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A human resource manager is a person who takes proper care of all human resource functions
and has leadership qualitites to handle crucial matters related to HR in an organization. He
belongs to middle level management and takes decisions for critical matters as per the situation
arises. He should be imbibed with all leadership qualities such as quick decision-maker, smart,
intelligent, motivating employees in the organization and monitoring them in order to increase
their efficiency and productivity. He plays a dual role by catering to the needs of sthe
employees and at the same time taking into cognizance the overall growth and development of
the organization.

He also puts his attention in the cost containment, makes optimum utilization of human
resources in a smart way, helps in integration of organizational goals and follows ethical
business. He is also, responsible person who sees to it that violations should not be done in any
case of legal requirements. He should not take any bias decisions and should have holistic
approach in order to solve problems. He needs to have enough knowledge about HR so that no
wrong decision can be taken. He need to have high level of intelligence in order to be an
efficient employee.



 
 

  
 

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Health and welfare, retirement, change management, compensation, employee rewards,

HR effectiveness measurement, HR technology selection and implementation, industrial
relations, leadership development, learning and development, legal compliance, M & A
integration, organizational effectiveness, outsourcing, staffing: mobility of employees,
recruitment and availability of skilled local labour,retention and succession planning.

Health and welfare of the employees is a big challenge. If health of the employees of an
organization is sound, they are able to perform well.

Change Management represent a particular challenge for personnel management staff, as

this expertise has generally not been a consistent area of focus for training and development of
HR professionals. An intensified focus in training may be needed to develop added
competencies to deal with change management.

Leadership development also proves to be a big challenge for HR professionals continues to

wrestle with understanding the best ways to keep people in the pipeline and develop leaders
for future succession planning. HR professionals are expected to provide the essential
frameworks, processes, tools and points of view needed for the selection and development of
the future leaders.
 Measuring HR effectiveness is an interesting new top three focus for HR as it highlights the
professions need to measure results ʹ not only in terms of transaction management but also in
terms of driving the business. HR professionals have been questioned in the past regarding
their business acumen. Utilizing metrics to determine effectiveness is the beginning of a shift
from perceiving HR͛S ROLE AS PURELY ADMINISTRATIVE FUNCTION TO VIEWING THE HR team
as a true strategic partner within the organization.

Compensation has moved down the list of perceived challenges while organizational
effectiveness id expected to play a larger role in the years to come. Where HR departments
have traditionally focused on measuring their own effectiveness, there is an evolving
recognition that they can provide organizational value by measuring the effectiveness of the
entire business organization. Compensation is one of the top three issues including mergers
and acquisitions, the invention of new systems for human capital management and global
competition.

Another important challenge is time allocation. Of the total hours worked by HR

department what per cent of the total time would be allocated to each of these roles. Almost
one ʹquarter hours worked in were devoted to a strategic business partner as a partner with
senior and line managers in strategy execution, helping to move planning from the conference
room to the marketplace. Bureaucracy can also be a problem, presenting ͞the need to consider
doing things differently in order to eliminate bottlenecks land red tape͟. Looking forward,
empowerment of local managers is seen as a priority issue.

Standard pre-job training is due to the wide variety of the jobs, lack of general clarity on
skill sets,etc., there is no standard curriculum, which could be designed.

There are hardly any benchmarks for compensation and benefits, performance of HR
policies. Everyone is charting their own course.