Dear all, What are the responsibilities of an HR? What aspects should an HR be aware of? I am very new to this field, presently pursuing a PGDHRM course. Please put forth your views. Thank you for your time and guidance in advance.
Regards, Namrata
From India, Cuttack
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3Regards, Namrata
From India, Cuttack
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Firstly, congratulations to you and all the best for your new profile. Coming to your query:
Responsibilities of an HR
HR is a very broad department and includes many functions and roles. A single HR person has to play various roles or should master one of the roles. This depends on the size of the company and its policy.
For example, in established and well-to-do firms (like in corporates), we have different people handling different roles in HR—one in recruitment, one in T&D, and likewise. Whereas in start-up firms or in SMBs, we have one or two people handling the whole gamut of HR.
Core functions of HR are listed below, and this is not an exhaustive list:
- Recruitment and Selection
- Joining Formalities
- Induction & Orientation
- Team Building
- Grievance Handling
- Employee Engagement
- Performance Management (which is more than just Performance Appraisal)
- HR Auditing
- Statutory Compliances
- Compensation & Benefits
- Attendance and Leave Tracking
- HR MIS handling
- Employee Motivation
- Training and Development
- Reward and Recognition
- Strategic HR Planning
- Manpower Planning & Succession Planning
I think the list can go on. However, as I said, depending on the company's policy, size, and the industry it caters to, the scope of the roles played by an HR person changes accordingly.
Aspects an HR Should Be Aware Of
One important aspect of HR is to be unbiased and neutral. HR is supposed to be a communicating link between the management and the staff. If we happen to be biased towards the management, the staff will never open up about their problems, and hence the problems would never be solved.
One needs to understand that as HR, we need to ensure that the policies are being followed righteously. If the management is malpracticing, as an HR, it would be our moral duty to correct them and advise them accordingly.
You can also visit the following link to know the kind of attitude that HR should project:
https://www.citehr.com/458979-hr-att...ml#post2053253
Hope it helped.
From India, Mumbai
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Responsibilities of an HR
HR is a very broad department and includes many functions and roles. A single HR person has to play various roles or should master one of the roles. This depends on the size of the company and its policy.
For example, in established and well-to-do firms (like in corporates), we have different people handling different roles in HR—one in recruitment, one in T&D, and likewise. Whereas in start-up firms or in SMBs, we have one or two people handling the whole gamut of HR.
Core functions of HR are listed below, and this is not an exhaustive list:
- Recruitment and Selection
- Joining Formalities
- Induction & Orientation
- Team Building
- Grievance Handling
- Employee Engagement
- Performance Management (which is more than just Performance Appraisal)
- HR Auditing
- Statutory Compliances
- Compensation & Benefits
- Attendance and Leave Tracking
- HR MIS handling
- Employee Motivation
- Training and Development
- Reward and Recognition
- Strategic HR Planning
- Manpower Planning & Succession Planning
I think the list can go on. However, as I said, depending on the company's policy, size, and the industry it caters to, the scope of the roles played by an HR person changes accordingly.
Aspects an HR Should Be Aware Of
One important aspect of HR is to be unbiased and neutral. HR is supposed to be a communicating link between the management and the staff. If we happen to be biased towards the management, the staff will never open up about their problems, and hence the problems would never be solved.
One needs to understand that as HR, we need to ensure that the policies are being followed righteously. If the management is malpracticing, as an HR, it would be our moral duty to correct them and advise them accordingly.
You can also visit the following link to know the kind of attitude that HR should project:
https://www.citehr.com/458979-hr-att...ml#post2053253
Hope it helped.
From India, Mumbai
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In response to your query, it would have been greatly appreciated if you had provided your views first on your understanding of HR aspects, since you are currently pursuing the course.
Responsibilities of HR Functions
- Recruitment and selection
- Training and Development
- Industrial Relations
- Employee Relations
- Performance Appraisal System
- Discipline Policies and procedures
- HR policies and procedures
- Attrition Planning
- Maintenance Function
- Welfare Activities
- Budgeting
- Exit Interviews and so forth...
Aspects of What an HR Should Be Aware Of
Recruitment and Manpower Planning
- Craft Job Descriptions and Advertisements
- Post Job Vacancies on available job boards or required sites and media
- Collect and Review Resumes, Conduct Interviews, and perform reference checks
- Career Fairs, Campus-placements, and Walk-in interviews
- Prepare Offer/Appointment Letters
- Conduct Induction programs, etc.
Training and Development
- Identify training needs across levels through skills mapping for specific positions
- Analyze existing competencies
- Provide classroom training, On-the-Job Training (OJT), Internal Job Posting (IJP) training needs, etc.
- Offer technical and soft skill training programs
Employee Relations and Industrial Relations
- Anticipate employee concerns
- Resolve employee grievances
- Provide timely counseling and build rapport with employees
- Amicably negotiate disputes
- Promote good relations between employees and management
- Liaise with officials as required
- Manage legal situations such as wage settlements, lay-offs, lockouts, and unions
Generalist Role
- Engage in overall Business Development activities
- Motivate employees
- Provide end-to-end solutions for general facilities for employees such as Food, Stationery, Housekeeping, Security, etc.
HR Practices and Organizational Development (OD)
- Implement an integrated HRMS system
- Initiate OD practices like suggestion boxes, picnics, etc.
- Cascade and reinforce the organizational culture
- Implement Corporate Social Responsibility, Competency Mapping, Performance Management Systems, develop an employee handbook, etc.
Regards
From India, Visakhapatnam
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Responsibilities of HR Functions
- Recruitment and selection
- Training and Development
- Industrial Relations
- Employee Relations
- Performance Appraisal System
- Discipline Policies and procedures
- HR policies and procedures
- Attrition Planning
- Maintenance Function
- Welfare Activities
- Budgeting
- Exit Interviews and so forth...
Aspects of What an HR Should Be Aware Of
Recruitment and Manpower Planning
- Craft Job Descriptions and Advertisements
- Post Job Vacancies on available job boards or required sites and media
- Collect and Review Resumes, Conduct Interviews, and perform reference checks
- Career Fairs, Campus-placements, and Walk-in interviews
- Prepare Offer/Appointment Letters
- Conduct Induction programs, etc.
Training and Development
- Identify training needs across levels through skills mapping for specific positions
- Analyze existing competencies
- Provide classroom training, On-the-Job Training (OJT), Internal Job Posting (IJP) training needs, etc.
- Offer technical and soft skill training programs
Employee Relations and Industrial Relations
- Anticipate employee concerns
- Resolve employee grievances
- Provide timely counseling and build rapport with employees
- Amicably negotiate disputes
- Promote good relations between employees and management
- Liaise with officials as required
- Manage legal situations such as wage settlements, lay-offs, lockouts, and unions
Generalist Role
- Engage in overall Business Development activities
- Motivate employees
- Provide end-to-end solutions for general facilities for employees such as Food, Stationery, Housekeeping, Security, etc.
HR Practices and Organizational Development (OD)
- Implement an integrated HRMS system
- Initiate OD practices like suggestion boxes, picnics, etc.
- Cascade and reinforce the organizational culture
- Implement Corporate Social Responsibility, Competency Mapping, Performance Management Systems, develop an employee handbook, etc.
Regards
From India, Visakhapatnam
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Dear Namrata, I have been successful in the HR field for the past 17 years, and the main mantra is:
- Proper listening
- Adherence to words given
- Keeping a good track of interpersonal aspects.
The other essential aspects are readily available in books as well as contributed by the HR fraternity in this post.
Best wishes,
T. Muralidaran
[Phone Number Removed For Privacy Reasons]
From India, Hosur
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- Proper listening
- Adherence to words given
- Keeping a good track of interpersonal aspects.
The other essential aspects are readily available in books as well as contributed by the HR fraternity in this post.
Best wishes,
T. Muralidaran
[Phone Number Removed For Privacy Reasons]
From India, Hosur
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Dear Namrata,
While there could be tons of material available on the web which one can search and derive whatever one wants, my professional experience of 39 years overall, of which 25 have been in HR and Strategic Management in IT, has taught me the following:
To Be Reasonably Good as an HR Professional:
- 'Think People' always. It's a difficult role, in a manner a dual role that calls for a high level of astuteness, tact, intelligence, empathy, and emotion. While remaining responsible and accountable to the management, do not be afraid to tell the management what they need to hear, rather than what they want to hear. (This is often difficult to do without being perceived as difficult or undiplomatic - it's not what you say, but how you say it - and it is a place where other groups may try to censor the HR). On the other hand, HR should be an advocate and keep the internal customers' best interests and needs top of mind at all times.
- Communicate clearly and completely without bias, attitude, or judgment.
- Seek first to understand, and then to be understood. (5th Habit From Stephen Covey's 7 Habits Of Highly Effective People; an all-time best-selling book, which sold 20 million worldwide). If you're a good listener and you take the time to understand a concept, it will help you convey your opinions, plans, and goals to others. It starts with communication and strong listening skills, followed by diagnosing the situation and then communicating your solution to others.
- Be curious and a good reader, learner. It's nice to be up-to-date in as many fields as possible - governance, politics, sports, cinema, music, entertainment, etc., as these help you become a good conversationalist.
- Ask the right questions designed to uncover the "real" pain, not just the "stated" pain. Understand and espouse a "solution-selling" approach. It is also relevant to work to effect positive change in the organization.
- Be able to boil complex issues and situations down to simple frameworks that can be easily understood.
- Be able to work across (geographies) different departments and levels in an organization, be perceived as a trusted adviser, and can filter "baggage" and "noise" from the reality of the situation.
- Be one who can find advocates and evangelists within an organization who can help navigate the political structure.
- Whenever possible, work to assist people in finding their own solutions to the problem.
- Working with peers in the organization, try to make them accountable: While one cannot truly hold another person accountable for the things s/he must do, there are steps that one can take to motivate people to do what they need to do.
A Couple of These Things:
1. Be explicit about expectations.
2. Ask the individual to confirm what s/he can and cannot get done.
3. Be clear about the implications if the work isn't completed on time and to acceptable quality standards. Like I so very often say to my team, "If you don't tell me that you can't get something done...then you must get it done." The two items above can assist in ensuring that people do what they say they will do and give you room to discuss and push them when they don't.
Additionally, as an HR Manager, one can use the following tools to promote the behavior and accomplishments that are required for the successful development of the team and the individual:
1. Develop a compensation structure that promotes results (individual and team).
2. Publicly reward those for their accomplishments; those who aren't getting rewarded will feel the pressure to be part of the recognized group.
3. Review individual accomplishments and ideas with the team, particularly when those accomplishments could result in a process, tool, or template improvement within the business. Allow the team to provide input to key changes based on these successes - be careful not to manage by committee, though.
I still believe that only the individual can truly hold himself accountable, but it is your job as an HR Manager to set proper expectations and set the individual up for success. That includes giving them a forum to discuss challenges and negotiate deliverables and deadlines, and reinforcing the implications when the work isn't getting done as expected.
Finally - You must be able to resonate with your people; you should know that you are there primarily because of them. They are and will always have to be your "priority no. 1."
Best wishes.
Regards,
TSK. Raman
Hyderabad
[Phone Number Removed For Privacy Reasons]
[Email Removed For Privacy Reasons]
From India, Hyderabad
Acknowledge(5)
Amend(0)
While there could be tons of material available on the web which one can search and derive whatever one wants, my professional experience of 39 years overall, of which 25 have been in HR and Strategic Management in IT, has taught me the following:
To Be Reasonably Good as an HR Professional:
- 'Think People' always. It's a difficult role, in a manner a dual role that calls for a high level of astuteness, tact, intelligence, empathy, and emotion. While remaining responsible and accountable to the management, do not be afraid to tell the management what they need to hear, rather than what they want to hear. (This is often difficult to do without being perceived as difficult or undiplomatic - it's not what you say, but how you say it - and it is a place where other groups may try to censor the HR). On the other hand, HR should be an advocate and keep the internal customers' best interests and needs top of mind at all times.
- Communicate clearly and completely without bias, attitude, or judgment.
- Seek first to understand, and then to be understood. (5th Habit From Stephen Covey's 7 Habits Of Highly Effective People; an all-time best-selling book, which sold 20 million worldwide). If you're a good listener and you take the time to understand a concept, it will help you convey your opinions, plans, and goals to others. It starts with communication and strong listening skills, followed by diagnosing the situation and then communicating your solution to others.
- Be curious and a good reader, learner. It's nice to be up-to-date in as many fields as possible - governance, politics, sports, cinema, music, entertainment, etc., as these help you become a good conversationalist.
- Ask the right questions designed to uncover the "real" pain, not just the "stated" pain. Understand and espouse a "solution-selling" approach. It is also relevant to work to effect positive change in the organization.
- Be able to boil complex issues and situations down to simple frameworks that can be easily understood.
- Be able to work across (geographies) different departments and levels in an organization, be perceived as a trusted adviser, and can filter "baggage" and "noise" from the reality of the situation.
- Be one who can find advocates and evangelists within an organization who can help navigate the political structure.
- Whenever possible, work to assist people in finding their own solutions to the problem.
- Working with peers in the organization, try to make them accountable: While one cannot truly hold another person accountable for the things s/he must do, there are steps that one can take to motivate people to do what they need to do.
A Couple of These Things:
1. Be explicit about expectations.
2. Ask the individual to confirm what s/he can and cannot get done.
3. Be clear about the implications if the work isn't completed on time and to acceptable quality standards. Like I so very often say to my team, "If you don't tell me that you can't get something done...then you must get it done." The two items above can assist in ensuring that people do what they say they will do and give you room to discuss and push them when they don't.
Additionally, as an HR Manager, one can use the following tools to promote the behavior and accomplishments that are required for the successful development of the team and the individual:
1. Develop a compensation structure that promotes results (individual and team).
2. Publicly reward those for their accomplishments; those who aren't getting rewarded will feel the pressure to be part of the recognized group.
3. Review individual accomplishments and ideas with the team, particularly when those accomplishments could result in a process, tool, or template improvement within the business. Allow the team to provide input to key changes based on these successes - be careful not to manage by committee, though.
I still believe that only the individual can truly hold himself accountable, but it is your job as an HR Manager to set proper expectations and set the individual up for success. That includes giving them a forum to discuss challenges and negotiate deliverables and deadlines, and reinforcing the implications when the work isn't getting done as expected.
Finally - You must be able to resonate with your people; you should know that you are there primarily because of them. They are and will always have to be your "priority no. 1."
Best wishes.
Regards,
TSK. Raman
Hyderabad
[Phone Number Removed For Privacy Reasons]
[Email Removed For Privacy Reasons]
From India, Hyderabad
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