What Are the Key Functions Performed by the HR Department - Essay Example

What has been the changing role of HRM and what are the key functions performed by the HR department? BY YOU YOUR SCHOOL INFO HERE HERE TABLE OF CONTENTS EXECUTIVE SUMMARY Introduction…………………………………………………………………………. The roles of HRM………………………………………………………………….... The recruitment process…………………………………………………………….. Conclusion……………………………………………………………………………. REFERENCES EXECUTIVE SUMMARY The role of human resources manager is very diverse and requires a complicated individual in the job role with a vast understanding of information technology, human behaviour knowledge, psychology, conflict resolution, and planning innovator. HRM now fulfils, due to environmental or internal factors, a role where more intervention and inter-connectivity between line management roles and strategic leadership are becoming strengthened. It is not a segregated business function today where once it was likely limited to just control methodologies to secure lower budgeting; a hard view of HRM. It is much softer today and requires empowerment strategies as a key resource for improving the competitive position of the business or bring more human-related value. This report identifies the changing role of HRM using appropriate expert theory and experience. Introduction The role of human resources managers has changed in recent years, most of which is derived of changing roles and activities within the entire business network. Areas such as supply chain, global competition, new technology development and attitude recognition of workers at the psychological level in order to gain new motivation or performance outcomes have brought these changes. There is must more interaction between human resources and line management as a product of these evolutions, therefore seeming to make them indistinguishable and also inter-connected roles. From recruitment through the process of ensuring employees achieve a satisfactory work environment when measured against performance standards, the HRM process is that of a counsellor, coach, mentor, skills developer, and even strategist. There is virtually no area of the business that is not, in some fashion, influenced by the HR manager or the processes that guide HR practices. The roles of HRM Empowerment of workers is one of the major human resource goals and is a central focus of their activities. “Empowerment will allow greater control over non-management staff by line managers and supervisors when given authority or more authority in areas such as recruitment, discipline and absence control” (Yusoff & Abdullah, 2008, p.10). Thus, there is a control element of the HRM role when working toward some sort of empowerment model. The HRM manager acts then as a facilitator of empowerment for not only the worker, but colleagues at the management level. They allow managers to become familiarized with and adapt to changing human resources principles and then offer them guidance to remain self-focused on running the management floor. “HR should be a support for departmental managers and members of staff. For that they should come out of their office and talk to people and not delegate the job to departmental managers” (Watson, Maxwell & Farquharson, 2007, p.31). This author reinforces that the role of HR is highly visible in the organization and there is direct contact with senior-level managers or same-level management peers only as a facilitator of their line management activities with a touch of human resources focus1. It reinforces the connection between management and operations and the HR practitioner in a way that provides stronger connections with managers and meets the overall goal of empowering them to take HR action where needed; and perhaps recognise where certain deficiencies lie. The HR manager also works with a composite of different technologies to support the HR function. Computer applications such as ERP and other blended software packages, continue to become part of the HRM role with the evolution of time and information technology know-how. Many of these systems, deemed HRIS systems, support the daily function of human resource management and continues to improve in popularity for this role (Ngai & Wat, 2006). This software must record, collect and present data for the purpose of human resources, therefore the HRM function requires aptitude about support software. The needs for data storage and retrieval for the purpose of training, employee assessment, or basic employee demographics are best housed in support software thus there must be skills associated with information technology and application (or maintenance where required). The role of HR manager is also involved with gaining market research about what is causing behavioural or social problems within the business and working toward strategies to improve them. Though much of this can be accomplished in the line management role or operations manager, it is also crucial for the human resources management role in the business. Turnover is often caused by dissatisfied employees or when skills offerings for development do not supersede the other rewards or opportunities associated with finding new employment. Therefore, budgets associated with high turnover, such as training new employees, must be considered in this role, making them a form of accountant and strategist. For example, the HR manager might develop an exit interview research template as a means of understand what drove employees to leave the business. “Since the person has already left and it is a pleasant evening phone call, the ex-employee is likely to tell you actual reasons for leaving” (Mercer, 2001, p.11). Such research efforts build more candour in the process of identifying new strategies to combat turnover, therefore some social skills associated with communication or authoritarian values must be developed and used. The human relations model is based on foundational principles such as internal focus and flexibility (Panayotopoulou & Papalexandris, 2004). The concepts in this model are team-focused work groups, maintaining high morale with employees, and working toward the development of family-like relationships and supporting colleagues (Panayotopoulou & Papalexandris). There is a need for employees to be motivated in order to achieve high performance outcomes when measured against performance expectations. Getting this motivation involves empowerment, communication and success related to concerning oneself over others in the organisation (Panayotopoulou & Papalexandris). With this research in mind, the role of the HR leader is one that understands the psychological dimensions that drive certain personalities to achieve and others to hinder business performance. The role then acts like a form of psychological assessor, identifying with needs-based attitudes or other employee criticisms, and then developing some sort of programme to combat this conflict or improve the factors that drive it. This might be individualized reward creation through routine performance appraisals, or simply working more directly with employees to improve their understanding of business expectations; a form of coaching or mentoring. The role of HR has also changed to include gaining the commitment of senior-level managers. “Commitment of senior management was identified as the most important factor in determining success”, which was cited by 31 percent of respondents to a recent HR survey (Cummings, 2008, p.37). To empower others, the HR manager must reach out to others in the business and invite them to be part of the HR role2. This is done through empowerment strategies, another reinforcement of previous research, ensuring that the manager understands the HR manager is looking for their creative solution generation so as to ensure that it is sustainable in the long-term (Cummings). The job role in this case is motivator not for the employee, but in target higher-ranking officials throughout the organisation. Empowerment is usually part of transformational leadership design in which managers show elements of unity, harmony, charity and other ethical or moral behaviour modelling efforts3. By illustrating an empowered attitude and one that is devoted, it is likely under social learning theory that others will mould and adopt these same behaviours. Thus, what should be said about the HRM role in the modern business in relation to their role as management motivator and commitment-inspirer? The HR manager must, himself, identify with the very behaviours that it wants to bring out in others, developing a positive sense of self and direction and then exhibiting these characteristics to gain respect and motivation to achieve certain HR goals. The inter-linkage between management and HR is now clearly defined and supported by reputable researchers in this field. The product of why this blending took place might be a variety of external or even internalized factors (such as culture norms), however it is driving current evolutions in HR role and importance as a more visible form within the business. Training is an essential role in human resources management. Training can take many formats including personalised consultation, technology and interactive software training, or development theories based on sound HR models such as needs analysis or job rotation examination. Either way, the role of facilitator of training is necessary in order to remain competitively viable on its competitive market for service or product. The goal is to build higher human capital through cross-functional development or other strategies related to growth in skills and knowledge transfers and understandings. “Training that offers employees benefits which are perceived as non-transferable to other organisations makes it too costly to leave” (Bambacas & Bordia, 2009, p.225). So, what does this mean for the training function of HRM? The HR manager must not only recognise current and tried-and-tested training models associated with industry experts, but they must maintain a creative methodology to innovate new training solutions. The goal is to use psychological tactics or other personality-related methods to improve the perception or send a consistent, well-meaned message that one benefit of learning offered by the business cannot be replicated elsewhere. This is, again, in line with being a budget-focused strategist and also providing unique solutions in internal marketing and communications development. As it was identified that the goal is to remove turnover problems in some cases by providing a more rewarding and satisfying job environment, promoting benefits of concepts in training performs this task or goal. The role of HRM is also that of conflict negotiator or resolution force when issues arise between managers and employees or between colleagues in certain work environments. This refers back to the concept of constructing an appropriate exit interview, as it defines the research capabilities of the HR manager in a way that provides value to the business for strategic managers and generic line leadership throughout the organisation. Employees, by psychological nature, often do not want to burn bridges in the event that a future need is required of the business as a reference point or perhaps return employment tomorrow. Some employees, therefore, avoid telling the truth about their dissatisfaction with an environment or job for fear of future loss. These are concepts grounded in basic psychological theories such as Maslow’s Hierarchy of Needs or Hygiene Factors models. Therefore, the HR manager must be able to draw out meaningful discussion from employees using a variety of strategies to gain real and vital information about where deficiencies in the culture or job role reside. This also links with modelling behaviours as described earlier, where open door policies or a level-with-me type of charismatic attitude bring forward more cooperative results and real, honest answers about their opinion on business environment. The recruitment process At the heart of the entire HRM system is the recruitment model that ensures only top and qualified (or best-fitting) candidates are brought into the organisational environment. Stages of the recruitment process, in order, include planning, CPR events, application, shortlisting, first interview scheduling, second interview scheduling, and final offer provision (www8cpr.ca, 2007). Planning is mapping out a series of procedures and expectations after making direct comparisons with needs identified for a specific job role. Planning might also involve identifying what types of personality varieties would be considered best fits for the organisational climate and then developing recruitment materials to capitalise on these concepts. The entire recruitment model could be explained in detail, however it is a systematic process that requires auditing, designing career fairs, or developing new technological processes to improve the process of achieving a broader labour pool. It is the role of the HR manager to also identify how to shortlist individuals from this candidate pool using effective measurement and assessment strategies. The role of researcher and developer, in marketing and communications, is part of recruitment that begins at launch and ends with the final job offer being made based on meeting certain criteria for job role function. The recruitment process and the development of new technologies for reaching key target candidates reinforces, again, the importance of system and information technology understanding in order to be considered effective in this role. Understanding needs associated with business demands or specific outcomes of recruitment seems to always be in a state of flux with a need for flexibility and adaptivity. This requires a certain type of focused thinking that is logical, aware of the emotional intelligence of themselves and others and the projecting these motivations toward building a recruitment model that only brings appropriate candidates into the cultural pool of professionals. There is a reliance on the expertise at assessment, development, innovation and research necessary to fulfil the role of recruiter successfully. Conclusion As identified through research, the role of human resources manager is widely complex and diverse, requiring a cross-functional attitude and skillset that provides value to relationships and improves motivation to perform. The creativity and ingenuity required in terms of researching and planning or understanding employees’ most identifiable personality traits is required to facilitate an environment that breeds commitment and motivation to achieving goals and ambitions set by strategic or HRM-driven leadership. Employees are a key resource, thus more emphasis is placed in the recruitment model in terms of planning and skills assessment. Linkages exist as a product of changing organisational and competitive environments that require much more visibility between tiers of leadership and having an understanding of what drives colleague, superior, or subordinate attitudes and beliefs. REFERENCES Bambacas, M. & Bordia, P. (2009). Predicting different commitment components: the relative effects of how career development HRM practices are perceived, Journal of Management and Organization. 15(2), pp.224-17. Cummings, J. (2008). Why most change initiatives go thud, Business Finance. 14(8), p.37. Mercer, M. (2001). Taming the turnover beats, Texas Banking. 90(11), p.11. Ngai, E. & Wat, F. (2006). Human resource information systems: a review and empirical analysis, Personnel Review. 35(3), pp.297-315. Panayotopoulou, L. & Papalexandris, N. (2004). Examining the link between human resource management orientation and firm performance, Personnel Review. 33(5/6), p.499. Watson, S., Maxwell, G. & Farquharson, L. (2007). Line managers’ view on adopting human resource roles: the case of Hilton (UK) hotels, Employee Relations. 29(1), pp30-49. www8.cpr.ca. (2007). [internet] Stages of the recruitment process, Canadian Pacific. [accessed April 4, 2011 at http://www8.cpr.ca/cms/NR/rdonlyres/evw577cpcmwu5wy5zbxri2rie4hogvtwbpaxjt6ljr7hkx3fyritzvtd5ncqcabcyfacytcuzeagsajsof4rtnwkrbd/A++NewGradRecruitment++2007.pdf] Yusoff, Y.M. (2008). HR roles and empowering the line in human resource activities: a review and a proposed model, International Journal of Business and Society. 9(2), pp.9-19. Read More