Role of An HR

Manager
What is Role?
 Position one occupies in a social
system
 Defined by functions performed
 In response to expectations of
others / self
Role Perception: How an employee
thinks
he/she is supposed to act

Role Set: Entire configuration of

3 Major Roles
 Planner
 Long-term view
 Wise selection of goals
 Selection & implementation
of optimal plan
 Allocation of resources
3 Major Roles
(contd.)

 Provider
 Access to information &
materials
 Authority to acquire things

 Protector
 Receive a fair hearing
 Deal with problems
Role of a Manager
 As a Leader
 Understand people
 Develop skills
 Guide & inspire
 As a Manager
 Systems expert
 Adaptability
 Create systems
Role of a Manager
(contd.)

 As a Connector
 Connect people & systems

 As a Persuader
 “sell” ideas & plans to
others
Managerial Roles
A. Interpersonal Roles
 Directly from Formal
Authority
 Relate managers with
others
2. Figurehead Role
 Represents org. / symbol for
org.
 Economical duties

Managerial Roles
(contd.)

1. Leader Role
 Uses influence to motivate
 Encourage subordinates -
achieve Org.
Goals

3. Liaison Role
 Interacting with others
outside his unit
Managerial Roles
(contd.)

A. Informational Roles
 Spending time in giving &
receiving information

3. Monitor
 Continously scan envt. for
information
 Seek data - subordinates,
bosses & outside contacts
Managerial Roles
(contd.)

1. Disseminator
 Distributes information
 Relates with key internal
people

3. Spokesperson
 Handles Public Relations
Managerial Roles
(contd.)

A. Decisional Roles
 Acts upon information to
make important decisions

3. Entrepreneur (Manager is
Proactive)
 Initiates development of
project
 Assembles the necessary
Managerial Roles
(contd.)

1. Disturbance Handler
 Reactive to problems &
pressures of situation
 Does crises management (e.g.
handling strikes etc.)

3. Resource Allocator
 Responsible for distribution of
resources
 Distributes fairly
Managerial Roles
(contd.)

1. Negotiator
 Spending time on give &
take
 Negotiates with
subordinates,
superiors/boss, outsiders
Traits - Managerial
Effectiveness
 Adaptability
 Appreciation of Ambiguity
 Accommodation
 Accomplishment
 Access ability
 Accessibility
Expectations - HR
Professionals
Institute of Personnel and
Development stated:
Personnel professionals -
 Are proficient in business mgmt.
 Deliver effective people
strategies
 Committed to ethical standards
 Apply/adapt technq’s. - people
mgmt. & devpt.
 Skilled - management of change
 Committed to - lifelong learning
& continuous professional
ating Strategic Concerns into Specific HR Goals : Selected Examp
HR goals for HR goals to foster HR goals to develop a
expanding continuous learning team-based
international  Help indiv’s. take organisation
operational capacity charge of their own  Identify new skills &
 Select executives to growth & devt. competencies needed for
include in a global talent  Provide feedback to team work.
pool for expatriate indiv’s. about their  Develop selection
assignments. strengths & weaknesses. methods to evaluate
 Develop models to  Provide resources to potential new hires for
predict better a person’s facilitate learning & teamwork skills.
likelihood of success or inform employees of  Provide training in
failure. them. teamwork skills.
 Provide data to  Conduct benchmarking  Introduce rewards &
managers to guide their studies to learn about recognition to reinforce
indiv. placement cutting-edge practices in the devpt. of teamwork
decisions. other org’s. skills
 Develop an info. system
that includes info. about Strategic Concerns
talent available in the  Expand international
org. & the competencies operational capacity.
needed for specific
assignments.  Foster continuous
learning.
 Develop a team-based
org.
Activities – HR Manager
 Guiding & coaching
 Supplying resources
 Listening
 Honest feedback - objectives &
behaviour
 Providing reality checks
 Sponsoring employee’s career
devpt .
 Balancing employee’s & org’s.
needs
Role - HRD Manager
Focus on:
 Being business like, strategic &
ethical
 Application - professional
knowledge & skills
 Change mgmt. & continuous devpt.
Activities
 Provide services, guidance and
advice
Service Provision
Role - HRD Manager
(contd.)

Activities - Guidance
 Provided at all levels
 Includes - recommendations on
HR strategies
 Diagnosis - address strategic
issues
 HR policies & procedures /
implications of employment
legislation.
Role of an HRD Manager
(contd.)

Advice
 Matters such as job design
 Advertise for staff
 Draw up short-lists for selection
 Identify methods / Satisfy
training needs
 Handle people problems
(discipline, capability
absenteeism, time-keeping etc.)
 Counselor / mentor / problem
solver
Roles
The main roles that can be played
by an
HR executive are described below:
 Reactive/proactive roles
 Business partner role
 Strategist Role
 Interventionist Role
 Innovation Role
 Internal Consultancy Role
 Monitoring Role
Human Resource Planning
 To have right number / kind
of people
 At right place / time
 To do right things –
 Result: Org. & indiv. - max.
long-range benefit
Human Resource Planning
 Company Objectives / Policy
 Economic Forecasts

 Organization Objectives

 Strategic Plans

 Manpower Analysis Inventory

Productivity
Structure
Human Resource Planning
(contd.)

 Manpower Forecasts
 Overall Budget – Estimate

 Unit

 Manpower Objectives/Policy
 Top Management Approval
Human Resource Planning
(contd.)

 Manpower Plans
 Recruitment & Selection

 Retirement/Redundancy

 Training

 Appraisal & Devt.

 Investigate Effectiveness

 Manpower Control
Emerging Employee Profile
 Self-motivation & responsibility
 Creativity
 Self-initiation of activity
 Flexibility
 Quick & continuous learning
 Team tendencies
Emerging Employee Profile
(contd.)

 An outward (customer) focus

 Broad perspective
 Commitment, but not necessarily
sacrificial
 A challenge to existing systems
 Continuous improvement seeking
Prerequisites of HR
Managers
 Ability to Learn
 Adapt to Change
 Creative Problem Solving
 Effective Communication
 Personal & Proactive
responsibility for Subordinate’s
career
Profile of an HR Manager
 New paradigms
 Breakthrough experiences
 Sensitive
 Plan work
 Improvise
 Encourage everyone
 Clarity of organisation
 Innovative
 Develop talents
HR Manager's Role is not
 Dictating
 Being critical
 Take responsibility - employee’s
decisions
 Giving guarantees
 Supplying unlimited resources
A Great Company
 Performance is visible
 Creates Impact – leads by
innovation
 Reputation which is admired /
respected
 Stay in Power v/s. Fly by night
What is Business?
 Wealth
 Activity
 Goods
 Services
When Can Business Survive
Expanding economy
 Where there is change
 Which is required & desirable
Business Principles
 Customer satisfaction
 Sincerity
 Pride in quality of work
 Concerned – image/reputation
 Profits – key to success
 Invest in growth of Co.
 High ethical business standards
 Compete – aggressively
Values
 Preferred behaviour alternative
 Helps choose our conduct -
socially preferable alternatives
available
Values
(contd.)

Accomplishment
 We shall encourage an
employee who attempts to
accomplish the impossible by
striving to make lasting
contributions in his job
 Qualities of being dependable &
trustworthy must be displayed
while achieving such
accomplishments
Values
(contd.)

Self Respect
 We should continuously make
efforts to enhance the self
esteem of our employees
 We will take great effort to
treat people with respect
Values
(contd.)

Frankness
 An employee will be
encouraged to provide
feedback in a socially
acceptable manner
 Platforms will be provided for
employees to verbalize their
difficulties.
 We will look up to employee
who have morale courage
Competencies
 Thinking
 Strategy
 Creativity
 Problem Solving
 Communication
 Presentation Skills
 Public Speaking
 Report Writing
 Listening
 Counseling
Competencies
(contd.)

 Interpersonal Skills
 Team building
 Respect
 Conflict
 Diplomacy
Competencies
(contd.)

 Self Management
 Motivation
 Confidence
 Learning
Competencies
(contd.)

 Organization
 Planning
 Data Utility
 Markets – P & S
 Risks
Competency Based Appraisal
System
 Depends - method of measuring
competence
 Distinguish b/w input process &
output aspects of perf.
 Measure Input – Capacity to do
work well
 Capacity – Knowledge, skills &
personal attributes
 Measure process – Behaviour to
convert input to output
 Measure output – Make use of
Competency Based Appraisal
System (contd.)

 Fundamental question : Assess

to what extent
 What people do
 How they do it
 Or a combination of the what
& how?
 What they do : Directly related
to perf. competence
Competency Based HRD
Usage of Concept
 Competency lies - very heart of
HRM
 Concept provides a common
language
 Focus on key behavioural
issues - affecting results
 Describes what people are
expected to know
 Can carry out their roles
effectively?
Competency Based HRD
(contd.)

Usage of Concept
 Directly linked - fundamental
aim of strategic HRD
 Obtain & develop competent
people
 Who will achieve objectives

 Maximize contribution towards

attaining - goals of enterprise
Corporate’s Search for
Competencies
 Business
 Acumen
 Revenue
 Decision Making
 Leadership
 Vision
 Influence
 Facilitate Survival
Corporates Search for
Competencies (contd.)

 Human Resource
 Change Management
 Select/ Appraise
 Develop
 Mental
Job Evaluation
 Attempt to determine &
compare demands
 of normal performance on a
particular job
 of normal workers, without
taking into account
 the individual abilities or
performance of concerned
workers
Job Evaluation
Steps - Install Job Evaluation Prog.

 Analyze and Prepare Job

Description
 Select & Prepare Job Evaluation
Plan
 Classify jobs
 Install the Program
 Maintain the Program
Find - Direction / Purpose Of
Org.
 Analyse
 The company
 Its strength / weaknesses
 Markets
 Competition
Find - Direction / Purpose Of
Org.
(contd.)

Define:
 External strategies
 Internal core mission & values
 Check these for impact
externally
Mission
How  SWOT

 Define criteria of
business
 Brief definition

 Commitment of
change
 All should
contribute
Mission
(contd.)

Why  For unanimity of

purpose
 Basis to allocate
resources
 Establish climate

 Focal point for

identification
 Translate work –
Structure
Mission
(contd.)

Compone  Customer
nts 
Product/Service/Techni
 Location
que
 Eco. Objectives
 Values/Beliefs
 Strengths
 Public (image) –
concern
 Employee concern
Mission
(contd.)

When  Not when in trouble

but
when the going is
good
Development of a mission
Peter Drucker’s 6 questions:
2. What is our business?
3. Who is the customer?
4. What is value to the customer?
5. When to ask “what is our
business?”
6. What will our business be?
7. What should our business be?
Development of a mission
(contd.)

Who is the customer?

 Crucial Question
 He is never “the customer”
Eg. Commercial bank
{depositor; borrowers}
 All customers have to be
satisfied
Development of a mission
(contd.)

What is our Business?

 Never obvious
 Top management is responsible
to answer
 Management shy back to answer
 Controversy
 Fear & shock of foundation
disagreement
Formulating A Mission
Believe that the product or service:
 Can:
 provide benefits – equal to its
price
 satisfy a customer need
 grow & be profitable
 Is catered through technology -
cost & quality competitive
 Will :
 result in favorable public image
 serve entrepreneur’s / CEO’s self
Defining a Mission
Imperative to answer following
questions:
 What business are we in?
 What type of customers do we
serve?
 Why does this organisation exist
The Great Manager
Traditional Skills Emerging Skills
Direct people Teach self-
motivation
Be the expert Teach others
Earn personal Develop
respect partnerships
Be logical Be intuitive
Say yes to your Shape a group
ego ego
The Great Manager
(contd.)

Traditional Skills Emerging Skills

Order the Model the
behaviour behaviour
Be in control Enable self
control
Emphasize Emphasize
activities results
Allow budgets to Let values guide
guide decisions decisions
Require Encourage
conformity creativity
The Great Manager
(contd.)

Traditional Skills Emerging Skills

Follow the chain Follow the
of command customer
Be strong Empower
Get with the Challenge the
program process
Get compliance Encourage
commitment
Thank You