- Achieves desired results for the business
■ provides a fit for purpose infrastructure (policies and processes) to support organizational performance personalized to local as well as organizational needs
■ develops a workforce strategy to meet organizational needs for skills now and in the future
■ Implements people-centric change programmes to create value through people for the organization
■ HR function has a clear purpose, structures itself in the most effective way and regularly communicates what it does
■ has highly expert & visible professionals with clearly defined roles & invests in its own staff development
- Has a compelling employee proposition
■ fosters a culture of high performance by providing high value added systems & processes & equips managers & employees to implement these
■ attracts, develops and retains diverse talent against an identification of organization’s needs now & in the future
■ provides outstanding learning & development opportunities to support managers get the best from staff
■ proactively develops partnerships with managers based on a shared understanding of the impact of people management on the business
■ facilitates managers to build employee engagement, commitment and motivation & understand how it links to individual performance
HR itself often seems to lag behind in terms of people management and development and investment in its own staff development.
At the top: being strategic
One of the strengths of HR is having an overview of people management across the organization and the contribution it can make to develop a corporate identity. A World‐class HR leads their own people agenda and has got itself in a position where business does not want to move on a critical business issue without taking a view from HR. We have conceptualized these factors as the pinnacles; the aspects which indicate whether HR is well on its way to becoming world‐class are shown below.
The pinnacles
- Aligns and integrates with the business
■ ensures line of sight at all times with the organization aims & its customers
■ acts strategically to influence business decisions
& provides solutions to meet changing business needs before they arise
■ integrates all of what HR does with people management & development activities to form a coherent whole appropriately challenges when required
■ forms internal & external strategic alliances & partnerships
■ scans horizon to anticipate upcoming issues – legislative, labor market, reputational
- Proactively leads the people agenda
■ focuses on people issues that really matter to the business
■ helps create & support the strategic readiness of the organization & leads/contributes to change programmes
■ Acts as the collective conscience of the organization, ensures that ethical behaviors are set & maintained &
■ champions a value & community-based culture
■ acts as ambassador & expert lead for people management & development & mentor for the profession
Enabling world-class HR
Reaching world‐class level in our opinion requires stretching and inspiring targets.
These are highlighted by the need to create value for the organization and sustainable innovation. We also believe demonstrating impact is what sets out world‐class HR from the rest.
These enablers of achieving world‐class performance as set out in the table below.
- The enablers: creating value, innovation and demonstrating impact
■ promotes what benefits the organization derives from HR services both internally and externally
■ regularly seeks feedback from customers on its services and acts on improvements needed
■ benchmarks its practices externally and internally
■ learns from other functions (e.g. branding from marketing)
■ continually seeks to improve and innovates in policies, organization/work design and practices
■ energizes the organizational by building social, emotional & intellectual capital via innovative networks
■ promotes continuous performance measurement and improvement to ensure key metrics are identified and met which are reflective of real added value to the organization.
The human resource requirements or functions in a given situation:
Manpower planning is an important function of HR management section. Two major activities in this function are:
- Planning and forecasting the organizations short term and long term human resource requirements.
- Analyzing the jobs in the organization and determining skills and abilities that are needed.
Manpower planning is a lengthy process involving several steps; it starts from need assessment and ends with recruitment.
At first, all the departments after employee need analysis send their requirement to HRD through their respective divisions. After obtaining necessary approval from the management, HRD sets target, and prepare recruitment planning. According to job specification HR goes for recruitment.
Recruitment process is as follows-
- Give advertisement in the daily newspapers
- Receive applications and file them,
- Shortlist of the applicants
- Fix date and time of a preliminary interview
- Contact with the applicants and inform them about the interview over telephone or letter
- Fix further date and time for final interview if it. is required and inform the interviewee accordingly
- To interview applicants a company follows both traditional and modern approach. They do job related questions and measure mental ability of applicants as verbal reasoning, numerical reasoning and spatial relations through aptitude test.
- To prepare appointment letter for the finally selected interviewee
- Give appointment to the person with a detail job description.
Immediately after the recruitment separate employee file is opened comprising all the relevant information of the particular employee. This personal file is prepared, maintained and updated by HRD. In fact one of the main responsibilities of HRD is updating of all the personal file of the employee.
Performance appraisal function of HR management:
Performance appraisal is another main function of HR Management. Performance appraisal is any personnel decision that influences the status of the employee regarding his confirmation, increment, promotion, and transfer.
Performance appraisal takes place in two stages-
- On completion of probation
- On completion of one year of service.
Performance of an employee takes place by following some steps-
a) Job analysis
b) Set up performance standard and
c) Appraisal interview
Leave management
Leave management is an important function. HR has opened a leave management database to obtain current leave status of all the employees of an organization. It provides employees about their leave status when it is necessary.
HR Management also deals with some personnel functions like show cause, termination, Dismissal, discharge, and resignation. It also issues circular as & when required, conduct department inquiry, and all other functions related to HR.
Developing a human resources plan for an organization:
An organization’s performance and resulting productivity are directly proportional to the quantity and quality of its human resources. While employee performance must be evaluated in economic terms of efficiency and effectiveness, it can be best achieved through recognizing and enhancing the human dignity of each employee. The quality of the human resources can be effectively increased through education, training, and personal development.
Human Resources Development functions aim to increase the quality of the human resources especially through training.
Training involves the following steps-
- Assessing training needs
- Selection of the participants
- Conduct training programs.
Different training programs-
An organization provides both local and overseas training on the basis of the need analysis.
Local training:
Local training can be both-Inside and Outside of an organization.
Induction/Orientation training Program falls under inside the training category. After joining, it is the responsibility of the HR to conduct induction/orientation training to the newly recruited personnel to provide a general introduction of the company. To prepare training plan, participant's list, and training schedule for induction training - HR department does all.
Inside training will cover Management training. It will cover Department training in near future.
Outside training means to take part in training programs offered by different training institutions/universities on different subjects.
Overseas training
After need assessment employees who need overseas training are sent abroad for overseas training. Expenses of overseas training are generally borne by the organization. The particular employee who has been selected for training has to sign a surety bond for specific period of time for overseas training.
Besides the above mentioned works, some routine functions of HRD are-
- Prepare, maintain and update training related database.
- Prepare career development plan
- Prepare induction training manual/modules
- Evaluate training program
- Make agreement between GP & employees for overseas training
- To communicate with different local training institutions
- To communicate with trainers/instructors.
Objectives of Human Resources Planning (HRP)
Objectives of Human Resource Planning are,
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Deciding Goals: Human Resource Planning fulfils entity, Organizational & National goals.
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Estimating future organizational structure and MP requirements: It’s related with No of Personnel’s mandatory, job-family, age distribution of employees (Ex. 20-29), qualification & experience considered necessary salary range etc.
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Auditing Human Resources: Once the future needs of HR are rough and ready, the next step is to find out the present supply of MP resources. This is done through skill catalogue. This prevents overstaffing and understaffing.
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Job Analysis: Job analysis is the process of studying and collecting department information relating to operations and responsibilities of a specific job. The immediate products of this analysis are job description and job specification. Job description is an organized factual statement of duties and responsibilities of a specific job, whereas, job specification is a statement of the minimum acceptable qualities necessary to perform a job properly.
Some other objectives we may mentioned as follows.
- To achieve more effective and efficient use of employees / human resources.
- To better recruit employees who possess the necessary skills and competences.
- To achieve a higher rate of satisfied and better developed employee.
- To facilitate training and development programmes.
- To facilitate the roll-out of strategic plans / missions.
- To achieve more effective equal opportunity planning.
- To relieve the organisation of unnecessary / unneeded labour.
- Ensure organization is responsive to changes in environment.
Based on above discussion we may conclude that objective of HR planning is to guarantee availability of the HR needs of the organisation at specified times in the future. Or, Right people in right place at right time. It is a systematic HR process to help the organisation meet its business objectives.
Human Resource Management policies in an organization:
The Human Resources Policy Manual is simply the University's Human Resources policies written into a usable guidebook for its managerial and supervisory staff, and all employees.
Research and experience has shown that written policies promote consistency, continuity, and understanding within an organization. When policies are put into writing in the form of a manual, they add a visual effect to their overall purpose. Moreover, written policies help management by eliminating the need for time-consuming and expensive memos, bulletins, and announcements. Written policies also aid supervisors and managers in consistently achieving fair and equitable interpretations of policy that require action on a regular, recurring basis. Moreover, fellow employees feel a deeper understanding of their role in the organization when they realize that policies are written and thereby uniformly administered.
Specifically speaking, this Policy Manual is designed to provide management with the following advantages:
Understanding - Written policy is one of the best antidotes in the Human Resources medicine chest for the troubles an organizational grapevine can cause. Even though everything is subject to interpretation, the odds overwhelmingly favor the written word compared with the oral.
Line of Authority - Top management cannot make all the decisions that need to be made within the University community. Often times they feel the need to because they are afraid to release that authority to subordinates. Naturally, it follows that if top management felt that subordinates could make decisions like top management would, the reluctance would be relieved. The Policy Manual achieves this desired relationship. It thus results in a solid delineation of authority.
Consistency --Consistent application of policies is constructive because it means employees will be treated equally. It prevents, to a great extent, the seepage of prejudice and bias in the decisions of supervision. The achievement of this one virtue takes a colossal step toward the maintenance of satisfactory employer-employee harmony. The need for a Policy Manual is essential. In short, no organization is invulnerable to the fallacies of human nature. These written policies should increase understanding of University-wide policy.
The impact of regulatory requirements on human resource policies in an organization:
Accompanies the policy and standard documents for review and approval created in SME draft stage.
Highlights appraisal of policy changes and impact:
– Describes the latest or efficient policy
– Provides a reason or explanation for new or reorganized policy and identifies the risks of not implementing changes
– Lists the major impacts of completion, conformity, and enforcement (business or technical)
– Identifies the impacted stakeholders
– Identifies the dependencies for execution of policy changes (i.e. project, authoritarian, technology, or business)
The policy impact appraisal provides a quick inkling of the changes made to the policy and how they will affect the venture, or what proceedings people will require to capture to be compliant with the policy. The policy impact appraisal also provides the motive or justification for the policy updates or new policy. In some cases, managers may only review the policy impact appraisal rather than the actual policy.
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