in interview hr asked -what do u know about hr
From India, New Delhi
Basically the idea behind ths question(what do know about HR?) is that they just wnted to know the interviwer mind set, that what he thing about the HR, ths is absolutely similar when in our childhood Teacher ask wt do you understand by the realation between Teacher and a student....But i dont thing any interviwer will give the correct answer,as he/she need a job so they never arguee with HR and for any point.
From India, Delhi
hello... to me, HR is employee management towards employer’s strategic business planning..
From Malaysia, Seri Kembangan
hi, In simple language, HR as a subject which teaches a person to provide right man power to right place and at a right time. Regards, Moumita
From India, Madras
In simple language, HR as a subject which teaches a person to provide right man power to right place and at a right time. Not only this but it also teaches to manage the manpower in an organization.
HR can also be a person who not only perform the above mentioned tasks but also be a connector in between the employer and employee.

From India, Madras
Dear Friends,
HR represents a "Social System" within an organization wherein "People" are paramount.
It is the management of "People" within the framework of the oragnzational "Beliefs" and " Value System".
HR Systems, Policies and Processes are so designed to meet the Corporate Objectives.
Vasant Nair

From India, Mumbai
core competency which includes superior quality, superior innovation, superior customer responsiveness and superior efficiency.
Therefore none of the companies can copy the character and the power of the particular product of the company. This is called as "core competency".

From India, Madras
Dear All, ''right staff in right place at right time with job satisfaction'' this employee management is HR. .... my opinion. Regards, Khurshidul
From Bangladesh, Dhaka
Human resources is a relatively modern management term, coined in the 1960s.[citation needed] The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, co-ordinating a range of worker related processes and becoming known, in time as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Setting up an HR team and defining company’s HR policies & practices and ensure that they are progressive and are in tune with the latest in the industry

Competence Mapping

Competence mapping is an utility to manage the competence of the employees. In todays corporate scenario competency mapping is very important tool in the hands of the HR Manager. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:

• Defining the factors for success in jobs (i.e., work) and work roles within the organization

• Assessing the current performance and future development needs of persons holding jobs and roles

• Mapping succession possibilities for employees within the organization

• Assigning compensation grades and levels to particular jobs and roles

• Selecting applicants for open positions, using competency-based interviewing techniques

1. How do competency-based human resource management methods of defining and measuring human performance impact individual workers? What impact does an organization’s use of competencies have on individual employees’ career management planning and actions in the long-term?

2. How can career management professionals help prepare their individual clients to identify and present their competency strengths in various work or job search situations?

Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization.

Competencies in organizations tend to fall into two broad categories:

- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).

- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.

• Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.

• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process.

Research is ongoing about the nature of competencies that are important for success across many organizations. There are a number of sources that describe some very common personal functioning competencies found to be important for employees at all levels across organizations. 6 competencies would differentiate the top quartile of performers from the rest in most positions in an organization: Initiative, Influence, Results Orientation, Teamwork, Service Orientation, and, Concern for Quality.”

Key Behaviors [Behavioral Indicators]:

• Empowers others by inviting input to decisions and requesting appropriate assistance.

• Acknowledges the effort, achievements and contributions of others.

• Uses active listening skills regularly.

• Assesses each person’s hot buttons and adjusts style to get the best out of them.

• Encourages others to set challenging goals, give their best efforts and work to their potential.

• Helps others to feel important and respected.

Notice that the behavioral statements all begin with an action verb worded in present tense. This format is important for completing the implied-but-not-written beginning to each statement, “The superior performer…”.

How Do Competencies Relate to Individual Career Development?

First and foremost, competencies must be demonstrated by individuals. Perhaps the most common place where they are demonstrated is within the scope of a particular job or project involvement. However, competencies are also developed and demonstrated by individuals in the following settings: volunteer roles in the community, professional associations, school projects, sports participation settings, and even within one’s own home life.

One of the first encounters with competencies for most individuals is in securing employment with a new organization. Organizations that are purposefully using cutting-edge methods to choose talent for positions or project roles are engaging in what is called “competency-based interviewing and selection”. These interviewing and selection methods are being used not only for hiring external applicants, but also for staffing internal roles, as described later in this article.

Many organizations that use competency-based interviewing and selection are also later using the same competencies to assess performance, to encourage future development plans from individuals, and to plan for succession in the organization. Therefore, the individual employees in such an organization will have an ongoing need to use and map their competencies.

Up to this point, I’ve implied that the main need for identifying and mapping competencies is for individuals who may be pursuing full-time employment with an organization. However, the need for mapping of competencies also extends to independent contractors seeking project work with those organizations that broker their services.

Why Should Individual Employees Map Their Competencies?

A list of compelling reasons includes, at a minimum, the following. An individual:

• Gains a clearer sense of true marketability in today’s job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.

• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.

• Demonstrates self-confidence that comes from knowing one’s competitive advantages more convincingly, and from being able to articulate those advantages in specific language.

• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.

• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called “structured behavioral interviewing” or “behavioral event interviewing.”

• Develops the capability to compare one’s actual competencies to an organization or position’s required/preferred competencies, in order to create an Individual Development Plan.

Many organizations today are using the process of 360 degree feedback to compare an individual’s self assessment of his/her own performance against key position and organization competencies to the assessment of key “stakeholders” that the individual interacts regularly with. The 360 feedback received is then used as input to the Individual Development plan. That prerogative implies the importance of competency-based self presentation: in one’s resume, in interviews.

The steps involved in competency mapping with an end result of job evaluation include the following:

1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

Thanks & Regards


Regional Head-HR KAR/AP

Karnataka: Reliance HR | RCOM House | Ground Floor| ITPL-Whitefield | Bangalore |

Andhra Pradesh: Reliance | Lake Shore Towers| 5th Floor | Hyderabad-63.

PH: +91 80 30332593 | Mo:+91 09379195009

From India, Mumbai
(POSDCORB) Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting: coined in 1935 by Luther Gulick to describe the functional elements of the work of a chief executive. It is based on the functional analysis of management of Henri Fayol. We relate HRM (Human Resource Management) mainly to POSDCORB.

Planning, that is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise;

Organizing, that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and co-ordinated for the defined objective;

Staffing, that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work;

Directing, that is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise;

Co-Ordinating, that is the all important duty of interrelating the various parts of the work;

Reporting, that is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research, and inspection;

Budgeting, with all that goes with budgeting in the form of planning, accounting and control.

HRM is essential in big companies and organizations.

From India, Madurai

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