Hr & Od Consultant
Head Sourcing- Apparel Retail
Human Resources Director
My view on Manager-HR is as under.
Job Title: Human Resource Manager
To direct, manage and coordinate through subordinate managers or supervisors, all areas of Human Resources providing value added support services to meet business/employee relations needs.
Interprets company goals into department goals and ensures communication to employees.
Develops and ensures implementation of a human resource plan, policies and procedures that support organizational values and objectives and provide management with the required infrastructure to direct, motivate, and retain high-caliber employees.
Ensures awareness of and advice to on statutory or regulatory requirements in all areas of staff management such as compensation & benefits, recruitment and selection, etc. Directs the development of advanced Human Resource policies and procedures to support business needs and ensure legislative compliance.
Provides guidance and assistance to the managers of specialist functions in meeting the company's obligations by designing and recommending for adoption equitable compensation and recruitment programs.
Ensures the provision of effective services to managers to assist in the achievement of their functions' objectives such as the recruitment, interviewing and pre-selection reference checking of a number of candidates.
Sources and negotiates arrangements with external suppliers of information and services vital to the proper management of human resources by managers such as survey reports, compensation and benefits programs, and specialist consulting services to provide expertise not found in the company.
Ensures pro-active employee relations strategies and activities providing counsel and guidance to both managers and employees.
Approves exceptions to policy after review and in-depth evaluation of various factors. Identifies whether such approval requires review by senior management.
Plans and ensures optimum use of resources; administers and monitors use against budget.
Develops background and rationale for recommendations to senior management on changed corporate policies or approaches.
Knowledge of current Human Resource and behavioral science principles and practices. Awareness of all applicable legislation related to human resource management.
Effective leadership, interpersonal and facilitation skills.
29th January 2007 From India, Kakinada
The role of HR Professional is not only limited to what you have mentioned but it is beyond that.
1) It is not Performance Appraisal but Performance Management
2) Not just talent Acquisition but Talent Management
3) Mentoring, Coaching and Career Management of Employees
4) Succession Planning
5) Working as Change Manager (Change Catalyst)
Now, don't ask me how many HR Managers are handling or doing these assignments in India :D ? Because the Answer will be less than 2%.
I hope this will help.
(Blog: <link outdated-removed> )
30th January 2007 From India, Mumbai
Climate and culture setting is a part of employee retention.
It is the sole responsibility of HR to maintian the culutre and climate in such a way that it become easy for the management to retain the good stuff and shut the bad one.
30th January 2007 From India, Chandigarh
In my view it is totally Climatic condition & Environment of the organisation. The detiled my view as under:
The Organizational Climate Assessment is a powerful instrument, especially when provided organization-wide with specific departmental demographic separation and analysis. Each category has been designed to assess one of the key categories, which affect employee performance. This assessment should be administered anonymously company wide, broken out by departments of 6 or more people to protect the identities of respondents. Every precaution should be taken to insure confidentiality in order that respondents will feel comfortable sharing their true opinions and perspectives.
The objective of performing an employee climate assessment is to identify the key areas which are hindering production, reducing effectiveness and which might generate unexpected costs in the near future. The idea and approach is for the organization not to simply perform an academic exercise, simply because they do it at this time every year, but to critically examine themselves to see where the company and its employees might be finely tuned to generate higher levels of performance. Once identified, opportunities to strengthen existing approaches, which are working well, as well as select appropriate interventions for addressing the weakest areas, should be aggressively pursued for the maximum benefit of everyone.
This assessment is designed with the following assumptions in mind:
Fundamental care of the employee as an asset
Organizations are successful because of the quality of work employees perform. When employees are cared for, and the right environment is created where there are no barriers to performance, their true value to the organization can be fully realized. Respect for the dignity of the employee and the sensitivities of human beings Humans have fundamental needs for safety and security, affiliation and acceptance, involvement as well as self-actualization. The extent to which these and other human needs are fulfilled lead to higher levels of commitment, initiative and performance. Organizations, who include an emphasis on fulfilling the needs of their employees to some extent, will enjoy a more productive and stable workforce.
Full understanding of the realities of business
This assessment is written with full realization of the realities of business, and not an unrealistic utopian view of an idealized work environment. The factors emphasized and measured in this assessment are the important levers to optimizing employee workplace performance, not just creating an environment where everyone feels better.
Embracing optimization and improvement
An irrefutable trend in business today, continuous improvement and increasing levels of efficiency are a way of life, and these factors are given appropriate emphasis in this assessment because they represent an ever present dynamic with which every employee must deal.
Keys to motivation and commitment
Rather than only identifying potential problem areas to be avoided, this assessment focuses on areas where human behavior can be leveraged more positively to create employees with higher levels of motivation and commitment.
30th January 2007 From India, Kakinada
I would really appreciate some feedback.
2nd February 2007