OO eh hlhCUCU Human Resource Mana Due to the fluctuating, economy as well as local and globa ‘occurring rapidly that affect HR i | advancements, there are many changes A wide range of issues, In the Survey of Global HR Challe Yesterday, Today and To ; 2 . Hay, Today and Tomorrow, conducted by PricewaterhouseCoopers on behalf ofthe World ederation of Personnel Management Associations (WEPMA), several challenges for human resour pa ment were revealed. This survey, which concluded that “despite national and regic h challenges: fe was remarkable animity,” disclosed the following top 10 human resource manage 35% 25% [24 1. Recruitment and selection 2. Emotional and Physical Stability of Employees 3. Balance between Management and Employees 4, Training, Development and Compensation 5. Performance Appraisal 6. Dealing with Trade Union 7. Change management 8. Leadership Development 9. HR Effectiveness Measurement 10. Retaining and Rewarding Talented Candidates 11. Developing Future Leaders 12. Establishing Healthy and Cooperative Corporate Culture 13, Attracting Top Talent to Organization 14, Elevating Human Capital Investments 15, Flexible Work Arrangements 16. Clear & Transparent Work Culture & Open Leadership 17. Career Advancement Opportunities for Employees 18. Better Compensationsll ———————— I EE SE Sie -— 4 Definition of Personnel Management According to Terry R George, “Personnel management is concerned with the obtaining and maintaingg of a satisfactory and a satisfied workforce According to H.N. North Scott, “Personnel management is an extension of general management that gp the fullest contribution to the purpose of the \d stimulating every employee to n promoting busin Personnel Management is a part of management that deals with the recruitment, hiring, staffing, development, and compensation of the workforce and their relation with the organization to achieve the ions of the personnel management are divided into two organizational objectives. The primary fun categories: + Operative Functions: The activities that are concerned with procurement, development, compensation, job evaluation, employee welfare, utilization, maintenance and collective bargaining. + Managerial Funetion: Planning, Organizing, Directing, Motivation, Control, and Coordination are the basic managerial activities performed by Personnel Management. Defini n of Human Resource Management According to Edwin B. Flippo, “human resource management is the planning, organizing, directing and controlling of the procurement development compensation integration, maintenance, and separation of human resources to the end that individual, organizational and social objectives are accomplished”. ‘The National Institute of Personnel Management (NIPM) of India defines a human resource as “that part of management which is concerned with people at work and with their relationship within an enterprise. Its aim is to bring together and develop into an effective organization of the men and women who make up an enterprise and having regard for the well-being of the individuals and of working groups, to enable them to make their best contribution to its suecess”. According to Decenzo and Robbins, “HRM is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, ‘motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of organization-government, business, education, health, recreation, or social action”. Human Resource Management is that specialized and organized branch of management which is concerned with the acquisition, maintenance, development, utilization and coordination of people at work, in such a manner that they will give their best to the enterprise. It refers to a systematic function of planning for the human resource needs and demands, selection, training, compensation, and performance appraisal, to meet those requirements. Human Resource Management is @ continuous process of ensuring the availabilty of eligible and willing workforce i.e. putting the right man at the right job. i HRM covers a broad spectrum of activities which includes:Employee Industrial Employment Recruitment and Selection ‘Training and Development Services Salary and Wages Relations Health and safety + Education ‘+ Working conditions + Appraisal and Assessment ‘Basis of Personnel Management Human Resource Management Difference | \ ‘Meaning (Itis traditional approach of managing _ It is modern approach of managing people at | people at workplace and is concern of workplace and is concern of managers ofall ipersonnel department. level (from top to bottom). \ it ‘Nature It is a routine function. It is a strategic function. Focus Efficient management is given priority. Human values and individual needs are | | : |given priority. | Function Personnel administration, labour relation [Acquisition, development, utilization and | and employee welfare are major ‘maintenance of human resource are major functions of personnel management. {functions of human resource management. I \Objective |It manages people in accordance with ‘It determines human resource needs and ‘organization’ goal. formulates policies by matching individual's ineeds with organization's needs. Perspective It regards people as basic input to make _ It regards people as strategie and valuable desired output. resource to make desired output. job design jobs are designed on the basis of division |Jobs are designed on the basis of teamwork. of labour.[Basis of Human Resource Management Difference dE Sa ee Orientation Its discipline, direction and control__|It is development oriented. It provides spae oriented. for employee involvement, performance ang ‘growth, | s a ‘Communication [Communication is limited, or even (Communication is open. restricted. [Emphasis |Itemphasizes on adherence of rules and _ [It emphasizes on combination of human ‘regulations and their implementation. _ energies and competencies. | Benefits [+ Disciplined employees + Committed human resource | | + Increased production + Readiness to change | | + Increased production | + Increased profit | | + Quality of worklife | | Result (Organizational goal is achieved and [Organizational goal is achieved and both ‘employers are satisfied. employers and employees are satisfied. \ | Human Capital Human capital is the economic value of the abilities and qualities of labour that influence productivity, such as education. Investing in these qualities produces greater economic output. ‘The investments are called human capital because workers aren't separate from these assets. In a corporation, it is called talent management and is under the human resources department. Human capital recognizes the intangible assets and qualities that improve worker performance and benefit the economy. These qualities cannot be separated from the people who receive or possess them. In the 1950s and early 1960s, Nobel Prize winners and University of Chicago economists Gary Becker and Theodore Schultz created the theory of human capital. Becker realized the investment in workers was no different than i another factor of production. Both are assets that yield income and. Becker differentiated between general and specific human capital. + Specific human capital: training or education that benefits ¢Becker found that companies were more likely to pay for specifi for general human capital investments. Firms were less interested be poached by competitors human capital while individuals paid ‘ninvesting in workers who might then ‘Types of Human Capital Human capital includes any human quality or value that improve economic output and productivity Because these are intangible assets that cannot be separated from individual worke ue quantifying them can be difficult. However, they consistently lead to increased economic performance Human capital can include qualities like: + Education * Technical or on-the-job trait ing + Health + Mental and emotional well-being * Punctuality + Problem-solving + People management + Communication skills Investment in these qualities improves the abilities of the labour force. The result is greater output for the economy and higher income for the individual. ‘What Are Examples of Human Capital? Examples of human capital include communication skills, education, tech experience, problem-solving skills, mental health, and personal resilience. al skills, creativity, What Is the Relationship Between Human Capital and the Economy? areas such as science, Human capital allows an economy to grow. When human capital increas education, and management, it leads to increases in innovation, social well-being, equality, increased productivity, improved rates of participation, all of which contribute to economic growth. Increases in economic growth tend to improve the quality of life for a population. How Can I Increase My Human Capital? Ways to increase your own human capital include more education, automating finances to improve efficiency, expanding your horizons outside of your social and workplaces, obtaining more experience, increasing participation in a multitude of activities or organizations, improving your communication skills, improving your health, and expanding your network.pra pee Bip Site 6 Bh What Is Human Capital Risk? Human capital risk refers to the gap between the human capital requirements of a company or organization and the existing human capital of its workforce. This gap can lead a company towards ineffici ncies, inability to achieve its goals, a poor reputation, fraud, financial loss, and eventual closure To reduce and climinate human capital risk, an organization should train, foster, and support its workforce. According to the American Institutes for Research: + Collect & identity information on the duties, tasks, & knowledge, sil, & abilities fora particular job. + Deterin the nine that ters be) + Improve hhave on successful performance within = organizational & <@ profession. individual performance ime. atone eee are ed + Develop frameworks to + Systematically identity define the requirements & analyze current & associated with future workforce needs. Soe * Identity & prioritize ‘competency gaps ‘within the workforce. CAPITAL OFFERINGS * ldentify Identify implement [AIR supports our public and private Identi impactful reskilling sector clients with unique insights sprepr ite & upskilling ‘and solutions, as demonstrated in processes & strategies. the following areas: paces 80, + Hen tos to D ccimea* proactively detect J 5 & address reskiling & eee, _upskiling opportunities. legally defensibleManagement Overview cori ‘and Benefits Emotional Quotient or Emotional Intelligence Emotional quotient is a buzzword in recent times. Time and again, itis suggested that a manager should possess a fair amount of intelligence quotient along with emotional intelligence in order to become suc- ‘cessful. It is proved that effectiveness of an organization depends on the efficiency of the managers. ‘The emotions of a human being can be love, hatred, anger and happiness. The manager has to control these emotions to a certain extent so that they can handle any situation with calmness. The ability to ‘manage emotions is measured through emotional quotient. According to Dr Goleman, “emotional intelligence is defined as a set of skills or competencies, which provide human resource professionals, managers, and anyone in the world of work, with a comprehensive tool to define, measure and develop emotional skills”. Emotional intelligence can also be defined as the capacity to recognize our own feelings and those of others for motivating ourselves and managing ‘emotions well in our social interactions. Emotional quotient consists of five important dimensions: 1. Knowing one’s emotions. 2. Controlling one’s emotions. 3 Recognizing emotions in others (empathy).5. Improvement in emotional control cont Emotional Quotient is primarily your ability to understand other people and what motivates them, a yg 2 88 your own motivations and emotional intelligence. In addition to this, the ability to monitor and Manage 08 your own emotions also ties in with your level of emotional intelligence \ IFS crucial to determine your emotional intelligence as it impacts almost everything you do and say each day. How does Emotional Intelligence help? In his book, “Emotional Intelligence: Why It Can Matter More Than 1Q” Daniel Goleman explains how emotional intelligence helps individuals in their daily life. Here are some of the key takeaways from the book: Self-awareness When you have a degree of self-awareness, you are able to better gauge your own strengths and weaknesses. It gets easy for you to understand how your actions affect others. Self aware individuals are able to handle and lear from constructive criticism better than those who aren't. Self-regui ion, Individuals with high EQ are able to control themselves i.e. they decide when to reveal their emotions and when to restrain themselves. Others can be prone to emotional outbursts and have no control whatsoever, Motivation Being self motivated is one of the traits of emotionally intelligent individuals. Money or prestigious titles are not motivating factors for them. They are not easily disappointed when they face failure, On the contrary they are driven by an inner ambition to overcome these failures, Empathy Empathy helps individuals become compassionate and helps them to connect with others on an emotional level. Emotionally intelligent people are thus able respond genuinely to others’ concerns. People skills Emotionally intelligent people can easily build rapport and develop trust with their team members. They stay away from power struggles or backstabbing to get ahead in the company. They actually are more liked as well as respected by others around them. Why EQ is important for managers: If managers lack empathy or emotional intelligence, it is highly possible that their teams do not like working with them. Their behaviour simply does not allow them to see past: i ‘You will find that their teams are never motivated but on the contrary Managers should guide their teams and help them navigate out of any diff Occasionally even roll their sleeves and pitch in when their teams demandclligence: Components of Emotional jate individuals with their catified a set of emotional competencies that diffe Soler has identifies da set Daniel Goleman emotional intelligence 1. Self-aw: arenes: : sag one’s emotions, strengths, weaknesses and self- confidence ‘understanding one’s emotion: ‘The capacity for und 2, Self-management: foreificiently managing one’s motives and regulating one's behaviour, self-control, ‘The capacity 1, orientation and initiative, adaptability, achievemen 3. Social awareness? forunderstanding what others ae saying and feeling. And why they feel and act as they do. ‘The capa 4, Social skills: ‘The capacity for acting in such a way that one is able to get the desired results from others and reach personal goals, developing others, leadership, conflict management and teamwork. Benefits of Emotional Intelligence: Judicious applications of emotional intelligence can lead to the following results: 1. Understanding and enhancing emotional intelligence enhances management skills, 2. It ean provide team effectiveness, 3, Itassists managers to ha ¢ flexible planning. 4, Emotional intelligence assists managers in motivating others. 5, Better decision-making comes from a balance between head and heart 6. Itcan help a person achieve a whole range of career development factors such as leadership, decision- making, open communication, trusting relationship and customer loyalty. Strategies for the New Millennium It is believed that the first human resources department was established by The National Cash Register Company in 1901 following a bitter strike, Then referred to as “personnel,” the new department's role was largely compliance-based, and focused on record keeping, workplace safety, wage management, and ‘employee grievances. A hundred years later, a lot of organizations are still running HR that same way; focusing on risk, focusing on compliance, focusing on the transactional side of it, but there's this whole new era, and things like unions and pensions and transparency of the workplace have changed. With the aim to build a model employee experience, HR departments are compelled to rewrite the rules by revolutionising talent practices. Human resource management is designed to maximise staff performance, and the HR department should be a key component in an organisation's digital transformation. eoStemming from a limited back-office job involvement, HR has become a fundamental part of every organisation. And digital innovation has become increasingly present in the world of HR, with veo technologies such as the cloud, mobile devices, and data analysis all geared towards improving and 3 optimising the department. ’ Digital innovation es to a higher level of digital in their market, Every day, world business leaders are challenged to take their busin innovation. Digital work allows users to develop their business and to be protagonists helping them to inerease productivity at both an internal and external level. Digital innovation also provides valuable information and improves strategies, identifying potential areas of improvement and, in tum, contributes to the achievement of organi Digital personnel A digitised HR staff strengthens communication and improves the success of the business. An organisation’ satisfied employees can focus on the human aspect of their work, while the move to digital can streamline more of the transactional aspects of their role. It is crucial to identify the strengths and the weakness in reinforcing your human resource management, and to evaluate the level of digital maturity within your organisation. In implementation. In order to implement a completely digitally innovative HR department, it is necessary to integrate a modem digital technology strategy into a management approach. This should provide you with a great starting point for understanding the digital maturity of your organisation, and where to go from there. ‘As digitalisation will become indispensable for any businesses, in a world of continuous technological upgrading, nobody can afford to stay back, ‘The human workforce is considered one of the most important organizational assets in this era of technological advancements and the continued successful evolution of technologies. Although technology, along with automation, is replacing many labour-force-intensive activities, it is believed that human resources is not only the building block of progress but also responsible for technology and its implications in the business world. In order to compete with technology today, there is a need for predefined leadership criteria for all functional areas of an organization. This helps to identify the explicit competencies (Le, investigative, technological, learning and skill) that need to grow for the ongoing development of HR management and ional goals in an easier and faster way. company operations. By evaluating all the external and internal factors that could be affecting your HRM strategy, five recommendations can be outlined that can play an important role in signifying the capability building, blocks and maintaining a strong HR team while having a technology-based business: 1. Align business strategies with external and internal factors. For example, consider how your current strategy aligns with economic changes (i.e., external factors) and the expectation of a high retum. on investment in the case of training and development costs (i.e, internal 2. Ensure your talent strategy also aligns with the company's overall j key to managing a provocative workforce is to streamline the strate; alongside the overall company strategy. Ultimately, the aptitude of the employees depends upon the success of the business operatit 3. Get ahead of your competitors by being proactive. Leaders practices find themselves more equipped and can make effective u ‘operate their businesses. But this is only obtainable when trends; they must quickly anticipate and adapt to new and em= hgsment before the rest ofthe market In this manner, executing pretve approach, rater hana rae approach, indicates the implications of the strategic talent management inthe business processes reppert the capability development in the organization. 1 pvaluate what trainings essential, and execute it well. Evaluating Key areas and the need for seis mandatory Its lo elpil fr saving on abundant traning costs involved with he workforce ra cation of the training and development i a necessity becuse ofits impact on the involvement of hange management in the business Processes §. Use various tools to assess the capabilities of your workforce. Annual appraisals and reviews can be # i efeative tools to analyze the eapacty and capabilities ofthe workforce if conducted consistently He ely. Therefore, itis recommended that the organizations adopt a pay-for-performance culture in sr ersnizations to boost the productivity oF employees. From this perspective, this might encourage craloyees to werk Rarer and thus improve their capacity to adapt to changes and innovations. ‘x oorapanies that surpass their rival industrial competition know that well-planned talent management pratioes are eset crtra for succes. A well-planned HRM strategy plays an important role in vranaging the accurate workforce, which s necessary for suecesful technology implementation and integration. Make use of analytes and investigative tools to understand trends and identify extraordinary hange, which is beyond the generalities or intuitive predictions, And finally, the aptitude of training, Geveloping and then retaining the employees ultimately depends upon the success ofthe business operations. In this dynamic profession, the three main challenges and changes that HR ean expect: 1. Attracting the Right Talent: Access to skilled workers is a critical factor that sets successful companies apart and asa result competition for talent is fierce. Organisations are initiating perks like remote work, utilising the gig economy, and reinforcing the pull-factor oftheir values to attract and retain the right talent. They are also relying more heavily on data and HR analytics for decision-making around their talent recruitment and management. . The Widening Skills Gap: With innovations in technology and the workplace taking place at a rapid rate, and business leaders seeking to digitise operations, many HR leaders are struggling to fill the widening skills gap in the available workforce. According to recent Gartner findings, 64% ‘of managers do not believe their employees can keep up with future skills needs. Additionally, 70% of employees say they have yet to master the skills needed to do their jobs today, let alone raster future skills. Employee development forms part of most HR professionals” strategy to solve this. Improving Leadership Development: With more baby boomers retiring and taking their skills and expertise with them, investment in leadership development programs is a priority for most HR ‘managers and executives. According to Forbes we have entered the age of millennial ‘management, with 30 being the average age of first-time managers and millennials holding 30 percent of managerial-level roles. A variety of surveys show that millennial managers value learning and development experiences more than previous generations, making investment in effective leadership development a key priority. Here is what to Expect in the New Era of Human Res 1. Greater Use of HR Analytics Simply put, HR analyties explains data-driven, evidence-based@ sufficient. However, it is not enough if the objective is to so based on objective data analysis. i 2. Upcoming HR Technologies With the emergence of new technology, tools, systems, and infrastructures bringing the promise ogra, Fialue and efficiency, here isa short list of up-and-coming HR technologies worth watching, Robotic Process Automation (RPA) RPA is an application of technology, governed by business logic and structured inputs, aimed at enable ning business processes, according to CIO magazine, RPA tools support data-driven processes and enable automation of transactions and data manipulation by triggering responses and ‘communicating with other digital systems, For the HR professional, RPA can automate repetitive tasks and free up HR teams {o focus on what is more important, For example, instead of manually updating the applicant tracking system after a new hire, making a new emp! loyee record on the employee database, gathering employee documentation, and even double-checking HR compliance, RPA can do it all for them Artificial Intelligence (AI) Ithas lately been said that data is “the new oil.” This is because data i lifeblood of data science and Al. What is AI? A algorithm that takes provided data and, after int oF come to a conclusion beyond what it was Alis capable of processing vast amounts of to do. AI serves to provide insight, predictio sources of data. 3. Millennials And New Work Bom in the digital age, tech-savvy millennials value digitalisation in all its forms, embrace and often initiate change, and now make up the majority of the workforce. This is great news for organisations looking for new ideas to improve operations, stay relevant and gain a competitive edge. What do millennials want? Millennials want different things than their less-demanding predecessors — the stoic Baby Boomers. To attract and retain the tech talent and skills they bring organisations are doing what they can to accommodate these changes: + Flexibility: With a strong desire for work-life balance, millennials are attracted to organisations that offer flexible working arrangements, such as remote work and flex hours. + Communication: Collaboration, transparency and feedback are important to millennials, particularly if it leads to learning. : ‘+ Strong values: Millennials are invested in supporting the greater good according to recent research by Deloitte. 75% of surveyed millennials believe businesses are not doing enough to drive positive societal impact. New work calls for new leadership : More organisations are subscribing to the notion that it is more important for employees to demonstrate . that they are able to do the work, have the right values, and are committed to ongoing development than i they are in possession of an outdated degree that they eared years ago. This is e is the future of the workplace. It is no surprise that these characteristies are millennial workers’ approach to work. 4. Focus On Employees ‘ Employees are rich in first-hand experience of your company’s cul services. Not only can they tell what your customer wants, what ‘the power to accelerate or derail critical processes and inr ‘competitive. As a result, HR professionals and executives ‘experience, engagement, and development. provide the business with measurable RO] > what drives businesses and is the simplified definition would be that Al is a computer teracting severally with that data, is able to perform a task coded or taught to do originally, without human intervention, data at an exponentially higher rate than people can ever hope "ns, analysis, and actionable strategies based on multipleEmployee experience ‘The “employee experience” begi ¢ the recruitment and on-boarding phases, «i Understanding and enhancing the employee experience life cycle should be a critical deliverable of [UR department as it can lead to tremendous benefits for both the employee and the organs ee managed well, These benefits include: + Increased employee well-being. + Reduced sick leave. + Greater employee retention. + Adedicated workforce committed to driving sustainable growth. &Astrong employer brand, improving your organisation’s ability to attract talent. Employee engagement Gallup deserbes engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. Unfortunately, fewer than one-third, or 31.5%, of employees inthe U.S. feel engaged” atthe office, according to a recent Gallup survey. Alternatively, employees who do feel engaged bring the following benefits: © Higher quality of work delivered. «Higher staff retention / lower turnover. © Greater productivity. «Increased profitability. © Lower absenteeism. ‘Increased employee loyalty. Employee development saa vesid Economic Forum estimates over one billion people globally will have to be re-skilled in the aan ceade asa result ofthe emergence of new divisions of labour between humans, machines and algorithms. The most effective way for HR leaders to help employees keep pace with changing skill needs is by implementing skills development programs that produce ‘what Gartner calls “connected learners”. ‘Ting process requires the HR professional to be responsible for skills identification, employee ‘motivation and leaming solutions. Fare a te ofthe clear benefits of and growing need for a re-sklled and an up-sklled workforce ony organisations have been stow to deploy employee development initiatives due to badeetaty aan rae ack of employee time to participate in training, and lack of appropriate training tchne]OBY- THR mrofesionalsresponsie for larting and development are filsing the many afonabicouling Fa tfrme geared to equip working employees withthe ew or undated sil they neo, out Haan Phe workload. Additionally, unlike other generations, most millennial beiys iv them. rather than the employer, to take care of their training and “development. This short-term, iterative approach to learning, rather than a once-and-done strategy, is. a more effective way of keeping up to date swith the latest skills and technologies. 5, A Remote and Dispersed Workforce sinay the pandemie, people have been talking about remote work as “he new noma and sac ae aby so, a8 remote work was a key enabler of business and economic continuity during the vanious stages of lockdown, In shor, because what employees dois mors import than where they do it, rganisations now believe that location is irelevant for work to ke Plas 7 there isa shift in favour for those who wish to continue (0 Teaders are supporting this, as even amidst & b satisfaction when working remotely, jon when, ‘many ‘According to Gartner's recent CFO survey, work from home on a more permanent basi slobal crisis, employees reported greater productivity which has translated into greater profitability for their aHowever, remote teams and dispersed employees bring their own set of new challenges. HR profession eer ze = “ are now faced with the challenge of finding ways for managers to effectively support their dispersed | workforce. A good way to tackle that would be to train all such dispersed personnel properly to make them efficient in their own work as well as self-reliant. Role of Human Resource Management irategic Management Role in Strategy Formulation: HRM is in a unique position to supply competitive intelligence that may be useful in strategy formulation, Details regarding advanced incentive plans used by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation ete. can be provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation Role in Strategy Implementation: HRM supplies the company with a competent and willing workforce for executing strategies. It is important to remember that linking strategy and HRM effectively requires more than selection from a series of practice choices. The challenge is to develop a configuration of HR practice choices that help implement the organization's strategy and enhance its competitiveness. An organization cannot form a good team of working professionals without the aid of a sound Human Resource Management. The key functions of Human Resource Management team comprised of recruiting the right people, providing them the right training, administering performance appraisal, motivating workers and the workplace communication plus the workplace safety and lots more. 1. Recruitment and Training: are a few of the primary responsibilities of the human resource team. Human Resource managers create plans and strategies for hiring the appropriate individuals. They formulate the criteria that are most suited for a certain job description. Their other tasks connected to recruitment involve creating employce obligations as well as the scope of tasks assigned to her/him. Founded on these two factors, the contract of a worker with the firm is prepared. When necessary, they also offer training to the workers in accordance to the requirements of the company or organization. Therefore, the staff members obtain the chance to sharpen their present skills or enhance specialized skills which will eventually aid them to take up some other roles. Performance Appraisals: Human Resource Management motivates the individuals working within the organization to function in accordance to their potential and provides them recommendations which can aid them to bring development in it. In the same way, the team communicates with the staff individually on a regular basis and gives them all the required data in terms of their performances and identifies their respective roles. This is advantageous for it allows them to create a pattern of their anticipated objectives in much precise terms and by that aids them perform the objectives with the most excellent efforts. Its helpful to note that when performance appraisals were taken on a regular basis, these greatly motivate workers. 3. Sustaining work atmosphere: This is a valuable aspect of Human resource Management since the : performance of an individual within an organization is greatly directed De sal atmosphere which dominates at the workplace. a : ‘A sound working condition is one of the advantages which the workers can human resource team. A tidy, healthy and risk-free environment can aid:4. Handling disputes: In an organization, there are many issues in which conflicts may emerge between the employers and the employees. You can Say that disputes are nearly inevitable. in such a case, its the human resource department that serves as a mediator and consultant to ‘amine and determine those conflits in a proficient approach. Here, it is imperative to listen to the grievances ofthe workers. Afterwards, they can come uP with the right solutions to resolve them. In short, they take timely action and solution inorder to avert things from worsening. «5, Developing Public relations: The responsibility of building good public relations depends largely on Human Resource Management. They administer seminars, different official gatherings and business seetings on behalf of the firm so to establish relationships with other sectors of business. At times, the Human Resource department plays a vital role in preparing the marketing and business plans for the organization as well ‘Any fim or organization without a suitable setup for Human Resource Management's constrained to suffer from serious complications while handling its regular activities. Due to this, at present firms ‘must place alot of effort and exert more energy in establishing an effective and strong Human ‘Resource Management. Having an intemal Human Resource function is deemed necessary. An in-house human resources expert or human resources staff can greatly aid maximize the understanding of how vital human capital is tothe firm’s core. For min-sized businesses, specifically, human capital is crucial due the fact that there are several smaller companies that have workers who execute cross-functional duties. With a smaller workforce, if just one individual leaves, it leaves the firm with a potential; threat and big gap to fill to the firm’s profitability. 6. Unwavering princi es: Human resources guarantee the workforce grasps the firm’s business principles and philosophy. From the point of view ofa small enterprise, establishing a close-knit work environment is quite fundamental, The very first opportunity which human resources needs to attain is smart hiring decisions that determine the desirable professional attributes and on-boarding programs as well as the orientation. 7. Conflict Resolution: Needless to say, workplace issues are inevitable given the distinction of levels of experience, personalities, backgrounds, work styles and the like. A staff person or human resources ‘manager who is trained to manage worker relations plays a vital role since he/she can determine and resolve the issue between two workers or a manager and worker and regain positive or a more pleasant working relationship, 8, Employee Satisfaction: Human resources experts often times are charged with the accountability of identifying the level of worker satisfaction- usually an unclear measurement at best. With thoroughly established focus groups, worker surveys and an exit interview strategy, human resources can clearly ienly what governs worker dissatisfaction and addresses those problems in order to encourage workers,relied on studying the employment salary and trends analysis relied on job functions as well as studying the labour market. Because small enterprises have budget restri resources function is absolutely useful ions, this type of human 10. Cost Savings: The expense to hite replacement or new employees, including ramp-up time and training can be extravagant for employers particularly for the small businesses. Through a well- formed recruitment and selection procedure, the human resources funetion can reduce costs with regards to training new work advertising job postings, enrolling new workers in benefits plans, 11. Training and Development: Human resources administers needs evaluations for the firm’s present workforce to identify qualifi fo the kind of skills training and worker development required for enhancing ‘cations and skills. Firms at the start or growth stages ean gain from determining training needs current staf. It is much less costly as compared to the cost to hire more qualified candidates and additional staff. Indeed, it isa strategy which also can minimize tumover and enhance worker retention. 12. Sustaining business: By means of succession planning which human resources develop, the firm identifies workers with the requisite and promise capabilities to sooner or later transform into leadership roles with the firm. This is a crucial function since it can ensure the firm's success and stability. 13. Performance Management: Human resources develop performance management programs. Without a human resources staff to formulate a plan which evaluates performance, workers can wind in tasks or jobs which are not suitable for their expertise and skills. In addition to this, workers whose performance falls below the employer's expectations may continue on the payroll, in that, making wasted money on low-performing workers. 14. Corporate Ima; interprises prefer to be regarded as the employer of choice. These refer to the firms which receive recognition for the manner they treat their workers; they are the firms for whom people wish to work. Being an employer of choice only means to say that human resources stabilizes recruiting the most qualified candidates, choosing the most deserving candidates and retaining the most skilled workers.