machine. Furthermore, HR needs to be adept at managing change initiatives, skilled at the development solid programs for development and retention of top talent in for when times get better, and they always get better.
HR professionals when given the opportunity to be of the C- level team have a great deal to contribute
What appear endemic in this region is a belief that any "fool" can be an HR staffer. Then those same organizations cry that HR can not or does not think strategically or add real business value.
Maturity in a market or growth in the size and revenue of an organization, does not indicate a reduced need for top caliber HR practicioners, rather it is precisely the time when good talent management strategies are paramount.
Success and healthy margins go not create themselves, effective use and support of the people who do the work of the organization is what drives or stagnates profits. If you only hire poorly trained, uncompensated, narrow-thinking ,rule bound, paper pushers hen you have not one to blame for staffers who are not able to add substantive value than your own short sightedness.
Bruncha
From United Arab Emirates, Dubai
I have been silent for a bit; a major project has been taking considerable time. However, I would like to comment to those that think that HR can not be a strategic business partner; nothing can be farther from the truth.
Individuals who see HR as only adminstrative and or operational in nature, ie, handling paperwork related to the people coming in and out of the organization, or handling only recruitment or exit activities, you really do miss the potency of HR
When you speak of financial success, talent management is integral to attaining success . Like any good stewardship of "assets", deploying your human capital at the right time, with the right competencies is critical esp in time of change.
We would all agree that its prudent to have an inventory of all the hard assets in an organization, to evaluate their effectiveness, to provide routine maintenance, or better yet to ensure that preventive maintenance ensures functionality.
The human element of an organization requires more than the shuffling of papers and insuring that the right documents go to payroll. Rather an effective HR team understands the mission of the organization, its products and its organization's business strategy. A productive and effective company requires timely assessment of KSA,'s, of its staff, a solid understanding what training and development are required to keep the organization running like a well oiled machine. Furthermore, HR needs to be adept at managing change initiatives, skilled at the development solid programs for development and retention of top talent in for when times get better, and they always get better.
HR professionals when given the opportunity to be of the C- level team have a great deal to contribute
What appear endemic in this region is a belief that any "fool" can be an HR staffer. Then those same organizations cry that HR can not or does not think strategically or add real business value.
Maturity in a market or growth in the size and revenue of an organization, does not indicate a reduced need for top caliber HR practicioners, rather it is precisely the time when good talent management strategies are paramount.
Success and healthy margins go not create themselves, effective use and support of the people who do the work of the organization is what drives or stagnates profits. If you only hire poorly trained, uncompensated, narrow-thinking ,rule bound, paper pushers hen you have not one to blame for staffers who are not able to add substantive value than your own short sightedness.
Bruncha
From United Arab Emirates, Dubai
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