A human resources manager oversees all aspects of workforce development and management for

her employer, ensuring the company is appropriately staffed. While responsibilities vary on a
day-to-day basis, she regularly serves as a primary point person for all issues related to employee
activity.
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Recruiting and Interviewing

The human resources manager works with executive management to ensure the most
appropriately qualified employees are positioned in the most appropriate roles. When hiring
needs arise, she develops a job description, advertises for the position and screens and interviews
applicants. She also performs background checks, contacts references and invites other
executives to be part of the interview process to ensure a good fit with a new employee.

Hiring and Firing

When a new employee is hired, the human resources manager draws up the necessary contractual
paperwork and asks the employee to fill out pertinent tax documentation forms. When an
employee quits or is fired, the manager conducts an exit interview, issues a final paycheck and
makes arrangements to file final tax paperwork on the employee's behalf. She takes possession of
the employee's keys, codes and access passes prior to finalizing the termination of employment.

Orientation and Training

Unless the company has a training manager on staff, the human resources manager is responsible
for conducting new employee orientation. This involves going through an employee manual,
explaining corporate policy and procedure and introducing the new employee to fellow staffers.
She also issues office equipment, keys and identification and computer passwords.

Conflict Mediation
In the event a dispute arises between colleagues, employees and managers, the human resources
manager serves as mediator. She may counsel each party individually, or together, and develop a
compromise solution that is acceptable to everyone involved. If there are allegations of
misconduct, she recommends disciplinary action, and documents all interactions in employee
files.

Salary and Benefits

The human resources manager is involved in salary negotiations. She also oversees company
benefits, helping employees select appropriate options and explaining coverage terms. If the
organization has a retirement plan, a health savings account or a profit sharing program, the
human resources manager coordinates efforts with the accounting and finance division to ensure
employees are appropriately compensated.

Executive Liaison
The executive division of a company relies on the human resources manager to keep tabs on
changes to employment law and to assist in long-term strategic staffing plans. She consults with
upper management about staffing needs, is involved in retaining consultants and independent
contractors, and represents the employer in recruiting venues.

HR Officer Duties
Human resources officers, more commonly referred to as HR managers, handle or oversee a
variety of human resource management functions for their employers. In some organizations, an
HR manager may be solely responsible for all HR functions of a particular business unit. In
others, an HR manager may oversee the work of specialists who are responsible for specific
areas. Regardless of how a department is structured, HR managers play important roles in
compliance and employee relations.
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Staffing
HR managers are involved with every aspect of the staffing process. They determine hiring
needs, recruit candidates, screen applicants, conduct interviews and participate in the selection
process. They must be knowledgeable about equal employment opportunity laws to ensure that
staffing is handled in a non-discriminatory way. HR managers are also involved in creating and
maintaining job descriptions.

Training
HR managers are involved in employee training, starting with employee orientation. Beyond
making sure that new employees have the knowledge they need to get started, HR managers are
also involved in determining training needs on an ongoing basis. This may include individual
training designed to help employees improve specific skills or prepare for new job
responsibilities, as well as departmental or organization-wide training initiatives.

Employee Relations
HR managers fulfill employee relations roles within their companies, performing various tasks
and functions designed to ensure positive relationships between the company and members of its
workforce. This may involve implementing and overseeing rewards and recognition programs;
serving as a point of contact for employee complaints; and being involved in the discipline
process when problems arise.

Compensation
Ensuring that employees are properly compensated for their work is an important function of HR
managers. They make certain that jobs are properly classified as exempt or non-exempt and
workers are paid correctly. They are responsible for properly processing payroll deductions and
ensuring that payroll records are properly maintained. HR managers may also have input into
establishing or updating pay scales.

Benefits Administration
HR managers are responsible for employee benefits administration, ensuring that employees are
informed about and have an opportunity to enroll in the benefits programs available to them.
They also serve as a liaison between the company and its benefits vendors, and make
recommendations to company management regarding ways to improve benefit offerings.

Risk Management
Risk management is an important function for HR managers. All aspects of regulatory
compliance related to personnel fall under the risk management umbrella. Topics include safety
issues, equal employment opportunity laws and industry-specific requirements. HR managers
must stay current with all applicable laws, advise company leadership about such matters and
take steps to ensure compliance within the workplace.

Primary Responsibilities of a Human Resource Manager

by Ruth Mayhew, Demand Media

Similar to other department managers, a human resource manager has two basic functions:
overseeing department functions and managing employees. For this reason, a human resources
manager must be well-versed in each of the human resources disciplines compensation and
benefits, training and development, employee relations, and recruitment and selection. Core
competencies HR managers have are solid communication skills and decision-making
capabilities based on analytical skills and critical thought processes.
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Overall Responsibilities

Human resource managers have strategic and functional responsibilities for all of the HR
disciplines. A human resource manager has the expertise of an HR generalist combined with
general business and management skills. In large organizations, a human resource manager
reports to the human resource director or a C-level human resource executive. In smaller
companies, some HR managers perform all of the department's functions or work with an HR
assistant or generalist that handles administrative matters. Regardless of the size of department or
the company, a human resource manager should have the skills to perform every HR function, if
necessary.
Compensation and Benefits

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.
Training and Development

Employee training and development includes new hire orientation, leadership training and
professional development seminars and workshops. Human resource managers oversee needs
assessments to determine when training is necessary and the type of training necessary to
improve performance and productivity. Human resource managers responsible for conducting
needs assessment have a hands-on role in evaluating overall employee performance to decide if
the workforce would benefit from additional training and orientation. They examine employee
performance records to identify areas where employees could improve through job skills training
or employee development, such as seminars or workshops on leadership techniques.They also
play an integral role in implementing employee development strategy and succession planning
based on training and professional development. Human resource managers responsible for
succession planning use their knowledge of employee development, training and future business
needs to devise career tracks for employees who demonstrate the aptitude and desire for upward
mobility.

Employee Relations

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.
Recruitment and Selection

Human resource managers develop strategic solutions to meet workforce demands and labor
force trends. An employment manager actually oversees the recruitment and selection processes;
however, an HR manager is primarily responsible for decisions related to corporate branding as it
relates to recruiting and retaining talented employees. For example, a human resource manager
in a health care firm might use her knowledge about nursing shortages to develop a strategy for
employee retention, or for maintaining the current staffing levels. The strategy might include
developing an incentive program for nurses or providing nurses with cross-training so they can
become certified in different specialties to become more valuable to the organization. Corporate
branding as it relates to recruitment and retention means promoting the company as an employer
of choice. Human resource managers responsible for this usually look at the recruitment and
selection process, as well as compensation and benefits to find ways to appeal to highly qualified
applicants.
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organization Develop top talents and focus the investment of training funds Build
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Build the environment, which recognizes top talents and top performers Support
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The following are the various HR processes:

1. Human resource planning (Recruitment, Selecting, Hiring, Training, Induction,

Orientation, Evaluation, Promotion and Layoff).

2. Employee remuneration and Benefits Administration
3. Performance Management.
4. Employee Relations.
The efficient designing of these processes apart from other things depends upon the degree of
correspondence of each of these. This means that each process is subservient to other. You start
from Human resource Planning and there is a continual value addition at each step. To exemplify,
the PMS (performance Management System) of an organization like Infosys would different
from an organization like Walmart. Lets study each process separately.
Human Resource Planning: Generally, we consider Human Resource Planning as the process
of people forecasting. Right but incomplete! It also involves the processes of Evaluation,
Promotion and Layoff.

Recruitment: It aims at attracting applicants that match a certain Job criteria.

Selection: The next level of filtration. Aims at short listing candidates who are the
nearest match in terms qualifications, expertise and potential for a certain job.

Hiring: Deciding upon the final candidate who gets the job.

Training and Development: Those processes that work on an employee onboard

for his skills and abilities upgradation.

Employee Remuneration and Benefits Administration: The process involves deciding upon
salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator
in any job and therefore the importance of this process. Performing employees seek raises, better
salaries and bonuses.
Performance Management: It is meant to help the organization train, motivate and reward
workers. It is also meant to ensure that the organizational goals are met with efficiency. The
process not only includes the employees but can also be for a department, product, service or
customer process; all towards enhancing or adding value to them.
Nowadays there is an automated performance management system (PMS) that carries all the
information to help managers evaluate the performance of the employees and assess them
accordingly on their training and development needs.

Employee Relations: Employee retention is a nuisance with organizations especially in

industries that are hugely competitive in nature. Though there are myriad factors that motivate an
individual to stick to or leave an organization, but certainly few are under our control.
Employee relations include Labor Law and Relations, Working Environment, Employee heath
and safety, Employee- Employee conflict management, Employee- Employee Conflict
Management, Quality of Work Life, Workers Compensation, Employee Wellness and assistance
programs, Counseling for occupational stress. All these are critical to employee retention apart
from the money which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single process can
work in isolation; there has to be a high level of conformity and cohesiveness between the same.
The HRM process includes seven basic activities:
1. Human resource planning is designed to ensure that personnel needs will be constantly and
appropriately met. It is accomplished through analysis of internal factors, such as current and
expected skill needs, vacancies, and departmental exam.. The use of computers to build and
maintain information about all employees has enabled organizations to be much more efficient in
their planning of human resources.
2. Recruitment is concerned with developing a pool of job candidates in line with the human
resource plan. Candidates are usually located through newspaper and professional journal
advertisements, employment agencies, word of mouth, and visits to college and university
campuses.
3. Selection involves using application forms, resumes, interviews, employment and skills tests,
and reference checks to evaluate and screen job candidates for the managers who will ultimately
select and hire a candidate.
4. Socialization (orientation) is designed to help the selected individuals fit smoothly into the
organization. Newcomers are introduced to their colleagues, acquainted with their
responsibilities, and informed about the organization's culture, policies, and expectations
regarding employee behavior.
5. Training and development both aim to increase employees' abilities to contribute to
organizational effectiveness. Training is designed to improve skills in the present job;
development programs are designed to prepare employees for promotion.
6. Performance appraisal compares an individual's job performance to standards or objectives
developed for the individual's position. Low performance may prompt corrective action, such as
additional training, a demotion, or separation, while high performance may merit a reward, such
as raise, bonus, or promotion. Although an employee's immediate supervisor performs the
appraisal, the HRM department is responsible for working with upper management to establish
the policies that guide all performance appraisals.
7. Promotions, transfers, demotions, and separations reflect an employee's value to the
organization. High performers may be promoted or transferred to help them develop their skills,
while low performers may be demoted, transferred to less important positions, or even separated.
Any of these options will, in turn, affect human resource planning.

Techniques for Improving Human

Resource Management in the
Enterprise
Today, it is assumed that the main asset of any organization lies in people.
Quality, productivity, profitability, customer satisfaction and the image of a company depends
largely on training, coordination and motivation of its staff. For a company to function properly
it requires that the persons composing know, willing and able to work properly.

inadequate people management can

lead to myriad problems that hinder the performance of an organization:

Lack of motivation

undefined responsibilities

Lack of training / information

Lack of internal communication

Non-cooperation

Lack of coordination

Conflicts of interest

In the present document provides a summary of some of the methodologies Sinapsys Business
Solutions, SL uses in its consulting services to solve such problems.

Any change initiative must develop the necessary direction and leadership with a commitment to
continuity. Initiate change and create expectations that are not met can cause frustrations and
worsen the situation. The implementation should be done professionally and after a proper
diagnosis to select the right tools to each individual case (single or combination of several of
them).
1. Leadership

Leadership can be defined as the ability of an individual to develop the potential of a team in
pursuit of a common interest.
There are different leadership styles (authoritarian, participatory, consultative, ...). Each style
may be appropriate to the context and characteristics of employees. The source of leadership may
be the charisma, the hierarchical power, the power of knowledge or behavior.
Through education and training, people who have responsibility for others can develop optimal
leadership style. A leader does not command it runs, does not impose, but seeks consensus, not
divide but unites.
Example: In a food business problems were identified by marking their authoritarian style of
leadership. In a leadership course were explained leadership styles. Participants were able to
assess your leadership style by completing a questionnaire. In addition, each participant learned
to evaluate the pros and cons of each style and know how to apply the most appropriate in each
circumstance.
2. Mentoring

The mentoring (mentoring) is a process by which a person (mentor) teaches, advises, and guides
to another (the mentee) in their personal and professional development. It is the traditional
"sponsorship" that currently is used primarily in high positions in organizations.
Mentoring should not be improvised requires setting goals, planning and monitoring of results.
Although there are similarities, mentoring differs from coaching in the mentor must have
expertise in the field in which you want to start the mentee, while the coach does not have to
have an experience in this field.
Some advantages of mentoring:

Mentoring is a powerful tool that facilitates the retention and transmission of

knowledge in the enterprise

Increase satisfaction guardian and the ward

Increase staff retention and commitment of these with the company.

Example: A director of a company in the construction sector, with no time or discipline to study
for a master, hired a mentor to learn what I needed from a practical (less formal) and personal
assistance. This training helped her improve her leadership style and management techniques are
people in your company.
3. Education Climate Assessment

diagnostic technique allows for an objective assessment of the degree of satisfaction of people in
an organization, understand their needs and expectations at work and their perception of existing
problems.
There are circumstances that may hinder the effectiveness and objectivity of an evaluation
process work climate, including:

Labor disputes

job dissatisfaction

Lack of communication

...

Must be taken into account these conditions, so before starting the survey process may have to be
a media campaign upon, to explain what, why and what it intends to carry out this diagnosis.
If there is union representation in the enterprise should plan this process with their collaboration
and consensus.
The evaluation should be completely anonymous and the results published at all levels. The
assessment should be followed by an improvement plan aimed at resolving conflicts and
problems have been detected.
Assessment should be repeated once the improvements made in order to verify their
effectiveness and strengthen the process of continuous improvement.

Example: In a furniture manufacturing company, is still a problem of lack of motivation, lack of

teamwork and internal tensions. The results of a work climate assessment revealed that the main
areas of improvement were: to define responsibilities, establish incentive system, improve staff
training and development capabilities to offer.
4. Competence Management / Knowledge Management and Performance
Evaluation

This methodology allows to reconcile the interests of the company with the interests of each
individual. While comparing the knowledge and skills required by the organization to those who
reside in people.
we define competence as the ability or quality which makes a person is able to play a role.
;
management skills, involves identifying all you need for people to know, willing and able to
provide full value for the benefit of the organization.
skills management, requires:

An identification of the skills necessary for achieving the objectives of the

organization (strategic, tactical and operational)

skills assessment in the Members of the organization

A plan to bring existing powers with the necessary

setting and monitoring targets both individual and collective performance.

These goals should be possible to verify the use of these skills

Example: In a private agency established a competence management system, identified the

functions of each position were defined quantitative targets for each position and each
department and set up a training plan that took into account the training needs of each person.
5. Incentive Systems

An incentive system is to facilitate the reconciliation of the interests of each person with the
interests of the company.
Incentives should be established objectively, based on agreed targets and indicators. The
incentive system should be transparent, clear and concise.
Incentives must be aligned with individual goals, but also with collective goals, so as to
encourage teamwork versus individualistic attitudes.
One of the basic requirements for the proper functioning of the incentive system is internal
communication:

On the objectives of the company

on individual goals

The degree of fulfillment of the objectives on time, so that deviations can be

corrected

Example: In the same company in the private agency that established the system of performance
appraisal, incentives based on the degree of fulfillment of the objectives of productivity, quality
and ideas contributed by each person and equipment.
6. Analytical and Problem Solving and Teamwork

The competitiveness of an organization depends largely on his ability to turn problems into
opportunities.
To deploy this policy, we must educate the staff, encourage, lead it, promote internal
communication ... but also implement techniques for analyzing problems, identifying causes,
possible solutions and implementing them in the most efficient.
These techniques are based on data analysis and teamwork. Among other noteworthy:

Herringbone (Ishikawa diagram)

Pareto Chart

Histograms

Data Collection Sheet

Modal Analysis Failure Mode and Effects (FMEA)

Affinity Diagram

Relationship Map

Force Field Analysis

Brainstorming (brainstorming)

Stratification data

Correlation chart

Statistical Process Control

It is not only master the proper technique, but also knowing how to choose and chained to each
other, since they are complementary. A usual sequence of a process of problem solving could be
next:

Problem Definition

Data Collection

Data Analysis

Research

Causes

Proposed Solutions

assessment of alternative solutions

Implementation of Solutions

Verification

Effectiveness

At each stage, you can apply various techniques, eg:

Problem Definition

Data Collection (Collection of Data Sheet)

Data Analysis (Histogram, Pareto Chart, Diagram of Correlation, ...)

Research Causes (Brainstorming Diagram Ishikawa Diagram Relations, Affinity

Diagram, FMEA, ...)

Proposed Solutions (brainstorming)

assessment of alternative solutions (Force Field Analysis)

Implementation of Solutions

Verification of Effectiveness (Pareto Chart, Histogram)

Example: In a company manufacturing laminated furniture were detected many quality and
productivity problems (lack of inventory turnover, delivery failure, failure of product quality, ...).
After investigating the results using Ishikawa diagrams and Pareto, it was concluded that these
failures could be avoided by taking the following steps.

Change tooling design, so that assembly is faster and with fewer

adjustments.

Minimize tooling changes, each production line specializing in less product

establish a system of statistical process control

Improve staff training and awareness in relation to quality issues, establishing

a training matrix and versatility.

7. Meetings Management

At the end of many meetings, participants have the feeling of having wasted time and no
concrete objectives or actions without analyzing deeply enough problems without creating the
required commitment to address changes.
The efficient management of meetings require a protocol establishing practical rules of conduct
in all three phases of the meeting:

Preparation (collection of information, convening the meeting, ...)

Implementation Meeting (time management, agenda management,

formalization of the record ...)

Monitoring (monitoring of the agreements of the meeting)

One can distinguish various types of meetings by its target:

Reports

decision

planning and coordination

analysis

At any meeting is crucial the role of moderator. Among other functions, the moderator must:

ensure continued item

Ensure that each case is treated with depth and rigor

Ensure that all involved have had the opportunity to participate

Detect and resolve any conflict of interest

ensure that decisions are made by the mechanism previously agreed

(preferably by consensus)

Detect and avoid bias in the analysis and decisions

Example: In a precast concrete company, were generated problems of quality and productivity by
poor communication between the technical department (responsible for the design of the pieces)
and production. Weekly meetings were established planning and coordinating work with officials
of both departments. These meetings contributed greatly to avoid many problems.
8. Internal Communication

Internal communication (horizontal and vertical upward and downward) is a prerequisite for
improving the work environment, encourage engagement, providing leadership and coordination
of all people in an organization.
Internal communication should not be left "random", but must be planned, implemented and
verified in a manner that ensures that for, Who, When and How to contact.
Avoid common errors such as:
consider the communication is a one-way and down (as it must be bidirectional and both
ascending and descending)

Allow communication free will (since in these cases, communication is

distorted and fails to ensure that information reaches to whom, when and
how to get there). This is a breeding ground for rumors.

Lack of consistency or alignment between what is communicated and

business objectives

Communication at the wrong is not right that the channels of communication

"informal" anticipate and meet communication channels "formal"

Communication exception: it is not appropriate reporting only bad news, it

must also provide positive feedback.

Example: In a training consulting firm identified communication problems. It established an

internal communications plan that included, among others, a management improvement
proposals channel allowing dozens of suggestions for all staff which resulted in improved
organizational performance and satisfaction of people.