Dinesh Divekar
Business Mentor, Consultant And Trainer
Labour Law & Hr Consultant
Process Industry Consultant / Soft Skill
Management Coach I Hr Strategist I Career
Interview Skills Guide
Senior Services Manager
Learning & Teaching Fellow (retired)
Retired Chief - Ir
Shweta Verma
Human Resource Executive
Andrew Athan
It Consultant
+6 Others

Thread Started by #aakshaysingh

Hello can anyone enlighten on what are the various tasks and roles of a Human Resource professional ?
26th February 2016 From India, Gurgaon
This has been discussed many times in this forum.
Please try Cite HR archives.
Type “.Roles of HR Professional.” inside the box ‘Search Cite Co’
that you find in the title bar right above.
After typing in the box, press the 'research' button next to it.
You will get lot of information.
You can also try with alternate descriptions.
26th February 2016 From India
Dear All
Its ok that a new person when joins the department and new to the whole HR domain have lots of questions to ask, instead of saying bluntly that it has been discussed a no of times one must understand the reason of asking apathetically may be that person wants to be more familiar with the forum and seniors. I think we need to be more polite and give an answer more specific.
hello Akshay
Human resource if you understand is managing the human resources and when you talk about managing the human means all responsibilities starting from manpower planning, their recruitment, induction, joining, statutory compliance, compensation and benefits, payroll process, performance management,training and development, grievance handling, employee engagement, strategic new policies framework all this and much more comes into HR. the responsibilities diversify depending upon the experience and role you are handling and each function is vast in its perspective.
1st March 2016 From India, Jaipur
Dear Shweta Varma,
Your post is rather amusing as you found a way out to make an allegation out of an innocuous message. Had I written that it has been discussed many times and left it at that level it would sound unkind.
The first sentence is information and what follows is beyond doubt a polite way of conveying as to where one can find the information. The initiator has thanked after understanding the message in the correct perspective. Hence your comments are unfounded.
1st March 2016 From India
Hey,I have just graduated and am looking for a job.Can somebody tell me that what do employers look for and why are they in a dilemma lately?
28th March 2016 From India, Gurgaon
Dear Aakshay,

Congratulations on completing Graduation.

Answer to your query is that it is not company which is in dilemma, it is the candidate who is there. Your query itself mentions that . You have just graduated and looking for job , where, what type, which stream, which department, what salary range, where all have you applied, there are so many questions.

To share a fact , 83% of companies world over are hiring candidates below their required level. But in order to get their job done and keep moving they have to do it.

2 things any employer will love to see in a candidate 1) candidates deepest desire to join the company, with specific reason i.e company's growth and 2) candidate's clear cut understanding & dedication to his role and responsibilities. All other qualities will be + point and difference marker in other candidates.

Candidates these days are themselves confused about their career. There is no research or study being done before any job interview . They do not even know where all they are applying , which company , which profile, at what salary. Simply select all jobs appearing on your profile in job portal "Click And Apply All ".

Where do you land .... Nowhere
28th March 2016 From India, Delhi
hi people.Could anyone please enlighten me about how difficult it is to fill job vacancies?
29th March 2016 From India, Gurgaon
"One of the most notable employer
complaints about applicants points to what employers
claim is a general lack of necessary skills: 52 percent
report they cannot fill job vacancies because
applicants are unqualified, and 61 percent claim to
have hired a person who does not fully meet the stated
requirements for a job.For more info,search "infographic skills gap a rising threat to industries and economies".
29th March 2016 From India, Gurgaon
I think talent gap is the disparity between the demand and supply of skillful workforce.
30th March 2016 From India, Salem
Addressing senior members as ""Hey"" is not in good taste. Forum decorum of courtesy and politeness needs to be maintained. Learned member above has in one line given you a helpful answer.
30th March 2016 From India, Pune
The skills gap is a multi-dimensional problem with widespread roots.Or you can simply check out this infographic which I found while I was searching about it " INFOGRAPHIC: SKILLS GAP- A RISING THREAT TO INDUSTRIES & ECONOMIES"
30th March 2016 From India, Gurgaon
It is really difficult to hire talented people for your company. We know good salary is important for employees but environment of a company is also important. The other problem is people do not come for interviews because of long distances even they want to join but still have problems in coming for interview. There is a solution for solving the problem of candidate interviews which I am personally using for hiring. This is https://www.intervuelive.com/ an online video interviews platform. You can also try it.
30th March 2016 From India, Mohali
To fill a vacancy is a challenge for all recruiters. You might face difficulties in every single part of recruitment process, from sourcing to decision making. We used to think that candidates need jobs and they will find us by themselves, but time has changed! Is it time for recruiters to put themselves in candidates' shoes?
31st March 2016 From Vietnam, Hanoi
Skill gap is understood in HR terminology as the gap between the actual skills required to perform a job and the skills possessed by an employee doing that job.Sources to understand the gap can be job description, job design,KPAs and KRA's and the performance review reports etc.

1st April 2016 From India, Mumbai
National Association of Colleges and Employers (NACE) has released the results of the survey in 2014, in which HR professionals will tell us what skills they most appreciated in recruiting. You may be surprised with "top 10" skills below:

- Teamwork ability;

- Ability to make decisions and solve problems;

- The ability to communicate with others (both inside and outside the enterprise);

- Ability to plan, organize and division of work, receive and process information.

You can see all above elements are soft skills which could help people work together more effectively. And all is determined by EQ. Therefore, you would be hard to find a specific course in school only teach these skills.

- Ability to analyze data on technological knowledge related to work

- Ability to use computer software fluently. Ability to write / edit reports

- Sales ability and influential to others

The next 5 skills in the ranking focus more on specific skills including the ability to analyze, writing skills and proficiency in the use of computers.

Source: The skills required for a job in 2015
1st April 2016 From Vietnam, Hanoi
hi please suggest something good on professional certifications as i am planning to pursue one.
1st April 2016 From India, Gurgaon
hi guys do we need to recertify even if we are not in tech field? because I feel recertification is really not a big issue if you are not in any technology related job
5th April 2016 From India, Gurgaon
hi please answer what is challenge to retain talent in any organization?
12th April 2016 From India, Gurgaon
Please give us your background and tell us why you have raised that question. Sometimes I wonder if it is a student that is raising a question to answer his/her assignment!!
13th April 2016 From United Kingdom
Dear Aakshay Singh
The topic of Talent retention has been discussed many times in this forum.
Please try Cite HR archives to study them.
Type “Talent Retention” inside the box 'Search'
that you find in the title bar right above.
After typing in the box, press the “Enter” key.
You will get lot of information.
13th April 2016 From India
Talent retention strategy varies from sector to sector. when investment goes into training of freshers retaining them for at least a 2 year period may be of utmost importance for any organization. Similarly at the mid management and top management levels retaining key performers is important. Employee engagement on a continuous basis will help in retention
13th April 2016 From India, Chennai
Why this question, if you are HR? Have you got any confusion about HR roles? If so what are they? If you are not HR, what is the context in which this question is raised so that members can address that? A plain answer can be that HR roles embrace all people oriented functions from recruitment to retirement with development roles in between like training and development and performance management and employee welfare etc..

14th April 2016 From India, Mumbai
HR is vast subject and the roles of HR is also equally vast as posted by Saiconsult..
defining HR role in one sentence could be MANAGEMENT i.e. MANAGING MEN T (TACTFULLY) - which starts from sourcing to separation and beyond separation also.
14th April 2016 From India, Vellore
Hey,can somebody please tell me that what is causing skill gap in the market now a days?
20th April 2016 From India, Gurgaon
There is no awareness among the candidates about the concept of skill and the difference between a qualification (academic) and a skill.Most of them are under the impression that acquiring a qualification is more important than the skill. Because of this wrong notion, many students ignore the importance of internships and take them as an academic rituals and thus loose the opportunity to understand and then acquire even basic skills.The syllabus in schools and the institutes too is more theoretical and less industry relevant because there is no partnership between industry and the institutes to design a skill based and industry relevant curriculum.The number of trade schools or industrial training institutes are inadequate for the demand thus not turning out enough skilled work force.Even though some are skilled they do not know how to approach an industry that is in need of their skills and the industry is too unaware of any means to spot such skills. This apart, the hiring managers and the recruiting consultants too contribute to this gap. The hiring managers are not adept at understanding the core competencies of a job and mostly go by the reputations of the institutes resultatntly ending up hiring wrong candidates and the recruiters do not do enough research and probably take enough help from technology in tracking right talent. Finally factors like bad culture and unattractive packages etc by corporate also fail to attract talent but these are factors for internal skill gap.


21st April 2016 From India, Mumbai
The skills gap in all economies from developed to developing countries raises the need of changing attitudes towards vocational education. We often don't appreciate vocational graduates since we believe that they have lower qualifications and social status than college ones. Besides, students and their parents hesitate to register at vocational schools due to the worry of limited innovation, low income and social bias against vocational education. These misleading mindsets need changing immediately in technology-based economies.

Academic education is good, but it's not the only door for students. The mass participation in colleges and universities doesn't guarantee high qualified output for the economy. Conventional education requires 4-5 years to complete a bachelor program with most theorical knowledge. Conversely, students who choose vocational schools often take about 2 years to acquire both basic knowledge and practical skills for their jobs. Apart from tenure, vocational education and training also gain advantage from the connection between schools and businesses. Skilled-based schools ensure that their students can work well right after graduation without or with little training.

The boom of university graduates in both developed and developing countries cannot solve either international issue of unemployment or the shortage of skills. China and India are now the world's biggest producers of graduates, but their unemployment rates always remain high, especially among the youth. Unfortunately, a huge number of unemployed people have academic degrees.

If you want to gain in-depth knowledge about global skills gap and the resolutions, please feel free to take a look at my article at Why Employers Should Love Vocational Education.
21st April 2016 From Vietnam, Hanoi
Our education system is too old and not as per current market requirement. it takes time and money to acquire certain skill, unfortunately now a days students don't want to spend time in acquiring skill.
we don't have part time kind of culture where students can earn money while studying. most of these part time jobs in India are paying less or mostly in un organised sector.
Govt of India has implemented vocational courses in India and these are mostly free of cost to students, unfortunately this also not worked well because of lack of proper training and government delay in repayments to training provider.
Now a days we have huge no of educated unemployed youth who are not getting job because of lack of skills and unwillingness to learn skills.
23rd April 2016 From India, Delhi
I agree with the views of Saiconsult. Further to these views, I have to state the follwoing:

I have been involved in the training of apprentices in a large petrochemical plant (a few decades ago). I would like to share my views on the topic.

Our education system is old and not relevant to the demands of industry. Students think that acquiring educational qualification with good grades is adequate. There are very few technical institutes (like ITIs), which impart training in basic skills. However, most ITIs do not have competent faculty and facilities. In many ITIs, despite qualified faculty, the teaching quality is very poor. The ITI-passed candidates need to be trained again by industry to enhance their skills to the required level.

There is an Apprenticeship scheme introduced by the Government under the Apprentices Act, 1961. The aim of this scheme is to (1) regulate the programme of apprenticeship training in the industry, and (2) ensure conformance to the prescribed syllabi and period of training by utilising the facilities available in industry for imparting the practical training with a view to meeting the requirements of skilled manpower of the industry. Initially, it was meant for the candidates who have passed 8th, 10th or 12th standard for different industrial trades. At the end of training, the Trade Apprentices have to pass an examination conducted by National Council for Training in the Vocational Trades (NCTVT). NCTVT was established in 1956 by the Ministry of Labour, Government of India, in pursuance of the recommendations of the All-India Council for Technical Education. It was established with a view to ensuring and maintaining uniformity in the standards of training all over the country. NCTVT has been entrusted with the responsibilities of (1) prescribing standards and curricula for craftsmen training, (2) advising the Government of India on the overall policy and programmes, (3) conducting All-India Trade Tests, and (4) awarding National Trade Certificates.

In 1973, the apprenticeship training of engineering degree and diploma holders was also brought under the purview of the Apprentices Act, 1961 by the Apprentices (Amendment) Act, 1973.
There are four categories of Apprentices:
(1) Trade Apprentices [for 8th, 10th and 12th standard passed and ITI certificate holders]
(2) Graduate Apprentices [for fresh engineering degree holders]
(3) Technician Apprentices [for fresh engineering diploma holders]
(4) Vocational Apprentices [for 10 + 2 (Vocational) passed]
The training of Trade Apprentices [serial no. (1)] is monitored by the State Government through the Regional Directorate of Apprenticeship Training. The training of the rest (Graduate Apprentices, Technician Apprentices and Vocational Apprentices) is monitored by the Central Government through the Board of Apprenticeship Training, Ministry of HRD.

The training period for Trade Apprentices varies from 6 months to 3 years, depending on the trade. There are a little more than 250 trades like Fitter, Turner, Welder, Electrician, Operators (Chemical Plant), Maintenance Mechanics (Chemical Plant), Laboratory Technician, etc.
The training period for fresh graduate engineers is one year and for engineering diploma holders 10+2 Vocational candidates, it is 3 years. Basically, this scheme is intended to meet the requirement of the skilled manpower to industry.

The number of apprentices to be trained by an industrial establishment in a certain proportion to the number of employees in different trades as prescribed by the Apprentices Act. All apprentices are paid an stipend by the company as mandated by the Act. There is no obligation on the industry to necessarily give employment to the candidates who complete the training successfully. Idea is to make these people employable in industry.
Usually, large organisations have established good training centres with very good facilities and competent instructors/trainers. However, many industries take the apprentices only to meet the legal obligation, but the quality of training leaves much to be desired. (They follow the Apprentices Act in letter, not in spirit.) Hence, many "trained" apprentices do not possess the required trade skills.
Also, the engineering institutions and industry should collaborate so that curriculum can be modified to make it suitable for the requirements of industry. The engineering institutions have a requirement of internship in industry, but it is generally not taken seriously.

I think these are reasons why there is a skill gap in the market.

A.K. Gupta
27th April 2016 From United States, Des Plaines
Why is People Analytics the next in thing in Human Resource Management?
11th July 2016 From India, Gurgaon
I think that it is because it helps analyze the talent in an employee. You may find this article helpful http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
12th July 2016 From India, Gurgaon
An organization’s workforce is an important asset. People Analytics helps keep tabs on the potential of this workforce. Read this article for clarity http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
13th July 2016 From India, Gurgaon
These days, the HR realm is witnessing several breakthroughs like talent management, workforce re-engineering. However, People Analytics is the latest buzzword. Studies have shown it to be a game changer for the future of an organization. Read more about it here: http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
18th July 2016 From India, Gurgaon
The cloud has proved to be a very efficient and user-friendly platform for development and integration of software and user applications. It is also an environment friendly option for organization management. Since most companies are attempting to go green, using software applications to replace the conventional paper based procedure is in trend. I can confidently say that the cloud is the best thing that could happen to HR management. Companies don’t have to rely on spreadsheets or expensive ERP software to manage their HR tasks. Cloud-based HR software, such as SutiHR (http://www.sutihr.com/), now make it easier and cheaper for companies to automate their HRM & payroll.
19th July 2016 From United%20States, Manassas
  Please read this article People Analytics All Set to Redfine HR | Blog
20th July 2016 From India, Gurgaon
Hi Akshya Singh,
Please try in Cite HR archives.
Type "SKILL GAP IN ORGANIZATION" inside the 'search' box that you find above in the title bar.
Then press 'enter' key.
You will get a lot of information.
22nd July 2016 From India
Hiring managers are searching for people with the ability to be productive immediately, not candidates who may need extra training to do well in a job .For more, look at http://www.credforce.com/Spotlight/insight/Infographic-skills-gap-arising-threat-to-industries-economies
26th July 2016 From India, Gurgaon
Well, Yes. I understand how difficult it is to get a job in this highly competitive world. I went through the following article a few days back, read this to get a better understanding of the topic: Infographic : Skills Gap
3rd August 2016 From India, Gurgaon
    Hi, read this blog and this might help:Effective Ways to Revive Talent Management in Asia | Blog
22nd August 2016 From India, Gurgaon
Hi, nurturing internal talent and recruiting new talents are some practices. For more details, read this blog Effective Ways to Revive Talent Management in Asia | Blog
23rd August 2016 From India, Gurgaon
Hi, here is something related to the topic. Please see the link http://www.credforce.com/Spotlight/insight/effective-ways-to-revive-talent-management-in-asia
31st August 2016 From India, Gurgaon
Dear Akshay Singh, Why are you making this repeat post ? V.Raghunathan
1st September 2016 From India
Hi. Can anyone tell how to maintain the level of talent in any organization?
6th September 2016 From India, Gurgaon
Hi! Yes, it is a difficult task for HR and talent management professionals. Therefore, they should put more emphasis on training and development of their workforce so that it can realize its true potential. For further details, see Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog
8th September 2016 From India, Gurgaon
Hi please tell me the advantage of having a certified HR professional?
8th September 2016 From India, Gurgaon
Dear ,

First of all you need to have clearly defined KRAs and KPIs for every position. Based on KPIs you can compare at any point of time through performance appraisal that if there is any gaping between the current level of performance and the desired level or not. If it is there then you need to do competency mapping.

Stepwise what you need to do.....

Step1: Define KRAs and KPIs for every position.

Step2: Do performance appraisal monthly or quarterly or biannually to find out the gap. It is preferable to do it quarterly however depending on management style, work culture the duration may vary.

Step3: Once you find any gap between the desired level and current level of performance then figure out the possible reason for the same. Take proactive and corrective actions to map competency to the desired level.

The reason behind the performance gap may be because of numbers of reason.....the employee may not be clear about his job role, not getting proper support/guidance from reporting boss, may not be able to understand company's product or services,so need training,may be demotivated for biasing in the team, may be not well paid as compare to other similar level employees or not as per what he deserves, may be not interested in the job for which he has been hired .....and many more reasons may be.So you need to identify the reason and take corrective action.

As a proactive action...do right recruitment, offer right profile, offer right salary, offer product training prior-hand time to time,do employees counselling time to time, impart motivational training time to time to get employees motivated all the time, conduct employee engagement programs to make them engaged with the organisation, prepare transparent career matrix, give employees opportunity to learn new skills, and many more actions...... So if you keep on taking proactive actions, then for sure level of performance for every employee will be maintained.

Eventually you need to understand that to maintain level of performance, do right recruitment initially and then take proactive actions to keep them satisfied and motivated all the time.

For more detailed information, you may please write to me directly.
11th September 2016 From India, Delhi
Dear Sujan Roy,

What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:

a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.

b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____

c) We wanted to improve Customer Satisfaction Index from ____ to ____

d) We wanted to reduce per shift energy consumption from _____ to _____

If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.

Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.

Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.


Dinesh Divekar
11th September 2016 From India, Bangalore
Dear Mr. Divekar,

Your reply is in context to organisational performance. Whereas as per the question asked above , I could understand Aakshay wanted to know how to maintain performance level of talent(employees),not of organisation. Had it been about organisation, I would have replied accordingly. However my reply also conveys factors for organisational performance.

Now on your statement "If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness."....I am not agree with that fully.

KRAs and KPIs should be designed as per top down approach.Means based on our company/corporate objective, we should define departmental objective and based on departmental objective we should define individual objective. So when we do that then after execution as per bottom up approach ,individual performance will collectively help to achieve departmental objective which in turn company's objective. So it is important to focus on individual performance. And yes company will never be stagnate if the company has short-term goal along with long term one. Based on short term incremental company's goal, department will also have short term incremental goals time to time and employees too. So it is important to focus on employees performance and employee's development too.

So we should define KRAs and KPIs carefully taking ROI into consideration for any particular position. And when we talk about ROI, then everything comes under it which you have mentioned as examples of organisational performance above.

And the example you cited for Polaris....they faced that problem because...as per their business plan, they couldn't draw manpower plan and the skill sets required for manpower to achieve that. That means no right recruitment, no right KRAs KPIs and no right development plan.
11th September 2016 From India, Delhi
Hello! According to what I have read, a certified HR professional drives its workforce to optimum performance. For further details, see link:Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog
12th September 2016 From India, Gurgaon
The challenge in retaining talent is to innovate ways to engage him to remain with the organisation because talent too like precious metals is subject to the demand and supply principle and like them, are scarcely available.

14th September 2016 From India, Mumbai
  Hi, nowadays Big Data is everywhere and it is involved in talent management practices too. Check out this infographic Infographic: Infusing Big Data into Talent Management | Blog
20th September 2016 From India, Gurgaon

Reply (Add What You Know) Start New Discussion

Cite.Co - is a repository of information and resources for business and professional growth. Register Here
Prime Sponsor: TALENTEDGE - Certification Courses from top institutes like IIM / XLRI direct to device (online digital learning)

About Us Advertise Contact Us
Privacy Policy Disclaimer Terms Of Service

All rights reserved @ 2017 Cite.Co™