The core roles of human resource management are grouped below into three categories. The titles of the clusters are tentative, and are open for comment.
:idea: PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
:idea: Strategic perspective
:idea: Organisation design
:idea: Change management
:idea: Corporate Wellness management
:idea: PEOPLE ACQUISITION AND DEVELOPMENT
:idea: Staffing the organization
:idea: Training & development
:idea: Career Management
:idea: Performance Management
:idea: Industrial relations
:idea: ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
:idea: Compensation management
:idea: Information management
:idea: Administrative management
:idea: Financial management
ROLES
The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
:arrow: STRATEGIC PERSPECTIVE
§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.
:arrow: ORGANISATIONAL DESIGN
§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.
:arrow: CHANGE MANAGEMENT
§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.
:arrow: CORPORATE WELLNESS MANAGEMENT
§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)
PEOPLE ACQUISITION AND DEVELOPMENT
:arrow: STAFFING THE ORGANISATION
As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).
:arrow: TRAINING & DEVELOPMENT
§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.
:arrow: CAREER MANAGEMENT
§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.
:arrow: PERFORMANCE MANAGEMENT
§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.
:arrow: INDUSTRIAL RELATIONS
§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
:arrow: COMPENSATION MANAGEMENT
§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.
:arrow: INFORMATION MANAGEMENT
§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.
:arrow: ADMINISTRATIVE MANAGEMENT
§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management
:arrow: FINANCIAL MANAGEMENT
§ Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
§ Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.
From India, Gurgaon
660:idea: PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
:idea: Strategic perspective
:idea: Organisation design
:idea: Change management
:idea: Corporate Wellness management
:idea: PEOPLE ACQUISITION AND DEVELOPMENT
:idea: Staffing the organization
:idea: Training & development
:idea: Career Management
:idea: Performance Management
:idea: Industrial relations
:idea: ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
:idea: Compensation management
:idea: Information management
:idea: Administrative management
:idea: Financial management
ROLES
The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
:arrow: STRATEGIC PERSPECTIVE
§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.
:arrow: ORGANISATIONAL DESIGN
§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.
:arrow: CHANGE MANAGEMENT
§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.
:arrow: CORPORATE WELLNESS MANAGEMENT
§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)
PEOPLE ACQUISITION AND DEVELOPMENT
:arrow: STAFFING THE ORGANISATION
As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).
:arrow: TRAINING & DEVELOPMENT
§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.
:arrow: CAREER MANAGEMENT
§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.
:arrow: PERFORMANCE MANAGEMENT
§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.
:arrow: INDUSTRIAL RELATIONS
§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
:arrow: COMPENSATION MANAGEMENT
§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.
:arrow: INFORMATION MANAGEMENT
§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.
:arrow: ADMINISTRATIVE MANAGEMENT
§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management
:arrow: FINANCIAL MANAGEMENT
§ Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
§ Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.
From India, Gurgaon
Hi!
I look at the HR Management job in terms of eleven (11) critical functional areas that an HR professional and practitioner has to attend to... to be effective. These areas are:
1. Manpower Planning
2. Recruitment
3. Compensation & Salary Administration
4. Benefits Development & Administration
5. Training & Career Development
6. Labor Relations & Disicipline Management
7. Personnel Movement
8. Performance Management
9. HRIS
10. Payroll & Timekeeping
11. Organization Development
To be effective, an HR practitioner should have a well rounded grasp of each of these areas. The problem is that many of us have only very limited exposure on these different functional areas as we move on the organizational ladder.
One effective way of being able to have a complete grasp of all these functional areas within a short period is to have an HR Policy Manual by your side.
My company has developed an HR Policy Manual containing all these areas. It is a handy tool for the HR professional and manager. It is copyrighted and we are selling it.
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
I look at the HR Management job in terms of eleven (11) critical functional areas that an HR professional and practitioner has to attend to... to be effective. These areas are:
1. Manpower Planning
2. Recruitment
3. Compensation & Salary Administration
4. Benefits Development & Administration
5. Training & Career Development
6. Labor Relations & Disicipline Management
7. Personnel Movement
8. Performance Management
9. HRIS
10. Payroll & Timekeeping
11. Organization Development
To be effective, an HR practitioner should have a well rounded grasp of each of these areas. The problem is that many of us have only very limited exposure on these different functional areas as we move on the organizational ladder.
One effective way of being able to have a complete grasp of all these functional areas within a short period is to have an HR Policy Manual by your side.
My company has developed an HR Policy Manual containing all these areas. It is a handy tool for the HR professional and manager. It is copyrighted and we are selling it.
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
Dear Colleagues,
For core roles in HRM, at times this depends on the size of the Company and most times the industry and more importantly the country and the kind of Labour legislation that exists.
For instance in my environment we have the following:
* DiversityManagement
* Local Content
* Indegenization ("countrynization")
* Talent (Pipeline) Management
* Welfare Management
* Employee Relations
It is believed that has industries expand and mature new units/departments would keep on emerging to attend to the needs of the workforce in different business environments.
Thanks.
From Nigeria, Lagos
For core roles in HRM, at times this depends on the size of the Company and most times the industry and more importantly the country and the kind of Labour legislation that exists.
For instance in my environment we have the following:
* DiversityManagement
* Local Content
* Indegenization ("countrynization")
* Talent (Pipeline) Management
* Welfare Management
* Employee Relations
It is believed that has industries expand and mature new units/departments would keep on emerging to attend to the needs of the workforce in different business environments.
Thanks.
From Nigeria, Lagos
CORE ROLES OF HRM Excellent and very useful guidelins for HR MANAGERS. We can also add -KNOWLEDGE MANAGEMENT -OD -EMPLOYEE RELATIONS regards LEO LINGHAM
From India, Mumbai
From India, Mumbai
Dear Ed Llarena, Jr. & Farooqi,
I'm interested in getting more details on "HR Policy Manual" from Ed Llarena, Jr as well as the "comprehensive Service Rules' Manual" from Farooqi.
Please forward the info to my email so I can evalute it & procure it.
Thank you,
Farhan Ghafoor
[IMG]https://www.citehr.com/misc.php?do=email_dev&email=ZmFyaGFuMjAwMGJjQGdtYW lsLmNvbQ==[/IMG]
From Pakistan, Karachi
I'm interested in getting more details on "HR Policy Manual" from Ed Llarena, Jr as well as the "comprehensive Service Rules' Manual" from Farooqi.
Please forward the info to my email so I can evalute it & procure it.
Thank you,
Farhan Ghafoor
[IMG]https://www.citehr.com/misc.php?do=email_dev&email=ZmFyaGFuMjAwMGJjQGdtYW lsLmNvbQ==[/IMG]
From Pakistan, Karachi
Iam very excited for becoming part of this HR group that seem to be very helful. I look forward to learning a lot of stuff from other members. I have just completed my registration a few minutes back!
From Kenya
From Kenya
look at the HR Management job in terms of eleven (11) critical functional areas that an HR professional and practitioner has to attend to... to be effective. These areas are:
1. Manpower Planning
2. Recruitment
3. Compensation & Salary Administration
4. Benefits Development & Administration
5. Training & Career Development
6. Labor Relations & Disicipline Management
7. Personnel Movement
8. Performance Management
9. HRIS
10. Payroll & Timekeeping
11. Organization Development
To be effective, an HR practitioner should have a well rounded grasp of each of these areas. The problem is that many of us have only very limited exposure on these different functional areas as we move on the organizational ladder.
One effective way of being able to have a complete grasp of all these functional areas within a short period is to have an HR Policy Manual by your side.
My company has developed an HR Policy Manual containing all these areas. It is a handy tool for the HR professional and manager. It is copyrighted and we are selling it.
more at https://www.citehr.com/230-core-role...tml#ixzz0nJgIz
From India, Madras
1. Manpower Planning
2. Recruitment
3. Compensation & Salary Administration
4. Benefits Development & Administration
5. Training & Career Development
6. Labor Relations & Disicipline Management
7. Personnel Movement
8. Performance Management
9. HRIS
10. Payroll & Timekeeping
11. Organization Development
To be effective, an HR practitioner should have a well rounded grasp of each of these areas. The problem is that many of us have only very limited exposure on these different functional areas as we move on the organizational ladder.
One effective way of being able to have a complete grasp of all these functional areas within a short period is to have an HR Policy Manual by your side.
My company has developed an HR Policy Manual containing all these areas. It is a handy tool for the HR professional and manager. It is copyrighted and we are selling it.
more at https://www.citehr.com/230-core-role...tml#ixzz0nJgIz
From India, Madras
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Changing roles of HR professional.pp t
List-of-31-Core -Competencies.p df