Head - Human Resources
Consuting - Life Coaching
Sr.manager Hr & Legal
Sr. Executive - Hr (aspee Group)
Soft Skill Trainer / Hr Consultant - India
Consultancy_hr & Ir
Sr Hr Executive
Am - Hr
Manager(hr & Admin)
16th July 2013 From India, Bangalore
Any reason why the appraisals are not scheduled ? Does it follow the yearly cycle, hence need to wait ?
What about Talent Management ? Why is HR not a part of managing the employees and leadership development ?
If your firm is too business oriented, where all the decisions are made by the business heads, here's what I would suggest. Research on the HR initiatives in your competitor's and other firms in your sector. Collecting the insights would help you see, how many ways can you make the talent management better in your firm.
Other than this, have you tried the employee feed-forward method ? I read this and really liked the concept .
Here's him taking about it How to implement Feed forward
Feed forward -PDF
There are many more concepts that can be explored to find the best fit for your organisation.
16th July 2013 From India, Mumbai
I would suggest you to make use of HR Metrics so as to prove the contribution of HR to the company.
You need to take up activities which will impact business for example Increase the employee engagement which will improve the overall productivity of workforce.Then you can prove to your management that through increase in employee engagement x% productivity has increased of the workforce.
Have a vision, mission and strategy for the HR department aligned with the corporate startegy this will not only add value to the HR function in your company as also they will start seeing HR as a contributor to the business.Like by developing and impelemting Individual deveopment plan HR has reduced attrition by x%.
Having a proper HR startegy will not only increase credibility of HR yet will also add value to it.
You have to underastnd that you have to impact the profite of the company like by recruiting innovative people, providing competency based training to the average performers the perofrmance of the wprkforce has gone up by x%.
Please remember that the days when HR was doing transactions have gone now We all need to take up tranformational HR activities as suggested above.
Hope this helps.
16th July 2013 From India, Mumbai
I am really depressed by this comment and question. Every function has their own objectives. We are in the organization to make you life smooth. For Ex. If you die, who will process your saving further. I mean HR is responsible to give PF amount, Pension Amount, etc to your family.
There are lot many thing which we do but generally employees don't know.
16th July 2013 From India, Belgaum
Well, your company needs to know the history where introduction of HR being considered as the huge revolution in the corporate world.....
16th July 2013 From India, Bangalore
Value of HR,can be understood in its own word - Human resource.Unlike other resources ,especially natural resources, like water, air etc,Human resource is Natural and important,It becomes valuable when trained and seasoned hr person polishes this resource and present it to organisation for retrieving the best out of it. Human resource is a sensitive too,and need lots of care and courage to handle it.Management of organisations understand this value today and hence there you find hr departments made for this purpose.
What we read in theory is only one side of the hr Function that supports implementation and alignment procedure that is required for organisation to run its show.The other side is the realistic way, a practical approach in handling human resource and making understand the managements the value of Hr and How important are the people for the organisation.
17th July 2013 From India, Vadodara
There appears a weak concept of HR.
If the organization is small and you have to deal with just a few numbers of people it is quite possible:
1) That the Owners/seniors are either uninitiated in assigning a "role" to HR OR
2) That the owners/seniors are aware of HR role but have not developed the role for a small organization.
I say this because HR function has three fundamental components viz: Personnel Administration that would take care of the Time Office-attendance, leave payroll, compliance and record keeping. Then you have Industrial Relations that includes representative interactive relationships that is to say Union Management Relations to cover Collective Bargaining, Disciplinary Actions etc and finally the HR that is expected to cover all non conflict prone areas of the functions that are expected to build the organization through good systems and procedures, Recruitment, Appraisals, Training Needs and means and methods to establish "Value & ethics" sanctified by the organization.
It is possible that in relatively small organization there may not be scope to do all that is described above and more but in such a case the HR function usually gets an add on called "Administration" If with the add on also there is nothing much to do, the function on many occasions is assigned to Finance/Accounts.
If we know your situation better and more elaborately the advice could be more focused!
July 17, 2013
17th July 2013 From India, Pune
Am not an HR personnel neither am i aspiring to, but i think I've a HR bent of mind i.e. doing Value Addition to my organization. Since Human Resources as the name says, is to simplify employees life (@ work). Vishal Dudhate is absolutely right on his words. Following are my suggestions:
1. Share your view on such portals/forum - Congratulations - you already done it !!
2. Before you begin implementing anything keep in mind you need to 'continue' the activity/initiative you started even with the workload anytime in future. In other words, your initiative should not be impulsive i.e. due to current lack of work. Also keep in mind, whatever initiative you take now is a value addition in your CV - applies to your own appraisal.
3. Keep your eyes and ears open to register & document all the issues faced by everybody. These issues can be regarding IT, admin, HR or any other team. Compile them and from your perspective (as an HR) brainstorm how you can ease people off their issues.
4. One of the most HEAVY suggestion would be to work on "employee attrition rate" and in turn 'Monetary' recognition of employees efforts. As per my knowledge or rather a common sense - appreciation in mail / verbal lives for 2-3 mins but not long lasting. You can show mgmt that employee attrition and hence recruitment costs us 'business money'.
5. Last but not the least - Do not keep expectation but keep on delivering results. It all starts with you feeling worth it. Because our 'not feeling worth' reflects into our work and hence Self-Esteem.
17th July 2013 From India, Mumbai
All the employee are so busy in projects with tight dead line that Boss refuses to pursue any employee engagement activity (outing, movie, dinner / lunch, fun games etc.).
Personnel Administration like Time Office-attendance, leave payroll, compliance and record keeping does not take much time. And what if all the policies, regulation, rules everything is been set and on that no recruitment is going on!!! Only cite hr left to dig more and more and get knowledge from the valuable seniors.
I am not saying that HR is not valuable. It is the most important part of the organization and I have seen that in many big organization but of course in small firm (10-20 employee) HR do not have much to do.
17th July 2013 From India, Ahmedabad
17th July 2013 From India
I make my bit to this with my thoughts, which compliments the thoughts shared by (Cite Contribution).
In most of the young organizations, or start ups the top management tends to view Human Resources (HR) as the department of fulfilling an administrative function. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the law. In contrast to the HR administrative function, strategic HR practices are more contemporary concepts. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. In circumstances where HR is included in the strategy of an organization, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan.
I remember reading this very long time ago reading an article on Sales and Marketing:
It seems Bata Shoe Company sent a Salesman to explore business in country in Africa.
The Salesman on his arrival walked down the road, and saw the people there who were mainly tribal.
Shocked as he was after seeing this he sent a telegram to his boss, "EXTREMELY DIFFICULT TO SELL FOOTWEAR WHERE NO ONE WEARS ONE."
He was asked to return back and another sent in his place.
This Salesman on his arrival too did the same thing and walked down the same road.
He too, saw the same thing that people, who were mainly tribal, walked barefooted.
He was too excited and rushed to the post office to send a telegram to his boss.
"IMMENSE POTENTIAL NO ONE WEAR ANY FOOTWARE HERE, A HUGE MARKET AWAITS US, AWAIT MY NEXT TO RUSH SUPPLIES."
I take this analogy to convey that I see a huge challenge - A need to align HR with strategic planning, meaning aligning HR with organizational strategy.
An emphasis on HR leads to understanding the role HR plays in strategically building a competitive advantage. There is a link between strategy and HR. The greater the congruence between strategy and HR, the more effective the organization will be.
1. Strategic Competencies: It'll be good to understand what competencies needed, available, and plan to close the gap.
* Strategic Talent Gap
* Strategic Key Employee Retention
2. Build Leadership: Create a leadership pipeline - a growth path
* Bridge the Leadership Gap
3. Build Culture: Ensure that HR internalizes a shared vision, aligned with strategy.
* 100% of personal the understand strategy
4. Alignment of goals : Personal goals linked to organization goals.
5. Learning/Knowledge: Sharing of knowledge and experience needed by the strategy.
Different strategies require different skills.
Alignment between HR activities and strategy planning can be formed by HR. By increasing the
competencies of HR personal, the department will increase its creditability and be
integrated into a strategic role. In its purest form, HR is best suited for leveraging an organization’s personal that implements the organization’s strategic plans. In other words, HR resources are what drive an organizations’ strategic process. When HR measures itself from a business perspective and by the value it brings an organization, top management will find it very difficult to ignore HR in the strategy process. On the contrary top management will welcome HR input because it will have a clear understanding of how HR affects the bottom line from a business and/or strategic standpoint. By inter-locking HR measures with items concerning the ongoing business, HR becomes aligned with strategy through dependent tasks that are accounted for interdependently.
In summary, an organization’s people and their skills ultimately determine the effectiveness of strategic plans, and its implementation.
17th July 2013 From India, Hyderabad
Of course you are absolutely correct.In actual picture main importance goes to technical and marketing as they seems to generate the business to run the organization. Our department mainly seems expenditure to organization.(Labour cost is indirect expenses in the terms of finance but this is real investment in terms of HR) But practically many organizations according to my experience HR Department does not get recognizance directly and easily but without proper HR functions ultimately effect the Organization in many organizations.Only we are illustrating theories for Motivation,HR department as back bone to the organization. Many HR s are not at all satisfying at all and no job satisfaction i have observed.
18th July 2013 From India, Secunderabad
As, concern as the volume of work for HR, it increase and decrease at the same level like other dept.
Suppose, if you have less no of projects then your developer, designer and other people have spare time like HR but for the Project managers or BDM's it the high time work more to get new projects.
And later, when you got a large number of projects then hiring will start and HR will be too busy in their tasks and the developers, designers and other team members have lot more work to keep them busy and sometimes need to work for extra hour.
So, in this way its routine and up and down in the volume of work happens in all dept. and the same with HR. and you need to work accordingly.
18th July 2013 From India, Lucknow
HR’s are left with only routine work like attendance, leave payroll, compliance, record keeping etc.. This does not take much time. And what if all the policies, regulation, rule everything is been set and on that no recruitment is going on!!!
Only option left is to surf internet / other usefull websites for knowledge enhancement. But when it comes to reviewing your performance / importance of your role, it is not respected like others !
Can our seniors suggest what can be the best way to handle such situations ?
20th July 2013 From India, Pune
I really appreciate everything you've projected, and can even empathize with you, however, as one who has been through mill at some point in time, I am trying to relate with you all with these thoughts, that might sound philosophical, but to ignore it would be your risk.
What do a dripping faucet, the Grand Canyon, Niagara Falls, and a career in HR all have in common?
Harness this power and rivers transform into sources of electricity or words spring to life with meaning. Because it often goes unnoticed, water seems to be a humble entity.
A leaky faucet can drip for days even weeks before someone says enough and calls a plumber or fixes it himself. Yet this same drip, drip, drip hides a singular strength.
Thanks to eons of s-l-o-w leaks in caves, this power creates sculptures of rare beauty called stalactites and a constant drip can also wear away stone or crack boulders. Combine those drips into a stream of water the size of just one millimeter in diameter, then compress it under seventy-five pounds of pressure, water becomes a tool for better health in the skilled hands of a dental hygienist. (By the way, one millimeter is the size of the tip of a pointed toothpick).
Speaking of cutting and eons of persistence, water also roared through land that we now call the Grand Canyon making it one of the worlds greatest natural wonders.
The characteristics of compression and persistence are hallmarks of waters power. Could these two ideas also be lesson one for a career in HR ?
“Dripping water hollows out stone, not through force but through persistence.” ― Ovid
Yes! I believe it is persistence that'll pay off. Any growing business can't remain static, and we just can't judge things in the future with the way things happen now. You must believe that things can change, in fact, I would say work to bring about a change. The only mantra for that is to keep on increasing your wisdom base.
Even with years of experience behind me, I'd be lying if I said that I didn't face situation like this before. I did, and all that I was doing at times like that is to keep plugging away.
Follow this for additional reading on Change Management and inspiration:
â€śDripping water hollows out stone, not through force but through persistence.â€ť â€• Ovid « dreamabiglife
I end this with a small quote, "It's the nut that believed in itself, that it hung to the ground despite all odds, and weathered many a storm before becoming an oak today." - Anon
20th July 2013 From India, Hyderabad
The question may depress many HR guys definitely, but need not to worry. I hope you will be finding all the Accounts,Finance and Marketing guys in your organisation are busy. It is certain. There is a lot of work for HRD. They have to comply with PF,ESI,Labour Departments every month for existing Staff. Ofcourse, now the computer environment made every thing easy and all these can be done by sitting infront of the computer. An accountant may be busy with his pending work. A fiance person may be busy with his bankers in obtaining loans. A marketing person may be busy due to enhanced targets. But HR guys work is only in regard of existing manpower. I, personally experienced being a finance and accounts man that the smoothly running Accounts and Finance Department will be shattered by the professionals of department. Their mind is set to Condition Apply ( I think you know about these professionals). They show the cats as Tigers and makes the Accounts Department to walk on knife. In simple words they make the things complicated which are very easy . If you go to a lawyer, he says so many things before filing a suit in court. Doctors ask many reports viz. scaning, x-ray, blood test etc. An egineer says about planning , autocad etc. Every profession is made full of fun and game. I am not forcing you to make the things complicate. Just think about the departments.
20th July 2013 From India, Guwahati
be creative change almost everything salary format attendance format ,induction etcccccccc
wish u gud luck
20th July 2013 From India, Delhi
Human resource is always core part of any company try to start initiative new thing in spare time
1.Monitor Marketing& sales team, try to find out who is giving less business to company & try to find why discuss with those
make incentive plans.( can check grievance, Stress management )
2. Start competition mapping with same business industry. (Will improve company's vision)
3. Count your own company's Dept. & draw same structure with same company find same designation employees in other companies to whom they report make all flow chart. (It will help you & your company in head hunting)
4. Make your company page on linked in, Twitter & Facebook & ask office employees to follow those.(Free Marketing)
Note:-First ask CEO & Top Management for these all they wont say no to you they will like your ideas.
All the very Best.
Aarin Ratnesh Sorathiya
Sr. Hr Executive
Aspee Gruop Mumbai
(You can add me on LinkedIn for better career prospect)
22nd July 2013 From India, Imphal
We are going to perform following HR activities:
1. Performance Management System (there is no system for appraisals so we are going to start it.)
2. Issue of Employee ID Cards.
3. Finalisation of HR Manual.
4. Issuing Increment Letters and new Salary Structure for staff
Note: Our MD has told us not to focus on workers for 6 months and to only focus on staff employees initially.
23rd July 2013 From India, Mumbai
23rd July 2013 From India, Guwahati
In My view it is differ form like, nature of industry or business, size of the company , government policies and procedure
First we know the HR, Functions it is very to important to company
1. HR Planning
2. Job Analysis
3. Job Design
4. Recruitment & Selection
5. Orientation & Placement
6. Training & Development
7. Performance Appraisals
8. Job Evaluation
9. Employee and Executive Remuneration
13. Safety & Health
14. Industrial Relations
15. Other activities ( pollution etc )
We should follow various provision of Act under the industrial relation , it may regular or periodically meanwhile the employer did not follow provision of the act , he suffer the penalty and imprisonment imposed by particular authority, causes closing the factory
We cannot make anything without human resource; So we know all it recruit by HR
I strongly say HR is very important Nowadays
23rd July 2013 From India, Coimbatore
Several research studies have revealed to managements which believe that most employees are pulled away by better pay. Yet there is enough data from research studies again, which reveals that voluntary turnovers, is caused by something besides money is the root cause. This astounding disconnect between belief and reality allows managers to deny responsibility for correcting and preventing the root causes of employee disengagement. The question that remains unasked in so many exit interviews is not "why are you leaving?" but "why did you first start thinking about leaving?" Asking that question would show that the lessons learned about turnover are just as applicable to disengaged workers. At the very base therefore, it becomes important for us to find out what are the basic hidden reasons why employees leave.
Reasons can be many, but I venture to list out a few.
People do not like task masters - It is said people leave the immediate managers first and then the company
Disappointment - The job per se or workplace was not as expected.
Mismatch between job and person
Lack of Training - Very little or no training, coaching
Lack of proper feedback.
Stagnation - There aren't many advancement/growth opportunities.
Feeling insulted - Employees feel disrespected
Not cared for - Devalued and or unrecognized.
Stress - Employees get stressed due to overwork and work-life imbalance.
No trust in leadership - Lack or loss of trust and confidence in senior leaders.
Image factor - People working for lesser known companies would want to work for branded companies
These are just a few there can be more one can add to. In exit interviews these may get revealed, but in most cases they are even discounted by defensive managements.
While some companies may not even bother about this aspect, there are many companies that still rely on the tangible, easy-to-implement solutions revolving around pay, benefits, and trendy perks even though we know the most powerful solutions revolve around the more challenging intangibles, such as good management and healthy work cultures.
To serve this need, several large companies usually conduct surveys of employees when faced with a crisis or some well known branded companies do it periodically to understand the pulse of their organizations. Typically, such surveys help management of companies understand, where they stand vis-a-vis, the levels of Engagement of Employees. It may also be practice as it is termed as Employee Satisfaction Survey to establish the key factors which influence employees’ opinions of the workplace. Such surveys, in most cases, are run once in three years, indicating a significant interval between two such feedback exercises.
Political, social, economic, emotional and technological factors also influence how employees think about their jobs and employers. In such a dynamic scenario, the big question that is being often asked is, "is it enough to generate workforce insights on a periodical basis?"
When I talk to people especially in campuses and among juniors, I gather most would dream of getting in or wanting to do anything to join very large multi-nationals. When I see job portals, I also see many of them wanting to leave such well known and established multi-nationals, and I often wonder what else are they seeking. I've got no answer to this, nor have I got one convincing answer from any one so far. This cycle goes on and companies keep hiring new people. However, when the dynamics of business around us is also changing pretty rapidly because of competition, our workforce changing their thinking and feeling frequently is no surprise, because everyone Resultant effect of all this is that companies losing existing employees, is becoming more common than before. This is a fact, and a difficult to digest truth, for which HR has to face the brunt.
It's time that companies seriously engage themselves in understanding the psyche of newly joined employees, and gather valid opinions, so that it can help the management and HR professionals in particular in a number of ways to devise effective retention strategies. It can bring clarity to the real reasons why employees leave and provide such insights for key employee segments such as critical-skill employees, high-performers, high-potentials etc. It can provide valuable insights about the experiences of the employees beginning from the selection stage itself. This is an important initial phase in the employee life-cycle, where the employee begins to form initial impressions in dealing with the company. It helps managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Finally just another factor which is important is that every person seeking employment with the company, be treated like a first class customer. Getting selected or not is another question but the fact that they get treated royally creates an impression that is beyond estimation. This includes even those young people who are seeking first time employment. Doing things like this will help managements understand the prime reasons why the employee chose their company over the others. This can also help in informing the company’s unique Employee Value Proposition, and seriously commit themselves to meeting every word of it by thoughts, deeds and action. It can help develop a deep understanding of disengagement and which aspects of the Employee Value Proposition are not being delivered effectively.
Should these be practiced by companies with well qualified HR trained, experienced, HR professionals I really do not see any reason as to why HR should not be placed on a higher pedestal by professionally managed companies.
23rd July 2013 From India, Hyderabad
when there is a slack period in the office, one can have employement engagement activities regularly, team building sessions for various teams.
25th July 2013 From India, Mumbai
As per my knowledge, Now HR is going to become Human Capital. If the organization is investing in Human it will get more returns than machine. Because only Humans Can give more than their Capacity.
In many organization we have seen that HR is doing only payroll and admin work. But if we use Industrial Psychology & Social Psychology concept in our organization we can motivate our employees.
Now we have to move on Human Capital Concept and give more returns to Management.
25th July 2013 From India, Ahmadabad
I'm looking for a new opportunity, i have over 7+ years rich experience in HR domain.
in case you have any suitable openings at your organization, Please let me know.
Specialties: On boarding formalities, HRIS, MIS Operations and Compensation benefits, Statutory Compliance, PMS Support, Recruitment support, Client Relations and Managing HR process for Temp staffing and deputies.
Thanks and regards,
29th July 2013 From India, Bangalore
Apart from recruitments, payroll, recordkeeping, appraisals etc.... HR can do a lot more........ Its up to us, "WE- Human Resource professionals" that how we want to be positioned in our respective organizations. You have look around your people and you will get end number of things which can very useful for your organization. Just be involved with the people and you can change the perception.
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31st July 2013 From India, Delhi
Interesting discussion and valued inputs given by many.
At the same time - and as has been said directly / indirectly by some, it all depends upon the Company size, priorities, budgets etc.
If recruitment is not happening, most probably the company is facing business stresses, as is increasingly the case nowadays.
And if that is the case, it will be all the more difficult for HR to carry out engagements and exercises which will cost the company money without - apparently - any tangible and immediate results.
And, while it is good to " increase your knowledge " via this site / others, I am pretty sure the Top Management will take this as a reinforcement of the " idle HR guy looking for another job, perhaps ! " - certainly not the impression I would like to give in such times !!
So, isn't it time to think out of the " HR " Box ?
Business runs on Business. See what you can do to get some more business for the Company.And you will be appreciated !
Aarin Ratnesh makes some excellent suggestions in this direction. Many of such actions are free/ cost very less. Some more that come to mind :
a) Look at customers complaints. Maybe some are pending just because the stretched sales people are busy in running after sales targets. Sometimes, even a helpful ear can work wonders !
b) Look at customers the organization has " lost " over the years. Reach out to them and you just might find some are willing to listen to your organization again. Things change !
c) Start a CRM initiative - can be as simple as sending an Industry / Company newsletter a month to clients / prospects .
To my mind even if you can have some minor achievements in above - with the concurrence and involvement of the Top Management of course - you will stand out as a person who is concerned about the Company even to the extent of taking non-HR roles..and that would surely not be bad for your future as well :-)
As Tsk.Raman reminds via the excellent Bata Salesman example ( must remember that ... ) in adversity there could be an opportunity....
16th August 2013 From United States, New York
I would like to add my view on this topic that, HR manager/executive will not be remain idle if they review their work, by reviewing their day to day activities and make a list of duties that have to do in month, classify it in daily/weekly and monthly activities and classifed it in different funtions of HR and add value in it.
Enhance you subject knowledge for each funtions that will help you in future for framing policies or finding solutions.
16th August 2013 From India, Delhi