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Role of HR Executives Human Resource Management

What do roles and responsibilities depend on
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Depends on Nature and Size of the Enterprise Philosophy of the Top Management towards employees and personnel management The environmental and social factors A sole trader undertakes the responsibility himself In partnerships, the HR function may be entrusted to any of the partners In companies the HR executive is better known as HR manager and performs managerial as well as operative functions

g. training. appraisal. placement. Manpower Planning  Develop an effective system for recruitment.E. selection. promotion and transfers  Undertake responsibility for designing various incentive schemes and welfare programmes  Help top management in establishing effective communication system and motivation inputs  Advise top management in negotiating with Trade Unions  Facilitate the process of establishing cordial work relationships in the organization  .The Role play  The roles of a HR executive: Help top management in formulating 4Ps  Undertake personnel research that helps taking decisions in personnel areas .

Classifying Functions  Service Provider Facilitator   Consultant Functions Auditory Functions  .

HR executive as a Service Provider    Lays down personnel procedures and services as an aid to operating officers in getting effective results Maintaining Employee Records Following are a few provisions: Recruitment Interviews  Selections  Training  Merit Rating  Discipline  Compliance with other statutory requirements  Promotions  .

HR executive as a Facilitator  Employee Procurement  Employee Compensation Employee Development Employee Relations    Employee Welfare .

HR executive as a Consultant      Suggest measures for safety to the employees and the management Suggest methods to improve employee efficiency and productivity Suggest practices to correct any psychological imbalances in employees Help out the management in manpower planning Maintaining employee Services .

HR executive as an Auditor  Maintain a record of employee performance Drawing Up Job Specification   Wage Administration .

constitution. economic conditions at a prevailing given time. Acts. Communication skill          . Govt Policies.Qualities of an Executive   Professional Expertise   Friendly Approach Sense of Social responsibility Dynamic Personality Personal Integrity Sympathy and Considerate – concern for employee welfare Advisor Problem Solver Mediator Understanding the Employees’ Psychology Communication Skill Just and Fair Knowledge of labour .

workers. . Sense of vocation – To create a finer social and industrial order in the organisation. suppliers. have a open mind.Qualities of hr exce      Fair and Firm . Tact and Resourceful – in dealing difficult situations. layoffs. Govt etc. objectivity and adjustability Personal integrity – man who can be trusted allowing fellow members to confide in him Sense of social responsibilities – social obligations to various groups like shareholders.in matters of promotions. demotions. customers. enforcing discipline. transfers.

Challenges to HR Professionals            • Quality Improvement • The changing attitude of workforce • The impact of the Government • Quality of Work Life • Technology and training Changing mix of the work force Changing personal values of the work force Changing expectation of citizen-employees Changing levels of productivity Changing demands of government .

grievances. of minorities entering occupations requiring greater skills  Are they equipped with required levels of skills & education  Increasing levels of formal education for the entire work force   Jobs don’t match with the personnel Frustration. absenteeism.Changing mix of the work force  Increased no. turnover Is it better? Increased consumer spending Adaptability to unemployment Overall rise in productivity Increased tendency to acquire professional education & training  More female employees      .

Changing mix of the work force   More married female employees More working mothers     How best to help them Flexi hours Job sharing Child care White collar employees do not tend to form unions Have greater expectation in terms of individual treatment Difficult of evaluate performances Leads to participative appraisal systems like “management by objectives”  Blue collar to white collar shift     .

'Mommy. and thought I had succeeded until a friend left this message: "Judy. I love your greeting. I worked on making it sound upbeat and enthusiastic.Surprise greetings  As a working mother with an office in my home. but do you know that you can hear your little boy in the background saying. One key to that image is my answering-machine greeting. which is often the first contact clients have with me. I gotta go potty'?" . this is Pam. I pride myself on maintaining a professional image.

Changing personal values : Earlier days Work ethic effectiveness Honesty Work Efficiency frugality Productivity .

Changing personal values : Now Family Quality of life leisure Existential view Self expression vacations Meaning of life .

How to tackle changing personal views     Assign repetitive. customer confusion Benefits    Enhanced productivity Reduced employee tardiness & absenteeism Improved moral & reduced turn over . less challenging jobs to those willing Pay for the skills possessed than skills demanded by job Fringe benefits Flexi time      Flexible starting time usually a band Core working time where all are present Flexible leaving time Issues : no of hours worked. monitoring.

Changing expectation of citizen employees   External rights of citizenship penetrating business enterprises Freedom of speech   Whistle blowing When is it acceptable  Proven desire to improve organization or protecting public  Right to privacy    How much to divulge while joining an organization? Organizations are prying on employees life Employee perceives invasion of privacy when    personal info distributed without permission Personality info rather than productivity data is disclosed Personal info distributed to outsiders .

Changing levels of productivity  Productivity changes because of        Laws & regulations regarding environmental protection. health & safety . Have increased cost of doing business New employees into business increased because of laws Influx of female & minorities makes productivity dive in the initial periods Mangers having short term goals tend to concentrate more on marketing and ignore vital research.. development & new plant investments Maturing economies shift from manufacturing to service and achieving higher productivity levels in a service economy becomes difficult Adverse relationships with labor unions Employee alienation & poor employee attitudes .

Changing demands of government    Government rules keep on changing regarding the operative functions of HRM HR needs to keep himself updating and reacting proactively Balancing organization objective and government legislations becomes a challenge .

Pressures of global competition causing firms to adapt by lowering costs and increasing productivity.HR Management Challenges  Globalization of Business  The threat of terrorism.How does this impact what we do? Occupational shifts from manufacturing and agriculture to service industries and telecommunications.  Economic and Technological Changes     Technological Shifts and the Internet  Growth of information technology Changing demographics .

Bureau of Labor Statistics.bls. . www.S.Fastest Growing Jobs to 2010 Source: U.gov.

not enough technology skills  Education of workers in basic skills   Growth in Contingent Workforce   Represents 20% of the workforce Increases in temporary workers. independent contractors. Reduced legal liability from contract employees Boeing Strategy. and part-timers caused by:     Need for flexibility in staffing levels Increased difficulty in firing regular employees.HR Management Challenges  Workforce Availability and Quality Concerns  Inadequate supply of workers with needed skills for “knowledge jobs”  80% of manufacturing jobs report shortage of qualified workers Not enough specific skills.manage employment cycles in suppliers and partners . leased employees.

Its main obj. can satisfy their personal requirements through their experience in the org.Quality of work life    QWL is the level at which the members of an org. is to focus on creating a good working environment as a result of which employees work together in a cooperative way and contribute their best in achieving the organizational goals Employee expectations are  Fair & reasonable Pay  Safer Environment  Employee Benefits  Job Security  Job satisfaction  Empowerment  Career Opportunities .

can only give suggestions and recommendations Play a mediators’ role in reconciling the differences in opinion of the employees and management Can be effectively appointed in following circumstances Size of the organization is very large  The organization employs large number of people  Decentralized Authority and cooperation and coordination of different departments  A need of improving staff morale  .Limitations of An Executive     It is purely a staff oriented work. not a line authoritative work Do not take vital decisions regarding the business.