Human Resource Challenges

Human Resource Challenges

 Recruiting—getting the right people

• Controlling benefits costs

• Managing differing expectations & needs

• Retooling skill sets

• Phased retirement

• Globalization

• Helping employees deal with diversity

• Creating “community-driven two-way communications”

• Union issues

• Culture management

• Continued flexibility in work arrangements

• More temporary workers—related pressures for benefits

• Guild concept for professionals

• Tailoring of workplace to the individual

• Branded employee experience

• Office “rage” & how to deal with it

• Training/retraining

• Collaboration tools

• Information streams

• Leveraging technology

■ To administer HR programs

■ To provide information & resources

■ To create a dialogue

■ To “brand” HR

• Ensuring integration

• Helping organizations find/optimize synergies

• Succession planning

• Less tolerance on the part of boards

• Retirement income management

HOW TO CRACK A JOB INTERVIEW

How to crack a job interview:- People make a lot of mistakes while giving a job interview. According to a survey on the subject, it has been said that a successful interview is a presentation that marries the job seeker`s personality and professional experience to the needs of the hiring manger and the company. Interview Tips:- 1. Do your research-Before the interview, research the company online-check their news letter for Recent company news, the “About us “section for information about the company culture, and their list of products and services. 2. Keep it upbeat:-During the interview, stay positive and avoid bad-mouthing about previous employers. 3. Prepare example and ideas-Bring your resume to life by including specific anecdotes that highlight your accomplishments. Be prepared to share ideas about who would you bring to the position. 4. Body Gesture: - To have a successful interview and to make a lasting impression, the Body Language is very important. Postures and body movements are unconscious forms of expression and therefore they have a language of their own. We are unaware of our gestures and body movements most of the time, but other people can notice our gestures and movements if they pay attention and know what they mean. Here is a comprehensive list of probable body gestures, which you watch out for during the course of a Job interview: ·         Crossed arms mean that person is in a defensive and reserved mood. ·         Crossed arms and legs means that the person is feeling very reserved and suspicious. ·         Open arms and hands means that the person is open and receptive. ·         Standing before you with hands inside the pockets means he is not sure or fells suspicious. ·         Standing before you with hands on hips means he is receptive and ready to help you out. ·         Rubbing the back of head or touching the back of neck means the conversation is not really interesting. ·         Leaning back in chair with both hands clasped behind head means he is in an analytical mood, but it is also a gesture of superiority. ·         With the palm holding or supporting chin, he is in an evaluating position and being critical. ·         Sitting in a chair shaking one of the legs means he feels nervous and uncomfortable. ·         Rubbing or touching nose when asking a question means he is not telling the complete truth. ·         If the eyes are downcast and face turned away, it means he is not interested in what you are saying. ·         If he moves his body and sits with his feet and body pointing towards a door means he wants to end the conversation and leave the room. ·         If you are nervous try not to show it. ·         Don't play with your watch, clothes, bag etc. Try to maintain eye contact with the interviewer.  ·         Last but not the least, donot underestimate the importance of your posture and subtle movements.

                                           

         Determining Human Resource Needs

Staffing is an ongoing process that begins with finding the right people through proper planning, recruiting, and selecting. But staffing doesn't end once employees are hired; management must keep and nurture its people via training, appraising, compensating, and implementing employment decisions that determine such things as promotions, transfers, and layoffs. 

  

Human Resource Planning :

The first step in the staffing process involves human resource planning. Human resource planning begins with a job analysis in which descriptions of all jobs (tasks) and the qualifications needed for each position are developed. A job description is a written statement of what a jobholder does, how it's done, and why it's done. It typically portrays job content, environment, and conditions of employment. The job specification states the minimum acceptable qualifications an incumbent must possess to perform a given job successfully. It identifies the knowledge, skills, and abilities needed to do the job effectively. 

Job analysis is then followed by a human resource inventory, which catalogs qualifications and interests. Next, a human resource forecast is developed to predict the organization's future needs for jobs and people based on its strategic plans and normal attrition. The forecast is then compared to the inventory to determine whether the organization's staffing needs will be met with existing personnel or whether managers will have to recruit new employees or terminate existing ones.

Recruiting strategies:

Recruitment includes all the activities an organization may use to attract a pool of viable candidates. Effective recruiting is increasingly important today for several reasons:

• The U.S. employment rate has generally declined each year through the 1990s. Experts refer to the current recruiting situation as one of “evaporated employee resources.”

• Many experts believe that today's Generation X employees (those born between 1963 and 1981) are less inclined to build long‐term employment relationships than were their predecessors. Therefore, finding the right inducements for attracting, hiring, and retaining qualified personnel may be more complicated than in previous years.

Keep in mind that recruiting strategies differ among organizations. Although one may instantly think of campus recruiting as a typical recruiting activity, many organizations use internal recruiting, or promote‐from‐within policies, to fill their high‐level positions. Open positions are posted, and current employees are given preferences when these positions become available. Internal recruitment is less costly than an external search. It also generates higher employee commitment, development, and satisfaction because it offers opportunities for career advancement to employees rather than outsiders.

If internal sources do not produce an acceptable candidate, many external recruiting strategies are available, including the following:

• Newspaper advertising

• Employment agencies (private, public, or temporary agencies)

• Executive recruiters (sometimes called headhunters)

• Unions

• Employee referrals

• Internship programs

• Internet employment sites.

 But there's more to recruiting than just attracting employees; managers need to be able to weed out the top candidates. Once a manger has a pool of applicants, the selection process can begin.

Professional & Ethical Behavior in the Workplace

             Professional & Ethical Behavior in the Workplace

Professionalism and ethical behavior in the workplace can benefit career and improve our working environment. Understanding examples of professional and ethical behavior can help us to develop our own effective work habits. Be conscious of how to treat co-workers and your workplace attitude and we can improve our productivity and effectiveness.
Employees are expected to treat each other, staff, students and others in a professional manner while conducting business activities. Discourteous or offensive behavior directed toward staff, students or others is not tolerated.

Ethics in Workplace :

Meetings

Business meetings are regular occurrences in the corporate world, and by following meeting etiquette we can improve our professional image. Be prepared to contribute to the meeting by reviewing the agenda in advance and arrive on time. Recognize each speaker that has the floor and do not try to talk over someone else. Be respectful of the meeting chairperson and follow the format of the meeting, which would include using the proper times to ask questions.

Communication

Ethical treatment of our co-workers and managers means being respectful of the need for efficient and accurate communication. Follow the instructions on company memos and ask questions only after you have thoroughly read the information. Asking questions about information that is clearly marked on company correspondence is unprofessional and presents the image of someone who does not follow instructions. Refrain from repeating office gossip, as helping to spread false or demeaning information regarding a co-worker is considered unethical.

Time Management

Be early to work so that you can settle into your job duties, say hello to co-workers and get coffee before your shift is scheduled to start. Follow the lunch and break schedules by leaving when you are scheduled and returning on time. Check out and in when you leave for breaks and lunch. Before beginning your day, check your work schedule so that you know where you have to be and at what time.

Employee Safety

It is the responsibility of each employee to report suspicious people in the office or misconduct committed by company employees. Company policies are designed to create a safe workplace. By reporting violations of company policy, you are doing your part to maintain a high standard of ethics in your office that will keep employees and visitors safe. For example, fire exits that are not properly maintained should be reported immediately for repair. Employees that do not follow the regulations in regard to proper disposal of cigarettes in the break area could be causing a fire hazard and that should be brought to the attention of management.

As an HR PERSON what must be the behavioral skills one should possess

To be an HR you need to develop the following:
1.Be Cool and have patience
2. Observe people attitude
3. Learn you organization culture and put into practice
4. Never complaint
5. Create a bonding with people and make yourself people oriented
6. Since HR's are like middle management don't carry organization gossip to the employees.
7. Practice good written and oral communication. 

What is Human Resource

Human resources is the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labor", or simply "people".

What exactly are Human Resources?

 Employee salaries and benefits comprise the vast majority of the County's operating expenses. More importantly, the County is, in a very real sense, nothing more than its employees. Formerly called "Personnel," the County's Human Resources Department develops and administers programs designed to increase the county's effectiveness as an employer -- its hiring processes, pay, benefits, human resource policies and others -- the whole spectrum of creating and managing the employer-employee relationship. The label of "human resources," now the norm in the profession, designates a broader involvement and strategic role in the organization than "personnel," which most people associated with just hiring.

The Human Resources (HR) Department provides these major services in their role of making the County of more a premier community in which to live, work, and raise a family:
►  Manages job recruitment, selection and promotion of county employees;
►  Develops and oversees employee benefits and wellness programs;
►  Develops and promotes appropriate personnel policies and enforces those policies;
►  Fosters a positive work environment and effective employee-employer relations;
►  Manages the county’s pay-for-performance system;
►  Promotes employee career development and job training;
►  Provides a county government orientation for new employees;
►  Provides guidance on disciplinary actions; and
►  Serves as primary contact for work-site injuries and accidents;

  Some of the key or core functions the HR Department manages:

 ► The Hiring Process:  Everything from decisions about what qualifications are required to work for the County to the array of forms, interviews, tests, reference checks and other tools used in the hiring process.
► Classification:  Jobs titles, descriptions, pay ranges, qualifications, job performance standards and expectations and so forth. HR helps decide which classifications are needed, develops the description of the classification and ensures that individual positions are assigned to the correct classification.

► Compensation:  How much should the County compensate employees to remain competitive within the workforce? HR uses a blend of market surveys and job analysis techniques to develop the County's salary schedules and systems.
►  Benefits:  HR develops and manages the County's fringe benefit programs -- health insurance, dental insurance, disability insurance, vacation leave, sick leave, holiday leave and more.
► Employee Relations:   The County's HR Director can assist/direct employees who feel they have a grievance.

► Legal Compliance:   HR staff is expected to be experts in a wide range of employment and labor laws: wage and hour laws, collective bargaining, equal opportunity, affirmative action, discrimination, sexual harassment, disabilities, medical claims, workers compensation benefits and many, many more. They work with the County Manager, Department Directors, County Attorney's and County Employees to ensure the County's decisions and actions are within established legal boundaries and represent the County in administrative claims and appeals.
► Performance Management:   HR develops policies and systems such as performance appraisals centered around the objective of skillfully evaluating and managing employee performance.