Transition in the role of HR
Drastic organizational changes, complex environmental tasks and cultural contextual changes have placed the role of HR to highly complicated phases. Scarce skills, technological
interventions, restricted legislations and stiff competition had left HR with little or no administrative support. The plethora of change in the role of HR has left a big question to today's big shot organization.
intensive socialization process, several organizations rely on a "Buddy System" where newcomers are assigned work to the co-workers which take a long process to complete the assigned task with a limited time. Transition results in
replacing any HR solutions to the solution that is outdated. It is better to mould good with better and better with the best.
No permanent face is fixed for any HR. It varies from one set of people to another and from one
situation to another. Any HR should basically hold the responsibility of linking the firm's corporate policy and strategy with HRM. Still, the task gets complicated.
HR Contribution Model
Management Services includes – Documentation of hiring process, recording of new employees & its process, payroll transactions, enrollment & changes in separations, benefits of services and answering to the questions.
2. Functional Services includes – Additional Intakes, Training & Developing Staffs, Staff Remuneration & compensation, Performance Engineering, Talent Mapping and Management systems.
3. Coordination System
Services includes – Deployment & Redeployment of employees, Non-monetary benefits, incentive & motivation, Recognition & Reward system, Metrics & Analytics of Workforce and Knowledge Management system.
Development Service System includes - Competitive Analysis of competing force, Workforce Diversity, Progressive forecasting, Employment Branding Decisions and Intelligence & Information Gathering system.
5. Shift in
System Implementation Services includes – Turnover System, Performance Engineering & reengineering system, Product development & design efforts, Workforce Management and Merger/ Acquisition Planning.
Requirements of Today's HR
1. Talent Identification
2. Need Based Communication
3. Conveyor at right time and at right place
4. Understanding Capabilities of Work related Documents
5. Attentive and Disseminative
6. Logical & Reasoning Aptitude
7. Deterministic & Reluctance to Change
8. Mathematical & Problem-solver
1. Accession to Management
Related Policies & Procedures – relating to recruitment, selection, training, compensation, benefits, labor relation, negotiation and information system.
2. Accession to business principles – relating to resource management,
allocation, modeling human resource, tactical & strategic planning, leadership techniques & traits, manufacturing methods & coordination.
3. Calculating arithmetic, geometric, statistics, algebraic and its application.
4. Communicable with good written and spoken English.
5. Framing Training policies & procedures and its effective implementation.
Awareness & Knowledge in legal codes, laws & regulations, court procedures & precedents and democratic political process.
7. Measurement of Human behavior & performance, individual differences, learning &
motivation, perception & psychological motives and behavioral disorders.
8. Structuring programs relating to rewards and recognitions.
9. Exposure to employee referral system.
1. Read, understand and present ideas & information.
2. Listening & presenting forms.
3. Lucid & Concise speech.
4. Sensible & Timely answering ability.
5. Problem solving & Decision making
6. Concentration & Commitment
1. Administering Work Behaviour
2. Advise Management in relation to policy formation
3. Optimum allocation of resources at right time
4. Analyze and determine causes and develop recommendations
5. Analyse and design Employee training programme.
6. Develop, administer and evaluate test.
7. Identify, recruit, select and place the needed vacancies
8. Negotiate, bargain and establish labour contracts.
9. Forecast and develop retention strategies.
In short, the HR of today's era should enact the role of Recruiter, Strategic partner, Employee advocate, Change
Champion, Skill Translator, Chief Knowledge Officer and Chief Learning Officer.
In today's 24/7, constantly changing, merging and consolidating, "do more with less" work environment the
letters "HR" could as easily stand for "Hub of Reorganization" as for "Human Resources." And, in fact, it's the intersection of these two organizational dynamics – human exchange and systemic change –
that accounts for the inherent challenge and performance pressure for the HR Manager and other human resources professionals. Better decision-making, significant employee benefits, increased efficiencies and reduced costs all
create a compelling argument for implementing HR systems. For the HR manager, these technologies provide the potential to break away from its administrative quagmire to become a front-line function embracing more strategic
responsibilities that positively impact the success of the enterprise. One time-intensive processes are streamlined, HR professionals are freed up to focus on achieving full workforce optimization, a key source of competitive
advantage and, ultimately, profitability, as it means resources can be aligned with the company's business goals and used strategically.