I have over 20 years of experience in human resource management and administration, including 14 years in senior leadership positions. I have experience developing strategic business plans, streamlining HR processes, managing organizational change, and providing HR support to global organizations. Currently, I work as a freelance HR consultant and lecturer, and have held senior HR roles with multinational corporations and NGOs, leading teams and motivating staff.
The document discusses the role of human resources within an organization. It outlines several key roles for HR, including supporting the business strategy through human capital strategy, service delivery strategy, and acting as business partners in areas like organizational effectiveness, workforce planning and development, employee champion, and change expert. It provides descriptions of the skills and responsibilities involved in each of these HR roles.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
This document outlines 9 soft skills that are important for HR professionals to have. These include: 1) clarity of thought and role, 2) efficiency in time management and setting deadlines, 3) comparing situations rather than individuals, 4) knowledge of the business and industry, 5) having a vision and goals for the HR department and organization, 6) an ability to support strategies with data, 7) enthusiasm for sharing knowledge and developing others, 8) self-discipline, and 9) being trustworthy especially with confidential employee information. The conclusion emphasizes that HR professionals have an opportunity to positively impact companies and careers if they work on developing these key soft skills.
The document discusses key aspects of human resource management. It describes the core functions of HRM as planning, attracting, developing, and retaining human resources. For each function, it provides details on related processes like recruitment, selection, training, performance appraisal, compensation, and separation. Additionally, it discusses the objectives of HR planning, components of an HRM system, and emerging trends in the field of human resource management. The document serves as an overview of the important concepts in HRM.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
This document provides an overview of human resource management (HRM). It defines HRM as both an art and a science that involves managing people in organizations from a macro perspective to achieve organizational goals while ensuring employee fulfillment. The document outlines the scope of HRM, which includes processes such as staffing, retention, performance management, and exit management. It also discusses the importance of HRM for organizational success, noting that the evolving business environment, need for strategic alignment between HRM and management objectives, and adoption of a holistic HRM approach are key drivers for why organizations prioritize effective HRM.
The document discusses the role of human resources within an organization. It outlines several key roles for HR, including supporting the business strategy through human capital strategy, service delivery strategy, and acting as business partners in areas like organizational effectiveness, workforce planning and development, employee champion, and change expert. It provides descriptions of the skills and responsibilities involved in each of these HR roles.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
This document outlines 9 soft skills that are important for HR professionals to have. These include: 1) clarity of thought and role, 2) efficiency in time management and setting deadlines, 3) comparing situations rather than individuals, 4) knowledge of the business and industry, 5) having a vision and goals for the HR department and organization, 6) an ability to support strategies with data, 7) enthusiasm for sharing knowledge and developing others, 8) self-discipline, and 9) being trustworthy especially with confidential employee information. The conclusion emphasizes that HR professionals have an opportunity to positively impact companies and careers if they work on developing these key soft skills.
The document discusses key aspects of human resource management. It describes the core functions of HRM as planning, attracting, developing, and retaining human resources. For each function, it provides details on related processes like recruitment, selection, training, performance appraisal, compensation, and separation. Additionally, it discusses the objectives of HR planning, components of an HRM system, and emerging trends in the field of human resource management. The document serves as an overview of the important concepts in HRM.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
This document provides an overview of human resource management (HRM). It defines HRM as both an art and a science that involves managing people in organizations from a macro perspective to achieve organizational goals while ensuring employee fulfillment. The document outlines the scope of HRM, which includes processes such as staffing, retention, performance management, and exit management. It also discusses the importance of HRM for organizational success, noting that the evolving business environment, need for strategic alignment between HRM and management objectives, and adoption of a holistic HRM approach are key drivers for why organizations prioritize effective HRM.
This document defines manpower planning and recruitment, outlines the stages of manpower planning, and discusses factors that affect labor performance. Manpower planning is defined as matching available human assets to effectively implement productive forces. The stages of manpower planning include predicting needs, designing job descriptions, finding recruitment sources, providing incentives for promotion, and anticipating losses. Manpower recruitment involves identifying vacancies, developing job requirements, locating candidate sources, selecting candidates through interviews, and placement. Factors like wages, working hours, health, education, and personal qualities can impact labor efficiency.
The document discusses human resource management (HRM) and related concepts. It defines HRM as a function of management concerned with hiring, motivating, and maintaining employees in an organization. It focuses on managing people within the organization. The document also discusses human resource planning, job analysis, recruitment, selection, and interviews as key aspects of HRM.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Performance Management Presentation March 2011 Finaljoannemelanson
This document outlines key considerations for designing and implementing an effective performance management program for small businesses. It discusses setting organizational, team, and individual goals aligned with business strategy. It also covers benchmarking skills and tools for success, providing consistent feedback, and identifying top and poor performers. An effective program can improve employee engagement, performance, retention of top talent, and overall business success. The document compares development-driven and competitive assessment models and their benefits.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
The document outlines the key functions of human resource management including planning, staffing, employee development, and employee maintenance. It discusses how these functions work towards effective utilization of human resources, desirable working relationships, and individual development. Some example functions are human resource planning, job analysis, staffing, orientation, training, performance appraisal, compensation, and benefits. The primary responsibilities of an HR manager are developing knowledge of corporate culture and policies, acting as an internal change agent, keeping communication lines open, identifying HR strategies, and evaluating the impact of HR interventions.
Role and Responsibilities HR Executive in a CompanyYour HR World
A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
This document outlines the key functions of human resource management (HRM) within an organization. It discusses HRM objectives and strategies, and divides HRM functions into managerial functions like planning, organizing, controlling, and directing, as well as operative functions such as employment, compensation, and human resource development. The overall purpose is to achieve organizational goals by effectively managing its workforce.
This document provides an overview of human resource management (HRM). It defines HRM as the process of maximizing employee and organizational effectiveness through programs and activities related to acquiring, developing, motivating and retaining employees. The key objectives of HRM are outlined as efficient utilization of employee skills, providing trained and motivated employees, increasing job satisfaction, communicating HRM policies, and developing quality work life. The scope of HRM discussed includes human resources planning, job and work design, recruitment, selection, placement, training, development, and performance appraisal.
The document provides an introduction to human resource management, covering key topics such as:
- The definition and functions of HRM including planning, staffing, and compensation management.
- The history of HRM approaches from scientific management to human resources.
- Emerging roles of HRM such as creating competitive advantage and human resource accounting.
- Challenges for HR professionals like improving productivity and adapting to workforce changes.
Induction Process in Human Resource ManagementRaja Adapa
Induction is the process of introducing a new employee to an organization. It aims to reduce anxiety and help the employee adjust to their new role and workplace. An effective induction program provides information about the company, job responsibilities, policies and culture. It introduces the employee to colleagues and acclimates them to how work will be performed. A formal induction process conducted by HR may include presentations, manuals and facility tours over several days or weeks. The goal is to help new hires feel welcome and prepared to contribute value to the organization.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
In this presentation, we will help you to understand the meaning, role and functions of Human Resource Management in an organization. We will also talk about challenges that HR face and the scope of growth of HRM in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Presentation is About Different Types Processes of Human Resource Management.This Presentation Is Helpful to understand the processes of Human Resource Management.
This document discusses human resources management (HRM) in organizations. It covers several key points:
1) HRM involves acquiring the right people for an organization, developing their skills, and motivating them to contribute to the organization's goals.
2) Operative HRM functions include employment (recruiting, selecting, placing staff), development (training, career planning), compensation, and employee relations.
3) The objectives of HRM are to create a skilled and motivated workforce to achieve organizational goals, establish sound employee relations, and satisfy both individual employee and societal needs.
Sourecon Presentation: Career Coaching - Mapping Your Next StepAMPLIFY//
You are killing it in your current role. But what’s next? How do take the next step to grow your career? In this session, you will discover new career paths. Using real life examples and information gathered by interviewing some of the most influential professionals in talent acquisition, you will learn how to leverage your experience in order to map out your future career.
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
This document is a summer project report submitted by Bijayalaxmi Nayak to partial fulfillment of an MBA degree. The report focuses on human resource planning practices at Neelachal Ispat Nigam Limited (NINL). It includes an introduction, objectives of the study, methodology, and limitations. The report also acknowledges those who contributed and provided guidance. It provides a company profile of NINL and discusses literature related to human resource planning. The report analyzes NINL's human resource planning process, including forecasting, policies, and identifying sources. It presents data analysis, findings, suggestions, and conclusions.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
This document defines manpower planning and recruitment, outlines the stages of manpower planning, and discusses factors that affect labor performance. Manpower planning is defined as matching available human assets to effectively implement productive forces. The stages of manpower planning include predicting needs, designing job descriptions, finding recruitment sources, providing incentives for promotion, and anticipating losses. Manpower recruitment involves identifying vacancies, developing job requirements, locating candidate sources, selecting candidates through interviews, and placement. Factors like wages, working hours, health, education, and personal qualities can impact labor efficiency.
The document discusses human resource management (HRM) and related concepts. It defines HRM as a function of management concerned with hiring, motivating, and maintaining employees in an organization. It focuses on managing people within the organization. The document also discusses human resource planning, job analysis, recruitment, selection, and interviews as key aspects of HRM.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Performance Management Presentation March 2011 Finaljoannemelanson
This document outlines key considerations for designing and implementing an effective performance management program for small businesses. It discusses setting organizational, team, and individual goals aligned with business strategy. It also covers benchmarking skills and tools for success, providing consistent feedback, and identifying top and poor performers. An effective program can improve employee engagement, performance, retention of top talent, and overall business success. The document compares development-driven and competitive assessment models and their benefits.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
The document outlines the key functions of human resource management including planning, staffing, employee development, and employee maintenance. It discusses how these functions work towards effective utilization of human resources, desirable working relationships, and individual development. Some example functions are human resource planning, job analysis, staffing, orientation, training, performance appraisal, compensation, and benefits. The primary responsibilities of an HR manager are developing knowledge of corporate culture and policies, acting as an internal change agent, keeping communication lines open, identifying HR strategies, and evaluating the impact of HR interventions.
Role and Responsibilities HR Executive in a CompanyYour HR World
A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
This document outlines the key functions of human resource management (HRM) within an organization. It discusses HRM objectives and strategies, and divides HRM functions into managerial functions like planning, organizing, controlling, and directing, as well as operative functions such as employment, compensation, and human resource development. The overall purpose is to achieve organizational goals by effectively managing its workforce.
This document provides an overview of human resource management (HRM). It defines HRM as the process of maximizing employee and organizational effectiveness through programs and activities related to acquiring, developing, motivating and retaining employees. The key objectives of HRM are outlined as efficient utilization of employee skills, providing trained and motivated employees, increasing job satisfaction, communicating HRM policies, and developing quality work life. The scope of HRM discussed includes human resources planning, job and work design, recruitment, selection, placement, training, development, and performance appraisal.
The document provides an introduction to human resource management, covering key topics such as:
- The definition and functions of HRM including planning, staffing, and compensation management.
- The history of HRM approaches from scientific management to human resources.
- Emerging roles of HRM such as creating competitive advantage and human resource accounting.
- Challenges for HR professionals like improving productivity and adapting to workforce changes.
Induction Process in Human Resource ManagementRaja Adapa
Induction is the process of introducing a new employee to an organization. It aims to reduce anxiety and help the employee adjust to their new role and workplace. An effective induction program provides information about the company, job responsibilities, policies and culture. It introduces the employee to colleagues and acclimates them to how work will be performed. A formal induction process conducted by HR may include presentations, manuals and facility tours over several days or weeks. The goal is to help new hires feel welcome and prepared to contribute value to the organization.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
In this presentation, we will help you to understand the meaning, role and functions of Human Resource Management in an organization. We will also talk about challenges that HR face and the scope of growth of HRM in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Presentation is About Different Types Processes of Human Resource Management.This Presentation Is Helpful to understand the processes of Human Resource Management.
This document discusses human resources management (HRM) in organizations. It covers several key points:
1) HRM involves acquiring the right people for an organization, developing their skills, and motivating them to contribute to the organization's goals.
2) Operative HRM functions include employment (recruiting, selecting, placing staff), development (training, career planning), compensation, and employee relations.
3) The objectives of HRM are to create a skilled and motivated workforce to achieve organizational goals, establish sound employee relations, and satisfy both individual employee and societal needs.
Sourecon Presentation: Career Coaching - Mapping Your Next StepAMPLIFY//
You are killing it in your current role. But what’s next? How do take the next step to grow your career? In this session, you will discover new career paths. Using real life examples and information gathered by interviewing some of the most influential professionals in talent acquisition, you will learn how to leverage your experience in order to map out your future career.
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
This document is a summer project report submitted by Bijayalaxmi Nayak to partial fulfillment of an MBA degree. The report focuses on human resource planning practices at Neelachal Ispat Nigam Limited (NINL). It includes an introduction, objectives of the study, methodology, and limitations. The report also acknowledges those who contributed and provided guidance. It provides a company profile of NINL and discusses literature related to human resource planning. The report analyzes NINL's human resource planning process, including forecasting, policies, and identifying sources. It presents data analysis, findings, suggestions, and conclusions.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
Joan Sisemore is a dynamic human resources business leader with over 20 years of experience in human resource management, education, organization effectiveness and development, and human resources consulting. She currently owns and operates her own HR consulting firm, People Dynamics Consulting, LLC, where she designs and implements people solutions to develop capabilities and improve business performance for clients. Prior to that, she held various HR leadership roles at Chevron Corporation and Easter Seals of Greater Houston. She has an MBA in human resource management and is a certified HR professional.
This document contains a summary of Swaty Verma's experience in talent management and human resources. It outlines her current role as a Senior Associate of Staffing at Sapient Corporation, where she fulfills resource requirements, works to achieve high utilization rates, and handles capacity partner roles in APAC and North America. Previously, she worked at HCL Technologies as an Associate Manager, where she was responsible for talent planning, hiring, training, and development. She has over 10 years of experience in HR management, staffing, and developing internal talent pipelines. Her skills include relationship management, communication, and delivering resources effectively to business teams.
Mohan Sharma Khandrika is an experienced human resources professional with over 28 years of experience in India, Saudi Arabia, and Nigeria. He has held roles such as Head of HR at ICRISAT and Group Director of HR at Jotna International in Lagos, Nigeria. His experience includes recruitment, compensation and benefits management, talent acquisition, performance management, and training and development. He holds certifications in competency-based recruitment and analysis.
Vikram Babu is an accomplished HR professional with over 8 years of experience managing HR functions across diverse sectors. He has significant experience working with reputed MNCs like Aditya Birla Minacs Worldwide Limited and other private companies. Currently he is seeking a senior managerial opportunity to utilize his proven people-oriented skills and develop a positive work environment. He has expertise in strategic HR planning, policy standardization, talent acquisition, performance management, and statutory compliance.
The document is a resume for Kelly This-Hall, a human resources professional with over 15 years of experience in various HR roles. She has extensive experience in areas such as employee relations, compliance, recruitment, training, and HR systems/technology. Her most recent role was as a Senior Human Resources Specialist at Insperity, where she consulted with clients to ensure their HR policies and practices were compliant with regulations.
Human resource management systems operate throughout an employee's tenure with a company, from recruitment and selection through employment management including rewards, appraisals, industrial relations, and termination of employment through retirement, resignation, redundancy, or dismissal. The role of the human resources professional has evolved from administrative personnel functions to strategic partner, employee advocate, change champion, coach, and training and development specialist in order to support organizational strategy, create an environment where employees can succeed and contribute, enable successful change initiatives, provide feedback to managers, and develop employee skills.
Lubna Tawakkul has over 15 years of experience in human resources and administration. She has experience developing HR policies, procedures, and systems for organizations with over 2,000 employees. Her experiences includes recruitment, training, compensation and benefits administration, and employee relations. She is seeking a challenging position to apply her strategic skills and experience developing and managing HR functions.
Jitendra P. Kulkarni is a regional HR generalist with over 7 years of experience. He is currently working as the regional HR manager for JJ Marketing, a business partner of HDFC Bank. In this role, he handles all aspects of HR including recruitment, staffing, performance management, training, employee relations, and communication. Previously he has worked for other companies in various HR roles. He has a MBA in HR and diplomas in computer management and business administration.
Human resource management (HRM) involves attracting, selecting, training, assessing, and rewarding employees. It ensures compliance with employment laws and represents the company in collective bargaining. HRM's objectives include helping the organization achieve its goals by providing competent and motivated employees and maintaining good employee relations. It undertakes activities like workforce planning, recruitment, training, performance appraisal, compensation, and welfare of employees. Factors like workforce size, technology changes, and environmental challenges influence HRM strategy.
This document provides a summary of Sanjay Mansukhani's career experience in human resources and administration roles over 20 years. It outlines his educational credentials including a PhD in Human Resource Management. It then details his work history in HR roles at Warba Insurance Company in Kuwait, Kuwait Transcontinental Shipping Company, and Kuwait Insulating Material Manufacturing Company, as well as earlier roles in India. For each role, it lists key responsibilities and deliverables such as developing HR strategies, managing compensation and benefits, training, reporting, and overall administration.
Brenda West is currently the Executive Director of Human Resources for Lewisville Independent School District, overseeing HR functions for over 8,000 employees. She has 13 years of experience managing all aspects of HR, including recruitment, employee relations, and engagement strategies. Her experience also includes transitioning systems like implementing a paperless personnel system and changing compensation structures. She is pursuing senior HR certification and believes her public education experience would transfer well to other industries.
This document summarizes the professional experience of an HR leader with over 15 years of experience in various industries. They have expertise in strategic areas such as mergers and acquisitions, compensation management, benefits management, and HRIS/HRMS systems. They also have extensive international experience developing HR strategies in countries around the world. Their background demonstrates strong skills in organizational development, performance management, employee relations, and training.
M.R. Narayanan has over 30 years of experience in human resources management, industrial relations, and general administration. He is seeking a senior managerial role in HR. He has expertise in developing HR strategies, maintaining industrial harmony, training and development, performance management, and compensation. Some of his achievements include developing training modules, framing HR policies, handling strikes and unions, and implementing initiatives to reduce costs and improve productivity. He has worked in various industries and held roles with increasing responsibility.
The Role of an HR Consultant in Driving Business Success.pptxKlay Hr Consultants
As businesses strive for success in today’s competitive landscape, the role of Human Resources (HR) has become increasingly crucial. HR consultants play a vital role in helping organizations navigate the complexities of managing their workforce effectively.
This document discusses human resource management (HRM) and the roles and responsibilities of HR managers and line managers. It provides definitions of HRM, outlines its objectives such as maintaining good employee relations and optimizing human resources. It also describes the key functions of HRM like recruitment, training, performance management. The roles of HR managers are summarized as overseeing department functions, managing employees, and responsibilities related to compensation, training, employee relations, and recruitment. Line managers also have important responsibilities in implementing HR policies and initiatives related to performance management, employee engagement, discipline and performance-based pay.
Mary Mlay is a Tanzanian female human resources professional with over 9 years of experience. She holds a Master's degree in Human Resource Management and Bachelor's degree in Political Science and Public Administration. Her most recent role was as Human Resources Manager at Aga Khan Hospital in Dar es Salaam, Tanzania where she oversaw recruitment, employee relations, performance management, and more. She also held human resources roles at Golden Tulip Hotel and TZ Live Promotion.
Donna Galay has over 10 years of experience in human resources management. She currently works as the Human Resources Manager for E.B. Horsman & Son, where she is responsible for advising on and managing HR programs to support the organization's culture and business objectives. Previously, she was the Human Resources Manager for Sturgeon County for 7 years, where she led a team and successfully directed all HR operations, including developing strategic goals, recruiting and developing talent, and ensuring compliance. She has a strong track record of partnership, change management, and developing people and programs.
The position of Manager Human Resource is responsible for managing all aspects of human resource functions including developing policies, programs for employment, compensation, training, health and safety. This position serves as the key advocate for employees and develops company talent. The manager reports to the Director of Human Resources and Administration and supervises the human resource staff. Specific responsibilities include strategic workforce planning, talent management, culture change initiatives, employee communication, and ensuring health and safety policies. The ideal candidate is an experienced HR leader with strong communication, change management, and business partnership skills.
Similar to Summary of Professional Experience (20)
1. Summary of Professional Experience and the updated CV
I have been in the fields of Human Resource Management (HRM), Human Resource
Development (HRD) and administration for the past 20 years out of which over fourteen
years in HR leadership positions at senior management level in two global organizations
and one corporate sector organization. During past fourteen years as a senior HR
professional/ Generalist, I have been in an active part in the development of the business
/ country strategic plans in both global organizations and provided strategic inputs with
regard to the human resource management and organizational development (OD). I
have provided HR leadership to these organizations by contributing to strategic
management decisions, streamlining HRM, implementing strategic HRM and managing
organizational change effectively in difficult situations.
Currently, I am working as a Freelance Consultant and a Visiting Lecturer. I worked at
Premium International as its General Manager - Human Resources for 6 months, Oxfam
GB (for six and half years) and Plan International (6 years) both are two leading global
organizations as Country Human Resources Manager at senior management level. I
have also worked at HDFC Bank as its Executive HR & Administration (for 2 and half
years) and at Sanken Lanka (Pvt) Ltd as an Assistant Administrative Officer (for 4 years).
I have a progressive experience in leading and motivating people including
professionally sound international staff in the HR department. I have provided leadership
and strategic directions to HR function managing HR processes including recruitment,
learning and development, performance management, compensation and benefit
management, employee relations, etc., I have a good knowledge and experience on HR
business partnering that I have closely worked with functional/operational heads and
provided professional advice to the heads of the organizations and functional/operational
heads on people management, performance management, HRD and other HRM issues.
I do also have hands on experience in managing /maintaining HRIS (PeopleSoft) too.
Possess broader knowledge on industrial relations including local labour laws which
support my hands on experience in executing disciplinary procedures,
handling/conducting domestic inquiries, drafting show cause notices, warning letters etc.,
attending Labour Department inquiries, LT matters, court cases and close association
with the panel of lawyers at the Employers’ Federation of Ceylon (EFC). I have also
handled compliance issues with key stakeholders and ensured all statutory requirements
are met.
2. I have broader knowledge and experience of Performance Management System
(PMS). I was able to streamline the performance management system (PMS), and
helped managers to develop key performance indicators (KPIs) at Premium
International, Oxfam GB and Plan and was able to avoid cultural barriers and convince
the line management and the staff of the key objectives and importance of the PMS.
I have prepared annual Learning and Development (L & D) plans, developed
training modules (support packs) and facilitated training sessions both at local and
regional levels (at Asia regional HR forums) to address the short-term as well as long-
term development needs of people and support the career progression coupled with
talent management initiatives. I do have good presentation skills too.
Possess broader knowledge of local and international HR trends and hands on
experience in implementing global best HR practices, reviewing global HR policies and
procedures in line with local contexts and drafting and developing new HR policy
documents. This exposure gives me confidence to develop HR policies and procedures
to any organization in line with industry standards. I was a part of the team to develop
the HR Strategy for Asian Region in Oxfam GB and then developed an HR Strategy for
Sri Lanka.
I am being an active and leading member of the Institute of Personnel Management
(IPM) do have close relationships with the key actors in the corporate sector and leading
academic institutions (both government and private universities) in Sri Lanka. I am a
part-time HR consultant and a visiting lecturer at IPM.
In addition, my academic and professional background would also equally
complement for this position. Currently, I am reading for PhD in Management at the
University of Sri Jayewardenepura. I have obtained an MBA in Human Resource
Management from the Postgraduate Institute of Management (PIM) University of Sri
Jayewardenepura (USJ), a National Diploma in Human Resource Management from the
National Institute of Business Management (NIBM), and Certificate course in
Competency Based Human Resources Management from the ILO campus in Turin, Italy.
I am an associate member of the Institute of Personnel Management (IPM) and a
professional member of the Association of HR Professionals.
3. Profile
I am an innovative senior HR professional and a visionary thinker in HRD with a wide
range of knowledge and experience in the fields of strategic human resource management
(SHRM) and HRD. Expertise in organizational development (OD), change management,
organizational restructuring, HR business partnering, general management, HR policy
drafting and development, counseling, reward management, performance management,
employee relations and industrial relations. Communicate well at all levels and possess
strong people management skill, the ability in managing, developing and motivating
teams to achieve team objectives. Possess strong leadership, interpersonal, analytical,
conceptual negotiation, and problem solving skills and dedicated to maintain high quality
standards of work and able to inspire any organization. My business acumen immensely
helps me to rightly align HR strategies with the business strategy and strengthen the
vision of the organization.
Academic Achievements:
• Reading for the PhD in Management at the University of Sri
Jayewardenepura. The research area is Strategic Human Resource
Management (SHRM).
• Obtained an MBA in Human Resources Management from the Postgraduate
Institute of Management (PIM), University of Sri Jayewardenepura, 2010.
• Obtained a Certificate in Competency Based Human Resource
Management (CBHRM) from ILO Campus, Turin, Italy 2008 (Received a
fellowship from the Government of Italy).
• Obtained a National Diploma in Personnel Management from the National
Institute of Business Management (NIBM), Sri Lanka 1998.
Summary of Professional Experience
I have been in the fields of human resource management, administration and logistics
management for the past 20 years out of which 14 years at senior management level in the
corporate sector and the development sector. I was attached to two global organizations
and held the position of Acting Country Director several times when the Country Director
position was vacant and country directors were on home leave.
I have the ability to think strategically and act effectively in organizational
management and possess strong leadership skills, conceptual skills, people management
skills, effective communication skills, strong change management skills etc.,
I have also been working as a Management Consultant. The consultancy areas are
organizational development, corporate management, human resource management,
change management including restructuring organizations, reward management including
pay market surveys, etc.
4. Key Highlights of hands on experience
• Developed HR Road Map and implemented at Premium International (Pvt) Ltd.
• Prepared technical skills inventory to share with prospective overseas suppliers
followed by the preparation of L & D plan and its implementation.
• Led and managed the change management processes at Oxfam GB in the year
2009, 2011 and 2013 ensuring the best talents were retained.
• Developed new organizational structures in line with National Change Strategy
(NCS), reviewed job profiles and developed new job profiles for all new positions
including a competency mapping.
• Introduced HR Business partnering and expended HR role at Oxfam GB.
• I was a part of the team that developed the People Strategy (HR Strategy) for Asia
Region at Oxfam GB and its implementation across the region.
• I was a Co-facilitator of annual HR Forums held regionally for Asia Region for
six consecutive years from 2008 to 2013.
• Designed, developed and conducted/ facilitated orientation training for new staff
and re-orientation training for existing staff at Oxfam GB.
• Designed, developed and conducted/ facilitated performance management training
at Oxfam GB and Plan Sri Lanka to re-orient staff. Streamlined the PMS and
inculcated performance driven culture in these organizations.
• Undertook employee opinion surveys (Employee attitude surveys in 2008 and
2011 and made changes and improvements to management processes and revisited
organizational practices based on the results.
• Prepared annual L & D plans for six consecutive years and successfully
implemented at Oxfam GB which was a mandate for HR Manager.
• Undertook pay market surveys for 6 consecutive years from 2007 to 2012 and
ensured competitive pay packages for staff at Oxfam GB.
• Reviewed HR policies, drafted policy documents and developed new polices
including the Staff Handbook at Oxfam GB.
• Coordinated the Staff Attitude Surveys at Plan International (Plan Sri Lanka) in
2002 and 2006 (Consultant was the Hay Group in the United Kingdom).
• Formulated and executed pay and benefit structure including reviewing and
updating all existed job profiles at Plan International in 2001.
5. • Performed as the Country Director at Oxfam GB time to time when the position
was vacant due to visa issues of expatriates for over 3 – 4 months.
Employment History:
Organization Period Position Key Job Responsibilities
Presently, working as a Freelance Consultant and a Tutor
Premium
International (Pvt)
Ltd
Start Date:
May 2014
End Date:
November 2014
Head of Human
Resources
Managed the HR function in
line with business priorities,
provided HR business
partnering to achieve shared
organizational objectives,
contributed to corporate
thoughts and assisted the
Board of Directors for
planning and implementation
of business activities, and
managed the entire general
administration.
Worked as a Freelance Consultant during the period from July 2013 to June 2014 and
undertaken consultancy assignments.
Oxfam Great
Britain
Start Date:
February 2007
End Date:
June 2013
Human Resources
Manager (Head of
Human Resources
and
Administration)
I was the Acting
Country Director
(CD) every time
when the CD
position was
vacant time to time
due to visa issues
of expatriate CDs.
Provided strategic leadership
to the HR function, provided
advised senior management
on employment practices,
contributed to the operational
planning and implementation
of corporate HR and
Organizational development
(OD) initiatives, provided HR
business partnering, member
of South Asia regional HR
team, led and managed the
restructuring process,
managed the general
administration matters etc.,
Plan International,
Sri Lanka
Start Date:
March 2001
End Date:
January 2007
Human Resources
Manager (Head of
Human Resources
and
Administration)
Provided strategic leadership
to the HR function, advised
and guided the country
management team on HR
matters, people management,
and organizational
development, led and
managed the restructuring
process, developed HR
strategy etc.,
6. HDFC Bank Start Date:
September 1998
End Date:
February 2001
Executive –
Human Resources
& Administration
Coordinated and supported
the Manager of HR in the
implementation of all HR
processes, led the PMS and T
& D, and administration.
Sanken Lanka
(Pvt) Ltd
Start Date:
September 1998
End Date:
February 2001
Assistant
Administration
Officer
Personnel management of all
local staff, general
administration and, handled
compliance issues and
insurance maters of
construction sites.
Teaching Experience:
• Visiting Lecturer at the Business School of the Institute of Personnel
Management (IPM).
• Research Supervisor for students reading for Professional Qualifications in
Human Resource Management (PQHRM) at the Business School of the
Institute of Personnel Management (IPM).
Professional Memberships:
• Associate Member of the Institute of Personnel Management Inc, Sri
Lanka.
• Professional Member of the Association of HR Professionals, Sri Lanka.
Training Attended:
• Being Oxfam Managers’ Training, a management development training which
is tailored for senior managers in key leadership positions, April 2007, Sri
Lanka.
• Workshop on Training of Trainers, September 2007 and follow-up session in
December 2007 at RedR United Kingdom.
• Workshop on Organizational Behaviors and job specific competencies 22 – 31
March 2003, in the Philippines.
• CONNECT! Management Development Training, 7 – 12 October, Bangkok,
Thailand.
• PLAN Managers’ Orientation Workshop, 18 – 28 June 2002, United Kingdom
and the Netherlands.
• Workshop on Frontline Development, 26 – 31 March 2002, Bangkok,
Thailand.
7. • Attended the Asia HR Forums at Oxfam GB for the past six consecutive years
(from 2007 to 2012) and contributed to planning modules and facilitated
sessions.
CSR/ Professional Commitments:
• Was a Member of the National HR Issues, Stakeholder Relations and Research
Publications and HR Related Surveys Committee headed by Dr. Ajantha
Dharmasiri at the Institute of Personnel Management (IPM)
• Was the Deputy Leader of the Committee working towards National HR
Issues (a sub-committee of the above)
• Providing regular advice to leading INGOs on Change Management/
Restructuring processes and human resources management issues.
• Member of Editorial Committee at the Institute of Personnel Management
(IPM).
Consultancy Assignments Undertaken
• Consultancy on reviewing the organizational structure and existing job profiles
and developing job profiles for new positions followed by a job evaluation
exercise concomitant with a pay market survey for Brien Holden Vision Institute,
an INGO based in Australia, July 2013 – September 2013.
• I was a retaining consultant to Future Waves (Pvt) Ltd and provided advice on
global contracts, labour laws and employment tax etc. July 2013 – October 2013.
• Consultant to Oxfam GB and Oxfam Australia for Single Management Structure
and its legal compliance, July 2013 – September 2013.
• Undertaken a Reward Management Survey in 2011 for ten (10) leading INGOs
(Care, Save the Children, World Vision, Plan, Norwegian Refugee Council,
Oxfam Australia, Danish Refugee Council, Child Fund, Forut, WUSC, and Care
Refugee Netherlands) operated in Sri Lanka and supported them to formulate and
execute competitive pay structures and benefit schemes in their organizations. I
was commissioned by the Consortium for Humanitarian Agencies (CHA).
• Resource Person for Inter Agency Collaboration of International Non-
Governmental Organizations. Advised on organizational development (OD),
change management, organizational restructuring, reward management and legal
requirements for restructuring and staff redundancies, 2009 – 2014.
Personal Details
8. Nationality : Sri Lankan
Civil Status : Married/ One Child
Non - Related Referees:
Dr. Ajantha Dharmasiri
Senior Lecturer
Postgraduate Institute of Management
University of Sri Jayewardenepura
Colombo, Sri Lanka
T.P: + 94 11 2689639 (official)
+ 94 77 7766687 (mobile)
E-mail: ajantha@pim.lk (official)
Mrs. Helen Suwannawongse
Regional Human Resources Manager
Asia Regional Management Centre,
Oxfam Great Britain
Bangkok, Thailand
T.P: +662 632 0033
+662 632 0038
E-mail: hsuwannawongse@oxfam.org.uk
Mr. Paul Joicey
Country Director
Oxfam GB Sri Lanka (Currently the
Country Director in Myanmar)
E- mail: pjoicey@oxfam.org.uk
Mr. S. Thalayasinghem
Senior Counsel
No. 72,
Peterson Lane
Colombo 6
T. P: +94 11 2587289 (Res)
+ 94 71 4779463 (Mobile)
The particulars given above are true and accurate to the best of my knowledge.
………………………. ………………………
Signature of Applicant Date