Dear Seniors,
Presently, I am working in a profile of HR Generalist. I have 1.3 years of experience in HR. Earlier, I worked as a software consultant for 2.5 years, but due to some circumstances, I switched to HR.
Now, I am looking for a change as for the past few months, I have been feeling neglected in my present company. They are reducing my role day by day and assigning tasks to one of the Technical project managers. My company is a team of 23 people. When I suggest something to my MD, he straightaway says we are always flexible to the team, and he doesn't want any policy to be imposed. However, the same suggestion made by the Project manager is accepted by my MD.
So, I have finally made up my mind to change jobs as I really want to acquire good managerial skills in HR, which is not possible here. When I consulted one of my friends about it, he asked me in which particular area I would like to work on, such as Change Management, Employee development, etc.
My question is, how will I judge myself in which area in HR I will perform well? Please explain to me the various areas of HR and guide me on how to choose one of them.
Thanks,
Swati
From India, New Delhi
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6Presently, I am working in a profile of HR Generalist. I have 1.3 years of experience in HR. Earlier, I worked as a software consultant for 2.5 years, but due to some circumstances, I switched to HR.
Now, I am looking for a change as for the past few months, I have been feeling neglected in my present company. They are reducing my role day by day and assigning tasks to one of the Technical project managers. My company is a team of 23 people. When I suggest something to my MD, he straightaway says we are always flexible to the team, and he doesn't want any policy to be imposed. However, the same suggestion made by the Project manager is accepted by my MD.
So, I have finally made up my mind to change jobs as I really want to acquire good managerial skills in HR, which is not possible here. When I consulted one of my friends about it, he asked me in which particular area I would like to work on, such as Change Management, Employee development, etc.
My question is, how will I judge myself in which area in HR I will perform well? Please explain to me the various areas of HR and guide me on how to choose one of them.
Thanks,
Swati
From India, New Delhi
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Hi Swati,
First, let me clarify... I am not a senior, at least not in the specific HR field, but I am always interested in HR-related topics; hence, I am here on citehr.
Now coming straight to your question...
First point: when you suggest some policy, etc., to your MD, and he straightaway rejects it or doesn't pay attention, we can make out two things from it. First, he really doesn't want your contribution towards his organization, or second, maybe you're not presenting your thoughts/policy in a way that can make him feel that it is actually good for him and his organization. Many times, we tend to get tied down too much on our individual thought process and start believing that whatever we are saying/doing is correct, but the senior person with more experience can differ from you. So, don't get too hurt by this. Try to match his frequency and understanding and term accordingly.
Maybe that is why your MD accepts it when it comes from the project manager because he might be presenting the issue in a different language.
But still, if you are not satisfied and feel that you are not gaining too much here, and you want to acquire good managerial skills in HR, which is not happening here, it's right to go for a change.
And now, your second question...
In which particular area should you work - Change Management, Employee Development, etc.
Now, this is what you will have to answer yourself after a bit of self-realization and self-analysis. What are you actually good at or what are you most comfortable with?
Is your emotional intelligence very good?
Do you have good communication skills?
Do you get along very nicely among your coworkers? Do they feel safe and secure with you to discuss all their problems, even personal ones? You can also cross-check this with your friends and relatives. Do they see you as a real advisor or friend?
If the answers to all these questions are in affirmation, then you must go ahead with Employee Development/Retention Manpower and related fields. But if you feel you are better in paperwork/policies, etc., then you can be good in the HR Policy-related work like legal formalities during joining/releasing/PF/ESIC, and others.
In conclusion, my suggestion is that you should first analyze yourself - your personality and attitude, and take a job that aligns closely with that.
Hope I have been able to answer your queries to some extent.
Thanks,
Aayush
From India, New Delhi
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First, let me clarify... I am not a senior, at least not in the specific HR field, but I am always interested in HR-related topics; hence, I am here on citehr.
Now coming straight to your question...
First point: when you suggest some policy, etc., to your MD, and he straightaway rejects it or doesn't pay attention, we can make out two things from it. First, he really doesn't want your contribution towards his organization, or second, maybe you're not presenting your thoughts/policy in a way that can make him feel that it is actually good for him and his organization. Many times, we tend to get tied down too much on our individual thought process and start believing that whatever we are saying/doing is correct, but the senior person with more experience can differ from you. So, don't get too hurt by this. Try to match his frequency and understanding and term accordingly.
Maybe that is why your MD accepts it when it comes from the project manager because he might be presenting the issue in a different language.
But still, if you are not satisfied and feel that you are not gaining too much here, and you want to acquire good managerial skills in HR, which is not happening here, it's right to go for a change.
And now, your second question...
In which particular area should you work - Change Management, Employee Development, etc.
Now, this is what you will have to answer yourself after a bit of self-realization and self-analysis. What are you actually good at or what are you most comfortable with?
Is your emotional intelligence very good?
Do you have good communication skills?
Do you get along very nicely among your coworkers? Do they feel safe and secure with you to discuss all their problems, even personal ones? You can also cross-check this with your friends and relatives. Do they see you as a real advisor or friend?
If the answers to all these questions are in affirmation, then you must go ahead with Employee Development/Retention Manpower and related fields. But if you feel you are better in paperwork/policies, etc., then you can be good in the HR Policy-related work like legal formalities during joining/releasing/PF/ESIC, and others.
In conclusion, my suggestion is that you should first analyze yourself - your personality and attitude, and take a job that aligns closely with that.
Hope I have been able to answer your queries to some extent.
Thanks,
Aayush
From India, New Delhi
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Hi Swati,
Further, you can also plan out a course in SAP and its relative implications in HR. This is a field that has good prospects these days. Alternatively, in addition to SAP, you can consider a course in ISO certifications. This will help broaden your prospects in HR, administration, and process-related work in organizations.
These are just my suggestions.
Thanks,
Aayush
From India, New Delhi
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Further, you can also plan out a course in SAP and its relative implications in HR. This is a field that has good prospects these days. Alternatively, in addition to SAP, you can consider a course in ISO certifications. This will help broaden your prospects in HR, administration, and process-related work in organizations.
These are just my suggestions.
Thanks,
Aayush
From India, New Delhi
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Dear Swati,
You hadn't explained about your career, interests, and education properly; then you're asking where you can deput... otherwise, our suggestion will be wrong. If you are technically fit, then choose Training & Development (T&D) in HR. Training and Development are very much necessary. You can procure the people, analyze where their skills lie, and how they need to be skilled according to your company's goals, etc.
Otherwise, if you are interested in psychology, take the Employee Relations (ER) side. You can handle grievances, welfare, post-recruitment processes, and organizational culture.
Moreover, if you are interested in public relations and law, consider Industrial Relations (IR), where your skills can be used for managing industrial relations, implementing good policies, liaisons, etc.
If you are interested in analytics and mathematics, consider payroll. You can create new types of compensations that will satisfy your employees and benefit your company. You can also process monthly payrolls, etc.
It's all in your nature, interests, and basic qualifications.
Best regards.
From India, Bangalore
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You hadn't explained about your career, interests, and education properly; then you're asking where you can deput... otherwise, our suggestion will be wrong. If you are technically fit, then choose Training & Development (T&D) in HR. Training and Development are very much necessary. You can procure the people, analyze where their skills lie, and how they need to be skilled according to your company's goals, etc.
Otherwise, if you are interested in psychology, take the Employee Relations (ER) side. You can handle grievances, welfare, post-recruitment processes, and organizational culture.
Moreover, if you are interested in public relations and law, consider Industrial Relations (IR), where your skills can be used for managing industrial relations, implementing good policies, liaisons, etc.
If you are interested in analytics and mathematics, consider payroll. You can create new types of compensations that will satisfy your employees and benefit your company. You can also process monthly payrolls, etc.
It's all in your nature, interests, and basic qualifications.
Best regards.
From India, Bangalore
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Hi Swati,
This is a typical situation that many of us experience. It happens because some bosses do not understand the importance of the HR department and its people. I am also facing a similar problem to some extent. I suggest you study exactly what your MD's expectations are. By doing so, you can change your strategy; there may be some communication gap between both of you. Study that aspect as well.
Regarding the areas of HR (HR generalist), for a generalist to be successful, they need to be well-equipped with all HR functions. This includes recruitment, selection, induction and training, performance management, competency mapping, resource planning, payroll, compensation and benefits, welfare, CSR, health and safety, statutory compliance, up to full and final settlement. A generalist needs to be well aware of all these functions to effectively fulfill the role of a generalist.
Regards,
Rajeev Dixit
(09901436213)
From India, Bangalore
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This is a typical situation that many of us experience. It happens because some bosses do not understand the importance of the HR department and its people. I am also facing a similar problem to some extent. I suggest you study exactly what your MD's expectations are. By doing so, you can change your strategy; there may be some communication gap between both of you. Study that aspect as well.
Regarding the areas of HR (HR generalist), for a generalist to be successful, they need to be well-equipped with all HR functions. This includes recruitment, selection, induction and training, performance management, competency mapping, resource planning, payroll, compensation and benefits, welfare, CSR, health and safety, statutory compliance, up to full and final settlement. A generalist needs to be well aware of all these functions to effectively fulfill the role of a generalist.
Regards,
Rajeev Dixit
(09901436213)
From India, Bangalore
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Hi Swati,
I hope I didn't offend you. All I meant to say was that if we truly analyze ourselves, the answers come from within ourselves. This is an amazing gift of God to human beings. Over the last 5-6 years, I have realized this and hence suggested it. I am sorry if you felt bad about my reply.
Thanks,
Aayush
From India, New Delhi
Acknowledge(0)Amend(0)
I hope I didn't offend you. All I meant to say was that if we truly analyze ourselves, the answers come from within ourselves. This is an amazing gift of God to human beings. Over the last 5-6 years, I have realized this and hence suggested it. I am sorry if you felt bad about my reply.
Thanks,
Aayush
From India, New Delhi
Acknowledge(0)Amend(0)
Sawtiji
Please find below the list of HR Activities.
Take a Print out & site aside reat urself on 1- 10 basis (10 Being the best).
At the exercise you will know ur strengths & area of imrpovement.
Firstly please overcome ur inferiority complex
Regards / MPMS
ACTIVITIES OF HR DEPT
STRATEGIC
ORGANISATION DEVELOPMENT
ü Proficiency Levels Defined
ü Existing Organization Competency Assessment
ü Existing Proficiency Levels
ü Competency Prioritization
ü GAP Analysis
o Competency Map (Employee Ratings, Observed / Desired / Gaps)
ü Employee Prioritization for Competency Development
ü Competency Development Program
STRATEGIC
ü Performance Management & Review Mechanism
ü Key Result Areas
ü Competence Required
ü Position Descriptions Mapping across Organization
ü Performance Agreement
ü Goals / Objectives
ü Key Deliverables (Role Definition)
PROFESSIONAL & ADMINISTRATIVE
ü Key Deliverables Assessment (3m,6m,9m,Yrly.)
ü Developmental Deliverables Assessment (3m,6m,9m,Yrly.)
ü Shortfalls in Deliverables Achievements
ü Significant Achievements
ü Strengths & Weaknesses
ü Competency Ratings (Managerial/Behavioral/Functional)
ü Trainings Received / Required Analysis
ü Performance Scores (Deliverables & Competencies Ratings)
ü Final Performance Ratings
ü Miscellaneous Discussions
ü Recommendations
ü Critical Performance
ü Spot Performance
ü Personality Growth
ü Loyalty Recognition
ü Best of the Best (Individual, Team, Group Recognitions
· Developmental Deliverables (for Career / Succession Planning)
· Trainings Required (Objective, Priority, Evaluation Parameters)
· Organization Support Required
· Career Planning
· Succession Planning
Recruitment & Selection
STRATEGIC
ü Experience Specification (Mandatory/Preferred)
ü Key Performance Indicators (Highest / Ideal Performance Expected)
ü Key Deliverables (Role Definition)
ü Competence Required
PROFESSIONAL & ADMINISTRATIVE
ü Job sites
ü Advertisements
ü Campus Recruitment
ü Employee Referrals
ü Head Hunting
ü Networking
ü Professional Institutions
Training & Development
STRATEGIC
· Behavioural & Functional
ü Skill Development Programme
ü Performance Improvement Programme
PROFESSIONAL & ADMINISTRATIVE
STRATEGIC
PROFESSIONAL & ADMINISTRATIVE
ü Intranet
ü Emails
ü Circulars
ü Inter Dept meetings
ü Dept Meetings
ü Staff Meetings
ü Suggestion Scheme
ü Newsletter
· Work culture survey, Analysis & Findings
· Employee Satisfaction Survey, Analysis & Findings
· Effective Grievance Resolution
PERSONNEL & ADMINISTRATION
PROFESSIONAL & ADMINISTRATIVE
ü Key Personnel Meetings
ü Technical / Domain / Process Training Programme
From India, Coimbatore
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Please find below the list of HR Activities.
Take a Print out & site aside reat urself on 1- 10 basis (10 Being the best).
At the exercise you will know ur strengths & area of imrpovement.
Firstly please overcome ur inferiority complex
Regards / MPMS
ACTIVITIES OF HR DEPT
STRATEGIC
ORGANISATION DEVELOPMENT
- Organization Mission / Vision, Business Goals, Strategy
- Organization Life Cycle Stage
- Organization Competency Identification (Key Competencies Required)
ü Proficiency Levels Defined
ü Existing Organization Competency Assessment
ü Existing Proficiency Levels
ü Competency Prioritization
ü GAP Analysis
o Competency Map (Employee Ratings, Observed / Desired / Gaps)
ü Employee Prioritization for Competency Development
ü Competency Development Program
- Competency Mapping Industry/Competitor Analysis
STRATEGIC
ü Performance Management & Review Mechanism
ü Key Result Areas
- Key Performance Indicators (Highest / Ideal Performance Expected)
ü Competence Required
ü Position Descriptions Mapping across Organization
ü Performance Agreement
ü Goals / Objectives
ü Key Deliverables (Role Definition)
PROFESSIONAL & ADMINISTRATIVE
- Performance & Potential Evaluation
ü Key Deliverables Assessment (3m,6m,9m,Yrly.)
ü Developmental Deliverables Assessment (3m,6m,9m,Yrly.)
ü Shortfalls in Deliverables Achievements
ü Significant Achievements
ü Strengths & Weaknesses
ü Competency Ratings (Managerial/Behavioral/Functional)
ü Trainings Received / Required Analysis
ü Performance Scores (Deliverables & Competencies Ratings)
ü Final Performance Ratings
ü Miscellaneous Discussions
ü Recommendations
- Rewards & Recognitions - What is to be Rewarded/Awarded?
ü Critical Performance
ü Spot Performance
ü Personality Growth
ü Loyalty Recognition
ü Best of the Best (Individual, Team, Group Recognitions
· Developmental Deliverables (for Career / Succession Planning)
· Trainings Required (Objective, Priority, Evaluation Parameters)
· Organization Support Required
· Career Planning
· Succession Planning
Recruitment & Selection
STRATEGIC
- GAP Analysis / Future Requirements
- Budgeting New Manpower, Cost Estimates
- Recruitment Plan of Action (Numbers, Time Frame, Sources, Cost, Internal Movement)
- Internal Resources / External Resources
- Position Description
ü Experience Specification (Mandatory/Preferred)
ü Key Performance Indicators (Highest / Ideal Performance Expected)
ü Key Deliverables (Role Definition)
ü Competence Required
PROFESSIONAL & ADMINISTRATIVE
- Sources of Manpower (External)
ü Job sites
ü Advertisements
ü Campus Recruitment
ü Employee Referrals
ü Head Hunting
ü Networking
ü Professional Institutions
- Vendor Relationship Management (Agreements, Contracts, Quotes)
- Manpower Requisition Process (Authorisation, Documentation, Closures)
- Selection Methodology
- Interview Process (Panel, Evaluation Methodology)
- Testing Processes (Test Instruments, Administration, Monitoring
- Documentation
- Forms & Formats (Requisition, Application Blanks, Interview Evaluations)
- Recruitment MIS Reports
Training & Development
STRATEGIC
- Training Needs Identification
- Skill-Gap Analysis
- Competency Map (Employee Ratings, Observed / Desired / Gaps)
- Training & Development Plans (Technical / Soft Skills / Knowledge)
· Behavioural & Functional
ü Skill Development Programme
ü Performance Improvement Programme
PROFESSIONAL & ADMINISTRATIVE
- Training Calendar
- Prioritized List of Training Programmes
- Individual Analysis
- Faculty Feedback & Analysis
- Employee / Supervisor Feedback
- Developing Knowledge Sharing Practices
- Training Effectiveness Parameters
- Key Improvement Indicators Defined (Performance, Skills, Competence)
- Time Frame for Improvement
- Review Mechanism
STRATEGIC
- Oganisation's philosophy & values
- Work Culture
- Best HR practices / Policy
- Grievance Management Process
PROFESSIONAL & ADMINISTRATIVE
- Employee Communication – formal & informal
ü Intranet
ü Emails
ü Circulars
ü Inter Dept meetings
ü Dept Meetings
ü Staff Meetings
ü Suggestion Scheme
ü Newsletter
· Work culture survey, Analysis & Findings
· Employee Satisfaction Survey, Analysis & Findings
· Effective Grievance Resolution
PERSONNEL & ADMINISTRATION
PROFESSIONAL & ADMINISTRATIVE
- Offer / Appointment Letters, Compensation Sheet, Contract Letters, Consultant Agreements etc.
- Salary Fitment Benchmarks / Salary Matrix
- Joining Formalities & Documentations
- Documentation Coding & Revision Guidelines
- Induction & Orientation Company Overview (History, Business, Market, Products/Services, Geography)
ü Key Personnel Meetings
ü Technical / Domain / Process Training Programme
- Maintaining & updating Personnel Files
- Compensation & Benefits Administration Salary Structure (Fixed, Variables, Perks)
- Employee Welfare Schemes
- Insurance Covers
- Retiral Benefits
- Tax Consulting
- Legal Compliances (Employment / Labor / Compensation Acts)
- Incentives, Motivational Allowances
- Employee Relations Employee Benefit Schemes
- Birthdays / Anniversaries
- Festival Events
- Sports Events
- Inter Dept Events / Competitions / Games / Quizzes
- Health & Safety Measures.
From India, Coimbatore
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Hi all,
I think I need to check what my potentials are and in which areas I am more comfortable. Thank you all for your valuable suggestions. I'll let you know what I have decided, and then I'll be needing your advice on how to proceed further.
Thanks, Swati
From India, New Delhi
Acknowledge(0)Amend(0)
I think I need to check what my potentials are and in which areas I am more comfortable. Thank you all for your valuable suggestions. I'll let you know what I have decided, and then I'll be needing your advice on how to proceed further.
Thanks, Swati
From India, New Delhi
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
HR Job Functions.doc
HR FUNCTIONS AT A GLANCE.ppt