assignment9(HRM) nature of Human Resource Management Roles

Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled.

The nature of Human Resource Management Roles

Human resource management is also in the process of change with regard to the nature of the role performed. In the past many functions were performed by HRM professionals themselves, the role they are taking on, is one of consultant to line management, where line managers perform many of the functions traditionally handled by HRM professionals. Similarly there is a trend in which businesses are shedding all functions that are not directly related to core business, and in the process many HRM functions are being outsourced. Hence the change in the nature of services provided.

The activity of generating unit standards and designing qualifications can be used as an opportunity to catapult HRM practices into the future. To do this, those issues which are going to shape the future for HRM practices (termed transformation and development issues) need to be identified and analysed, especially in relation to current roles that will still be required of HRM practitioners. These issues are central to the activity of generating unit standards (e.g. outsourcing, societal responsibility) and their impact on HRM roles (e.g. staffing, performance management). In addition, supportive roles or functions required by HRM practitioners will also have to be identified in order to complete the HRM practitioners qualifications design package (e.g. Financial, IT). This description may be depicted as in

THE SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of human resource management outlined below includes an outline of transformation and development issues, tentative generic skills required in performing HRM roles, as well as the roles of a human resource management practitioner (line management and HRM professionals). With regard to the latter, the assumption is made that roles are inter-linked and interdependent, even though these relationships may not be expressly stated in each case.

Transformation and development issues

· Knowledge management which entails accumulating & capturing

· Knowledge in large organisations for future application & use (organisation memory)

· Reconciliation management

· Work creation as opposed to job creation

· Manage the transfer of HRM functions and skills to line management

· Marketing of HRM to line management

· Development of contextual approaches to HRM

· Multi-skilling and /or multi-tasking

· Increased societal responsibility

· Managing people in virtual work environments

· Focus on deliverables rather than doables

· Develop additional means of assessing HRM

· Appreciation and assessment of intellectual capital

· Take HRM from a business partner to a business itself / Managing HRM as a business unit

· Adviser / consultant to line management

Supportive generic skills

This is not intended to be final outline of human resource skills but the following have emerged during the process as important skills for human resource practitioner to possess. These are:

· Project management

· Consulting skills

· Entrepreneurship

· Self management

· Communication skills

· Facilitation skills

· Presentation skills

· Skills for transforming groups into self-directed mutually controlled high performing work teams

· Trans-cultural skills

· Mediation & arbitration skills

· Financial skills

· Problem-solving

· Diagnostic skills

Core roles in Human Resource Management

PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM

• STRATEGIC PERSPECTIVE
• Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
• Integrate HRM with current and pending legislation and socio-political changes.
• Integrate Human Resource Management with general organisational management.
• Manage the interface between HRM processes and systems.
• Formulate and communicate HRM policies.
• Act as the conscience of employer with respect to people issues.
• Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
• Assess the long-term impact of short-term decisions on people.
• Manage people related issues accompanying mergers, alliances and acquisitions.
• Express (embody) the philosophy and values regarding people management in the organisation.

• ORGANISATIONAL DESIGN
• Analyse work processes and recommend improvements where necessary.
• Recommend options for organisational design & structure.

• CHANGE MANAGEMENT
• Advise management on implications of change for employees.
• Co-ordinate & facilitate the change process.
• Facilitate changed relationships.
• Provide support structures for employees during change.
• Deliberate and proactive management of the changing environment and its implications for work and the organisation.

• CORPORATE WELLNESS MANAGEMENT
• Develop and communicate policies and procedures with regard to the management of wellbeing
• Manage occupational health and safety
• Manage wellbeing (Employee Assistance programs & Health Promotion programs)

PEOPLE ACQUISITION AND DEVELOPMENT

• STAFFING THE ORGANISATION

As an example, each of the functions of this role is further unpacked in terms of activities.

Human Resource Planning (linked to strategic perspective)

· Determine long-term human resource needs.

· Assess current resources.

· Identify areas of need.

Determining requirements of jobs

· Appoint a representative committee with the task of conducting the job analysis.

· Decide on the use of job analysis information.

· Decide on the sources of job analysis information.

· Decide on the method for job analysis.

· Review the information.

· Based on the outcomes of the job analysis, write job descriptions and job specifications

Recruitment of staff for the organisation

· Develop & implement recruiting strategy bearing in mind relevant legislation.

· Decide whether recruitment will take place externally or internally.

· Select methods of the recruitment (for example job posting, personnel agencies & advertising)

· Engage in recruitment.

Selection of human resources

· Develop and implement selection strategy in line with relevant legislation.

· Select appropriate tools for selection.

· Validate selection tools in line with legislation.

· Provide selection short list for line management to make a decision.

Placement of staff

· Place staff in ways that will have the potential to benefit both organisation and employee

Induction and orientation

· Act as a facilitator for induction and orientation of new employees

Management of a-typical employment situations.

Management of termination

· Advise management regarding the strategic implications of terminating employment relationships.

· Conduct exit interviews.

· Develop a plan to replace competence lost.

· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).

• TRAINING & DEVELOPMENT
• Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
• Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
• Conduct training & development.
• Evaluate training & development with regard to the return on investment.
• Promote training & development in the organisation.

• CAREER MANAGEMENT
• Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
• Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
• Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.

• PERFORMANCE MANAGEMENT
• Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
• Assess performance.
• Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
• Management of individual as well as collective labour (organisational) performance.

• INDUSTRIAL RELATIONS
• Develop and communicate industrial relations policies and procedures in line with legislation.
• Involvement in grievance and disciplinary hearings
• Lead negotiations (where necessary).
• Implement termination procedures
• Assessment and management of organisational climate and employee relations
• Liaison with trade unions
• Implementation of outcomes of collective bargaining and negotiation

ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES

• COMPENSATION MANAGEMENT
• Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
• Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
• Develop appropriate compensation systems for the organisation.
• Manage overall labour costs.

• INFORMATION MANAGEMENT
• Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
• Advise management regarding trends emerging from the data.
• Conduct HRM research with the aim of solving problems in the organisation.

• ADMINISTRATIVE MANAGEMENT
• Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
• Integrated employee data management

• FINANCIAL MANAGEMENT
• Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
• Negotiate maximal funds for HR.
• Add value to the organisation by demonstrating a sound understanding of the complexity of business.
• Measure the financial impact of human resource systems.

NCCC ‘sPeople Department
- is the name of department that manage Human Resource.
- All transaction of the company should be manage by this department since .
this department is the main department of the company.

ROLES
Maintenance personal data
Modification updating
Man power report
Government report
Prepare task for the necessary department
Certification of employee.
Insurance of employee

NCCC Spirit

“I will be humble in my way, Caring myself hardworking to do excel while having fun along the way”

MY Observation

• As we interview Ms.Regine Castillo , the personnel of People Department (Human Rosource Management) of the NCCC company ,we found out that the company comply the roles ,scope of what HRM means .Infact the people department of the company is the central or main department that show how the company work .Because of their HRM , their company is successful .Since all transaction of the company is being process under their department before it will organize to every department of the company. These shows how good is the company handling people and their works . Their HRM deparment handles the transformation and development issues, tentative generic skills required in performing HRM roles The company also adopting the services of the new technology which made their works easy and accurate in managing people. The supply budget for training, they supply certificate and insurance, they manage the salary of every employee.
• One of the personnel I interview is the resigned manager but know an HR personnel Ms.Jane Leeof the Davao Light and Power Company they also do the roles on what HRM is that why they manage their company well and it shows how the HR handle the work of the company. They have a training for the graduating student , they provide organization for their employee for the better work of personnel in each department. They also provide sports for the health of the employee. They provide scholarship and they train who apply to their company .
• As I interview some companies I interview their HRM department doesn,t have researching for enhancement of the development of the company because of that their company stay as is and never imply a development for the development of the company .It is hard, because soon as time pass by they maybe left along the way with some of their competitors.
• As I observed if the HR department do the nature and roles of Human Resource Management they can help to develop ,enhance their company for more success.And also could help the person’s personality and develop his/her knowledge.

References:

http://wiki.answers.com/Q/What_is_nature_and_scope_of_human_resource_management