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It is actually a sad fact that the HR department is always sidelined compared to other departments in most companies.
I do not know the actual reasons about this, but from some discussions that I had whilst in college and during my internship with one of the reputed firms, I happen to trace down a few reasons -
1) HR is observed as a cost center as we are to device some or other motivational things which may have some expense.
2) Training, Recruiting, Engaging, Payroll etc is HR's responsibility and these does have their own cost.
3) The efforts of HR is a soft skill and can't be measured in factual manner as the finance or marketing department does. They can claim an increase of 10% or 50% in the turnover or sales or profits. How are we to claim we engaged 50% more employees compared to previous year(s)
In order to change the management's view to HR, it is important to start measuring our work as much as possible. We too will have to speak numbers. We need to be sure that we are doing something to give to the company. We first, ourselves should be confident that yes, our efforts is contributing to the company's vision and mission.
As a result of this, my summer internship project was to study about HR Metrics and trying to develop it. I wrote about this and got my article on HR Metrics published with IIM-Shillong's magazine. (Here's the link for your kind perusal)
Scroll down to pg 16 (of PDF which conincides to pg 13 of the booklet)
Apart from this, I would love to hear from seniors about their idea in making HR department as respectable as other.
25th June 2013 From India, Mumbai
With 12 years managerial experience in NCR,I can state that due to various pressures,it is rapidly becoming difficult, to walk the talk. Once Management is clear on HR as a Facilitator things would be more bright.
26th June 2013 From India, Hyderabad
HR must be able make management understand the importance of human resources.
I have seen numerous posts about companies worried about people leaving and joining the competition. Why are they concerned about this?
They do not realise that this is just like capital flight, when capital is withdrawn from the stock market or from banks then the economy suffers.
When employees leave, the company suffers.
The trouble is that managements sets up an HR function but do not really know why they have done this and use it as the recruitment wing and for policing employees which then turns it into a pure cost center. No, it is not, it is an investment in an important resource called EMPLOYEES.
Many managements think training if just as expense, they are wrong, once again it is an investment which will bear fruits down the line.
I have noticed that most SME's and family owned businesses do not give the importance due to HR since they do not know the exact role of HR.
My suggestion is that the HR function in such organisations should write white papers on how a good HR group functions and how good HR policies are really investments and not just costs.
This is of course easy said than done, but the HR group has to stand up and demand its worth as a function that helps build an organisation.
I trust all those in this function will wake up and start to showcase the importance of HR more as an investment in Human Resources than just a group who does what it is told and meant only for policing the employees. They have to do all the bad work.
They are the BAD COP where as management is the GOOD COP.
Best regards and keep your heads high you are very valuable to those who know your value.
26th June 2013 From India, Hyderabad
HR Depts in organisations as said above are crucial because I believe human resource is very crucial and vital part of organisation.No organisation will ever exist without this.The Mangement and the bussiness owners are also well aware of this fact. Then How come,We Hr people than still say the importance of hr has gone down over the years in the organisation.My view about this is - Hr people many times fail to bridge the gap between the Managment and employees on bussiness understaning/purpose/perspectives,which is the core function of hr dept only.Unfortunately in most of the cases I have observed that HR is found to be more inclined towards the interest of Management while lacking in having grip over the employees, thus resulting in empoyee engagements/retention problems.in turn Management suffers on production/service front and the blame comes to Hr dept.
However,Management of any organisation needs Hr support in a manner that will support business growth along with its employees in a most cost effective way.The HR People therefore in my view should ensure more focus on trust and fath building between management and employees apart from looking in to work profiles of employees/hr adminstration rather than worrying about management not giving importance to hr etc.
Lets have positive side of people with us and I m sure every hr will be a successfull and equally important part of organisation.
26th June 2013 From India, Vadodara
A very nice post. Agree to your view points but not completely as I believe, there is always another side to the coin. But often we just fail to flip it to see the other side...
It is not the HR people who feel that value of HR has gone down but the way the management treats HR on the whole makes us percieve this...
1) Seldom companies take HR views in strategy forming of business.
2) We have CEO, CFO, COO... heard of CHRO? Very less again (and is negligible)
3) Ever faced this situation - When the Marketing head goes to the CFO to have budget him higher amount so that he can give performance linked incentives to the sales team to boost their morale and the CFO obliged. But when the HR head goes with similar request so that he can give a training the same sales force with say some new software which will boost their productivity, this is treated as cost and not investment.
4) Have we not seen that many companies just bring aboard any person in the seat of HR whereas they check for proper experience and qualification when it comes to marketing and finance as well as operations?
5) Don't our management expect us to speak number and volumes like out counterparts do?
6) Have we not faced questions like - What improvement have your so and so training session or employee engagement plan did? It just instead washed away my capital...
7) Is it easy to think the human efforts equal to the capital that we trade in the market????
Again to reinforce what I said earlier would like to cite an example...
Being the only HR in my current employment, it becomes indeed very difficult for me to be walking exactly in between the two different groups - management and staff.
Yet, managed to develop policies that is neutral to both. Which does not take side of any one party but allows to grow mutually.
What to do when the management appreciates the efforts, recognizes the efforts, then fails to implement the ideas????
It is not that they are not complying with statutory requirement but somethings above the minimum requirement is doing about employee engagement. But those are just read, appreciated and scrapped off... What should we do in such case?
Fortunately my staff members know that I try my best and hence are not against me, but they are dissatisfied.
The only reason perhaps is that we can't assure the management that if they implement this plan, 50% of engagement will soar.... not because we are not confident if or not our plan will work, but because -
1) We are unsure of the reaction from the staff's end
2) Unsure of how long would the person take to be productive (say post training or so)
3) Unsure of the patience level of management
4) Unsure of the market trends that wil have an impact on the situation.
One of the reasons that HR can't talk numbers is - while in account we are aware that 2+2 will always be 4.... in HR we do not know if 2+2 training will improve the skills of individual 4 times....
26th June 2013 From India, Mumbai
#AnonymousThe situation that you have written is true not only for NCR, but most other places too. However its only the HR Professionals that are to be blamed. Most of the times they don't have any knowledge of the business. they believe that saying goody goody things (nice sounding words & management jargon from their HR books) will serve the purpose. But people want to see the results. And it is here that HR fails miserably.
Further the HR guy is often the most insecure person in the organization. The first thing that any Finance or accounts guy does is to get a number of consultants for various jobs. But HR guys would not do that. They feel that if they get consultants, management would question them "What are you here for?". They go about trying to do everything themselves & fail miserably. That's why only they are seen as cost centers, although finance is more of a cost center than HR.
27th June 2013 From India, Mumbai
I, as HR, would want to share the blame with every other person higher to the HR department.
As of talking numbers, I explained very well why HR can't speak numbers. Because we are dealing with human who are unpredictable.
Today someone may give 100% of his efforts. Tomorrow perhaps he is somewhat unwell and his efforts falls to 80%.
It is just as a machine but machines are any time predictable because human made them they know the ifs and whys.
Human have been crafted by God and we'd not know what will happen in the very next instance.
Another thing, even if we put forward certain strategies, how welcoming are they?
I gave you a personal example, I have put forth policies that would help the company grow, foster healthy competition in the staff and hence can mutually grow... The management appreciated my efforts but then failed to implement it. When asked, the management said, it's too early to implement. It's too idealistic... We can't implement... Whatever was suggested is being implemented elsewhere.... But the problem is management fears something else which I can't describe here...
Secondly... I have a personal note of how appraisals work here... Thanks that I am working in a small firm - you get to know everything happening in each department... and I don't think people will be surprised if I would say one department is favored over any other departments...
The general idea that most management has is -
Marketing is the most important - They bring us money
Finance the second - they manage our funds and help us keep profitable
Operations third - because they're the reason we're selling
Lastly the HR -
We need to realize the fact that all the departments are equally important and we can't rank them in any order because in the absence of any one department, the whole working will be hampered.... and if you think I'm wrong, you can try this at your firms and have a check....
27th June 2013 From India, Mumbai
very truely said. This situation is every where not only in NCR. Management do believe HR as a cost center. But we have to try from our side make them believe that Hr is not a cost center, where as its investment for making further growth of the organization. An HR recruiter can show the numbers of employees hired. The HR is a bridge between the employer and the employee. Its a backbone without which organization cant stand for long. We have to manage both the organization and the employees. We don't have that much liberty as other departments do have, but we do, no other department can do. Every department has its own importance and that what management has to understand.
HR has role for organizational and employee growth. We have to maintain a good retention rate, that's is one of our number.
27th June 2013 From India, Mumbai
"Have you ever imagined a situation about a hr leader with such a repute that if he leaves an organisation, then all other followers(employees) also walk out and follow him without a second thought."
Hr people in the industry are there for people's management.Managing people is not simple thing,they are not machines and their performance can not be set and predicted.That is how today in one of our training sessions we were trying to discuss about - How services can be measured or how the services performance can be evaluated? I m of the opinion that hr people are more like the service providers to an organisation and hence they find it difficult to evaluate the services of each of its employees and themselves as well.Accordingly in most cases hr fails in convincing the management on these aspects.
Every management or bussiness owner expects and feel happy when they see that employees are working entusiastically and contributing 100%.Hr is expected to bring about and accomplish this expectation of management through his skills - I call this skill - "winning people and giving people their share'.Here I Strongly feel that For "winning" and "giving" both words are co-related to or attributed towards management by hr person and hr expects that management should lookout and contribute for winning the people as well as giving their share.No doubt Management will always be ready to give the best of the share to employees but management has kept the hr person to win the people on his behalf.and it is the point where many of hr people fail to understant their role and co relate it with the management.And this is the only point where the conflict of management and hr begins and hence the question of faith, loyalty, dedication,contribution,retetion, etc arises.I may be missing certain realities on groung but my experience says Hr person is the people leader in an organisation and he is the one who can bring about major changes in the organisation by winning the people and thus convince the every management that they are Human resource managers and equally important rather more important than any other verticle in the industry.
These are my views and members pls forgive me if I m wrong.
27th June 2013 From India, Vadodara
Thanks for an elaborated post. :)
To be little honest, never heard or experienced this situation, but a good point to think over.
This was exactly the same point I am trying to convey... Measuring HR's efforts and putting them in numbers is a little difficult task for this reason. However, at the same time I do not say it's impossible, else I would not have worked on the project of HR Metrics.
Agreed to the point - HR is like a service industry but again by citing example would like to put forth my point.
Say for example we took a cab service. The driver came on time to pick us up, he was clam and serene all through the way, he managed the temperature of the cab well and the cab was clean... The speed was good and he managed well compared to the Indian road condition, Though we reached a bit late as per the destined time, we know it was only coz of the traffic we faced and he too could not help us in that matter.
Now about identifying and numbering the services, is like rating each of the above mentioned things on a scale of 1 to 10 (just for example)
And another thing is, the temperature must have been ideal for you but it was too cold for someone accompanying you and hence again the numbering would vary...
All I wanted to say was there can't be just one yardstick. Different people will judge the service provided in different way.... Let's take simple example... If the company needs a very niche technical profile which took about 60 days to close, the technical person might know that it would ideally have taken so long or still longer.... but the top management will feel 60 days to fill one position is a bad job....
I hope I've not over stepped just wanted to put forth the idea that we need to start measuring our efforts using a different scale, one that will help us to convince management how HR's efforts help the overall business...
27th June 2013 From India, Mumbai
Request you to read the post carefully and try to look into the inner meaning of the post.Its not about measuring or quantifying something, it calls for more of humane efforts that will be required to win the people.Once the people you win, it will require that they be moulded through training and nurturing them for the requisite purpose.Then make them to follow what you want, keep on guiding and encouraging them by being with them.Once you are satisfied and assured of your own people and their level of dedication & integration, they will do any thing for you.
Organisations and management wants this to happen and in many places this happens with due efforts and contribution from management as well.
Just think of one more situation" In war solidiers fight and sacrifice their lives with out a hitch"No Hr is available in the field.It is their leaders that enculcate the feeling of that ownership, responsibility and pride in soldiers towards the nation.Having said this I think that service can Not be quantified, but on the other hand, i m afraid measuring services will make employees more focused on completing the target than having sense of ownership and pride.(Loss of Quality and fruitless output). I m talking about Hr who can create people/employees who are not number driven but the driven by inner force and energy and emotions of ownership,sense of responsibility,pride and integrity towards the organisation.
To Sum up,It should be our immense effort to be a part of people together including the management in achievement of organisational goals,where hr must command the reins of people towards making a organisation a brand.Thus HR Will certainly be acknowledged as one of the prime and vital verticles.
27th June 2013 From India, Vadodara
I indeed understood the point you made about keeping the staff engaged and motivated to take that one extra step to reach the miles...
Many of the HRs have been doing so for considerable period of time... But since we are opting for change, this is what I suggest is to try to map the work...
Again by that I do not mean to say that we need to put everything into numbers... But this will also help us understand where is the problem...
Secondly, as I stated in my personal example... I have developed a good rapport with my staff, they know what to do and fortunately I never had to face the challenges of change management...
But in order to convince the management that this is needed so that they can focus better takes pain much more than we think... At the end, they appreciate your idea but do not implement it, may be because we never say -
"If you can give us a budget of say X rs., I will give you 50% more engaged employee which will work with more efficiency and dedication which will lead to a rise of 30% in your profits"
Honestly, none of the HR will be able to claim so.... not because we are weak in arithmetic but because we deal with human... as you already said...
But its like, we all know the little secret to interviews - "Speak what they wish to hear" is what I propose to do...
If the management is used to seeing numbers and do numerical analysis, we should try to map something in similar fashion....
Ofcourse there can be many other better ways... This was just one proposal put forth... No offense.... :-)
28th June 2013 From India, Mumbai
I have experienced someone telling me that HR is observed as a cost center and we have to cut away a certain portion of our profits to kept essential support services like - HR, and Administration going. For obvious reasons the gentleman who was telling me this was an PhD from the Wharton School of Business - a specialist in Finance and one who also taught Finance at the prestigious IIM (C). He was the MD of the company I was associated with. He was by nature a fine gentleman, so I argued and when I got an opportunity I cashed in on an opportunity and then asked my boss what do you have to say about this.
I'll narrate the case to make my point. It dates back to the year 1997, all activities around the world were centered on or around Y2K. Everyone was anxious, but some players were busy making tools that will handle this issue. They were carrying out trials after sufficient R&D, however, they wouldn't get a real time environment to try out their product. While they got busy with their POC engagements(Proof of Concept) the next thing they had to think of is to have programmers with good COBOL coding skills and also ones who had knowledge of working on mainframes. Our principles made this request to us. I seized this opportunity and was able to align about 14 people, all experienced season mainframe pro's. Through with the initial rounds of interviews they decided to engage all of them, offers were made for assignments and moving over to the US, and paper work for visa also commenced. I raised an invoice billing them for our professional charges for enabling them get resources of this kind, and demanded a pretty handsome 10% of CTC on the offer made. It went through some discussion like yes... no... too much... think it over... etc., but I refused to give in, and finally it was agreed with a clause that they will pay this to us back in 12 equal installments, thereby securing their interests too that they can hold back making inward remittance should some one jump the ship after reaching the US and take a counter offer. We took this risk, and thankfully all of them stayed longer than a year. some of them have stayed back permanently there becoming green card holders. It was at this point of time that I went our MD and asked him, aren't HR people earners too. He acknowledged it and so the status we enjoyed as HR people was unbelievably good. I was treated on par with all the other delivery teams even when not being a revenue fetching department.
It's here that you see some of the well known companies who work on high volume, high value delivery, the role played and the status HR holds is unbelievably good.
I'd like to go t the next point that Ankita has brought out, "Have we not seen that many companies just bring aboard any person in the seat of HR whereas they check for proper experience and qualification when it comes to marketing and finance as well as operations?" This is absolutely valid. While we all should agree in comparison with the other professions HR is still in the nascent stage, but gaining grounds quickly. It's true and natural therefore that the one's who enter the profession early were from the other functions, ones who were good communicators, presenters, or socially well placed etc., with little of no knowledge on the subject, who would occupy the seat and carry out all the orders of the boss from hire-retire, all at the whims and fancy of the boss and higher ups.
Thanks to the emergence of IT more and more things began to change, however, there are still places like the manufacturing sector which practices Industrial Relations and Personal Management as it is statutory, though they have to take care of Welfare too so they have a Manager IR (at the level of the Labour, Discipline, Productivity, Trade Union Negotiation, etc as subjects) Manager - Personal (whose main activity would be to take care of Supervisory level people) and another would be a Welfare Officer for general welfare, recreation etc. People who hold these responsibilities wield great command and respect. When people with this sort of a background come over to IT, they find their management style doesn't work here, and so they have to change things around. It's in this context that I have to say that some companies particularly more in India we fall into a slot which is neither here nor there, and so the treatment. There are also instances that people who retire from the armed forces too tried their hand on getting into the private sector especially IT, but very few made the mark.
Therefore to sum it up, I think the days ahead will see changes happening, provided, we as people in HR can show that we can add value even if we are not revenue generators...some thought on this would be..
Be the Change Agent
You have a rupee and I have one. we exchange it with each other. We still have a rupee each. This is transaction. I have an idea you have an idea. We exchange, now both of have two ideas each, this is transformation.
In our home we enjoy great relationships, we are in a constant communication mode, we care for each other, we discuss various things about the family, and also issues outside our family, the society, the environment we prevail, the people, right up to politics and governance. While most of this part of the relationship is transformational, because we prevail in issueless moments, thought we must admit some by nature are transactional issues too. This doesn't dilute the relationship at all. We invest heavily in issue less moments, therefore we create a transformational relationship in which we all grow and so the relationship grows to make it life-bondage one.
Come to work isn't the same. Relationships @ work are merely transactional, however, there is a huge opportunity to make it transformational, if you can only volunteer to be the initiator, guide, advisor, coach and allow the other to become the executor of the task, you may be able to transform the other person @ work. Let everything that passes by you gain value, let every life that crosses your life be changed for the better. Add value to every moment. Add value to every relationship, try transforming every transaction, by adding value to it. Be an 'Alchemist' In helping others become better you become better. let everything become better in your presence. Leadership is in evolving transactional opportunities into transformational opportunities. Be the change agent. Keep going.. and keep helping people to keep growing. That's the role to grow into as HR people in an organization, because the value you add at this point of time though intangible, is absolutely valuable.
I wish acknowledges the thoughts and ideas shared by the others too wrt to this query.
28th June 2013 From India, Hyderabad
We can cry till the cows come back home, but things will not change easily. We have to keep going on, doing good work after good work and earn our status as professionals, no one will give it to us.
Our forefather's and great leadership enable India earn independence, it wasn't granted.
Hope this puts things in the right perspective.
28th June 2013 From India, Hyderabad
Thank you sir, to add up to my pointers with your extensive experience... I think now the do make sense...
Exactly, we need to be a change agent...
I always believe that HR should be just like a catalyst - increase the efficiency without disturbing the whole process...
And unless the HR fraternities start believing that they're contributing, they'd never be able to convince other's of same...
Just happen to see a picture which I would like to share - talk about the different ways different group of people will perceive the functions of HR...
28th June 2013 From India, Mumbai
Now I would request you to share what steps should be taken.......Most of the company has CEO or Plant head Production or Engineer Background and they always feel HR doing nothing but enjoying all the facilities of company. One of My Boss ( Ex VP from One of best manufacturing MNC) Has clearly told me I never like HR people ...They are doing only Politics in the company. I answered/ discussed with him but could not break HR image from his mind.
Somehow we are also responsible....
Pls share your experience and Action both ....
30th June 2013 From India, New Delhi
As already conveyed, the sad fact is HR never speaks numbers...
There are people who feel that HR don't speak numbers because we (as HR) are afraid that things would come out that we don't work or something like that...
My boss and my colleagues feel I don't work most of times.... So? So what nothing....
Firstly, we need to train ourselves that just because someone has a perception towards us, we are not that...
Slowly what my CEO realised is that I am keeping an eye on the sales and performance, tracking it, and ensuring that nothing is cheated on - like for example, people have a habit to take the credit for the sales that they made even before the amount is deposited in our account... And our sir trusted them.... Now those things are getting reflected week on week....
He believes I don't work, but I make him realize, I have to -
1) Count the number of leaves each one takes, every time someone applies for leave...
2) I need to check if two people in the same department are taking leaves together and if so, consult the concerned department head.
3) I make him realize that I have to check on the bills before they go to accounts...
4) I have to ensure that people fill the voucher to claim the out-of-pocket expense rather than just going and taking a lumpsum amount from admin....
5) I make him realize that I have to keep a track on the late attendance and performance management...
6) I have to see to it that things are properly filed in the right time...
7) I have to ensure that we are complying by all the statutory norms proposed by the govt.
Yes, I am most of the times found reading and enhancing my knowledge on net.... But that is because HR has to work isolately.... We can publish and declare that we are eyeing your performance or tracking your records....
Yes, we are the police in the office, but not the bad cops, if we are the one who corrects the unacceptable behavior of staff, we are the one who'd ask them if they are facing any difficulty....
Above all, in order that each one realizes what HR does, I would also like to suggest a game of 2 days with HR - where the CEO or any of the departmental head can spend 2 days in the HR department and find out what work the HR does on daily basis...
And yes, who would not love to enjoy the free time they have the way they like???? Not just the HR.... I have seen sales people in my firm play pool games online when they have free time... All of us do some or other Time pass in the day.... even in the paid hours.... HR is not exception.... Most of HR's is a mental work and they do need mental peace most often than others....
I would like seniors to share their ideas to help HR change the perception of the management towards them...
1st July 2013 From India, Mumbai
I'm afraid, I disagree with this thinking of adding "value" tot he organization, as this doesn't need one to be a qualified HR, and educated person even handling Administration can do this, in fact, in the days gone by some of these functions were performed by confidential secretaries.
I would like to draw attention to the fact that there is a lo of difference between HR Administration, Operational HR, a HR Generalist and A HR Strategist.
I share with the following links to help gain a little more understanding on this aspect and to put things in clear perspective, not only for now, but to also remove illusions about what HR is and isn't..
April 27, 2008 CITEHR Link: Core Roles of HR
April 27, 2008 CITEHR Link : Difference between HR and Corporate HR
HR is about people, which is the core of an organization and its ... The choice for HR between strategic or administrative functions is not an either/or .... strategies will require different skills in personal and this is where HR needs to be
Operational vs Strategic HR Focus By Tony Deblauwe
Operational vs Strategic HR Focus - Work Babble
Steve Denning, author of The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century outlined the disconnect between HR focus and executive and strategic business imperatives:
How Strategic HR Wins The Keys To The C-Suite - Forbes
Trust this will keep the discussion engaged further.
1st July 2013 From India, Hyderabad
Image building of HR department.... the topic is very sensible and here what we are sharing is the current scenario...
But loking further what we can do to make and sense an organisation,management and employees to feel real HR image is an vital action.
Not only in NCR or for that matter any part of India,Culture of an organisation is very important which directly affects the image of HR department.
There are companies where HR is being treated as a Strategic Partner rather than only a service provider. And this is happening because they are having employee freindly policies which are actully made for people,not against people and it is possible only when there is a Strategic HR than only HR.Ultimately image is made by employees as a result of delivery of services by HR (majorly guided by management :-) ).
When employees feel transperency in the processes and the importance of there being in the organisation, at the same moment they feels that here we do have the right management and a real HR. But now a days when management feels that Training employees is a cost and not an investment,there in a long run the same will be affecting image of the Culture of the same organisation,and not only an image of HR.
Its a top down approach when it comes to HR,which should be bottom up because as you all said we are dealing with human beings not machines.We will be able to change the image of HR when we will see an equal importance, treatment and freedom to work for alll the departments in an organisation .
Though there a long way to go to change this image but we as an HR professionals only have to think and stand up to lead the way towards the right and desired direction. Because unless HR wont speak,it will be treated the same its being treated so far.
Now its time of SHRM,not only HRM.
Thanks & Regards.
2nd July 2013
HR is the core of any organization, because it deals with the people of different department. HR department has a lot of importance in making the organization competitive with the global world. it is the wrong conception of the person that HR is only concerned with recruitment & selection, or it is a job for idle people. the people having the capability to handle the issues related to people are only able to manage the HR department. in an organization also, different departments are having negative view for HR department,they are thinking that, it is just to do the work by sitting only, not any planning or coordination is required. they are habituated to blame the HR department for any misconduct by employees or management. For example: if an employee is not performing well after attending a training program, the Head of the department blames to the HRD that he has not planned or implemented the training program properly. but instead of blaming HR department, he has to find out the reason that "when others are having benefited by the training program, then why some are not, that must be due to their own behavior, attitude.". the organization should not emphasize only one department for the growth of the organization, because holistic development can be possible if & only if all the departments are developed according to the need of the company & that of the employees.. one department can easily understand owns problem in a better way than the other department, if the department will convey the problem to HR department & helps them to find solution, then only the solution will be more effective & fruitful. So the other departments have to cope up with the Hr department to get a solution for a problem, so that it will result in the great image of the company by the co ordination. Because unity is always a strength for a company.
23rd July 2013 From India, Mumbai