Hi,
On transitioning from an HR Executive position to a Manager role, what are the main competencies, skills, and knowledge needed? How can one equip oneself for this higher level of responsibility? Could someone provide some insight on this?
Thank you,
Hemaa
From India, Madras
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4On transitioning from an HR Executive position to a Manager role, what are the main competencies, skills, and knowledge needed? How can one equip oneself for this higher level of responsibility? Could someone provide some insight on this?
Thank you,
Hemaa
From India, Madras
Acknowledge(0)Amend(0)
SOME USEFUL INFORMATION ON HR COMPETENCES AND
HR KNOWLEDGE MANAGEMENT
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES.
1. HR MANAGER'S ACTIVTIES.
The activities carreied out by HR MANAGER will vary widely
according to the needs of the organization, the context within
which they work and their own capabilites.
SERVICE
As a broad guideline, the HR provide services to the organization
-human resource planning
-recruitment / selection
-employee development
-reward systems
-employee relations
-health/safety management
-staff amenities
-salary administration
-personnel administration
etc etc.
GUIDANCE
To varying degrees, HR MANAGERS provide guidance to the
management, like
-recommendations on HR STRATEGIES
-culture change
-approaches to the improvements of process capability
-performance management
-reward management
-HR policies/ procedures
etc
ADVICE
HR managers provide advice to line managers, and management
in general
-recruitment advertising
-selection short lists
-training needs
-health/ safety
-handling people / problems associated
-industrial relations
etc etc
2. ROLES
As we digest the activities, it leads us to the ROLE OF
HR MANAGER.
HR MANAGER plays different roles.
BUSINESS PARTNER ROLE.
-share responsibility with their line management for the success
of the business and the running of the business.
STRATEGIST ROLE
-contribute to the long term / strategic organizational issues like
*people selection
*people requirement
*people development
*organization development
*quality of worklife
etc
INTERVENTIONIST ROLE
-proactively contributes to the change management, people
management, team development, new technology introduction
etc etc
INTERNAL CONSULTANCY ROLE
-acts as a management consultant on HR ISSUES working
alongside the line managers.
MONITORING ROLE
-monitors the implementation of HR policies / procedures.
3. COMPETENCIES.
The analysis of the activities and the roles leads us to
the question
WHAT ARE THE COMPETENCIES REQUIRED FOR A
SUCCESSFUL HR MANAGER?
The suggested competencies are
-initative
-personal effectiveness
-human relations handling skills
-leadership skills
-professional knowledge of HR
-adding value through people development
-continuing learning
-strategic thinking capability
-influencing
-negotiating skills
-interpersonal skills
-business / culture awareness
-service delivery
-communication [ oral/ written ]
-presentation
etc
ROLE / COMPETENCE MATRIX
STRATEGIC PARTNER
•Organizational Awareness
•Problem Solving
•Customer Service
•Stress Tolerance
•Oral Communication
-----------------------------------
LEADER
•Decision Making
•Planning & Evaluation
•Conflict Management
•Self-Management
•Self-Esteem
•Oral Communication
--------------------------------
EMPLOYEE CHAMPION
•Flexibility
•Teaching Others
•Learning
•Interpersonal Skills
•Oral Communication
-------------------------------------
TECHNICAL EXPERT
•Technical Competence
•Legal, Government, &
Jurisprudence
•Personnel & Human Resources
•Information Management
•Mathematical Reasoning*
--------------------------------------
•Customer Service
•Writing
•Reading
•Memory
•Attention to Detail
•Oral Communication
-----------------------------------
CHANGE CONSULTANT
•Teamwork
•Reasoning
•Influencing/Negotiating
•Integrity/Honesty
•Creative Thinking
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirma
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs per hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge of
41.applicable federal, state, and local laws affecting employment in union and non union environments, such as anti discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
REGARDS
LEO LINGHAM
From India, Mumbai
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HR KNOWLEDGE MANAGEMENT
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES.
1. HR MANAGER'S ACTIVTIES.
The activities carreied out by HR MANAGER will vary widely
according to the needs of the organization, the context within
which they work and their own capabilites.
SERVICE
As a broad guideline, the HR provide services to the organization
-human resource planning
-recruitment / selection
-employee development
-reward systems
-employee relations
-health/safety management
-staff amenities
-salary administration
-personnel administration
etc etc.
GUIDANCE
To varying degrees, HR MANAGERS provide guidance to the
management, like
-recommendations on HR STRATEGIES
-culture change
-approaches to the improvements of process capability
-performance management
-reward management
-HR policies/ procedures
etc
ADVICE
HR managers provide advice to line managers, and management
in general
-recruitment advertising
-selection short lists
-training needs
-health/ safety
-handling people / problems associated
-industrial relations
etc etc
2. ROLES
As we digest the activities, it leads us to the ROLE OF
HR MANAGER.
HR MANAGER plays different roles.
BUSINESS PARTNER ROLE.
-share responsibility with their line management for the success
of the business and the running of the business.
STRATEGIST ROLE
-contribute to the long term / strategic organizational issues like
*people selection
*people requirement
*people development
*organization development
*quality of worklife
etc
INTERVENTIONIST ROLE
-proactively contributes to the change management, people
management, team development, new technology introduction
etc etc
INTERNAL CONSULTANCY ROLE
-acts as a management consultant on HR ISSUES working
alongside the line managers.
MONITORING ROLE
-monitors the implementation of HR policies / procedures.
3. COMPETENCIES.
The analysis of the activities and the roles leads us to
the question
WHAT ARE THE COMPETENCIES REQUIRED FOR A
SUCCESSFUL HR MANAGER?
The suggested competencies are
-initative
-personal effectiveness
-human relations handling skills
-leadership skills
-professional knowledge of HR
-adding value through people development
-continuing learning
-strategic thinking capability
-influencing
-negotiating skills
-interpersonal skills
-business / culture awareness
-service delivery
-communication [ oral/ written ]
-presentation
etc
ROLE / COMPETENCE MATRIX
STRATEGIC PARTNER
•Organizational Awareness
•Problem Solving
•Customer Service
•Stress Tolerance
•Oral Communication
-----------------------------------
LEADER
•Decision Making
•Planning & Evaluation
•Conflict Management
•Self-Management
•Self-Esteem
•Oral Communication
--------------------------------
EMPLOYEE CHAMPION
•Flexibility
•Teaching Others
•Learning
•Interpersonal Skills
•Oral Communication
-------------------------------------
TECHNICAL EXPERT
•Technical Competence
•Legal, Government, &
Jurisprudence
•Personnel & Human Resources
•Information Management
•Mathematical Reasoning*
--------------------------------------
•Customer Service
•Writing
•Reading
•Memory
•Attention to Detail
•Oral Communication
-----------------------------------
CHANGE CONSULTANT
•Teamwork
•Reasoning
•Influencing/Negotiating
•Integrity/Honesty
•Creative Thinking
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirma
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs per hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge of
41.applicable federal, state, and local laws affecting employment in union and non union environments, such as anti discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
REGARDS
LEO LINGHAM
From India, Mumbai
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Dear Lingham sir,
The information stated by you is quite helpful. It is a thorough outline of HR practices - basic responsibilities and knowledge required to work in such a responsible position.
Thank you once again.
Sadhana
From India, Thana
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The information stated by you is quite helpful. It is a thorough outline of HR practices - basic responsibilities and knowledge required to work in such a responsible position.
Thank you once again.
Sadhana
From India, Thana
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Leo,
We really appreciate your posts, and it is indeed our pleasure to have you on board in this forum. All your postings on various topics have elevated our learning and understanding of HR to a higher platform! Thank you so much for taking the time and effort to educate us.
Regards,
Rajat
From India, Pune
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We really appreciate your posts, and it is indeed our pleasure to have you on board in this forum. All your postings on various topics have elevated our learning and understanding of HR to a higher platform! Thank you so much for taking the time and effort to educate us.
Regards,
Rajat
From India, Pune
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Yes, there have been fragmented ideas on the subject, and I always believe in appreciating people, even random thoughts on the subject. As nature nurtures itself, we adapt to it, even how much we oppose, dispose, or disassociate but struggle to survive.
Continuing here, can we have some good selected text references on modern human resource management practices, of course not hard-liners?
Kind regards,
umalme
From India, Delhi
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Continuing here, can we have some good selected text references on modern human resource management practices, of course not hard-liners?
Kind regards,
umalme
From India, Delhi
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Hi, I have gone through the quotes. It's very detail-oriented, so no doubts or questions arise. Can you please help me? I am confused about employee benefits and insurances like:
- PF, ESIC, Gratuity, Linked Insurance Plan, Family Insurance, Family Benefits, Allowances, Perks
- Its percentage on basic or whole salary
- Employer's contribution
- Charges borne by the employer for administration and notice
In short, every addition, deduction, and benefit for employees and employers. Can you please explain this in detail?
Legalities in the Industry
Also, I would like to know about the legalities related to the industry or manufacturing unit that HR has to face. Whom should I contact for that?
Coordination with Government Bodies
For what activities does HR have to coordinate with government bodies? Please help me; otherwise, my job will be in trouble.
Regards,
Ratish
[Email Removed For Privacy Reasons]
From India, Ahmedabad
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- PF, ESIC, Gratuity, Linked Insurance Plan, Family Insurance, Family Benefits, Allowances, Perks
- Its percentage on basic or whole salary
- Employer's contribution
- Charges borne by the employer for administration and notice
In short, every addition, deduction, and benefit for employees and employers. Can you please explain this in detail?
Legalities in the Industry
Also, I would like to know about the legalities related to the industry or manufacturing unit that HR has to face. Whom should I contact for that?
Coordination with Government Bodies
For what activities does HR have to coordinate with government bodies? Please help me; otherwise, my job will be in trouble.
Regards,
Ratish
[Email Removed For Privacy Reasons]
From India, Ahmedabad
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I suggest you prepare a PPT and upload it to this community portal. I would be glad if Mr. Sid can sort out the best presentations, documents, etc., available in the knowledge bank, and provide a link for easy reference. All those members seeking relevant information can download from the knowledge bank rather than posting a new thread and consuming more space on the server.
With profound regards
From India, Chennai
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With profound regards
From India, Chennai
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I have gone through your post, where you wrote under the heading ADVICE, "HR managers provide advice to line managers and management in general." HR managers need to also submit their suggestions, views, and opinions, in addition to advice, as there may be senior members in the department who are well-qualified and experienced professionals.
The Importance of Supervisory Skills
I have one query for you: Don't you think HR managers must possess the skill called "SUPERVISORY"? DELEGATION is a part of SUPERVISORY SKILL. The million-dollar question is, "How many managers have in-depth experience in EFFECTIVE DELEGATION?" Believe me, any manager who knows about EFFECTIVE DELEGATION, I am sure their team will be blessed with LEADERSHIP and many other competencies, thus making them known as SELF-DIRECTED TEAMS. Often, HR managers talk about developing employee skills, but many managers fail to bring up their own team members.
I would be glad if you could consider my views and carry out any necessary modifications on your end.
With profound regards,
From India, Chennai
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The Importance of Supervisory Skills
I have one query for you: Don't you think HR managers must possess the skill called "SUPERVISORY"? DELEGATION is a part of SUPERVISORY SKILL. The million-dollar question is, "How many managers have in-depth experience in EFFECTIVE DELEGATION?" Believe me, any manager who knows about EFFECTIVE DELEGATION, I am sure their team will be blessed with LEADERSHIP and many other competencies, thus making them known as SELF-DIRECTED TEAMS. Often, HR managers talk about developing employee skills, but many managers fail to bring up their own team members.
I would be glad if you could consider my views and carry out any necessary modifications on your end.
With profound regards,
From India, Chennai
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Dear Leo, It is such good information you did share with us. I have found it very useful in my career progression planning and also already utilizing it in my department. Thanks again. Mary Gorreth
From Uganda
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From Uganda
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Thanks a lot for spending such time and share inputs. I am bit confused , whats the diff between- guidance and advice as you mentioned under diff roles of HR manager
From India
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From India
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I am sorry to say that you might have put in a lot of effort, but all study tips and articles must have a target user. You could have made life easier for people by creating an index and ensuring there is no repetition of skills. The information flow should be structured like a ladder until the end. For example, in the last portion, you mentioned "CORE Knowledge Required by HR Professionals" and activities. Although you have explained that in the beginning in a different manner.
From India
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From India
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5 Skills Every HR Pro Needs.doc