CHR Started The Discussion:
The core roles of human resource management are grouped below into three categories. The titles of the clusters are tentative, and are open for comment.

:idea: Strategic perspective
:idea: Organisation design
:idea: Change management
:idea: Corporate Wellness management
:idea: Staffing the organization
:idea: Training & development
:idea: Career Management
:idea: Performance Management
:idea: Industrial relations
:idea: Compensation management
:idea: Information management
:idea: Administrative management
:idea: Financial management

The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.


§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.

§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.

§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.

§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)


As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).

§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.

§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.

§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.

§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation


§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.

§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.

§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management

§ Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
§ Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.
Posted 6th June 2004 From India, Gurgaon


I look at the HR Management job in terms of eleven (11) critical functional areas that an HR professional and practitioner has to attend to... to be effective. These areas are:

1. Manpower Planning
2. Recruitment
3. Compensation & Salary Administration
4. Benefits Development & Administration
5. Training & Career Development
6. Labor Relations & Disicipline Management
7. Personnel Movement
8. Performance Management
10. Payroll & Timekeeping
11. Organization Development

To be effective, an HR practitioner should have a well rounded grasp of each of these areas. The problem is that many of us have only very limited exposure on these different functional areas as we move on the organizational ladder.

One effective way of being able to have a complete grasp of all these functional areas within a short period is to have an HR Policy Manual by your side.

My company has developed an HR Policy Manual containing all these areas. It is a handy tool for the HR professional and manager. It is copyrighted and we are selling it.

Best wishes!

Ed Llarena, Jr.
Managing Partner
Emilla Consulting
Manila, Philippines
Posted 15th June 2004 From Philippines, Parañaque
Hi to the members: I have developed a very comprehensive Service Rules' Manual and would like to seel it out, somebody interested may contact me. Regards, Farooqi
Posted 24th June 2004
Dear Colleagues,

For core roles in HRM, at times this depends on the size of the Company and most times the industry and more importantly the country and the kind of Labour legislation that exists.

For instance in my environment we have the following:

* DiversityManagement
* Local Content
* Indegenization ("countrynization")
* Talent (Pipeline) Management
* Welfare Management
* Employee Relations

It is believed that has industries expand and mature new units/departments would keep on emerging to attend to the needs of the workforce in different business environments.

Posted 13th December 2004 From Nigeria, Lagos
CORE ROLES OF HRM Excellent and very useful guidelins for HR MANAGERS. We can also add -KNOWLEDGE MANAGEMENT -OD -EMPLOYEE RELATIONS regards LEO LINGHAM
Posted 16th May 2005 From India, Mumbai
Hi Ed Llarena,

I would like to know more about the HR policy manual as how it would be helpful ? how much it cost? and what is the procedure to get the manual?
Can u pls email me in this regard.

thank u,

Posted 17th May 2005 From India, Hyderabad
Hello Ed, I too am interested in the manual. Kindly e-mail me the details. Excellent discussion by the way! Thanks, Gerard Estrella
Posted 17th January 2006
hi farooqui, Iam interested in your comprehensive Service Rules' Manual.please mail me at Regards, Subrahmanyam
Posted 17th January 2006 From India, Hyderabad
Hello Ed, I am interested in the manual. Kindly e-mail me @ Thanks in advance. :oops:
Posted 24th January 2006
Hi farooqi, Iam interseted in the manual. Request you to please forward the document to my email id -
Posted 7th March 2008

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