STRATAGIC ROLE OF HR:-

(1) RECRUITMENTMENT AND SELECTION

Decision makers to consider utility of alternative selection
stragies as more suitable alternative.selection process may
include oter elements such as realistic job
preview,participation in an assessment center process.
In depth interviews are the cornerstone on the selection
process,used in virtually in all hiring decisions.
Growing importance of concept of e-recruitment and e-
selection which give more advantage from a larger global pool
of talent,cost effective easier,faster and have reduced hiring
cycle may be utilised fully.
Psychometric testihg is growing which should be used in
conjuction with other selection procedures,not an exclusive
method of rejection.
Current focus on selection criteria are:
Hire people who fit into your culture.
Hirers are finding the man with right mind-set.
Predicting future behaviour on candidates past
behaviour.
Emphasis on conscientious people
Aligning personality traits with job profile
First impression in interview to be thoroughly tested
with more information accuracy.
Rehire lost talented person.
(2)TRAINING AND DEVELOPMENT:-
TRAINING:-
Building learning environment and a coherent training strategy is
important.Effective training programme needs to be integrated
with a comprehensive development programme to reinforce the
concepts and practices stressed in training on the job.
Effective training also requires a commitment to self-
development from all employees,top management support,a
comprehensive on the job training programme supplemented
with off the training,and support from first line supervisor.
The responsibilities for effective training and development are
shared by the organisations top management,the human
resource department,the immediate supervisor,and the
employee.the greatest responsibilities lies with the employee.the
immediate supervisop has next greatest responsibility in the role
as coach and adviser.
the humane resource department assist line mgt in training by
acting as supportive staff.Topmanagement must give whole-
hearted support to the process.
Methods for training and development involve various on the job
technigues and as responsibilities are
expanded,jobrotation,assistant-to positions,and other
techniques are applied.programmes include outside short
courses and seminars,college degree programme,and
correspondence courses.
An effective training and development programme achieves a
unique blend of on the job and off the job methods suitable for
the individuals in the particular organisation.

DEVELOPMENT:-
Enlightened organisations are paying more atteention to
mentoring to help young employees to share their concerns and
receive moral support and guidance for their development and
adjustment in new environment.
Due to accelerating pace of technical change,complexity of
information era and pressures created by competition,employee
have to review their skills and capabilities on continuing basis for
success in career and life.
HRD should develop the executive skills base and intellectual
capital the organisation require and ensure that the right quality
of executives are available to meet present and future needs.

(3)PERFORMANCE APPRAISAL:-
A performance appraisal is an important part of the human
resources (HR) framework withinan organization. Today there are a
number of companies that use appraisals strategically to
support company goals and values, better focus employee efforts,
and align employee performance with thecompany mission. In the
early part of the century, performance appraisals were used in
largerorganizations mostly for administrative purposes; however
companies and researches haveincreasingly stressed the use of the
employee evaluations for motivational and organizationalplanning
purposes. In a perfect situation a performance appraisal is based
solely on individualaccomplishment, but in the real world there can
be other factors that affect how one is written.Emotions and
feelings between the employee and employer often have a big
impact on jobperformance (HRN Management Group, 2011).

Feelings are responsible for causing shifts in motivational focus and
can influence work behaviors. When experiencing emotional
reactions, behaviors to cope with the emotion(s) get priority and
take precedence over other behaviors.

So far, researchers have focused on the effectsof feedback on task
performance, and far less on the impact on other elements of
overallperformance. Tests have shown that receiving positive or
negative feedback from supervisorsinpublic and private contexts
affects personal emotions.
The potentialaffect-related differences of framing negative
feedback more positively may thus be of interest toresearchers. In
addition, even where negative feedback is needed, managers
should be aware of thepotential negative consequences in terms of
the experienced affect and the reduced motivation,reduced
affective organizational commitment, and increased turnover.
Managers should carefullychoose a setting for providing negative
feedback, for instance, one where no others are present, sothat
emotional reactions can be monitored and addressed It is essential
for an employer to understand the benefits and risks of
providingperformance feedback. Depending on the desired result
the employer has several different optionsto motivate or discipline
employees.
There can be great benefits of using performance feedback tools
and should be considered essential in the strategic management of
an organization.


(4)COMPENSATION:-
Human resource managers provide guidance and direction to
compensation and benefits specialists. Within this discipline, human
resources managers develop strategic compensation plans, align
performance management systems with compensation structure and
monitor negotiations for group health care benefits.
Examples of human resource manager responsibilities include
monitoring Family and Medical Leave Act compliance and adherence
to confidentiality provisions for employee medical files.
Human resource managers for small companies might also conduct
open enrollment for employees' annual elections pertaining to health
care coverage.
Patton suggests that in compensation policy there are seven criteria
for effectiveness. Compensation shouldbe:
Minimum governmental,union,and managerial levels should
be met.
Each person should be paid fairly,in line with his or her
effort,abilities ,and training.
Pay,benefits,and other rewards should provide a reasonable
total reward package.
Pay should not be excessive,considering what the
organization can affort to pay.
Pay should be enough to help an employee feel secure and
aid him or her in satisfying basic needs.
Pay should motivate effective and productive work.
The employee should understand the pay system and feel it
is a reasonable system for the enterprise and himself or
herself.
Compensation plays an important role in todays incentive driven
organizations. It reinforces desired organizational culture and values,
while focusing on employees.
A compensation strategy will encompass the overall pattern of policy
decisions, which affect an organizations success. There are four basic
categories of policy decisions, and clients need to establish a strategic
position on each:
Internal Consistency: This category involves comparisons
among jobs or skills. The emphasis is on assessing job
content and evaluating relative contribution of work to
organizational success
External Competitiveness: This category involves looking
at how an employer positions its pay relative to what
competitors are paying. The emphasis is on pay mix
variable over fixed costs.
Employee Contributions: This category involves the
organizations position on the employees contribution. The
emphasis is on paying for tenure vs. performance.
Administration: This category speaks to proper
management of the system to ensure the best results. The
emphasis is control over flexibility.

There a number of perspectives on compensation strategies including:
Reflecting the organizations strategies: What do we want to get for our
money?
Supporting the business strategy
Ensuring consistency: How should different levels of work be paid?
Strengthening competitiveness
Valuing employee contributions
Assessing administration and implementing techniques that will
translate strategi policy into practice.
Recognizing and allowing for fit environmental and regulatory
pressures to shape the environment as well as be shaped by it.
Reflecting the organizations culture and values
Meeting employee needs with flexible compensation systems
Understanding unions and that pay systems need to be able to adapt to
the nature of union management.

Compensation strategies are one of the few organizational systems that
touch each and every employee. Reward plans can either encourage or
discourage employee commitment to the organizations goals and
priorities.
Each organization is unique and there exist endless options available for
using pay to align performance with strategy.
(5)REWARDS AND RECOGNITION:-
Rewards can motivate and encourage employees to contribute to
their own success and that of your business. Now, were not talking
big-ticket items like a car or trip to some exotic locale.
On the contrary, employees are often delighted with a range of
rewards that can be provided at little or no cost. Most importantly,
ensure your program fits the culture and image of your company.

THE MOST EFFECTIVE REWARD AND RECOGNITION PROGRAMS HAVE
FIVE ELEMENTS:
Achievable: Set achievable standards. If it cant be
accomplished, it becomes a de-motivator.
Objective: Tell employees exactly what it takes to achieve a
reward or recognition.
Sensible: Include rewards that are logical motivators. If you
are in your busy season, dont award additional time off if
your schedule cant tolerate it for another six months.
Timely: Waiting too long to deliver a reward or recognition
will lessen the impact.
Useful: If possible, measure and reward something that
helps to produce useful business results.
(6)EMPLOYEE RELATION:-
Although the employee relations specialist is responsible for
investigating and resolving workplace issues, the human resource
manager has ultimate responsibility for preserving the employer-
employee relationship through designing an effective employee
relations strategy.
An effective employee relations strategy contains specific steps for
ensuring the overall well-being of employees.
It also ensures that employees have a safe working environment,
free from discrimination and harassment.
Human resource managers for small businesses conduct workplace
investigations and resolve employee complaints. Human resource
managers may also be the primary contact for legal counsel in risk
mitigation activities and litigation pertaining to employee relations
matters.
An example of risk mitigation handled by a human resource
manager includes examining current workplace policies and
providing training to employees and managers on those policies to
minimize the frequency of employee complaints due to
misinterpretation or misunderstanding of company policies.
Human resources simplifies employee relations in the workplace by
working to ensure certain workplace standards are met, and that
employee concerns and requests are addressed. A companys
human resource department has numerous functions when it comes
to employee relations, from approving relocation requests to
assisting an employee in getting a raise.
Following points are important for maintain relation:-
Workplace Quality
Workplace quality refers to the comfort and safety within a workplace. The
quality of a workplace largely affects the effectiveness of employees. Human
resources is not usually authorized to make sweeping changes, such as the
installation of new computer chairs or installing parts to reduce the noise level
of workplace machinery. However, the department does influence such
changes by assessing the overall effect of current conditions on employees,
and by taking employee thoughts and concerns into mind

.
Complaints
A companys human resource department routinely handles complaints from
employees. These complaints often come in the form of an issue with co-
workers and managers. The department plays a major role in settling
differences and helping employees feel as comfortable as possible in the
workplace.
Relocation
Employees who wish to relocate to another department or location must often
go through human resources to get authorization. The human resources
department doesnt make the decision itself; it gathers information from the
employees manager or supervisor, and the manager or supervisor of the
department or location the employee wants to relocate to.
Raise
Human resources is often involved when it comes to an employee requesting a
raise, although the department often must confer with other departments or
people before awarding a raise. Small businesses may require human
resources to get approval from the business owner. Human resources typically
reviews an employees performance evaluations and current pay rate when an
employee inquires about a raise.
Employee Assistance
Some companies have an employee assistance program, which helps troubled
employees such as those addicted to drugs and alcohol overcome their
problems. Companies typically place human resources in charge of overseeing
the program. The department may be required to enroll employees in the
program, adjust the schedules of enrolled employees, check on the progress of
enrolled employees and determine how to implement the employee back into
the workplace once he returns.
Special Occasions
Employees who receive birthday cards and acknowledgement of other special
occasions typically have human resources to thank. Some companies also
delegate the duty of office parties and other celebrations to human resources,
placing the department in charge of the partys festivities.










(7)EMPLOYEE SEPERATION:-

Here are some tips from career transition professionals, exiting
managers, and exiting employees that we can all benefit from.

Managers
Remember - it is the employees last 20 minutes with your company.
Treat them with the same respect you showed them in their first 20
minutes.
Keep the termination meeting brief. Your message should be
compassionate but to the point.
Keep your own emotions in check even if the person on the other side
of the desk is a close colleague and or friend. Expressing empathy is
important, but this is not the time to be overly emotional.
Do not use the meeting to sort out differences or performance issues
Be prepared: book a room in advance for privacy; ensure all
documentation is correct; double check the details people always
remember if you spelled their name incorrectly or did not put in the
correct position or salary. Have an envelope available for the exiting
employee to carry their termination letter in.
Do not dismiss the exiting employees emotions. I have seen managers
show irritation when an employee becomes emotional. As a manager it is
your responsibility to treat the exiting employee with dignity and
respect.
If someone is crying, let them cry. Hand them a Kleenex and sit quietly.
Remember that how a termination is handled not only affects the
perceptions of your brand from the person leaving but also of those that
remain.
Let the employee talk, but dont feel you need to answer all of their
concerns. Just listen empathetically.

Employees
No one remembers how you joined a company, but everyone remembers
how you leave.
The exit meeting is not the place to ask why or demand the reason you
are being terminated you may never fully understand why you and
not someone else.
Demanding to speak to someone else or an executive is not going to help
your reputation/brand during a termination.
If you have been with the company for years and have an office full of
pictures, bobble heads, and personal items, do not try to pack and carry
out everything that day - make arrangements to come back at a later
date.
Look the person delivering the message in the eye, shake their hand,
and thank them for the opportunity to work with the company. Do this
regardless of the situation I say this because you will need these people
again, either for a reference or to be witness to your professionalism in that
moment.
In no way is this the place to vent your anger, review past issues, throw
furniture, scream, swear or yell at the people in the room be dignified.
Take your letter of termination home and read the details of your
package there do not insist to review it during the termination meeting.
Do not ask to go back and say good bye to your colleagues - there will be
plenty of time to do this later.
Make no demands in that meeting it is time toleave the building.














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