Scope of HR Manager:
Human Resources encompasses five areas:
The scope of human resources management background spans 15+
years and the entire HR function from talent acquisition and
retention, corporate merger integration, staffing, benefits, employee
relations, training and development, succession planning, performance
management, and productivity improvement within diverse global
corporate environments. I am adept at achieving strategic results in
complex, changing work environments and offer proven abilities in
high-pressure or crisis situations (e.g., 9/11, 8/03 utility black-
out, terminating senior executives, etc.). I have developed and
implemented global job descriptions and performance management
systems, improved tiers of communications across domestic and
international conglomerates, and developed severance, retention and
termination plans upon major M&A initiatives.
Human Resources Director Requirements
Broad knowledge and experience in employment law, compensation, organizational planning, organization development, employee relations, safety, and training and development.
Above average oral and written communication skills.
Excellent interpersonal and coaching skills.
Demonstrated ability to lead and develop Human Resources staff members.
Demonstrated ability to serve as a successful participant on the executive management team that provides company leadership and direction.
Demonstrated ability to interact effectively with the company Board of Directors.
Excellent computer skills in a Microsoft Windows environment.
Must include Excel and skills in database management and record keeping.
General knowledge of various employment laws and practices.
Experience in the administration of benefits and compensation programs and other Human Resources programs.
Evidence of the practice of a high level of confidentiality.
Excellent organizational skills.
Education and Experience
Minimum of a Bachelor's degree or equivalent in Human Resources, Business, Organization Development.
Ten plus years of progressive leadership experience in Human Resources positions.
Specialized training in employment law, compensation, organizational planning, organization development, employee relations, safety, training, and and preventive labor relations, preferred.
Active affiliation with appropriate Human Resources networks and organizations and ongoing community involvement, preferred.
Possess ongoing affiliations with leaders in successful companies and organizations that practice effective Human Resources Management.
While performing the responsibilities of the Human Resources Director's job, these work environment characteristics are representative of the environment the Human Resources Director will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the Human Resources Director's job.
While performing the duties of this job, the employee is occasionally exposed to moving mechanical parts and vehicles. The noise level in the work environment is usually quiet to moderate.
This job description is intended to convey information essential to understanding the scope of the Human Resources Director's position and it is not intended to be an exhaustive list of skills, efforts, duties, responsibilities or working conditions associated with the position.
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The future of the HRD manager, in my view, should be:
Business driven does not necessarily mean that he should work only in profit-oriented organizations. Over a period of time, the distinction between profit and non-profit organizations is becoming thinner. Non-profit organizations are becoming profit-oriented and profit-oriented organizations are becoming philanthropic. Irrespective of the organization he/she works for, the HRD manager should be driven by the business or the purpose or the activities for which the organization was set-up. When I say business driven, I mean he/she should be concerned single-mindedly with the goals and missions of the organization. He should become a partner in the business or a shareholder of the dreams of the founders and others who have set up the organization. Without the single-minded devotion to goals and the mission of the organization, the HRD managers cannot do perfect justice to their role.
The following is a checklist of indicators of the extent to which the individual is business driven:
Short-term and long-term awareness of the goals of the organization.
Feel an integral part of the mission and vision of the organization.
Awareness of all products and services of the organization.
Awareness of the financial details of the organization where the income or the money is coming from and where it is going, etc, able to read the balance sheet of the organization.
Awareness of the technology used by the organization (its various functions, departments, SBUs, etc, if it is an NGO, the pedagogy used, methods of intervention used, philosophy, etc, if it is an educational institution, various methods of learning forms, including online learning, distance education, etc, and its location in world trends)
Aware of the costs of technology and finance.
Sources of technology and costs.
Future potential for business and organizations’ market share or contributions to society.
Awareness of the future market potential of the organization.
Even if HRD managers do not undertake research themselves, they should be willing to base their judgments and strategies on scientific enquiry and research findings. They can make a lot of difference.
Know research and its potential in raising the right kind of answers.
Use research as a strategic tool to enhance the output of human resources.
Use research to motivate and develop competencies of people.
Use research to find out human capacity enablers, change management tools and efficiency and effectiveness of individuals, roles, teams and the organization.
He/she should be aware of the internal processes and mechanisms. The internal processes may include the work organization, organizational structure, its functionalities and dysfunctional ties, etc. He should be sensitive to the processes and their costs as well as benefits. The processes may include the decision-making culture, values, norms, etc.
Aware of the way the tasks are allocated.
Aware of the people processes and their strengths and weaknesses.
Understanding the character of the organization.
Aware of the internal structure.
Aware of the way similar organizations are structured.
Aware of the process and process dynamics.
Knowledge of organizational structures and their positive and negative consequences.
Sensitive to process dynamics.
Aware of conflict and their sources.
Aware of the way that structures interact with people and produce dynamics.
Aware of the meaning of synergies and the way synergies can be built.
Aware of the way the organization does its business and the culture of the organization.
Aware of the norm values and other internal processes.
Aware of the way the organization functions.
Highly systematic, believes in systems as strengths.
Understands the limitations of systems, specially people systems and at the same time, appreciates their utility.
Sees a system as enhancing predictability and controllers of costs and overheads.
Sees systems as simplifiers of life and enhancers of organizational effectiveness.
Should be a promoter of all systems.
Should appreciate the need for HRD systems. Aware of a variety of systems dealing with other functions and their advantage: TQM, ISO, MIS, SAP, ERP, HRIS, Financial Information Systems, etc.
Thinks in a positive way about systems and their use.
Aware of company strategies.
Participates in strategy formulation.
Thinks long-term for the company.
Aware of the best practices in different functions and of different companies globally in related businesses. Knows the structure of organizations. Aware of strategies used by competitors and collaborators.
HRD Managers as CEOs
GOOD HRD managers are potential future CEOs. This is so for a variety of reasons:
1. Competent people and thereby HRD is going to be the driver of future organizations in all sectors. The contributions of IT and the ability to leverage IT and other technological innovations will be in the minds and hearts of people. So HR is going to be the future driver of corporations and nations. Good governance is HR, good governments will be due to people and good politicians will be people. Those who spot, motivate, develop and utilise people, therefore, are in a unique position to be CEOs.
2. In any corporation, HRD, and Finance and Accounts are two functions, which flow through every part of the organization. Thus, those who head and handle HRD are in a unique position to know the entire organization and steer it.
3. The past experiences of HR people successfully managing corporations have indicated this. Experience at L&T (N M Desai, S R Subramaniam), TISCO (Rusi Modi), SAIL (M R R Nair), Escorts-JCB (Arvind Agarwal), etc, have demonstrated this beyond doubt.
If this has to happen, HRD managers aspiring to be CEOs should belong to category 1. They should be business partners, change managers, system-driven people and above all, people with leadership qualities (trustworthy, vision-driven, value-driven, transparent, etc.)
CEOs as HRD Managers
A corollary to the above is that all CEOs need to become HRD managers in order to be successful. This in fact, is the case as demonstrated by several Indian CEOs (N Murthy, Azim Premji, Kamat Bhatt, etc).
Evolution of HR Role
Mid-1990’s Mid-2000’s Evolution of Thinking
Employee champion Employee advocate (EA), human capital (HC) developer Employees are increasingly critical to the success of organizations. EA focuses on today's employee; HC developer focuses on how employees prepare for the future.
Administrative expert Functional expert HR practices are central to HR value. Some HR practices are delivered through administrative efficiency (such as technology), and others through policies, menus, and interventions, expanding the "functional expert" role.
Change agent Strategic partner Being a strategic partner has multiple dimensions: business expert, change agent, knowledge manager, and consultant. Being a change agent represents only part of the strategic partner role.
Strategic Partner Strategic Partner As above.
Leader The sum of the first four roles equals leadership, but being an HR leader also has implications for leading the HR function, collaborating with other functions, ensuring corporate governance, and monitoring the HR community
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