Strategies for Transitioning Roles and Developing in HR: Insights and Guidance

Hi all,

I have been into hardcore recruitments for 3.5 years now. I enjoy doing recruitments, but as time has passed, I am feeling that I am not learning anything new. Although I am very comfortable with my company, my job satisfaction curve is decreasing. I am interested in doing something else related to HR along with the usual recruitments. Unfortunately, I cannot take up post-recruitment as it is handled by a different person. I am confused and require your advice on the same.

I have completed my BCS, ACS (Inter Group 2), PGDHRM, and Dip TD (Diploma in Training and Development).

When I approach the management to discuss the same, their question is, "What do you want to do?" to which I have no focused reply. Please advise me on the same.

Hi Divya,

There are other verticals in HR where you can explore yourself. You can concentrate on T&D, PMS, OD, or Generalist where all the functions of HR come together.

Before discussing with management, it's better to do your homework regarding the field you want to pursue.

Thanks!
Deepak

Dear Deepak,

I work for a BPO company where recruitment is always at its peak, as is employee welfare. Sadly, post-recruitment and employee welfare are assigned to someone else. There is no department named Training and Development. The only training provided is process-related, which is also conducted by the client. Hence, I don't understand the next alternative. If I were to explore opportunities in a different organization, I would expect someone with relevant experience. In my current company, payroll and other aspects are managed by the management.

So, what is my next alternative? Kindly suggest.

Regards,
Divya

Try taking part in the induction training by discussing with the management. Also, you can request them for a job rotation and put you into verticals like employee engagement because that is again a much sorted aspect in BPOs.

Dear Divya,

You are making a great contribution to your organization (Recruitment). I trust you can expand your activities in the same stream.

1. Analyzing the trend of retentions in the organization. Which of these employees stay longer in the organization? (whether campus recruitment, employees with a few years of experience, or employees with a long stint).

2. The cost of retention. If you lose an employee in a particular position, how much of an increase in CTC are you required to offer? (So you can, in fact, provide inputs to the management for giving annual increments with this data).

3. You can consolidate the wages drawn by candidates who appear for an interview but are not successful and their CTC details for comparison purposes. Are your employees compensated more or less than these candidates? You can actually guide the management on the market trends.

4. The quality of the candidates recruited by you. If you have Key Result Areas already determined, then you can draw a comparison with the employee who has left with the new recruit, etc.

So, there is a very large scope even in recruitment for you to pursue. I know it is a challenging task with attrition rates rising to an all-time high once again.

ALL THE VERY BEST

M.V. KANNAN

Dear Neha,

I handle the inductions for the new joiners, but employee engagement is managed by someone else responsible for post-recruitment activities. I am seeking a task that I can manage alongside the ongoing recruitment processes.

Regards,
Divya

Dear Kannan,

I have conducted an analysis on the joining ratio, i.e., the details of education, experience, pay, etc., in relation to the joinees' ratio. This analysis aimed to identify the skillsets that contribute to the conversion of potential candidates into joinees.

The retention ratio has been effectively maintained by the management for quite some time. Salary is indeed a crucial factor. After several discussions, I do perceive a willingness from the management to address this.

I have acquired insights into all aspects of candidate screening and required skill sets from my reporting authority, who has consistently been a source of knowledge and guidance.

My goal is to attain the next designation soon; however, I am concerned that achieving this may necessitate familiarity with aspects beyond just recruitment.

Regards,
Divya

Dear Divya,

If you have completed all aspects of recruitment, then it is time for you to express your thoughts to your boss and request him to consider an opportunity as and when it arises. For this, you need to gather the latest information on other aspects of HR, present it to him, and also give him the confidence that if these concepts are implemented, the HR department will play a leading role. Give him the confidence that you can deliver in other functions of HR.

Wait for it, because if you quit now, you may land a job that recognizes your current talent. I am sure that your boss will understand you and offer you the opportunity.

Looking forward to hearing from you regarding your transition to other functions of HR.

Regards,
M.V. Kannan

Hi Cite members,

I am employed in a manufacturing company with a workforce of 500 employees for the past 15 years. I have completed a BA, PG Diploma in PM&IR, MHRM, and DLL. Last year, I completed an International MBA specializing in HR through an Executive Program. My current role involves handling administration, welfare (Canteen, Issuance of all welfare items, Mediclaim), Recruitment, Induction, and Exit formalities. Additionally, since April, I have been tasked with managing Performance Management Systems (PMS), and for the past two months, I have also been handling Compensation & Benefits.

Due to the increased workload, my management has decided to centralize all administrative activities and focus on core HR operations. I seek advice on how to excel in core HR functions such as PMS, Talent Acquisition, and Compensation and Benefits. Should I undergo specific training? The corporate HR team is emphasizing the importance of mastering fundamental concepts.

I would appreciate suggestions from our members on the necessary steps for a smooth transition from administration to core HR.

Regards,
Bagavathi123

Dear Kannan,

I have already expressed these views to my boss. Even though the discussion has been straightforward, I don't see any assurance from their end. The reply is mostly silence, and I am left thinking of what's next.

The only answer from them is that we will give you any opportunity as and when we get one. I also tried telling them that maybe I could help a little in payroll, but though there was no denial, I didn't get an opportunity.

As you rightly said, there are openings in the market with the same designation which are not my interest, though.

Kindly guide me!!

Regards,
Divya

Dear Divya,

I am fully aware of the situation you are in.

This situation arises in companies where the workforce is large, and the HR department's function is divided among many HR professionals.

Some companies follow the concept of job rotation within the department. However, in my opinion, many of them have dispensed with this because the attrition of HR professionals is also on the rise (Sorry for quoting this).

In my opinion, if you are working in a company with a large workforce, the chances of you getting an opportunity to work in other functions may be bleak.

So, if possible, you can venture into smaller organizations with a lesser workforce. However, the danger may be not having proper guidance from any HR professional in the organization (as you may have to handle more responsibilities).

If this suits you, then you can look for such opportunities.

Communicate among the HR network your skill sets and wait for the right opportunity. There are plenty of opportunities for aspiring professionals like you. These days, it is difficult to find employees willing to stretch themselves in areas beyond their functions, and your approach is excellent.

We are all there. Keep communicating.

M.V. KANNAN

Re: Additional Responsibility

Hi Cite members,

I have been employed in a manufacturing company with a workforce of 500 employees for 15 years. I have completed a BA, PG Diploma in PM&IR, MHRM, and DLL. Last year, I finished an International MBA specializing in HR through the Executive Program. Currently, my responsibilities include handling administration, welfare (Canteen, Issuance of all welfare items, Mediclaim), Recruitment, Induction, and Exit formalities. Additionally, since April, I have been tasked with managing the Performance Management System (PMS), and for the past two months, I have also been handling Compensation & Benefits.

Due to the increased workload, my management has decided to reallocate all administrative tasks to focus on core HR operations. I am seeking advice on how to develop expertise in core HR activities such as PMS, Talent Acquisition, and Compensation and Benefits. Should I undergo specific training? My corporate HR department emphasizes the importance of having a strong grasp of concepts.

I would appreciate suggestions from our members on what steps are necessary for a successful transition from administration to core HR.

Regards,
Bagavathi123

Dear Bagavathi,

Transitioning from Administration to HR should be relatively easy for you, as you have already built strong relationships with all employees in the organization. This is due to your experience in recruitment, induction, and welfare activities, coupled with your tenure within the organization. My understanding is that you have likely recruited a significant portion, possibly over 60%, of the current workforce.

Your new role will only enhance your ability to connect with employees on a deeper level. Here are some suggestions for you to consider as you embark on your HR career:

Performance Management System (PMS):

1. Define the roles and responsibilities of each individual within the organization in detail. It's crucial to have specific roles tailored to each person, with minimal overlap to ensure clarity on tasks distribution.

2. Establish Key Result Areas (KRA) or Key Performance Indicators (KPI) based on these roles and responsibilities. KRAs/KPIs set measurable targets for individuals on key factors, typically around 5 areas. These targets should be assessed quarterly, semi-annually, or annually, with predetermined scores reflecting performance.

Talent Acquisition:

1. Leverage your recruitment experience to identify suitable candidates aligned with the defined roles and responsibilities.

2. Consider participating in technical assessments to enhance your understanding of basic technical skills required for each position. This will enable you to pre-screen candidates based on these skills before involving the technical committee.

Compensation and Benefits:

1. Connect with other HR professionals in the industry to gather insights on prevailing compensation and benefits practices.

2. Keep a record of compensation and benefits packages offered to candidates during interviews to understand industry standards better.

Remember, the internet is a valuable resource for further information and guidance in your new role. Practical experience will undoubtedly be your best teacher.

Wishing you all the best in your new assignment!

M.V.KANNAN

Dear Kannan,

I am working for a medium-sized organization; I joined here almost 2.5 years back. Slowly and steadily, the number of employees has increased. We have made a lot of changes in the organization since I joined. The best part is the management is considerate enough to implement suggestions that could be fruitful. I always wished for a designation in the same company but am not sure if it's possible. Also, in the case of smaller companies (especially BPOs), survival can sometimes be a question mark.

Thanks a lot for all the suggestions. If you come across any day shift openings with a wider role in Chennai, please let me know.

Regards,
Divya

Dear Divya,

I still need clarification. In your initial posting, you mentioned that you have been exposed to hardcore recruitments, but in your recent posting, you stated that you joined this organization 2.5 years back.

If your previous statement of 3.5 years is correct, then you have changed jobs twice in a span of 3.5 years, which, in my opinion, may not benefit you in the long run.

However, if your recent statement of 2.5 years is accurate, I believe it is too short a period to feel that you have outgrown this function. For your information, I have been handling recruitments for the past 25 years, and it is increasingly challenging for me to hire and, more importantly, retain employees in the organization.

Therefore, it would be wise for you to remain in your current organization for at least one more year before considering a change.

You can enhance your skills by participating in technical interviews and understanding the basic technical requirements of various departments. Subsequently, you can screen candidates based on these needs before presenting them to the technical committee.

I am certain that many members participating in this forum (Rajkumar, Abbas, Sreekanth, smbhappy) have extensive experience in companies, as evident from their detailed case analyses.

This advice is in your best interest. Please consider it from the right perspective. You are the future of HR for a growing organization, so your stability is crucial.

ALL THE VERY BEST!!!

M.V. KANNAN

Dear Kannan,

I started my HR career with a recruitment consultancy where I worked for 8 months. Then, I joined my current organization in April 2008, and I am still with them. We recruit only non-technical people; hence, there is no possibility of sitting through technical interviews.

Regarding recruitment, I have sat through interviews conducted by the campaign manager, the management, and initially, I was a part of the training process to facilitate retention.

Regards,
Divya