The Role of HR Professionals

Human Resource Mangement (HRM) is a part of every manager's job.  In a dynamic working environment, the boundaries of any role cannot be clearly defined; the role of a HR manager therefore takes a number of forms.  A broad outline of the various roles in today's dynamic environment can be as under:

 

The Business Partner.  The HR professional has to align itself to the business goals and priorities by gaining knowledge of the business processes, competitors, technology, etc.  He has to also be the relationship manager for key accounts where the customer is the king in today's business scenario.  He has to create an environment for nurturing business growth and foster innovativeness and creativity.  He has to hard sell the company's image.  He has to be the strategic advisor to the top management.  He has to design and develop the HR systems for implementation. 

 

The Service Provider.  Managers need information to make decisions on various employee related issues like deployment of personnel.  An HR specialist can help by providing information on market statistics of personnel availability, pay rates, etc.  HR specialists can also interpret the complex labour laws and legislations that are applicable in day-to-day work.  This categorization of the work of an HR professional is not definitive.  As mentioned earlier, there will often be an overlap between the different roles the HR professional must assume.

 

The Executive.  Though HRM is a part of every manager's job, yet HR specialists typically carry out certain HR activities like recruitment, compensation, etc.  The managerial and operative functions are explained below in detail.

 

The Facilitator.  A large number of organizational activities require an HR professional to play the role of a facilitator.  He acts as a facilitator when training and developmental activities are planned and conducted and performance appraisals are done.  One of the responsibilities of an HR specialist is also to ensure that other managers who undertake such activities are well equipped to do so.  He has to develop and design structured learning programs for self-study and workshops.  He also helps people in assessing their competencies, values and goals, at the same time assisting a group or team to add value in the workplace.

Click to join r_e_a_c_h_o_u_t

 

The Change Manager.  The dynamic business environs today include a spate of mergers and acquisitions, global businesses and takeovers, all necessitating the management of different cultures working together.  Where change is the only constant, the HR professional has to 'sell' the change to the workforce.  He has to be a generator and reflector of organizational commitment.  He has to facilitate the development and implementation of strategies for transforming organizations.

 

The Consultant.  Managers face many problems while supervising employees.  These problems may be due to lack of motivation, lack of training, a job misfit or grievances related to pay.  Managers seek the advice of HR professionals to resolve such problems smoothly.  Thus, the HR professional plays the role of an internal management consultant in this area.

 

The Auditor.  HR professionals are responsible for ensuring that all members of the management perform their respective roles concerned with the effective use of human resources.

 

The functions of a HRD manager can be broadly classified into two categories :-

 

1.            Managerial functions

2.            Operative functions

 

Managerial functions

 

The managerial functions of a personnel manager have an impact on the operative functions as well.  They are enumerated below :-

 

Planning – this involves formulating the future course of action.  Planning includes determining in advance the personnel programs and changes required that would contribute to the achievement of organizational goals.

Click to join r_e_a_c_h_o_u_t

 

Organising – it involves establishing an intentional structure of roles for people in an organization.  Structural considerations such as the chain of command, division of labour, and assignment of responsibility are party of the organizing function.  The organizing function establishes relationships among employees so that they can contribute collectively towards the attainment of an organisation's goals.

 

Staffing – This is the process of obtaining and maintaining capable and competent personnel in various positions at all levels.  It broadly encompasses manpower planning, recruitment, placement, induction and orientation, transfer, career progression, promotion and separation.

 

Directing – it involves directing all the available resources towards the common organizational goals.  Thus, direction is a vital management function, which ensures maximum employee contribution and also helps in establishing sound industrial and human relations.  It also involves coordination between different departments.

 

Controlling – it invoves the measurement of performance against goals and plans, identifies deviations and by placing the process back on track, helps in the accomplishment of plans. 

 

Operative functions

 

These can be classified into four broad areas, employment, development, compensation and employee relations.

 

Employment – it involves procuring and employing individuals with suitable knowledge, skills, experience and aptitude necessary to perform various jobs.  It includes functions such as job analysis, human resource planning, recruitment, selection, placement and induction. 

 

Training and development - This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better.  The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs.  This comprises of performance appraisal, training, management / executive development, career planning and development.

 

Compensation - It is governed by the principle of rewarding an employee extrinsically during and after the course of his job for his contributions to the organization adequately, equitably and in a fair manner.  It encompasses salaries, incentives, bonus and fringe benefits.  This function comprises of Job evaluation, wage and salary administration, incentives, bonus and fringe benefits.

 

Employee relations & services - This function deals with employees as a social group that contributes to the organization, it includes maintaining employee records, analyzing them and developing information needed for managerial decision making; increasing employee productivity; keeping the employees satisfied and motivated; maintaining a healthy and effective human organization; counseling services and developing employees into complete individuals and responsible citizens; developing policies, rules, guidelines and procedures relating to employee behavior and ensuring their implementation and observance; developing team building, team management and leadership skills in employees, etc.

 

 You may also like to read -

 

When in Doubt - ASK - but Ask the Right Person

Phases of a Project

Why is a Project Required

Tips on writing an Effective Dissertation

Sampling Theory