Thursday, November 25, 2010


Role Of Human Resource In Today’s World

Most people in business agree that being sensitive to and doing your best to meet the “people needs” of your employees is in your best interest as an employer. But a good deal of debate has always existed over just how much responsibility a company needs to assume and how much time (and money) a company must devote to the needs and priorities of employees as opposed to the needs and priorities of its business operations and customers.

That’s where you come in. As a human resources manager (or as a business owner or senior executive responsible for the HR function), your job is to focus on the practices and policies that directly affect the welfare and morale of your company’s most important asset, its employees. It’s up to you to help your firm strike the optimal balance between the strategic needs of your business and the basic people needs of your workforce. The way your business manages your employee base can make all the difference in your ability to differentiate yourself from the competition.

Striking this balance has never been easy. But most people in business would agree that not only is the task harder to achieve today than in the past, but it’s also more important as well. In short, human resources has become a business unto itself. And the principal asset of this particular business is people.

Human resources management is the phrase that nearly everyone uses to describe a set of functions that once fell under the category of “personnel administration” or “personnel management.” Regardless of the name, you can sum up this particular aspect of business as the decisions, activities, and processes that must meet the basic needs and support the work performance of employees.

The most common areas that fall under HR management include the following:
Staffing: Strategically determining, recruiting, and hiring the human resources you need for your business.
  • Basic workplace policies: Orienting your staff on policies and procedures, such as schedules, safety, security, and so on.
  • Compensation and benefits: Establishing effective — and attractive — wages and perks.
  • Retention: Continually assessing the quality of your workplace and HR policies to ensure people want to stay with your company.
  • Training and developing employees: Ensuring that your staff grows in knowledge and experience to help your company expand and continue to meet the changing needs of customers.
  • Regulatory issues: Complying with the ever-increasing number of federal, state, and local regulations.
  • Human resources management is all about people: finding and recruiting them; hiring them; training and developing them; paying them; retaining them; creating an environment that’s safe, healthy, and productive for them; communicating with them; and doing whatever is reasonably possible to find that delicate balance between what best serves the basic needs of employees and what best serves the market-driven needs of the company.
Alert: I must stress that no cookie-cutter formulas for effective HR management are available. Every company regardless of size, location, or purpose must deal with human resources issues in a way that’s best suited to its needs and situation.
If you run a small business, for example, you probably function as your own HR manager that is, you personally oversee and conduct all the classic human resources functions of your company: You recruit and hire. You set up the compensation and benefits package. You write the paychecks and keep the appropriate records.

The chances are good, too, that you’re the person responsible for training and developing the people you hire. And although you may not need to publish a company newsletter to keep the people who work for you informed about what’s going on in the company, you probably make a point to keep them in the loop.

Bigger companies face the same basic challenges and carry out the same general activities. The only difference is that larger companies employ individual specialists or sometimes entire departments to handle these same functions.

True, after they reach a certain size, most companies feel virtually obligated to create a human resources department even if it consists of only one person. Because of the increasing complexity of HR issues today, larger companies have boosted the size of their departments and typically employ specialists in areas such as benefits administration or retirement plans. But smaller firms that don’t have the resources for such specialization must ensure that the people who handle their HR functions are solid generalists that is, they possess skills in several areas of HR rather than in one particular specialty. 
If your business is on the smaller side and you want to meet the needs of your employees today, you’ll need to know a lot about a lot of things and the more you know, the better.


About bench3 -

Haja Peer Mohamed H, Software Engineer by profession, Author, Founder and CEO of "bench3" you can connect with me on Twitter , Facebook and also onGoogle+

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