My friend, who is an industrial plastic manufacturing industrialist, is working on setting up his new business vertical - digitalisation of the entire organization and implementing supply chain solutions. He wants to set up the HR team in the first place, which can handle the transformation by setting up policies, managing employee relations, recruitment, onboarding, succession planning, performance management - essentially a full-fledged HR department that can aid in his organization's growth.
I kindly request all senior HR business partners and managers in the forum to provide basic guidance on how to initiate, develop, and design the entire setup.
Thanks in advance.
From India, Hyderabad
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I kindly request all senior HR business partners and managers in the forum to provide basic guidance on how to initiate, develop, and design the entire setup.
Thanks in advance.
From India, Hyderabad
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Dear Osmanmo,
Going by the list of your requirements to raise the HR department, it appears that you did not have an HR department at all. Therefore, at this stage, the only solution that can be offered is to appoint either an HR Manager or GM (HR) and let him/her handle the rest of the job. When recruiting the candidate, ensure that he/she has worked under a senior HR professional in his/her past career.
About HR Business Partner (HRBP): There is nothing like HRBP. HR professionals have a penchant for developing new concepts to enhance their profession. By creating such new concepts, it is their way of gaining visibility or staying relevant. Why do finance professionals not say that they are "Finance Business Partners" or production professionals do not say they are "Production Business Partners"? Why does HR alone feel the need to become a business partner? By coining these new terms, HR is attempting to fight an identity crisis which they have been doing all along since the birth of the function itself. Coining new phrases has not helped HR in gaining much power. They are as disempowered as personnel managers were in the past era.
Call it whatever name you prefer, HR's basic roles and functions remain the same. Moreover, your requirement is to establish the HR department from scratch. Therefore, your initial requirement is to fulfill the requirements of the Personnel Department from the past. Then, you need to evolve it into an HR department and eventually move towards euphemisms like "HRBP". You may leapfrog to HRBP, but it could be risky as you might neglect some basics that were covered in the Personnel Department. By the time you realize what you have neglected, it could be too late to undo the damage.
Thanks,
Dinesh Divekar
From India, Bangalore
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8219Going by the list of your requirements to raise the HR department, it appears that you did not have an HR department at all. Therefore, at this stage, the only solution that can be offered is to appoint either an HR Manager or GM (HR) and let him/her handle the rest of the job. When recruiting the candidate, ensure that he/she has worked under a senior HR professional in his/her past career.
About HR Business Partner (HRBP): There is nothing like HRBP. HR professionals have a penchant for developing new concepts to enhance their profession. By creating such new concepts, it is their way of gaining visibility or staying relevant. Why do finance professionals not say that they are "Finance Business Partners" or production professionals do not say they are "Production Business Partners"? Why does HR alone feel the need to become a business partner? By coining these new terms, HR is attempting to fight an identity crisis which they have been doing all along since the birth of the function itself. Coining new phrases has not helped HR in gaining much power. They are as disempowered as personnel managers were in the past era.
Call it whatever name you prefer, HR's basic roles and functions remain the same. Moreover, your requirement is to establish the HR department from scratch. Therefore, your initial requirement is to fulfill the requirements of the Personnel Department from the past. Then, you need to evolve it into an HR department and eventually move towards euphemisms like "HRBP". You may leapfrog to HRBP, but it could be risky as you might neglect some basics that were covered in the Personnel Department. By the time you realize what you have neglected, it could be too late to undo the damage.
Thanks,
Dinesh Divekar
From India, Bangalore
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Thanks for the information and suggestion Dinesh Divekar. Appreciate all your inputs.
From India, Hyderabad
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From India, Hyderabad
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Mr. Omanmo.
Thanks for ur query in CiteHR reg. HR Rules etc., to setup HR Dept..
Recently, I provided below RULES, FORMS etc., TO SET UP H.R.Dept.- from the scratch; where NO HR/Per. Dept./Per.File existed;, NO Co.Application, Appt.Order & Other Forms for H.R.Admin, Operation & Business purpose existed to Regularise Services of Empl’s working for several years.
1. Company Application / Bio-data Form (2 Page, 40+ Points). All employees to Fillup &
Submit Certificates Copy for Proof for Qlfcn,, Exp. & Last drawn Salary to open Personal File
for every Employee.
2. Call HOD Meeting,Circular to Submit Co. Appn. by all employees with Certificates Copies
3. Circular to all HODs to collect Co. Appn. from all employees & transmit to M.D/HR.
4. Letter Format for all employees to Submit Co.Appn. + Certificates copy to M.D/HR.
5. Check List for Opening Personal Files for all employees
6. Recruitment, Shortlist Candidates, Interview, Selection, Appointment & Induction.
(Interview Assessment by Panel Members & Appl. for Appointment by MD) – Form
7. Induction Process Schedule to advise all HODs to brief new employee (on Joining)
about Co. Policy, Gen Rules & Regulations, Standing Orders-Rules of Discipline, Misconduct,
Do's & Dont's, Co’s & Empl’s Duties & Responsibilities, Dept.work, Safety, Leave Rules etc.,
8. Circular to HODs reg. Joining of New Empls. with all detls. for A/cs., PF, ESI. etc.,
9. Appointment Order - for Below Supervisory Employees -20 Imp. t&c. - 5 Pages
10. – do - - for Officers & above Employees . 35 Imp. t&c - 7 Pages
11. Man-power Planning & Succession Planning Statements to Plan, Recruit Employees.
12. Grading of Employees based on Qualification, Experience, Service, Salary etc.,
13. Categorising of Employees based on the existing Grades of all employees.
14. Master list of Employees – Seniority- wise for Management Infn. System
15. – do - -- Category-wise for Management Infn. System
16. Leave Rules - 6 CL, 6 SL, 24 PL/EL- Short & Long Leave, Extra Work, Co-Off , M.B. Rules
17. Leave Card to take Leave- 1 Card per Employee for One Year
18. Circular to HODs to introduce Leave Card from . . .
19. Leave Register to record Leave availed – Statutory.
20. Extra Work done on Holidays etc. / Co-off Availed Regr. -Statutory
21. Co-Off Appn. Form to Notify HR Dept. reg. Extra Work done, Co-off taken, Sanctioned
22. Attendance, Absent Notification Form, VAOS- Voluntary Abandonment of Service
23. Form to draw Advance for Company Works.
24. Form to submit Expenses incurred for Co. Works.
25. Form to submit T.A. Expenses.
26. Indent Form for Booking Flight, Rly./Bus Ticket, Room, Food etc.,
27. OUT PASS Form- HODs Authorisation to go out during Duty hours
28. OOD Form- HODs Authorisation to go out for Co. Works.
29. Standing Orders for Certification- Imp. Terms & Conditions, Do’s, Don’ts, Duties
30. Standing Orders - Certification Procedures, Letr. to DLC, Exhibiting on Notice
Board, Intimation to all Employees for Compliance etc.,
31. ISO Certification Procedures, Documentation of Reports, Records.
32. Statutory Compliance Forms under dif. Acts, Contractors & Contract Labourers
33. T.A. Rules – Simple
34. Performance Assessment Form- Seniors to Evaluate X’s Aptitude to Regularise Trainees,
Casuals, Promotion, Annual Increment, S.I., Transfer, T&D etc.,
35. Performance Appraisal Form – Seniors to Discuss Performance with X to consider Career
Growth/progression/change/development
36. Self Appraisal Form – X to fill up & Seniors to evaluate to consider above(Supervisory+)
37. Disciplinary Process- Show Cause Notice, Charge sheet, Enquiry, Suspension, Dismissal
38. Resignation, Retirement, Termination, Notice Period, Exit Interview, Relieving Procedures
39. No Due Certificate to intimate Balance Accounts (for Recovery from F.S.) of
Resigned / Left employees.
40. Final Settlement Form to Settle Employees Accounts while separating.
41. Issue Service Certificate on Relieving to help X to submit for PF, Pension etc.,
42. Accident, Incident Report- to Report Injury or Property Loss, damage for Mgmnt Infn. and Follow-up action
Due to space problem, the list has become jigjag.
From India, Mumbai
Acknowledge(0)Amend(0)
Thanks for ur query in CiteHR reg. HR Rules etc., to setup HR Dept..
Recently, I provided below RULES, FORMS etc., TO SET UP H.R.Dept.- from the scratch; where NO HR/Per. Dept./Per.File existed;, NO Co.Application, Appt.Order & Other Forms for H.R.Admin, Operation & Business purpose existed to Regularise Services of Empl’s working for several years.
1. Company Application / Bio-data Form (2 Page, 40+ Points). All employees to Fillup &
Submit Certificates Copy for Proof for Qlfcn,, Exp. & Last drawn Salary to open Personal File
for every Employee.
2. Call HOD Meeting,Circular to Submit Co. Appn. by all employees with Certificates Copies
3. Circular to all HODs to collect Co. Appn. from all employees & transmit to M.D/HR.
4. Letter Format for all employees to Submit Co.Appn. + Certificates copy to M.D/HR.
5. Check List for Opening Personal Files for all employees
6. Recruitment, Shortlist Candidates, Interview, Selection, Appointment & Induction.
(Interview Assessment by Panel Members & Appl. for Appointment by MD) – Form
7. Induction Process Schedule to advise all HODs to brief new employee (on Joining)
about Co. Policy, Gen Rules & Regulations, Standing Orders-Rules of Discipline, Misconduct,
Do's & Dont's, Co’s & Empl’s Duties & Responsibilities, Dept.work, Safety, Leave Rules etc.,
8. Circular to HODs reg. Joining of New Empls. with all detls. for A/cs., PF, ESI. etc.,
9. Appointment Order - for Below Supervisory Employees -20 Imp. t&c. - 5 Pages
10. – do - - for Officers & above Employees . 35 Imp. t&c - 7 Pages
11. Man-power Planning & Succession Planning Statements to Plan, Recruit Employees.
12. Grading of Employees based on Qualification, Experience, Service, Salary etc.,
13. Categorising of Employees based on the existing Grades of all employees.
14. Master list of Employees – Seniority- wise for Management Infn. System
15. – do - -- Category-wise for Management Infn. System
16. Leave Rules - 6 CL, 6 SL, 24 PL/EL- Short & Long Leave, Extra Work, Co-Off , M.B. Rules
17. Leave Card to take Leave- 1 Card per Employee for One Year
18. Circular to HODs to introduce Leave Card from . . .
19. Leave Register to record Leave availed – Statutory.
20. Extra Work done on Holidays etc. / Co-off Availed Regr. -Statutory
21. Co-Off Appn. Form to Notify HR Dept. reg. Extra Work done, Co-off taken, Sanctioned
22. Attendance, Absent Notification Form, VAOS- Voluntary Abandonment of Service
23. Form to draw Advance for Company Works.
24. Form to submit Expenses incurred for Co. Works.
25. Form to submit T.A. Expenses.
26. Indent Form for Booking Flight, Rly./Bus Ticket, Room, Food etc.,
27. OUT PASS Form- HODs Authorisation to go out during Duty hours
28. OOD Form- HODs Authorisation to go out for Co. Works.
29. Standing Orders for Certification- Imp. Terms & Conditions, Do’s, Don’ts, Duties
30. Standing Orders - Certification Procedures, Letr. to DLC, Exhibiting on Notice
Board, Intimation to all Employees for Compliance etc.,
31. ISO Certification Procedures, Documentation of Reports, Records.
32. Statutory Compliance Forms under dif. Acts, Contractors & Contract Labourers
33. T.A. Rules – Simple
34. Performance Assessment Form- Seniors to Evaluate X’s Aptitude to Regularise Trainees,
Casuals, Promotion, Annual Increment, S.I., Transfer, T&D etc.,
35. Performance Appraisal Form – Seniors to Discuss Performance with X to consider Career
Growth/progression/change/development
36. Self Appraisal Form – X to fill up & Seniors to evaluate to consider above(Supervisory+)
37. Disciplinary Process- Show Cause Notice, Charge sheet, Enquiry, Suspension, Dismissal
38. Resignation, Retirement, Termination, Notice Period, Exit Interview, Relieving Procedures
39. No Due Certificate to intimate Balance Accounts (for Recovery from F.S.) of
Resigned / Left employees.
40. Final Settlement Form to Settle Employees Accounts while separating.
41. Issue Service Certificate on Relieving to help X to submit for PF, Pension etc.,
42. Accident, Incident Report- to Report Injury or Property Loss, damage for Mgmnt Infn. and Follow-up action
Due to space problem, the list has become jigjag.
From India, Mumbai
Acknowledge(0)Amend(0)
Yes, Mr. Dinesh Divekar, I appreciate your views on the evolution of HR.
HR is changing its faces right from Personnel Management to HRM to HRD to HRBP to HRO, etc.
With each transformation of HR, organizations are looking for certain value additions.
The value addition of HRBP is significant, as HR professionals will be more involved with the core business and will develop their own strategies to enhance the business using the following steps:
- Hiring the right talent as required by the business.
- Providing proper induction and encouraging employees to be part of the organization with the vision and mission.
- Training them as per industry/organizational requirements.
- Ensuring proper orientation for both employee and employer growth, with orientation being a continuous process.
- HRBP should also engage with customers, understand their requirements, and implement any necessary changes.
- Having knowledge of assessing the financials of organizations, which many HR professionals are not typically involved in.
- Engaging employees in their respective verticals.
In general, nowadays, unlike HR professionals, HRBPs do not handle most of the personnel management assignments such as payroll, statutory compliance, etc.
From India, Bangalore
Acknowledge(0)Amend(0)
HR is changing its faces right from Personnel Management to HRM to HRD to HRBP to HRO, etc.
With each transformation of HR, organizations are looking for certain value additions.
The value addition of HRBP is significant, as HR professionals will be more involved with the core business and will develop their own strategies to enhance the business using the following steps:
- Hiring the right talent as required by the business.
- Providing proper induction and encouraging employees to be part of the organization with the vision and mission.
- Training them as per industry/organizational requirements.
- Ensuring proper orientation for both employee and employer growth, with orientation being a continuous process.
- HRBP should also engage with customers, understand their requirements, and implement any necessary changes.
- Having knowledge of assessing the financials of organizations, which many HR professionals are not typically involved in.
- Engaging employees in their respective verticals.
In general, nowadays, unlike HR professionals, HRBPs do not handle most of the personnel management assignments such as payroll, statutory compliance, etc.
From India, Bangalore
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