1.3.2 Roles & responsibilities of a Human Resource Manager
According to Lengnick- Hall (2003) & Dave Ulrich, roles of a human resource manager can be clustered as follows.
The HR manager has the responsibility in guiding and facilitating the relationship among the employees in order to assist them in achieving the maximum return on capital invested on the company’s human resource.
Identify knowledge requirements of its employees and facilitate them with relevant knowledge building programs.
Create and manage the relationship between individuals and groups of the company both internally and externally in order to maintain the fabric of the working environment.
Rapid Deployment Specialist
The HR manager is responsible in developing a flexible work force internally concerned with the capacity to learn, adaptability, effectiveness, efficiency and tolerance.
Another role of the HR manager is acknowledging the practices, processes, policies relevant to an organization strategy. HR manager has to propose the environment and capacity needed to develop such strategies while minimizing its implementation time.
In the modern world, organizations tend to change and amend its practices, procedures and working patterns enhancing its organization goals. In the context of change, the HR manager is entitled to deploy change modeling on departments, supporting the change organization wide, identifying issued caused by change, propose solutions and developing processes in maintaining the environment flexibility to the change.
As per to any persons’ knowledge, this is the most basic role of a HR manager. An HR manager is fully involved in the infrastructure, recruiting, hiring, compensating, rewarding, disciplining, training, record keeping, terminating, and any other function related to the human resource of the organization. This is a highly prioritized role because as Ulrich says ‘you have to deliver the basics, because it is much easier to change when there is confidence in the infrastructure.’
This is a very traditional role played by the Human Resource manager where he/ she must know in and out of every employee of its organizations while meeting and discussing with them. More the manager knows about the employees, easier it is to convince and work with the employee. By enhancing communication among its employees in ways such as surveys, suggestion programs, employee meetings & etc will make the employee feel the belongingness where they tend to pay more attention to the work they do and increase the productivity.
1.4 Human Resource and Organization Performance
1.4.1 How human resource can affect organization performance
- Employee need satisfaction
Fulfilling basic needs of employees such as infrastructure, transportation, hygiene & etc will create favorable psychological impacts in employees’ mind which will lead to a free working environment. A conflict free environment will help the employees to concentrate more on the work they do where thee occurrence of errors will be lessened which will enhance organization performance
Employee appraisal is a mechanism in which the organization can evaluate its employees’ current performance status. This is done on one-to-one basis where the current performance status of the employee is being graded. At the end of the grading, depending on the score, each employee will be praised or advised. In case of praising, the employees will be more motivated to work as they feel that their efforts are being values. In case of advising, it has been made easy for the employees to identify their short falls in performance where they will tend to improve themselves to maintain the competency. Either the way it is, it will improve employee performance where the quality of service will be positively affected by increasing organization performance.
Training and development is a critical function where necessary support in developing the professional skills of its employees will be enhanced. By a skills requirement analysis, the organization could identify the requirements of short term and long term learning/ training of its employees which will be then satisfied with use workshops, lectures and other aids which will have a direct impact on the human resource performance. Once the professional skills are being encouraged, those skills could be used in the regular basis where the human resource will be able to gain better business and improve business performance.
A sense of belonging has the capability of changing the way in which the human resource views its working place. An employee who consider the office as ‘Strictly Official’ will be neutrally motivated to work where as an employee who sense a family atmosphere in the office will be increasingly motivated to work. Increasing motivation will always cause in an increase in productivity where the number of products/ services produced will be expanded. More the productivity, better the performance.
Rewarding policy is an attractive method in which the organization can motivate its employees to enhance the organization to perform better.
Task 02: Human Resource Planning
As this organization is currently employing over 1000 employees in two different geographical locations, I have been observing many discrepancies when it comes to the human resource management. As a solution to these issues, an accurate Human Resource Planning must be deployed. The following context will provide a clear idea on HR planning.
2.1 What is HR Planning?
“The on going process of systematic planning to achieve optimum use of an organization's most valuable asset – it is human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply” (Investopedia, ND)
2.2 Forecasting Labor Demand (Requirement Forecast)
Demand forecasting is the process of identifying the potential requirement of human resource in achieving organizational corporate goal(s). The foundation of the demand forecast is usually the annual budget & company corporate goals.
Demand forecasting is mainly considering several factors accounted both internally and externally. Internal factors considered are budget limits, organization structure, human resource, production stream & etc. External factors influenced are competition, economy status, laws, technology & etc.
With the use of a requirement forecast, we can identify the current status of its employee adequateness. If in case the number of employees working is in excess to the actual number required for achieving organization goals, employee downsizing can be done which will again bring a benefit of cost reduction human capital as well. Else if the number of employees employed is inadequate, the organization could make measures in recruiting new staff to assist its production process.
There are different measures in which the organization could plan its human resource. The most ideal measure is to gather all HR line managers, other corporate managers and above to discuss the ultimate goals of the organization and considering its previous company statistics, evaluate the business performance. Once the business performance is evaluated compare the current business performance and identify its growth/fall. Considering the growth/ fall with company goals, the officials could decide on the adequate number of employees needed to maintain a smooth business process in achieving its corporate goals.
2.3 Availability Forecast
Availability forecast is being carried out in case of employee requirement identified at the demand forecast stage. In terms of availability forecast, the availability can be measured both internally and externally.
2.3.1 Internal Forecast
Internal forecast may consist of identifying whether its employees facilitate certain features which are crucial in achieving organization goals. Internal forecast may consist of;
- Identifying employee skills and capacity to work and check if their status is sufficient to assist organization goals.
- Study the gender distribution of the work force in both plants. Is the female work force is willing to work on night shifts in order completing production targets. If not, scheduling the shifts.
- Check if its employees adapt the right aptitude and attitude towards the work they do and their capabilities in meeting deadline.
2.3.2 External Forecast
At the external forecast stage, the HR division along with the other responsible officials must identify the availability of manpower in the industry as the supply of qualified labor is lesser than the demand for it.
Ways in which the organization can research on the availability of manpower is through;
- Recruitment agencies
- Inquiries from universities regarding its graduate leavers
- Deploying a company representative in the industry in locating qualified personals
- Activating employee reference: where the organizations’ current employees suggest qualified references from their friends & family
- Industry reputed/ experienced workers
2.4 Action Plan
Action plan is the strategic action break down of the process of human resource planning. It consists of 5 phases.
Resourcing is the process of identifying the number of employees and their skills, motivation needed in successfully achieving organization goals.
Recruitment & selection is the process engaged in choosing the right person out of all resource available. Recruitment is the function where the vacancy will be advertised for the applicants to apply for. Selection is the process where the most suited and the qualified person is being chosen out of all those who have applied.
Training & development is the next phase where every new employment and existing employment must be given training and development measures on both short and long term basis in improving their skills & knowledge to assist organization goals.
Once proper training and development measures are taken, the employees must be trained to increase productivity with use of motivation, work specializations & etc.
In effective HR planning, it is very crucial to make every employee be aware of organization policies and standards. In openly communicating these standards and policies to its employees, the HR division could document those mandatory policies, standards, working conditions, rules & regulations in to a document for the employees’ awareness.
2.5 Recruitment Approaches
Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. The basic purpose of recruitment is to create a talent pool of candidates to enable the selection of best candidates.
The recruitment process involves working through 4 series of stages:
- Defining the role profile
Defining the job description and job specification.
Internal & external approaches in recruiting.
- Managing the applications & selecting processes
Choosing the media of application, screening applicants, selection tests, and interviews.
Checking reference, medical examinations, approvals& placement.
2.5.1 Attracting Applicants
Attracting applicants is the phase where the job vacancy is being taken to the concern of the public for sourcing employees. Sourcing employees may take place both internally and externally to the organization.
Vacancies advertised internally only ensure that staff within the company is provided with the opportunity to move into different areas or provide opportunities for promotion.
The internal sourcing could be done with use of placement tests & task assignments where it will be made easy to choose the best suited person out of the rest. The vacancy could be brought up to everyone’s’ concern through e- mail notifications as a cost effective mode of communication. Use of internal sourcing will help to improve morale of employees, promote loyalty among employees, gives sense of job security, save cost of our sourcing and the employer is in a better position of evaluating the capabilities of its employees.
Since both manufacturing plants employ over 1000 employees, internal resourcing would not be a problem.
External sourcing is the process of employing people outside the organization. In this case, vacancies are brought up to the public with different measures. External sourcing will be deployed in case if internal sourcing is inactive. In external sourcing, any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted.
Newspaper advertising is the most traditional mode of advertising for vacancies which has had effective respond. This is due the mass consumption of news papers on daily basis island wide. Newspapers have the capability of delivering information to people of any status in any location. Newspaper advertising is comparatively expensive due to its high demanded nature. But compared to its capabilities in reaching the public effectively and efficiently, it worth the cost. Also, the job vacancy could be advertised in detail.
Recruitment agencies are one of the next best alternative forgone employment approaches. In case of labor requirement, companies could consult recruitment agencies and place a requirement profile where the agency will carry out an employee research and find employees on behalf of the company. Once the company agrees to recruit the employee suggestions, the recruitment agency will be commissioned for the service acquired. Recruitment agencies are considerably cost effective but the possibility of finding the best suited employee is a bit lesser than 100%.
Employee Reference in terms of employee reference, it can be done in both Narrow scale and wide scale. Narrow scale is where the employees within the organization could suggest people from their friends and family who are assumed to be fitting in to the vacancy. With the use of selection measures, the best of suggestions could be chosen. Wide scale is where people who are well experienced & maintaining a better reputation in the industry could be employed. Usually it is wise for a company to prefer wide scale recruiting as the company may stand a vast range of opportunities with the employees’ experience and reputation.
2.5.2 Selection procedure
Selection is the process of differentiating between applicants in order to identify those with higher likelihood of success in a job.
Selection process is broadly categorized as;
- Short listing
- Assessing applicants to decide who should be offered a job
Steps in selection process
- Screening Applicants
Process of sorting applications/ CVs received by eliminating unsuitable applications (with insufficient educational standards/ experience & etc). Only screened/ shortlisted applicants will consider further.
- Selection Test
This method is used when organizations can not call all applicants for an interview and need to give equal opportunity to applicants to be considered. Selection test give information about a candidates aptitude, interest, personality & etc.
- Interview
“The interview is the opportunity where you can describe your experiences and skills and can get an idea of what is happening with the company. During an interview, an employer’s goal is to gather additional information about you that is not provided in your resume and cover letter. They will attempt to find out what motivates you, how well you communicate and if you are a leader or a follower. The interview is a two-way process. You evaluate the employer while he/she evaluates you.” (, N/D)
2.6 Interviews as a Selection Technique
When looking at the facts on a resume and evaluate the candidate through tests and assessment, interviewer will get to know the person's intellectual level and how much experience/qualification does the candidate has, though the interviewer will not be able to find out whether the candidate is suitable for your organization unless they talk one on one. By interviewing the candidate, interviewer will get to know what kind of professional ethics that the candidate believes in and there is no better way to identify them except through interviewing.
Most organizations have trained interviewers who hire the right candidate by interviewing them and their interviews are well structured and well beneficial for the company in the long running. In the contrary, there are organizations that do not have well trained interviewers and the interviews may not know what are the right questions they should ask from the candidate and might hire a janitor to do a clerk's work and it will hurt them financially. It is very important that the organizations have structured interviews which would benefit them financially in hiring the right candidate.
Task 03: Monitoring & Rewarding Employees
3.1 Levels of Management
In an organization, it is most common to find different tires/ levels of working staff. In the most general scenario, the organization structure is categorized as follows.
3.1.1 Top Level (Directors & CEO)
Officials are the most powerful bodies in an organization. We could say that they basically run the organization. They hold a high power of authority and most of the important decisions affecting organizations’ future are made by them.
3.1.2 Middle Level (Managers)
Includes those who are in charge of regular organization actions. They are being monitored by the top level officials and are given the authority to make considerable serious decisions in the organizations as they are well aware of the performance of the company than the other where they are known what is best suited for the well being of the company.
3.1.3 Low Level (Executive)
Consists of the bottom level employees who perform day today activities of the organization. Basically being monitored by the middle level. Low level employees’ are given the privilege to make basic and minor regular decisions such as corresponding with new buyers and creating orders.
3.2 Role of Managers & Directors
3.2.1 Manager- Imperial Tea Exports
Imperial Tea Exports is a tea exporting company which has its business expanded to over 60 countries.
As mentioned above, manager is a middle level employee who has their authority over the regular activities of the organization. Managers are in charge of monitoring and improving its daily business tasks. In Imperial, marketing managers’ job role is to generate business with its customer by corresponding. Most of the top level customers are being handled by the managers and the small scale customers are given to the executives. They may make decisions such as what marketing/promotional campaigns to be used in which country, what price to be quoted for different countries, what non- active products are to be laid off and many more serious decisions.
3.2.2 Director- Galle Face Hotel
Galle Face Hotel is one of the leading in the hotel industry of Sri Lanka which was established in year 1864.
As mentioned above, directors are those who have the maximum authority of control over the organization as a top level official. In Galle Face Hotel, directors are the bodies who make the most critical decision for the organization such as business expansion, product/ service diversification, employee management, adding up new features to the business and etc. Also, as the director of GFH, he/ she have the direct connection with the government where the director acts as a middleman between the government and the organization. Directors usually get paid higher than any other employee in the organization due to the role they play, responsibilities they undertake and the risk they bare.
3.3 Critical Analysis of Manager & Director roles
3.4 Job Evaluation Procedure in Imperial Tea Exports
“Job Evaluation is a technique to rank jobs in an organization on the basis of the duties and responsibilities assigned to the job. The job evaluation process results in a job being assigned to a pay grade. The pay grade is associated with a pay range that is defined by a minimum and a maximum pay rate.
Job evaluation plans have been in use for approximately 75 years in the public and private sectors. There are many variations to the design a job evaluation plan. However, they all basically follow the same approach, which is to value each job in a defined group of jobs based on a common set of generic factors.” (Jenss & Associates, ND)
Step 1: Job evaluation factors
At Imperial, the first step in job evaluation procedure is to identify the job which will be evaluated and what factors will be affecting the relevant job evaluation. Table one explains those factors which are mainly considered in job evaluation at Imperial. The factors are selected depending upon the job.
Step 02: Information gathering
Under step 2, Imperial will gather information about every job to be evaluated. This information will be gathered with use of a job analysis questionnaire, job descriptions, interviews & etc.
Step 03: Evaluation of job
In step 3, every job is rated under the main factors categorized. Once rating is done, scores will be totaled. Following illustration shows an example of a field assistant rating. Ratings are the degrees at which the particular factor is acquired by the particular job.
Step 04: Benchmarking Job
Fourth step is to benchmark those jobs which were evaluated. Benchmarked jobs are those commonly found in organizations. Benchmarking jobs connects the external labor market with organizations’ pay structure. Totaled job evaluation points will be used to identify the rate per hour paid.
3.5 Reward Management System at Imperial
3.5.1 Motivation and rewarding
Reward is a complimentary gift provided in return to value work or efforts of organizations’ employees. At Imperial, reward management has been paid serious attention where rewarding has cause a positive change in motivation to work and productivity. At Imperial, rewarding takes place in both financial and non financial bases. Financial rewards are those in form of money and non financial rewards are those of complimentary services, facilities or products.
As most of the companies, Imperial use rewarding as its main tool for motivation. As it is observed, rewarding creates an interest in people to work more effectively and efficiently. Once an employee is being rewarded, he/ she tend to work at their levels best to gain a better rewarding the next time. This has cause a natural increment in employees’ motivation to work which has affected positively on the productivity of Imperial.
3.5.2 Financial rewarding
Annual increments will not be granted automatically and employees are expected to earn them. Imperial reserves the right to withhold any increments should the performance of an employee so warrants.
Bonus is an ex-gratia payment made to employees depending on the performance in the organization at the discretion of the Management.
Overtime is work done beyond the allocated working hours. Work beyond the normal hours is remunerated in accordance with the provisions of the Shop and office Act. “Overtime” is paid to staff other than executive Grades. However an out of pocket allowance will be paid to staff members in executive grades and above as per the prevailing policy and will be subjected to amendments from time to time.
Staff is paid half month’s salary as Holiday Allowance once their annual leave for a period not less than 07 continuous days is approved. The payment is made only once per year & is not cumulative.
- Employees’ Provident Fund: Imperiels’ contribution is 12% of employees’ salary whereas statutorily the deduction from Employee’s salary is 08%. Staff members who decide to increase his/her percentage of employee’s provident fund contribution may do so by informing Human Resources Department in writing prior to 15th November of each year.
- Employees’ Trust Fund: Imperial makes a contribution equivalent to 03% of employees’ salary to the Employees’ Trust Fund.
- Medical Benefits and Insurance
Medical allowance will be credited to the respective salary account of staff at the entire discretion of the Management. This is subject to maximum limits applicable to different grades of employees & is an annual payment. If a staff member resigns / retires from the service prior to the end of the year the medical allowance paid will be recovered from the terminal benefits on a pro-rata basis. Trainees & Contract Staff will be entitled to a sum of LKR 4,000/- per annum as Routine Medical expenses on production of actual bills. Surgical & Hospitalization Insurance Policy Annual Entitlement - LKR 60,000/- per family member Coverage - All staff who are in the permanent cadre and dependants: spouse & children.
An employee will be entitled to a gratuity of half month’s salary for each completed year of service on leaving the service of Imperial subject to:
(a) his/her total service is over 5 years
(b) his/her total service being unbroken / continuous service
Staff is entitled to loans at concessionary rates of interest after they have completed specified number years of service. Seylan bank maintains separate department named staff loans (staff advance) to handle those loan facilities.
3.5.3 Non- Financial Rewarding
Imperial organizes a luxurious annual trip for 2 nights out of Colombo area for all its employees and family. All the expenses are being undertaken by the organization.
Depending on the employee performance, those who perform better get the chance to visit trade exhibitions overseas as a method of valuing their performance. This has set a gradual increment in the performance of Imperials’ young executives who are competing each other to get selected for the next overseas trade visits.
At the beginning of every financial year, the management of Imperial organizes an awarding ceremony in appreciating those loyal employees who has been working for the company for the longest time.
3.6 Performance Evaluation at Imperial
In an organization, performance evaluation is highly critical to be observed in order to identify the shortcomings of its employee performance. Performance evaluations can be done at different frequencies. It is the best to evaluate employee performance at a short frequency where any issue in performance could be identified and brought up to the concern of its management and given help to improve.
At Imperial, there are 3 main ways in evaluating employee performance which are done on 3 different frequencies to maintain and improve employee performance throughout the year.
- Annual Evaluation
- Inter Department Evaluation
- Regular Evaluation
3.6.1 Annual Performance Evaluation
As any other organization, Imperial host a performance evaluation program annually where every employee of Imperial is being evaluated by a selected panel top level management. Initially, a performance evaluation form I being distributed among every employee where the employee has to rate them self according how they see their performance. Once the forms are filled and handed over, every employee will be having a face- to- face interview with the evaluation panel consisting of two top level management bodies, relevant department director and the manager. During the interview, every employee will be asked to justify their reasons corresponding to the self rating. Considering the justification, the panel will present their ideas and view of the particular employee performance and amend the self rating to panel rating.
At this point, every pros and con about the employee performance will be brought to the concern of the employee and provide with necessary tips for improvement, post effects, praising, motivation, warnings & etc.
3.6.2 Inter Department Evaluation
On the frequency of every 3 months, a short performance evaluation is being carried out within every department under the supervision of the department manager. Every employee in the department is being called for a personal interview where the noticed performance shortcomings/ improvements will be discussed and given with necessary feedback. In case of constant regulation breaching performance, the employee will be warned in regard to the formal actions will be taken as punishments.
3.6.3 Regular Observations & Assignments
In order to maintain the improving employee performance, Imperial has its measures in observing its employee performance of daily basis throughout the year and make notes on any growth or fall. Also, regular tasks will be assigned to its employees to measure their performance effectiveness and efficiency depending upon the assignment results.
Due to these constant performance evaluation procedures, the management has been able to identify many serious shortcomings of its employee performance and rebuild them to assist organization corporate goals. Also, due to the frequent evaluations, employees have been able to find innovative solutions to avoid such performance discrepancies and its repetition. Also, due to employee innovative thinking, certain company policies, working conditions, rules and regulations were revised and improved creating better working conditions and standards to the organization. Also, due to constant performance evaluations, Imperial has the benefit of identifying those inconveniences in the hands of the organization which has caused for poor employee performance (such as poor training and development facilities) and enhance the development of such features.
3.7 Recommendations for employee retention
In improving employee retentions, the management must ensure that the employee motivations is properly being treated because better the employees are motivated, more the employee retention will be improved. In improving motivation to work among the employees, two main motivation theories could be followed by Imperial.
3.7.1 Two Factor Theory
This theory is popular which is introduced in the year of 1968. Herzberg interviewed hundreds of people when they were highly motivated to work and other times when they were dissatisfied and unmotivated. According to the Two Factor theory of Frederick Herzberg people are being influenced by two main factors. These two factors are
Hygiene Factors- are needed to ensure that an employee doesn’t become dissatisfied. They do not lead to higher levels of motivation. Some of the typical Hygiene factors are,
- Working condition
- Quality of supervision
- Salary
- Status
- Company policies and administration
- Interpersonal relations
Motivational Factors- are needed in order to motivate an employee into higher performance. These factors result from the internal generators in the organization. Typical motivational factors are as bellow,
- Achievement
- Recognition for achievement
- Responsibility for task
- Interest in the job
- Advancement to higher positions in the company Growth
3.7.2 Equity Theory
This theory focus on individual’s perceptions on how fairly they are being treated compared with the others. Equity theory is being developed by J. Stacy Adams which proposes that people are motivated to seek social rewards they expected for performance. For an example looking at the equity of pay rise, a person might compare their pay with some co-workers peers in other units, or friend at another company with similar qualifications. In making decisions we can see that equity in relative terms not absolute terms. Equity exists whenever the ratio of one person’s outcomes to inputs equals the ratio of another’s outcomes to input.
Inequity arises when the input outcome ratio are out o balance. A good example which explains this is that well educated and experienced employees receive the same salary as new, less educated employees receive. Some of the common ways to reduce inequality are change input, change outcomes distort perception, leave the job.
Task 04: Employee Exit Strategies
4.1 Exit Strategies
At the maturity stage of every employment, every employee will be retired from their employment. Taking this form of exit, there are three possible exit strategies in any organization.
EXIT
Maturity Retirement
Resignation
Forced Termination
- Maturity Retirement: is the normal context of employment termination where at the age of 55, employee will retire from work.
- Resignation: is the procedure in where the employee by them self willing to terminate the service depending upon a reasonable matter. In this case, followed by a few formalities, the employee will produce a resignation form and leave.
- Forced Termination: In terms of breaching working environment rules, regulations or conduct of misact will force the employment of the particular employee to a termination.
In the context of Imperial, upon confirmation the employment will terminate automatically on reaching the age of 50 years. In its case of continued sickness, the contract could be terminated on the report of a qualified medical practitioner. The contract could also be terminated without notice or payment in lieu of notice on grounds of misconduct and/ or negligence and/ or inefficiency and/ or breach of any expressed or implied terms of employment. As a confirmed employee, the contract is also terminable by giving one calendar months’ notice by either party or on payment of a sum equivalent to one month salary by either party, in lieu of such notice.
4.2 Causes for redundancy
“Redundancy is where an employee is dismissed from their employment because their employer no longer wishes the employee’s role to be done by anyone. Redundancy can occur even if the work of the dismissed employee continues to be performed by other employees, as long as the position that the former employee occupied has been eliminated.
There is no redundancy where a worker is seconded to work for another firm, but is still employed by the same employer and performs the same duties. Geographic relocation of an employee can amount to a redundancy where the relocation is because the employee’s former position is no longer needed. Redundancy can also occur when an employee is no longer employed due to the insolvency or bankruptcy of their employer.” (ELC Inc., N/D)
Redundancy may be a result of any of the following causes:
- Merger or takeover
- Surplus of employees
- Relocation of business
- Restructuring of business
- Downturns in the business
- Economic downturns
- Market changes
- Structural changes (for example, the exchange rate)
- Technological change
4.2.1 Benefits of redundancy
- In case of management, redundancy could bring benefits in terms of working environment and staff controlling. In terms of redundancy, when the employees are being laid off, there will be fewer conflicts between the employees and less misunderstanding which will maintain a smooth flow of working environment. Better the working environment it is, better the employees could clearly concentrate on their work.
- In terms of staff control, redundancy makes it easy to control the staff because the number of employees used to be controlled has been reduced. When the management has a convenient control over its staff, it is easier to monitor employee performance and correspond.
4.2.2 Disadvantages of employee redundancy
In case of redundancy, organizations face serious disadvantages in term of cost, time and skills.
- Once the employment termination of a well experienced and well skilled employee takes place, the organization will have to bare the loss of skills and potential opportunities that would have created with use of those skills, knowledge and experience.
- If the organization requires replacing the vacancy of the employee who has left, organization will have to bare extra costs in advertising, recruiting and selection of new recruitment.
- In case of ne recruitment, the organization will be again accounted with costs of training and development to improve skills to match/ improve the situation created by the ex- employee.
Conclusion
The above is a documentation which covers different topics under Human Resource Management. The assignment task has been achieved through 4 tasks.
Under task one, I have distinguished between personal and human resource management and has assessed the role of human resource manager and evaluated their responsibilities.
Under task two, I have discussed what human resource is planning with use of its process. Also, I have proposed recruitment and a selection plan to the given scenario and justified why interviews are considered as a better selection tool.
Under task three, I have considered two different job roles from two different companies and evaluated the jobs. Also, the reward management system of Imperial Tea Exports (Pvt) Ltd has been thoroughly described along with its performance evaluation techniques.
Finally, the exit procedures of Imperial have been discussed and analyzed what redundancy is and its effects on organizations.
Appendix
JOB DESCRIPTION – HUMAN RESOURCES MANAGER
Job Title: Human Resources Manager Reports to: General Counsel Department: Legal/Human Resources FLSA Status: Exempt Division: Administration Salary Grade: I
Package Plan Plus: Yes
POSITION SUMMARY
The Human Resources (“HR”) Manager has overall responsibility for the HR function as it relates to all CA team members, including employee relations, compensation and benefits administration, development, implementation and administration of CA’s human resources programs and employment policies, personnel record-keeping, workers compensation and team member safety issues, training and workforce development, and compliance with HR laws and regulations. The HR Manager performs advanced professional work advising CA team leaders and team members on the application of employment, benefits and workers compensation laws and regulations and CA’s employment policies in the contexts of hiring, discipline, employment termination, training, compensation, benefits, leave, equal opportunity and other human resources issues. The HR Manager must be open and available to discuss human resources matters with the entire workforce. The HR Manager reports to the General Counsel, but also works with CA’s VP of Administrative Services/CFO to administer CA’s benefits program, address employee safety issues, and oversee CA’s third party administrator and outside counsel in the handling of workers compensation matters. The HR Manager supervises the Organizational Development & Training function. The Human Resources Manager also performs such other functions as may be assigned by the General Counsel.
ESSENTIAL FUNCTIONS
1. Prepare and maintain accurate records, files and reports, including responsibility for maintaining personnel records.
2. Organize and work independently on multiple assigned tasks/projects and complete assignments within specified deadlines.
3. Communicate effectively verbally and in writing to all levels of staff and management, outside officials and agencies, and the public, expressing ideas and instructions clearly and concisely.
4. Compile and analyze complex information, and research and develop solutions to complex issues.
5. Work well under pressure.
6. Accurately follow verbal and written directions from senior management.
7. Advise on employment statutes, rules, regulations and policies affecting team members.
8. Meet with and assist CA team leaders in planning and directing activities, explaining and implementing decisions, and resolving significant issues involving team members.
9. Recommend, develop, interpret and clarify personnel procedures and policies.
10. Conduct research regarding employment issues, benefits, workers compensation and personnel procedures and, working with General Counsel, apply the conclusions to CA’s personnel policies and practices.
11. Assist in hiring, including developing job descriptions and job advertisements, and screening and interviewing candidates.
12. Develop, implement and manage a centralized recruiting process.
13. Demonstrate skills in consensus-building and mediation in order to constructively address employee conflicts.
14. Demonstrate skills critical for managerial success including leadership, decisiveness, flexibility, sound business judgment, and highly developed personal, analytical and communication skills.
JOB RESPONSIBILITIES
1. Maintain knowledge of and ensure compliance with employment-related laws and regulations.
2. Manage actions and proceedings brought against CA arising in connection with employment, benefits and workers compensation issues, including preparation of responses to EEOC charges and management of outside counsel.
3. Maintain all personnel files, I-9 records, drug and alcohol screening and background investigation results, and other personnel records, and ensure CA is in compliance with all laws and regulations and demonstrates “best practices” in regard to personnel information management.
4. Provide leadership in effective conflict resolution for all personnel.
5. Analyze benefits options and cost alternatives for providing employee benefits, recommend benefits program modifications and implement approved benefits modifications.
6. Work with senior management to craft consistent, equitable and competitive compensation and incentives.
7. Develop and implement human resources programs and policies and periodically update CA’s Team Member and Team Leader Handbooks.
8. Serve as a resource for team leaders in handling employee issues and assist them in counseling employees, conducting evaluations, staff training, problem-solving and consensus-building.
9. Serve as a resource for all team members by being available and accessible to discuss all human resources related issues.
10. Oversee the Organizational Development & Training function and develop employee training programs.
11. Maintain inter- and intradepartmental work flow by providing information to and cooperating with co-workers.
12. Assist in hiring by providing job descriptions and advertisements, and in the case of hiring of senior team leaders, by screening and interviewing candidates.
13. Work with VP of Administrative Services/CFO on matters involving benefits, employee safety and workers compensation issues.
14. Oversee handling of employment-related inquiries, such as employment verification requests and unemployment compensation inquiries and proceedings.
15. Chair/serve on various CA committees, as well as outside human resources or industry-related groups.
16. Develop, implement and participate in employee recognition programs.
17. Enhance job performance by applying up-to-date professional and technical knowledge gained by attending seminars and conferences and reviewing professional publications.
18. Perform other duties as assigned by General Counsel, President or other senior management.
QUALIFICATIONS
Experience, Education and Licensure
1. Bachelor’s degree in HR Management or related discipline required; Master’s degree preferred.
2. At least ten years of professional experience across all HR disciplines, including employment, benefits, compensation, employee relations, training and development, workers compensation and conflict resolution.
3. PHR certification required; SPHR certification preferred.
4. Experience working with a diverse workforce.
5. Prior experience working with a non-profit community services corporation a plus.
6. Fluency in Spanish as a second language preferred.
Required Skills and Abilities
1. Conduct research, including use of commercial computer-based research services.
2. Communicate effectively, verbally and in writing, to a diverse audience.
3. Plan, organize and prioritize work.
4. Assign and supervise the work of others.
5. Demonstrate the highest level of ethical behavior.
6. Remain flexible in order to adapt to changes in work environment.
7. Study and apply new information, and take initiative.
8. Excellent time-management, problem-prevention and problem-solving skills.
9. Work accurately with close attention to detail.
10. Maintain confidentiality of sensitive information.
11. Work effectively, professionally and tactfully with CA’s diverse workforce, team leaders, senior staff, and outside companies and public agencies.
12. Possess a work ethic that includes neatness, punctuality and accuracy.
13. Exhibit a professional, businesslike appearance and demeanor.
14. Basic computer skills, including e-mail, word processing and spreadsheets.
15. Excellent interpersonal skills to facilitate interaction with the workforce.
WORK ENVIRONMENT
1. Ability to work in an office setting.
2. Position may require extended hours including evenings and weekends, travel to multiple work sites and occasional out-of-town travel.
ACKNOWLEDGEMENT
NOTE: The above statements are intended to describe the general nature of work performed by the Human Resources Manager. These statements are not to be construed
as an exhaustive list of all responsibilities, tasks and skills required of an employee in this position. CA reserves the right to require that other tasks be performed when warranted (for example, by emergencies, changes in personnel or workload, corporate reorganization, or technical development). CA also reserves the right to revise this job description.
My signature below acknowledges that I have read this job description and I am able to perform the essential functions and responsibilities of the position of Human Resources Manager.
Signature of Team Member Date
September 2006
References
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BM/N/03/17
BM/N/03/17 – Part Time
by
bhakthi (student)
