roles-of-hr-generalist

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roles-of-hr-generalist

  1. 1. In the era when we are try to outsource most of the functions…in some of theorganizations even the total HR-Functions are outsourced…what are the various rolesthat an HR-Professional can look up to. I have spoken to many recruitment consultantsbut somehow they failed to give the clarity of role that they are “Head Hunting” for.People with in the organization…at times are just overlapping the various functions. Inthis write-up…I am just trying to explain the various roles that HR Professionals can playin New Economy…along with the traits required for each function.Recruitment Team (Sourcing, Hiring, Staffing, Talent Acquisition Etc)Lets start with Recruitment Team. This team is also known as Sourcing or Hiring orStaffing or Talent Acquisition team in various organizations. They are “Sales People”within HR Department. Their main role is to get “Best of the Talent” available in themarket. Hence, they need to know what exactly they are looking for. Their role startswith “Talent Requisition” raised by the respective department…and ends only withInduction of the New Hire. In between, he needs to prepare the Job Description, Identifythe Competencies required, Identify the source for hiring, Interview the candidate,Coordinate the interview with the respective department and complete thedocumentation.The various competencies that one must have to be a part of the Recruitment Team are asfollows:1) Should have excellent knowledge about the Business of the Organization.2) Should also be aware of the competitors in the same industry.3) Need to identify the various resources for hiring and select the best one based on “CostEffectiveness” and “Urgency”.4) Should have clarity of competencies that he is looking for and also have clarity on therole a new hire is expected to play.HR-Generalist (Operations) TeamThis team is actually a backbone of the HR-Department. The job-responsibility of thisteam starts on the day of Induction with Joining Formalities. The various roles that theyare expected to perform are:1. Joining Formalities2. Handling Employee Database (Both in Soft Form and Files Management)3. Leaves and Attendance Management
  2. 2. 4. Handling the payroll5. Managing advance Salary, Ad Hoc Bonuses, Loans6. Confirmations, Performance Appraisals, Performance Management7. Liaison with various government organizations for Employee Provident Funds, ESIand other Retirement Benefits8. Exit-Interviews9. Full and Final SettlementCompetencies Required1) Attention to details is a must have quality2) Self-Motivated3) Should have updated and accurate database…on any hour of the day.4) Should be good in coordination.5) Should be prompt…and fast enough in his actions.Employee Relations TeamThis team is like a “Spokesperson” of the HR-Team. They are the bridge between HRand Employees. They are the “Policy and Strategy interpreters”. An effective “EmployeeRelations Team” can actually control the Attrition Rate of the organization. This team isexpected to play following roles:1) Handling all the queries of the employees. Be it related to Salary, Leaves, Attendance,and Transfer etc.2) They are also expected to explain the various policies, strategies and benefits toemployees.3) They are expected to stop all type of rumours and misleading communications.4) They should motivate the employees on day-to-day basis.5) They are also expected to give constructive inputs to Training and Development andOD Team.
  3. 3. 6) They play an important role in “Employee Engagement” …winning the trust of theemployee and hence can help the organization in controlling the attrition rate.7) It is for this team to ensure that the employees in the organization should not leave theorganization for reasons other than salary.Competencies Required1) Highly Matured2) Level Headed3) Should be well versed with the business of the organization and its policies.4) Assertive but not aggressive.5) Should be empathetic but not emotional.6) Highly Motivated.7) Should be highly professional…in the sense, that if this team is active…employeeswill be sharing all type of doubts…concerns…information with this team…they are notexpected to misuse the information. Should not play politics…by sharing theirinformation with others.8) Should be crisis manager.Compensation and Benefits TeamThis is fairly new role for HR-Professionals. The role of this team…changes, with thegrowth of the company. His main role is to ensure that the employees of the organizationstake maximum salary and befits to their home and lose less to Income Tax.He is the person…who decides how much to pay to the person; what all benefits to entitlehim…based on the market rate…keeping the competitive edge in the industry. He is theperson…who actually announces the annual increment for an organization.This team is expected to perform following roles:1. Job Analysis2. Job Evaluation3. Grading4. Competency Mapping
  4. 4. 5. Salary Surveys6. Benefits Survey7. BenchmarkingCompetencies Required1) Should have excellent Business and Industry knowledge2) Should be aware of competitors…and their Compensation and Benefit Programs3) Should be good with labour laws.4) Should also be good in Income Tax Provisions…related to Salary and benefits and alsoEconomics.5) Should be excellent in Statistics and Cost Accounting.Organization Development – Training and Development TeamAs a Country is known by its people…an organization is known by its employees andhence it is the responsibility of this team to “Develop the Employees” of the organization.If there is any gap in “Competency Mapping” in terms of knowledge and skills requiredfor a particular position…it is for this team to bridge those gaps.So, it can be training for soft-skills…other skills…new technology or it is development ofPersonality…leadership development…or high-education. Hence, the development of thecompany in particular and that of its employees in general…is responsibility of this team.If you are good in speaking…does not qualify you for being a trainer. You may beexcellent as a Public Speaker and worse in training. Being a good speaker is just one ofthe “Must Have” traits for trainers but not the only trait required. There is something atrainer is expected to do before the delivery…(Training Need Identification) and there issomething he is expected to do after delivery…(Measuring the Training Effectiveness).Competencies Required1. A deep and thorough understanding of Human Behaviour2. Positive in thoughts, approach and personality3. Should be very good in communication. Should be rich in vocabulary.4. Should be empathetic.
  5. 5. 5. Clarity of thoughts is must.6. Should be good in linguistics7. Should have positive body language.You need to take out Tonnes of Sand to get few Grams of Gold…hence the role of atrainer is to get Gold.You need to dive into the ocean to get a Shell with a Pearl…hence he is expected to be tothat diver.HR Coach and HR MentorThis is one of the roles, which is an outcome of New Economy. Though being a“Mentor” is not a full time job…”Coaching” can be. We can place HR-Coach above HR-Director but below HR-President. Just like a Cricket Coach, whose role is not only toimprove the batting or bowling…but also fielding, physical fitness, mental toughness andoverall involvement of the each player…the role of HR Coach is to increase the overallproductivity of all the above-mentioned sub-functions of HR Department. Hence, hecannot afford to say that I don’t know about Recruitment or Compensation & Benefitsetc. He is the centre of the HR-Department and all functions revolve around him. His roleis not very sophisticated one but very tactical.Competencies Required1) Experience. This is the one role where…prior experience is must.2) Business and Industry Knowledge is Must.3) Should be a Hub of Knowledge and should know HR in its totality.4) Very influencing, inspirational and highly motivated personality.5) A true leader.6) Should be accountable, innovative, responsible and at the same time…should not beemotional…should not get tensed up and should not create panic. In Short, a level-headedperson.ConclusionThis is just an attempt to distinguish between various roles that an HR Professional canplay in New Economy. There is a lot that a HR Professional can do.
  6. 6. Human Resource GeneralistJob Title: Human Resource Generalist Company Job Code: ....................................... FLSAStatus: ....................................... Division/Department ....................................... EEO Code:....................................... Reports to: Human Resource Manager Salary Grade/Band:....................................... Last Revision Date: .......................................SUMMARYResponsible for all human resource activities for the company. Provide advice, assistance andfollow-up on company policies, procedures, and documentation. Coordinate the resolution ofspecific policy-related and procedural problems and inquiries.PRIMARY RESPONSIBILITIES 1. Responsible for all human resource activities to include employment, compensation, labor relations, benefits, and training and development. 2. Interview job applicants; review application/resume; evaluate applicant skills and make recommendations regarding applicants qualifications. 3. Develop and maintain relationship with employment agencies, universities and other recruitment sources. 4. Prepare and maintain company salary structure, job documentation, and job evaluation systems. Complete salary survey questionnaires. 5. Prepare, process and distribute payroll. 6. Design and conduct new employee orientations. 7. Administer and explain benefits to employees, serve as liaison between employees and insurance carriers. 8. Work with union representative to resolve labor relation issues. 9. Recommend, develop and schedule training and development courses. 10. Provide advice, assistance and follow-up on company policies, procedures, and documentation. 11. Coordinate the resolution of specific policy-related and procedural problems and inquiries. 12. Recommend, develop and maintain human resource data bases, computer software systems, and manual filing systems. 13. Develop and recommend operating policy and procedural improvements. 14. Other duties as assigned.ADDITIONAL RESPONSIBILITIES 1. Perform specific research/investigation into operational issues, as requested. 2. Provide on-the-job training to new employees.KNOWLEDGE AND SKILL REQUIREMENTS
  7. 7. 1. Basic reading, writing, and arithmetic skills required. This is normally acquired through a high school diploma or equivalent. 2. Knowledge of multiple human resource disciplines. Knowledge of federal and state employment and benefit laws. Strong interpersonal and communication skills. Ability to analyze data and provide recommendations. This is normally acquired through a combination of the completion of a Bachelors Degree and three to five years of human resource experience. 3. Visibility requires maintaining a professional appearance and providing a positive company image to the public.Before we can discuss how important talent management is to a companywe first need to define talent management. There are many definitions out there, but itcan be explained briefly as developing, nurturing and retaining people with the abilitiesand aptitude to meet business goals.Managing talent is not something that a company falls into - its a deliberate undertakingthat can be advantageous to the company and each of the individuals within theorganization. To begin the process, Human Resources must strategically analyze thecurrent process and integrate the following: • Recruitment - presenting the company so that the right people will be attracted and desire employment. • Retention - initial a reward and support program for existing employees. • Employee Development - constant learning and development. • Leadership Development - development programs for employees with high potential. • Performance Management System - feedback and measurements that nurture and support employee performance. • Workforce Planning - keeping up with changing workforce; include older workforce and plan for future skills shortages. • Business Culture - presenting a positive way of performing.Companies can benefit from developing and retaining the workforce they have andindividuals can benefit from a company that encourages and develops them to meet theiraspirations. A Performance Management System is vital to achieving the goals of boththe company and the individuals. The specific needs are different for each company butthe common elements include - • Employee Development - focus on personal development and plans for formal and informal training. • Salary Review - compensation can be linked to performance and review should be in the process. • Personal Performance - related to tasks, responsibilities that can all be linked to compensation review. • Business Performance - Individuals/Teams - track business goals as related to groups and teams within an organization.
  8. 8. Organizations can save hundreds of thousands of dollars by not only retaining the talentthat are already working for the company, but increasing performance of the sameindividuals by working with them and initiating a performance management system. Ifthe employee feels valued and on a career path where they will personally benefit -production tends to increase and the employee is far less likely to seek employmentelsewhere.Initiating a talent management plan can also be used to attract the types of employees thatyou want to join your organization. This process will enable you to learn what types ofpeople work best in the organization; where improvements can be made and how to makeadjustments as business and culture change. Performance Management System andTalent Management plan can work hand in hand to improve the overall environment ofthe organization.Hiring and retaining talent has become more difficult. Talent management is a necessaryresource. Workitect offers competency models and workshops on building a competencymodel. Develop and retain your best talent. employee performanceIf yourmanagement system is not effective – in other words, your managersaren’t meeting their responsibility of getting their employee performance appraisalswritten, approved and delivered on time - here’s the first question to ask: What happensto the manager who doesn’t turn in all of his appraisals on time?Too often it turns out that the answer is “Nothing,” or at least nothing sufficientlydisagreeable to get the manager to act. Managers often discover that it’s easier to put upwith toothless gripes from the personnel department about not getting employeeperformance appraisals done than actually evaluating subordinates. As a result, appraisalsget pushed aside so that “real work” can be done, and your employee performancemanagement structure is broken.Initiating Hardball ConsequencesMake sure that there are some real consequences for not getting employee performanceappraisals in on time. For example, withholding salary increases until paperwork is up-to-date creates a powerful incentive for getting them done on time. This is particularly trueif the human resources department has the clout to refuse making salary increasesretroactive to rescue managers who just didn’t get around to submitting them on time.
  9. 9. No manager wants to be in the position of explaining a subordinate’s delayed salaryincrease to them – especially if the boost in pay is being held up simply because themanager failed to submit their employee performance appraisal on time. This strategy iscalled “building accountability.” It’s a tough-minded approach, but all you’re doing isinsisting that managers play by the rules.Establishing DeadlinesA gentler measure is simply to make sure that managers know exactly what they’resupposed to do, and when they’re supposed to do it with a checklist that provides keydates of the employee performance management cycle. And make it easy for them to dowhat you want – make sure forms and procedural instructions are readily available, andthere’s someone on hand to answer the inevitable questions that arise.Both approaches establish shared responsibilities. Not only are line managers required toget their employee performance appraisals written, but HR must make sure the employeeperformance management process is a model for best practices. Forms should reflect thereality of people’s jobs; managers must be able to assess all of the subtle elements of bothresults and behaviors; training and other support must be available in a just-in-time basis;and what is expected should be made crystal clear. Without all of these elements, HRbears the lion’s share of the responsibility for not creating a system that encouragesemployee performance management excellence.Sharing the HoneyBut consequences aren’t the only area where HR drops the ball. We’ve talked aboutarranging negative consequences for those managers who don’t do what’s expected. Butremember — honey influences behavior better than vinegar does. How often does HRprovide positive consequences to managers who are doing a good job of meeting theiremployee performance appraisal responsibilities?A simple email from an HR rep to a supervisor saying that in reviewing the employeeperformance appraisals she wrote, he was impressed by how seriously she took theresponsibility and the fact that they were all submitted before the deadline. Copy her bosson the email, too.Providing Gentle RemindersIt’s important to have some mechanism to remind managers when key dates areapproaching. That’s one of the great advantages of online systems. Well-designed onlinesystems greatly complement employee performance management efforts, providingmanagers with at-a-glance information about tasks to be completed.For example, a dashboard screen can let them know which employee performanceappraisals need to be written and when they’re due, which appraisals written bysubordinate managers have been submitted and are awaiting their review and approval,
  10. 10. and which subordinates need to submit self-appraisals or sign off after an evaluation hasbeen written and discussed.An online system can be set up to automatically send managers (and their subordinates)regular reminders every time an action date is approaching and email red-flagnotifications if a deadline is ever missed. Finally, a good online system can track thecurrent status of employee performance appraisal completions for different organizationalunits. Having this information will allow you to let the head of the sales department knowthat the completion percentage in his department is only 84 percent, while manufacturingand accounting are at the 100 percent level.Lighting A Little FireThough HR’s role in creating an effective employee performance management system.Senior managers also own some responsibility to make sure the company’s expectationsfor employee performance appraisal quality and timeliness are followed.Every senior manager should review each appraisal written by a subordinate managerbefore that manager reviews it with the employee. This one-over-one review procedurewill ensure a level playing field, since the senior manager can make sure that all of hisjuniors are applying similar standards and expectations to their subordinates. He also willlearn who’s taking the responsibilities of employee talent management seriously as hereviews the appraisals and sees how honestly they’re written.Remembering the Power of ShameShame is a powerful motivator that is often overlooked. There’s nothing wrong withshaming managers into doing what they’re supposed to do.How do you do it? The easiest way to make shame work for you is to ask a seniorexecutive if he’d like to be updated on the status of employee performance appraisalcompletions – he will invariably say yes. (Senior executives always want to know thestatus of everything). That’s your license to report on exactly who has their employeeperformance appraisals in on time and who’s not performing.Provide a short report beginning, “As you requested, I have listed below the current statusof appraisal completions,” followed by nothing but two columns of names — one labeled“On time” and the other labeled “Overdue.” Send copies of your report to everyone onboth lists. You can probably count on an immediate reaction from those managers on theoverdue list to finish their appraisals and move to the list of good guys.Again, an online system can provide executives with up-to-the-minute information aboutthe status of all employee performance management activities without HR having to feedit to them. And senior managers can have a powerful influence of creating theenvironment where one hundred percent appraisal completions is the norm.
  11. 11. Creating Fool-Proof AccountabilityAt one major oil company, the CEO and his VP of HR developed an employeeperformance appraisal procedure that was a model of simplicity: a requirement that eachmanager discuss 13 open-ended questions about performance with each subordinate inMarch of each year.The only writing the system required was a memo from each manager to the CEO everyyear no later than March 31. The memo indicates whether or not the manager hadconducted all his discussions – if the discussions had not been conducted, the memoneeded to explain why. And the reason had better be good, the VP-HR explained,because on April 1 the CEO picks up the phone and starts calling. “Why didn’t you dowhat I asked you to do?” he asks each manager who didn’t complete the performance-discussion assignment. As the VP-HR explained with a sly smile, “You don’t ever wantto get that call from Roy.”Key Responsibility Areas for AssistantManager – Generalist HRAssistant HR Manger is one of most important key who plays an very important rolebetween manager and the internal customers, along with the basic decision making,recruiting, grievances handling, attrition control, maintaining databases etc. Followingare the major key responsibility areas for Assistant Manager :-1. To be responsible for implementing the assigned areas of responsibility within the HRfunction.2. To maintain the database and updates regularly.3. To generate reports based on database and updates.4. To clarify employees (internal customers) policies, procedures and processes.5. To assist in quality improvement initiatives of the areas of their work.6. To handle employee grievances (must) properly.7. To run the Performance Management Cycle is the key Responsibility Areas forAssistant Manager – Recruitment.8. To have/create liaison with the business to develop the manpower plan for thecompany.9. To coordinate and manage recruitment at various levels and finding ways to meet theramp up plans for the organization.
  12. 12. 10. To give huge attention on campus hiring if doing mass recruitments.11. To take care of the on-boarding and induction for the new hires.12. To handle training (as and when required) Common Points for both AssistantManager – Recruitment and Assistant Manager – Generalist HR Accountability &Authority Levels.13. To be accountable for delivery of expected assignments/results.14. To keep the departments machinery well oiled and efficient.15. To take initiative for improving systems and processes.16. To take ownership for meeting the information needs of internal customers DecisionMaking.17. To take routine decisions that will further the cause of the department or function.18. To assume responsibility for problems brought to their notice until assigned to theappropriate problem owner. Internal & External Interface.19. Should have appropriate knowledge about benefits administrators (PF, Gratuity,Superannuation, Insurance, etc) or training consultants, recruitment consultants, etc.20. Should have extensive depth of Knowledge in contemporary HR practices andprocesses including performance and reward management.21. Should have excellent knowledge of the market conditions impacting HRM.22. Should have excellent people management skills.23. Should have skills in designing HR Systems and processes.24. Should have skills to control attrition and maintain retention.25. Should have excellent working knowledge of MS Office.

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