The Role and Importance of HR

Human Resources is just what it says: Resources for humans (in workplace).Its main objective is to meet the organizational needs of the company it represents and the needs of the people hired by that company.In short, it is the hub of the organization serving as a liaison between all concerned. Depending on the size of the company, the HR Department might be called Personnel with a manageable workforce that can be handled by a personnel manager and few staff.For larger, more complex organizations with multiple numbers of departments and divisions, the task is much more demanding, taking on a life of its own. Some companies have more than one HR Department - Corporate and Union. For example, a food service industry might have a Corporate HR Department that oversees white collared employees and an HR Department that oversees the blue collared workforce; with an emphasis on labor relations. With such diverse needs, the organization will institute these two HR Departments to manage the unique needs of both union and non-union employees. (TCN / All other employees categories, as in the case of ALMCO). Some of the many core functions of the Human Resources function involve the, Organizational Development.In order to ensure its success, a company must establish a hierarchical reporting system. Picture an organizational chart with boxes representing each position starting at the top with the first and single-most important being the highest-ranking role.Following the lines, more boxes are branched off to define each department head and their direct reports. As the company expands, so will this chart. The funnel of responsibility is critical to the efficiency of a smoothly operating business entity in which there is a clearly defined understanding of who is responsible for what. Following is a brief of what HR does for a company: They provide consultation to a companys management team to identify what the companys core business and culture is about, and proceeds to plan and map the companys organizational infrastructure to support those needs. Human-Resource Management performs 5 key functions 1) Hiring 2) Compensation & Benefits 3) Evaluation and Management (Appraisals / Trainings / Work enhancement methodologies) 4) Promotions 5) Managing Relations (Employee vs. Employers vs. Departments vs. Divisions)

The human resource managers are responsible to conduct these activities in an effective, legal, fair, and consistent manner. The main objective of Human Resources is to maximize the return on investment from the organizations human capital.According to Schwind Das & Wagner, Human resource management aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives. Previous working experience is an asset for many specialized jobs in the human resources field.For more advanced positions, including those of managers as well as arbitrators and mediators, work experience is necessary requirement.Human resources administration and human resources development require the ability to work with individuals as well as a commitment to organizational goals. This field also demands other skills that people may develop elsewhere, Such as; using computers, selling, teaching, training, supervising, managing and volunteering, among others. The human resources field requires a range of personal qualities and skills.Human resources, training, and labor relations managers and specialists must speak and write effectively.They must be able to cope with conflicting points of view, function under pressure, and demonstrate discretion, integrity, fair-mindedness, and a persuasive, congenial personality. Coupled with all the above; an excellent HR is formed, which contributes in the growth, success and enhancements of the financial turnovers of any organization. Unless, not fully sentient with the significant role of the HR; An organization can not attain evolution through its human capital.

Recruitment Cycle:
In the current economic climate, many employers and candidates are understandably cautious about recruitment companies need to make sure if theyre hiring someone, theyre hiring the best possible candidate. We are often asked after delivering a quality short-list: Is there anybody else? Maybe someone who may have slightly more relevant experience or is a slightly better fit with the culture?. Is this caution, or is it not having a clear view of what skills and personal traits are really needed for the role. In addition, because of the nature of the highly matrixed organisation, multiple stakeholders can be involved in the recruitment process, all of whom may have a slightly different interpretation of what is needed. Recruitment timescales can also become drawn out when multiple stakeholders are involved in the process and their different priorities and schedules have to be juggled. It is not uncommon for interview schedules to be changed at short notice to accommodate the ever changing priorities of the business with little thought to the current commitments of candidates. And this causes issues for candidates, particularly if they are still in employment as their availability can

be extremely limited also. Sometimes it can call into question the commitment of the hiring organisation, if there are other priorities that slow down the process and makes interview scheduling a constant challenge. While it can take time to find the best talent, a long recruitment cycle is risky and may mean your company actually misses out on the best talent the best candidates, once they are active in the market, will often be pursuing multiple opportunities. So what can we do to make recruitment more effective and increase the odds of achieving a successful outcome: Clearly define and agree the exact requirements of a new role with all stakeholders before initiating the recruitment process. Agree a project plan with deadlines for all involved and get dates in diaries to reduce the logistical challenges of effective recruitment. Set and manage expectations with candidates from the outset The very best talent may not be actively looking for a new role and will need to be tempted by a really interesting proposition. An effective recruitment process can sometimes be a deciding factor for a candidate when it comes to making a career decision, as disorganised chaos in the recruitment process may well reflect the underlying culture of the company. Working with a specialist search company can make the recruitment cycle more efficient because they should have a strong network of potential candidates in place already, who can also act as referrals for other suitable candidates. In the Archer Mathieson HR practice, many of the HR professionals we know are not actively looking but can be tempted by the right opportunity. Because we spend our life talking to and meeting people only in this community, we have a strong knowledge of the HR function and can differentiate the best from the rest thus saving time and maximising the chances of an effective recruitment outcome. Recruitment Cycle:

http://www.actcoss.org.au/oik/infosheets/humanresources/RecruitmentCycle.pdf

Performance appraisal:
A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal

is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone. The performance appraisal of an employee determines the future of the person in the organization in terms of increments, promotion/ Change in designation. It will also indicate the future map of his/her growth and place in the organization.

Performance appraisal is one of the stages in the employee performance management process. It is not the most important part of performance management. But it is a necessary part of performance management. Some view it as a measure of organizational effectiveness. It is challenging. And it can lead to problems if not done properly. When badly done, it has the propensity of de-motivating people. Some people, including those at the higher level of management, mistake performance appraisal as performance management. They get stuck there and often do not realize it until it is almost too late. Performance evaluation is that part of the process in performance management where each employee's performance on the job is evaluated whether they had carried out their duties and responsibilities to the expectation of management and informing employees on their performance. This is done after a certain period of time usually after a year on the job. Some organizations conduct performance assessment twice a year at six months intervals.

Corporate Culture:
It is the public or private companies which are accountable to different regulatory bodies appromited by the Govt or the corporate sector themselves form the corporate sector.

The organizations which form the corporate culture are public and private companies which are directly regulated by the bodies made by the Federal and Provincial Govt or made by these companies by themselves.