Shrimad Rajchandra Institute of Management

& Computer Application

Name: Patel Premkumar S.

ID No: 10MBA043

Assignment No: 1

Submitted To: Mr.Mehul G. Thakkar Sir

 Subject: Human Resource Management

“HR Managers are today no longer only the hirer and firer of
people…”

 Introduction:

 Human resources are a word with which a lot of organization explains the mixture of
conventionally directorial employee’s functions with performance, employee
relations, and resource planning. The field draws upon concepts developed in
Industrial or Organizational Psychology.
  Human resources have at least two related interpretations depending on context. The
original usage derives from political economy and economics, where it was
traditionally called labor, one of four factors of production. The more common usage
within corporations and businesses refers to the individuals within the firm, and to the
portion of the firm's organization that deals with hiring, firing, training, and other
personnel issues.

 The objective of Human Resource training and development is to maximize the return
on investment from the organization's human capital and minimize financial risk. It is
the responsibility of human resource managers to conduct these activities in an
effective, legal, fair, and consistent manner.

“Take our 20 best people away, and I will tell you that Microsoft would become an
unimportant company.”

- Bill Gates, CEO of Microsoft

The Changing Human Resources Role

 The Human Resource Management has gone from the traditional hire and fire role to
a strategic partner at the table with finance, operations and other business centers that
are not centers of profit for the organization. The job of HR, as is the job of all such
departments, is to ensure that the business gets the most out of its employees. Another
way to put this is that the Human Resource Management needs to provide a high
return on the business’s investment in its people. This makes it a highly complex
function because it deals with not just management issues but human ones as well.
  These two polarities are not always easy to balance and the human resource managers
specifically try to maximize output from employees by instituting various schemes
and policies.

 The role of the HR professional is changing. In the past, HR managers were often
viewed as the systematizing, policing arm of executive management. Their role was
more closely aligned with personnel and administration functions that were viewed
by the organization as paperwork.
 When you consider that the initial HR function, in many companies, comes out of the
administration or finance department because hiring employees, paying employees,
and dealing with benefits were the organization's first HR needs, this is not surprising.
 In this role, the HR professional served executive agendas well, but was frequently
viewed as a road block by much of the rest of the organization. While some need for
this role occasionally remains you wouldn’t want every manager putting his own spin
on a sexual harassment policy, as an example much of the HR role is transforming
itself.

New HR Role

 The role of the HR manager must parallel the needs of his or her changing
organization. Successful organizations are becoming more adaptable, resilient, quick
to change direction, and customer-centered.

 Within this environment, the HR professional, who is considered necessary by line

managers, is a strategic partner, an employee sponsor or advocate and a change
mentor. At the same time, especially the HR Generalist, still has responsibility for
employee benefits administration, often payroll, and employee paperwork, especially
in the absence of an HR Assistant.

 Depending on the size of the organization, the HR manager has responsibility for all
of the functions that deal with the needs and activities of the organization's people
including these areas of responsibility.
  Recruiting
 Hiring
 Training
 Organization Development
 Communication
 Performance Management
 Coaching
 Policy Recommendation
 Salary and Benefits
 Team Building
 Employee Relations
 Leadership

Business and Strategic Partner

 In today’s organizations, to guarantee their viability and ability to contribute, HR

managers need to think of themselves as strategic partners. In this role, the HR person
contributes to the development of and the accomplishment of the organization-wide
business plan and objectives.
 The HR business objectives are established to support the attainment of the overall
strategic business plan and objectives. The tactical HR representative is deeply
knowledgeable about the design of work systems in which people succeed and
contribute. This strategic partnership impacts HR services such as the design of work
positions; hiring; reward, recognition and strategic pay; performance development
and appraisal systems; career and succession planning; and employee development.

 To be successful business partners, the HR staff members have to think like business
people, know finance and accounting, and be accountable and responsible for cost
reductions and the measurement of all HR programs and processes. It's not enough to
ask for a seat at the executive table; HR people will have to prove they have the
business savvy necessary to sit there.
Employee Advocate

 As an employee sponsor or advocate, the HR manager plays an integral role in

organizational success via his knowledge about and advocacy of people. This
advocacy includes expertise in how to create a work environment in which people
will choose to be motivated, contributing, and happy.

 Fostering effective methods of goal setting, communication and empowerment

through responsibility, builds employee ownership of the organization. The HR
professional helps establish the organizational culture and climate in which people
have the competency, concern and commitment to serve customers well.

 In this role, the HR manager provides employee development opportunities,

employee assistance programs, gain sharing and profit-sharing strategies,
organization development interventions, due process approaches to problem solving
and regularly scheduled communication opportunities.

Change Champion

 The constant evaluation of the effectiveness of the organization results in the need for
the HR professional to frequently champion change. Both knowledge about and the
ability to execute successful change strategies make the HR professional
exceptionally valued.

 Knowing how to link change to the strategic needs of the organization will minimize
employee dissatisfaction and resistance to change.

 The HR professional contributes to the organization by constantly assessing the

effectiveness of the HR function. He also sponsors change in other departments and
in work practices. To promote the overall success of his organization, he champions
the identification of the organizational mission, vision, values, goals and action plans.
Finally, he helps determine the measures that will tell his organization how well it is
succeeding in all of this.
Handle compensation and rewards

 Human resources are responsible for tying incentives and rewards to certain positions
and roles in order to maximize performance levels. This is a strategic thinking task
because it affects every single person in the organization and has to be planned
separately for each position, depending on level, department and goals.

 Some jobs need to be more goals driven, such as sales so salary can be basic but
commission can form the bulk of the remuneration, leading to more incentive to work
effectively and close sales. Some firms tie top management’s salary to stock price but
this can be risky. It is up to human resources to structure this important aspect to
everyone’s satisfaction.

Providing support and guidance to people directly involved in

harassment and discrimination issues

 HR Managers are usually the ultimate sources of expert advice and guidance on
harassment and discrimination in their Centers. They need to be knowledgeable of
 Center’s policy but also have an understanding of harassment and discrimination
beyond the policies themselves.

 HR Managers need to be alert to potential harassment and discrimination issues and

act appropriately, either directly or through the appropriate line manager/s. They also
must be able to give impartial and expert advice to people involved in harassment and
discrimination cases, both complainants and alleged offenders.

 Victims of harassment in particular may need support and reassurance about the
Center’s policy and procedures as well as assurance of confidentiality. The HR
Manager should identify appropriate sources of professional counseling for victims
at/for each duty station.

Employment Branding

 Developing and implementing an employment branding strategy that ensures key

constituents continue to perceive the organization as an employer of choice, thereby
simplifying talent retention, motivation, and attraction..

The Workforce Planning

 Projecting the organization’s supply and demand for talent on a moving one-, three-,
or five-year basis (timing dependent upon industry).Identifying gaps in projected
supply and demand for talent and developing strategic and tactical plans to acquire
the labor needed to meet objectives.

 Continue the development of workforce skills with personalized, just-in-time

remedial training and skill development through the use of technology.

 Help workers be good citizens by identifying worthwhile community work. Look at

community needs and decide how the workforce can help. Make those citizenship
efforts consistent with the business mission.

Administrative Expert
 This is the role to which HR dedicates most of its time and rightfully so. This role
involves HR infrastructure, such as recruiting, hiring, compensating, rewarding and
disciplining, training, recordkeeping, and terminating, and any other process that
involves people. HR must ensure that these processes are efficient and optimized,
which requires tracking, monitoring, and continuously improving.

 Identify the business culture and lead change, making sure HR programs and
processes support the culture.

 HR has three missions to increase employee and manager productivity. First, acquire
and retain cutting-edge HR skills. Second, transfer that knowledge to managers and
give them responsibility. Managers should be coaches and counselors. Third, help
managers transfer HR skills to all-this will lead to an empowered workforce.

 Guard and support the business's intellectual assets. Protect intellectual property that
may be at risk through the use of new technologies like the Intranet. Also, support the
synergy of individual interactions and group efforts.