New HR in Construction: How Do I Manage Recruitment and Core HR Activities Alone?

Hi, I am working in a construction company as an HR. Can anyone provide an update on the recruitment process sheet? Also, please help me with the core HR activities. As an HR, what responsibilities should be handled in the company? The company did not have any HR personnel previously, and I am the only person handling it. I have experience in recruitments but no idea about core HR activities. Please help me out.

Thanks,
Swapna

More at https://www.citehr.com/307463-human-resource-management-2.html#ixzz1A8y9u4mm

Hi Swapna,

You already have experience in one core HR activity, which is recruitment. Other activities that come under core HR are induction training, performance management, timekeeping and payroll, employee engagement activities, training & development, and compliance with statutory requirements such as PF and ESI.

I would suggest that you start slowly but steadily, bringing in one activity at a time. Plan it out, then introduce and implement it, maybe over a quarter year until fully in place, then move on to the next activity.

This is a great opportunity for you to learn and bring in HR practices. The best part is, you can make your own mistakes and also learn from those without having to worry about the extensive impact of the same.

All the best!

Regards,
Gaurang

Hi all,

I already have experience in one core HR activity, and that is recruitment. I am working in an MNC as an HR Executive. When I joined the company, I was responsible for other activities that fall under core HR such as induction, timekeeping, payroll, and statutory requirements like PF and ESI. However, I did not handle filling the returns. I also assisted in training and development. Due to company politics, I am now left only with training and development and contractor-related work as I am not good at buttering up and pampering my boss like my peers do. I am really facing a problem.

Can anyone please suggest what to do in this situation and also advise on how to start training work step by step and how to do competency mapping? Please send me related documents as well.

Regards,
One Needy Friend

Dear Swapna, Khushi, and other friends,

The following are the HR activities for an HR Professional in an organization:

1. Recruitment & Selection
2. Training & Development
3. Competency Mapping
4. PMS (Performance Management System/Performance Appraisal)
5. Daily coordination with outside vendors/customers (internal employees)
6. Grievance handling
7. Audit documentation
8. Payroll of employees and/or contract employees (if applicable)
9. Employee Satisfaction Survey
10. Liaising with government officials (in case of a factory)

Khushi, I am attaching a competency mapping related document for your reference.

Regards,
Ankit Chaturvedi
09869851356
ankitchtrvd@gmail.com

Hi,

I'd say you should impress your boss with good work rather than buttering.

About training, I think you should first start by checking how you would divide all of them into levels. You can take tests with them, put them in levels, and train them. (Pre-process/soft skill training only)

Feel free to ask anything else.

Regards,
Friend for Help! ;)

Hi,

Thank you, Ankit and Ameena, for your kind suggestions. My main problem is that I really don't know how to start and from where. Here, training is just in name; only fake documents are prepared for auditing purposes, no skill matrix is prepared, and there is no TNI from a particular department. Everything is so messy. I want to improve all this but don't know how to start, like the skill matrix, etc.

1. Which training should be conducted as it is a manufacturing unit?
2. How to take training feedback (want a good training feedback format).
3. How to calculate training effectiveness after six months as per procedure (want a good training effectiveness format) and other important things.

Regards,
Khushi

Hi,

Thank you, Ankit and Ameena, for your kind suggestions. The main problem is that I really don't know how to start and from where, as here, training is just for show, with only fake documents being prepared for auditing purposes. No skill matrix is being prepared, and there is no Training Needs Identification (TNI) from any particular department. Everything is so messy. I want to improve all of this but don't know how to start, like the skill matrix, etc.

1. Which training should be conducted as it is a manufacturing unit?
2. How to collect training feedback (looking for a good training feedback format)?
3. How to calculate training effectiveness after six months as per the procedure (seeking a good training effectiveness format), among other important things.

Regards,
Khushi

Hey Khushi,

You can conduct training for behavioral skills, teamwork, time management, soft skills, etc. For a manufacturing unit, you can arrange training with an experienced senior on how to effectively perform manufacturing work. Conducting a seminar on fast-track topics would be effective.

Regarding the receptionist: There are only two things you can do - either bear it or leave the company. Now, leaving the company would be foolish if you're happy with everything else. "It's better to wear slippers than to cover the earth with a carpet." If you are good to everyone, everyone will be good to you as well. Always remember to "Think, live, and be positive."

Hi Gaurang,

Thank you so much. Can you suggest to me how to start? Where to start? There is a lot of confusion for me. Could you briefly explain one by one: induction training, performance management, timekeeping and payroll, employee engagement activities, training & development, and compliance with statutory requirements such as PF and ESI.

Please help me out.

Swapna

Hi Swapna,

There is no real or clearly defined starting point for HR activities, and I agree that it can be confusing at times. As you are already aware of recruitment, you can ramp that up in your company. The next logical step to recruitment is induction training, so take it up as well. Parallel to induction training, you can start defining KRAs, KPAs, and KPIs for all departments and positions to get Performance Management started. Just this much should keep you occupied for a minimum of six months. My advice is to take one function at a time and develop it before introducing a new one. Of course, there must be overlapping between functions, but you must try and keep it as low as possible. Once you take that first step, everything else will start following logically, and you will easily and quickly settle into the new routine. Just keep your wits about you.

All the best!

Regards,
Gaurang