SRI BALAJI UNIVERSITY PUNE (SBUP)

BIMM

SEMESTER-I-BATCH -2020-22

HUMAN RESOURCE MANAGEMENT

ASSIGNMENT – 1(UNIT-1)

(a)  Name of Student: - Manish Chauhan

(b)  Reg. No: - 09-1128
(c)  Specialization: - Marketing
(d)  Batch: - 2020-2022
(e)  Institute: - Balaji Institute of Modern Management
(f)  Semester: - Semester 2
(g)  Subject Name: - Human Resource Management
(h)  Assignment No: - 1
(i)  Submission Date: -02/03/2021
(j)  Total no. of pages written: - 14
 QUESTIONS

Question1.What are the Organizational structures of Personnel Department of amazon?

Ans - An organizational structure is a system that outlines how certain activities are directed
in order to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the company. For example, in a centralized structure, decisions flow from the
top down, while in a decentralized structure, decision-making power is distributed among
various levels of the organization. Having an organizational structure in place allows
companies to remain efficient and focused. An organizational structure outlines how certain
activities are directed to achieve the goals of an organization. Successful organizational
structures define each employee's job and how it fits within the overall system. A centralized
structure has a defined chain of command, while decentralized structures give almost every
employee receiving a high level of personal agency. Not having a formal structure in place
may prove difficult for certain organizations. For instance, employees may have difficulty
knowing to whom they should report. That can lead to uncertainty as to who is responsible
for what in the organization. Having a structure in place can help with efficiency and provide
clarity for everyone at every level. That also means each and every department can be more
productive, as they are likely to be more focused on energy and time.
Basically, Amazon is one the American multinational technology company based on Seattle,
Washington, which focuses on e-commerce, cloud computing, digital streaming and artificial
Intelligence. The company has been referred to as “one of the most influential economic and
cultural forces in the world now. Amazon was founded by Jeff Bezos, Washington on July
05, 1994. Although it started as an online market place for book but expanded to sell
electronics, software, video games everything and anything. So, when we have to explain the
organizational structure of amazon that could be classified as hierarchical. Senior
management team include three CEOs and three senior vice presidents responsible for
various vital aspects of the business reporting directly to Amazon CEO Jeff Bezos. Amazon
organizational structure has the following three key features:
1. Hierarchical corporate structure. Hierarchical structure at Amazon has developed due to
the immense size of the business. The largest internet retailer in the world by revenue
employs more than 647,00 people worldwide.
2. Flexibility of the business. It is important to note that despite its large size, unlike many
other companies with hierarchical organizational structure, Amazon remains highly flexible
to adapt to frequent changes in the external marketplace. Moreover, the online retail giant
leads changes in external business environment, it has caused disruptive innovation in e-
commerce and currently it is about to cause a disruptive innovation in global logistics
industry. This is mainly due to visionary and efficient leadership by Amazon founder and
CEO Jeff Bezos.
Amazon organizational structure integrates many small teams that deal with various aspects
of the business. Amazon founder and CEO Jeff Bezos is credited with the introduction of
‘two pizza rules”. According to this rule, meetings should be held in teams small enough that
could be all fed with only two pizzas.
Stability in the top management. Stability is one of the key features of Amazon. Specifically,
the largest internet company by revenue in the experiences “very little turnover among its
most important power players, with many of them having been at the company for years, if
not decades. It can be argued that due to the company’s adherence to business diversification
strategy in an aggressive manner, its organizational structure will remain dynamic, being
subjected to certain changes in a regular manner.

Question2. TCS people processes are based on the current best practices in human
resources. Discuss

Ans.- Human Resource best practices have been around for decades. They have served as
guidelines for many HR professionals. The best practices are: Providing security to
employees, Selective hiring: Hiring the right people, Self-managed and effective teams, Fair
and performance-based compensation, Training in relevant skills, creating a flat and
egalitarian organization, making information easily accessible to those who need it
The Tata Consultancy Services Ltd (TCS) is basically an information technology service,
consultant and business-oriented company. It is operated in North and South Americas,
Middle East, Europe and Africa. Its headquarters is located in Mumbai, India. It possesses a
significant position in the market across the globe providing competitive advantage to its
competitors. TCS have a standard set of practices for maintenance of its HR practices. It is
closely linked with the business strategy by planning it according to the structure of the
company through the support given by innovative HR practices. Throughout the European
countries, it is considered as the best employer with the lowest attrition rate of 9.9%. The
company is known for the overall development imparted to its employees which also offers
multi-lingual training concepts.
HR Practices in TCS-
a) Employment/Job Security:
TCS is a good base to work at, especially for fresher’s because they find it easy to
work as they are given good opportunities under comfortable and cosy environment.
Working in TCS, it feels like working in a government organization. Employees get
high job security and fear less for losing the job as this company has low rate of job
removal even during recession. The company provides further opportunity to
employees who perform low in order to improve by offering learning and enhancing
programs. Compared to other IT companies, TCS accounts for lowest employee
turnover rate. This is because most of the employees stay employed with the company
for a long period of time as they find their job not only comfortable but also secured.
The environment is very friendly and the company has a plan to improve performance
of employees who face problems regarding understanding of processes. TCS aims in
both personality and career development which is very advantageous for the
improvement of employee’s skills and knowledge. The HR practices followed by this
company is determined in understanding people's ability for managing them right
from sourcing to deployment which means in regards to scalability.

b) Recommendations:
It is recommended for the company to work on satisfaction of senior employees as it
is seen that freshers are given vital importance in this industry while the seniors are
given much attention. This is resulting in losing senior staff which is not good for the
company's growth as the most experienced employees who work with enough
knowledge and skills are moving out of the company. It is advised that the company
should focus on attracting the experienced employees by introducing some policies
related to their growth and satisfaction. It is also observed that in case of new joiners,
when there is lack of projects to be assigned to the employees, they keep them on
bench for a long period which is a waste of time for the employees as their experience
is not taken into account while on bench until and unless they are forwarded to work
over project.

c) Selective Hiring:
Human resource plan is required by the firm which is prepared according to the firm's
processes. Hiring of candidates is the most important task to be done in a procedural
manner for selecting the best candidates among many applicants as Prefer described
clearly that recruitment of right people is to be done firstly for obtaining profits. In
today's management, this is known as identification of talent and acquisition.
Companies have moved from traditional recruitment and practices of selection
towards online practices like interviews over telephone. In face-to-face recruitment,
the selection department conducts personal interviews where salary packages are
 discussed along with many other important things. TCS recruitment process is based
on hiring policy which includes the mix of fresh and experienced candidates.
Fresh Candidates - They are recruited and selected from academic institutions where
TCS has links with these institutions which is considered as a critical relationship.
Through communication with placement officers and fairs conducted, a large number
of candidates get attracted to apply. Experienced Candidates - They are recruited by
unit heads through various consultancies and agencies sourcing candidates and
through direct interviews. This recruitment is carried out based on the requirements
needed for a company which is centrally coordinated to hire experienced
professionals

d) Self- Managed Teams or Team Working:

TCS assigns employees to work as a team or group in order to carry out processes in a
particular project. Each such team is given information regarding the requirements
needed to fulfil their work so that they can put efforts and use tools to manage their
work in a sequential manner. Each team is set a team leader who takes care of the
entire team and manages them to get the outcome. Some teams are interlinked with
each other where the team leads of each team interacts with one another and shares
information for helping each other. Finally, all the team leads passes on their work to
the project leader. This improves work continuity and flow is carried out efficiently
throughout the work flow. During the training period, the freshers are assigned into
group of two members who work together and share information in order to
accomplish work assigned to them. This environment is created because the
employees should be pre-moulded to work and share in a group when they actually
come to the work place.
e) High Pay Contingent on Company Performance:
Most of the companies do not focus much on acquiring resources but their main
concern is to utilize these resources in a profitable manner by achieving this through
employee's potential. Today, TCS is the best employer who has a structure for
compensation having only 5% of its pay with respect to performance. TCS is a
company that makes its employees work in a team to evaluate to decide on their pay
as a team but not individually. This does a lot of benefit as it does not possesses any
rivalry among the team members. Each such team is formed on the basis of trust, co-
ordination, co-operation, dependence among employees, spirit in the team etc. These
qualities cannot be maintained if an individual is greedy to discuss and share in a
team. Rather he/she should be concerned for the ultimate success of the team. This is
the main reason for TCS to follow such structures over compensation. So, the reason
for the success of employee’s satisfaction lies for the high compensation structure. It
follows the principle of good harnessing the potential of employees in the company.

f) Extensive Training:
Training in TCS starts immediately on the first day of join in the organization which
continues for a period of three months. Training is given throughout the entire period
of work in the company, that is, from the training period till the end date of work in
 TCS. Training is also imparted to the employees whenever new techniques or
platforms are introduced at any point of time while working in a project or at the start
of the project.

Considering TCS with respect to human resource management, the company is doing
good in practicing the different of the practices and the company is making huge
efforts in delivering various methods and processes in increasing growth of the
organization.

Question3. Compare and contrast HRM versus Personnel Management, HRD,

HCM, Strategic HRM and International HRM.

Ans. - Human resource management (HRM or HR) is the strategic approach to the
effective management of people in a company or organization such that they help their
business gain a competitive advantage. It is designed to maximize employee performance
in service of an employer's strategic objectives. Human resource management is
primarily concerned with the management of people within organizations, focusing on
policies and systems. HR departments are responsible for overseeing employee-benefits
design, employee recruitment, training and development, performance appraisal, and
reward management, such as managing pay and Employee benefits benefit systems. HR
also concerns itself with organizational change and industrial relations, or the balancing
of organizational practices with requirements arising from collective bargaining and
governmental laws. Therefore, Human resource management, HRM, is the department of
a business organization that looks after the hiring, management and firing of staff. HRM
focuses on the function of people within the business, ensuring best work practices are in
place at all times.

Personnel management can be defined as obtaining, using and maintaining a satisfied

workforce. It is a significant part of management concerned with employees at work and
with their relationship within the organization. Personnel management includes the
function of employment, development and compensation- These functions are performed
primarily by the personnel management in consultation with other departments.
Personnel management is an extension to general management. It is concerned with
promoting and stimulating competent work force to make their fullest contribution to the
concern. Personnel management exist to advise and assist the line managers in personnel
matters. Therefore, personnel department is a staff department of an organization.
Personnel management lays emphasize on action rather than making lengthy schedules,
plans, and work methods. The problems and grievances of people at work can be solved
more effectively through rationale personnel policies.
It is based on human orientation. It tries to help the workers to develop their potential
fully to the concern. It also motivates the employees through its effective incentive plans
 so that the employees provide fullest co-operation. Personnel management deals with
human resources of a concern. In context to human resources, it manages both individual
as well as blue- collar workers.
Human Resource Development is the framework for helping employees develop their
skills, knowledge, and abilities, which in turn improves an organization's effectiveness.
Human resource development helps organizations develop their workforce through
employee training and career development which improves organizational effectiveness and
performance. Organizations have many opportunities for human resource development, both
within and outside of the workplace. Human resource development can be formal or
informal, and it can begin as soon as you on board new employees.
Informal learning could include:
Coaching by managers
Mentoring by more experienced employees
Collaborating with highly trained colleagues
Formal development might include:
In-classroom training
College courses
Planned organizational change
Internal training provided by staff or a paid consultant or facilitator
Human capital management (HCM) is a set of practices related to people resource
management. These practices are focused on the organizational need to provide specific
competencies and are implemented in three categories: workforce acquisition, workforce
management and workforce optimization.
Strategic human resource management (strategic HRM) is an approach to managing people
that supports an organisation's long-term goals with an overall planned and coherent
framework. An approach to managing human resources, strategic human resource
management supports long-term business goals and outcomes with a strategic framework. It
focuses on longer-term resourcing issues within the context of an organisation's goals and the
evolving nature of work, and informs other HR strategies, such as reward or performance,
determining how they are integrated into the overall business strategy.
International Human Resource Management (IHRM) is the term used for organisations that
manage their human resources activities at an international level. Essentially, IHRM concerns
the global understanding or management of HR activities within an organisation.
When differentiating the basic responsibilities of the human resource department and the
personnel department, it’s easy to get confused, since human resource management is
commonly referred to as the modern version of personnel management. The main duties these
two management groups have in common are: hiring, managing employees, employee
orientation, and handling compensation and benefits. The defining difference between human
resource management and personnel management lies in the way in which they manage
employees and any situations that may arise in relation to them. Each department approaches
employee engagement with methodologies that have varying strengths and weaknesses.
Human resource management and personnel management may share similar responsibilities,
but the ways in which they operate differ. Each method has merit and can function
effectively, depending on the people management requirements within an organisation.
Personnel management tends to follow a rule-based system, offering standard benefits and
training, and rewarding employees annually provided that their performance is satisfactory. It
approaches problems reactively, preferring to stick to a professional guideline. Human
resource management chooses to honour their employees with attractive benefits options and
thorough on boarding, providing perks such as flexible schedules and company culture. It
thrives on proactivity: any circumstance that could result in a dispute is prevented through
proper training, communication and management. Differences between personnel
management and human resource management
Hiring
Hiring within personnel management usually involves hiring across a variety of
organisations. This can be done by either a group of people, or one person. Candidates are
judged by how well their CV matches a rigorous checkbox list, regardless of the individual’s
talents and personality. The human resource management method prefers to hire employees
by partnering with the company hiring manager – a relatively new role in human resource
management – who understands the specific needs of the company or organisation. This
process ensures that the employee hired not only possesses the skills needed to perform
adequately, but also fits the culture of the organisation.
Employee orientation
The key objective of the orientation process for the personnel management team is to review
and sign required paperwork with the employee upon them joining an organisation. This
paperwork follows a traditional framework and includes an employee handbook that
documents all intended employment policies and procedures.

Alternatively, the human resource management team takes a more nurturing approach to
employee orientation. New employees are welcomed into the organisation with sufficient
training and are, on occasion, offered opportunities such as formal mentoring programmes
and meet-and-greets with other employees.
Managing employees
When managing employees, personnel management protocol tends to take on a particularly
traditional approach, one that has been in use for many years, favouring structure and rhythm.
This traditional structure requires that employees follow the company code of conduct
rigorously. This method is implemented from the moment they are hired through to, and
including, when they are transferred, promoted or leave the company.18 Employees are
required to educate themselves on these processes and codes of conduct through the
employee handbook given to them in their first week of work.In a more progressive
approach, human resource management relies on relationships to ensure a steady work flow
with thriving productivity. The team is there to help ensure healthy communication between
managers and employees. In the interest of optimising employee output, human resource
management supports the line manager in ensuring that the strengths of each employee are
recognised and utilised.
Compensation and benefits
Personnel management tends to follow company policy without question. Employee benefits
are often limited by preventing promotions above one salary grade and restricting annual
increases within a compensation system. This is done to ensure consistency and encourage
employee motivation through a scheduled pay grade range, which allows the employee to
move up in pay grade at a consistent pace – usually one pay step up per year of service.
While consistency is also key within human resource management, this approach focuses on
employee development rather than company policy. Human resource management
understands the value of an employee who is recognised for their performance, whether that
be in the form of a pay raise or even an impressive benefits package.
Thorough employee management is essential for any company. Human resource management
is far more proactive than personnel management. Personnel management focuses on the
maintenance of all personnel and administrative systems, whereas human resource
management has a more strategic approach, forecasting the organisation’s needs and
continuously monitoring and adjusting all systems.

Question4. Discuss the Evolution of Human Resource Management over the years?
Ans. - Everything you need to learn about the evolution of HRM (human resource
management. Evolution of HRM over the period of time is important for understanding the
philosophy, functions, and practices of HRM that are followed in different situations so that
relevant HRM practices are evolved in the present situation.
HRM, being a part of management discipline, has followed the pattern of development of
management because of the interrelationship of the problems of both the fields. Human
Resource Management (HRM) is relatively a very recent term considered for managing
human resources in an organisation. HRM is still evolving to become an amalgam of
organisational behaviour, personnel management, and industrial relations and labour
legislation.
The term “human resource management” is of recent origin. In its modern connotation, it
came to be used mainly from the 1980s onwards. During ancient times and for a long period
in the medieval era, production of goods was done mainly by skilled artisans and craftsmen.
They themselves owned the tools and instruments, produced articles and sold these in the
market. As such, the question of employer-employee or master-servant relationship did not
arise in their cases. They managed their affairs themselves and with the help of the family
members. However, many craftsmen also employed apprentices and certain categories of
hired labourers. There existed a very close relationship between the master craftsmen and the
apprentices, and they themselves took care of the problems facing the apprentices and their
family members. A sort of human approach was involved in their relationship. After a
prolonged period of training, many apprentices established their own enterprises, and many
others remained attached with their master craftsmen on lucrative terms. During the medieval
period, the skilled craftsmen also formed their guilds primarily with a view to protecting the
interests of their respective trades. These guilds also determined the price of their products,
the wages of the journeymen and hired labourers, and regulated the terms and conditions of
their employment. The ancient and a major part of the medieval period also witnessed
prevalence of certain other distinct types of labourers. These comprised slaves, serfs and
indentured labourers.
A brief description of the manner in which they were treated and managed will be relevant
for a proper understanding of human resource management in a historical perspective.
1. Managing Slaves:
Slaves comprised an important source of manpower in almost all ancient civilisations. They
could be sold and purchased like commodities. Their main purchasers were the wealthy
rulers, landlords, tribal chiefs and effluent businessmen. The purchasers of slaves had a rather
complete control over their slaves. The masters of the slaves took a variety of arduous work
from them such as carrying heavy loads, rowing ships and boats, construction of buildings
and forts, digging canals, cattle-rearing and tillage of soil. The remuneration or compensation
for their efforts comprised mainly food, shelter and clothing. The slaves were dealt with iron
hands. They were subjected to strict supervision, and non-compliance of the orders of their
masters or supervisors was generally punishable with physical tortures, and occasionally with
mutilation of their limbs and even death sentence for grave offences.
2. Managing Serfs:
Serfdom was widely prevalent in the feudal societies of the pre-and early medieval era. Serfs
were engaged by landlords mainly in agricultural operations and allied activities. The
landlords would usually give them a piece of land for their habitat and often, some land for
their own cultivation. In many cases, a paltry sum of money was advanced to them in order
that they could remain attached to their masters. In lieu of these facilities, the serfs and their
family members were required to serve their masters. The work assigned to serfs mainly
comprised – tillage of soil, cattle-rearing, domestic work and similar other activities. Many
landlords would also give them a meagre amount as wages, whether in cash or in kind.
Usually, serfs could become free after returning to their masters the habitat, the piece of land
and advances with interest. They could also be transferred to some other landlord on
payment. Under serfdom, some measure of personal relationship existed between the
landlords and the serfs. Many landlords often tried to solve their genuine grievances and
extended some help to those who were in distress. The feudal lords also occasionally gave
some economic inducements to their serfs in the form of additional supply of food-grains and
some money for their increased productivity and good behaviour.
Although the management of serfs was based on the principle of authoritarianism, the
element of human treatment was often found in their relationship. With the abolition of the
feudal system, serfdom also came to an end. However, some remnants of the past can still be
found even today, especially in rural areas. The bonded labour system in India is comparable
to the system of serfdom prevalent in European countries during the medieval period.
Emergence of Modern Industrial Labour and Improvement of Status:
Even during the periods when slavery and serfdom were rampant, there were various
categories of workers who enjoyed a certain amount of freedom in the relationships with their
employers. They were mainly skilled craftsmen and artisans and experienced apprentices.
However, the composition of free workers materially changed with the spread of
industrialisation and establishment of factories and other kinds of industrial and business
establishments. Industrialisation led to the congregation of a large number of workers at the
same establishment owned by an individual employer or a company. The employers were
generally interested in maximising their profits, and callously disregarded human aspects in
managing the affairs of their enterprises. The state also remained a mute spectator to the
miseries and sufferings of the toiling masses of workers, primarily because of the widespread
prevalence of the doctrine of individualism and laissez faire. These situations led to further
deterioration in the conditions of industrial workers who had to face numerous problems in
their employment. Notable among these problems were low wages, excessive hours of work,
hazardous and strenuous physical working conditions, instability of employment, and
arbitrary treatment by supervisors and managers.
The industrial workers, sooner or later, came to realise that individually they might be
dispensable to the employer, but collectively, they were indispensable as the running of the
enterprise was in the interests of both. This realisation induced them to organise and
pressurise the employers and the state to take positive steps to improve their conditions.
However, these early combinations received severe blows from the courts of law either under
common law or under special statutes such as Combination Acts, 1799 and 1800 of England.
Industrial Revolution Era:
The systematic development of HRM started with industrial revolution that started during
1850s in Western Europe and USA. The industrial revolution consisted, essentially, the
development of machinery, the use of mechanical energy in production processes, and
consequently the emergence of the concept of factory with large number of workforce
working together. The factory system replaced the old cottage system. Industrial revolution
brought out a number of changes like centralized work locations with large number of
workers working together, mechanized production process, migration of workers from their
place of origin, and indirect contact between factory owners and workers.
Trade Union Movement Era:
Shortly after the emergence of factory system, workers started to organize themselves based
on their common interests to form workers’ associations which were subsequently known as
trade unions. The basic objectives of these associations were to safeguard interest of their
members and to sort out their problems which arose primarily because of employment of
child labour, long hours of work, and poor working conditions. Later, other aspects of work
such as economic problems and wages, employee benefits and services, etc. also became
issues. These trade unions started such weapons as strikes, slowdowns, walkouts, boycotts,
etc., for the acceptance of their demands. These activities of the trade unions forced owners
and managers to adopt employee grievance handling systems, arbitration as a means of
resolving conflicts between owners/managers and workers, disciplinary practice, expansion
of employee benefit programmes, holiday and vacation time, clear definition of job duties,
job rights through seniority, and installation of rational and defensible wage structures.

Social Responsibility Era:

In the first decade of 20th century, some factory owners started adopting a more humanistic
and paternalistic approach towards workers. Paternalistic approach to labour management is
based on the philosophy that labour is just like a child and owner is just like a father and the
owner should take care of his labour just like a father takes care of his children. Those
industrialists who adopted paternalistic approach offered a number of concessions and
facilities to labour force like reduced number of work hours, improved facilities at workplace,
model villages to workers, etc. All these practices led to the development of social welfare
aspect of labour management. Many critics to paternalistic approach viewed that this
approach was adopted to overcome the problems posed by labour union movement as plenty
of trade unions emerged which frequently interrupted work performance. Employers
observed that workers were going out of their control and to overcome this problem, they
implemented welfare scheme. Thus, this was a compulsion rather than a philosophy.
4. Scientific Management Era:
Around the beginning of 20th century, Taylor started to find out ‘one best way of doing
thing’ based on time and motion studies. On the basis of his experiments, he was able to
increase workers’ productivity considerably and wrote many papers based on these
experiments and a book on scientific management.
In today’s global and competitive environment, human resource is the key to efficient
running and survival of an organisation. The concept of human resource management has
emerged from the personnel management. The term personnel management has emerged in
1945 after the World War. During this stage, the personnel managers distinguished
themselves from other managerial functions, and personnel function being declared as a
separate managerial function. At that time, the scope of personnel function was criticised due
to the ‘hire and fire’ policy of the organisations. The concept of HRM has evolved through
various stages of Industrial revolution, trade union, scientific management, Behavioural
science and human relations. Hence, the concept HRM has gradually replaced the term
Personnel Management. HRM is the most appropriate name to deal with human resource, as
it highlights the significance of the human beings working in an organisation.
Question5. Discuss the Roles and Responsibilities of HR department?
Ans. - In simplest terms, the HR (Human Resources) department is a group who is
responsible for managing the employee life cycle (i.e., recruiting, hiring, on boarding,
training, and firing employees) and administering employee benefits. Ask any employee what
an HR department is, and you’ll get an answer that primarily deals with the most
uncomfortable aspects of work: HR violations, layoffs, and firing. But the truth is that human
resources is there to support employees. It’s quite literally a resource for humans.
Here are some of the tasks your HR department is busy completing every day.
1. Recruit candidates -
HR needs to understand the organization’s needs and make sure those needs are met when
recruiting for new positions. It’s not as simple as just throwing an ad up on Indeed: you’ll
need to analyse the market, consult stakeholders, and manage budgets. Then, once the role is
advertised, more research needs to be done to make sure that the right candidates are being
attracted and presented. Recruiting is a massive—and costly—undertaking; the right
candidate can revitalize an entire organization, but the wrong candidate can upend operations.
2. Hire the right employees
- Human resources is in charge of arranging interviews, coordinating hiring efforts, and on
boarding new employees. They’re also in charge of making sure all paperwork involved with
hiring someone is filled out and making sure that everything from the first day to each
subsequent day is navigated successfully.
3. Process payroll
- Payroll is its own beast. Every payday must have taxes calculated and hours collected.
Expenses need to be reimbursed and raises and bonuses need to be added in as well. If you
think it’s a chore doing taxes just once a year, imagine what it must be like to be in HR and
make sure they’re properly deducted every pay period.
4. Conduct disciplinary actions
This responsibility may be why HR tends to get a bad rap. When navigated inappropriately,
disciplinary actions can lead to the loss of a valuable employee and can even result in
litigation or a poor reputation. But when handled appropriately, disciplinary action can result
in For instance, if a company notices that a particular employee is routinely late and
continues being late even after the employee has received several warnings, HR could step in
and investigate the reason for the tardiness. It may be an opportunity to extend benefits such
as counselling to the employee or offer additional resources to help the employee learn to be
on time. Instead of taking on the cost of firing and then recruiting a replacement for that
employee, it could be a learning opportunity that could enhance that employee’s career. the
success of an employee.
5. Update policies
Policies need to be updated (or at least examined) every year as the organization changes. It’s
HR’s job to make official updates to policies and to suggest changes to policies when they no
longer serve the company or the employees. Sometimes a policy should be updated as a
reaction to an occurrence. HR should always be included in and consulted with regarding
these decisions.
6. Maintain employee records
Maintaining HR records is mandated by law. These records help employers identify skill gaps
to help with the hiring process and to analyse demographic data and comply with regulations.
They also contain personal details and emergency contacts for each employee.
7. Conduct benefit analysis
Staying competitive is of prime importance when trying to attract the best talent. A promising
recruit may choose a different company with lesser pay if the benefits are more attractive. HR
should routinely investigate similar companies to see if their benefits are compatible. For
instance, your organization may consider including pet insurance in its list of benefits
(because let’s be real: pets can have a major effect on the happiness of your employees).
The human resources department is responsible for designing and implementing HR
programs and policies that help company leaders better manage the workforce. HR managers
often play a role that is both strategic and operational, with an overall goal of building and
developing a workforce that is capable of helping the company meet its goals. Human
Resources Officer responsibilities include: Supporting the development and implementation
of HR initiatives and systems. Providing counselling on policies and procedures. Being
actively involved in recruitment by preparing job descriptions, posting ads and managing the
hiring process. There’s a massive difference between a healthy human resources department
that contributes to the growth of the organization and a distant HR that exists somewhere near
the basement archives and only pops up once a year for the company holiday party.
Considering these responsibilities, employees should feel comfortable reaching out to their
HR departments in these, and similar, situations:
1) When you (or a co-worker) experience harassment or discrimination from your
colleagues, including your manager.
2) When you have questions about benefits, including company-provided health
insurance, or rights guaranteed by law.
3) When your personal circumstances change (e.g. having a child, needing to reduce
your hours, needing accommodation for a disability).
4) When you have questions about advancing at the company, including opportunities
to shadow other employees or participate in additional training.
5) When you need an objective third-party to work through a work-related issue.