What HR needs to do?
The first step is for the HR department to assess the organization’s capacity to perform. How much power does the company really need? Once this is properly assessed, then they can work on how to procure them. After this step, they need to further assess how the relevant staff can be managed in the most efficient way. So, as you can see, it is more like planning how to drive a car. The only difference is that there are many drivers, and each of them has a role to play in driving the car!
But can the job of the HR department be that simple? No, they have to constantly assess whether the staff can deliver the desired results. The bigger the organization, the more complex the process of managing it. The HR department has to keep in sync and connect the right people. Objectives must be achieved easily and efficiently.
The role of the HR organization
HR managers can operate at different levels of the organization. Their portfolio is such that they can manage multiple roles or even perform multiple tasks if required to do so.
Three HR roles
In the dynamic landscape of the work environment, the HR person/management staff may take on three roles:
The HR management role
This is one of the most well-known HR roles in an organization. HR management is involved in recruitment and some semi-administrative roles in the organization. In these roles, they have to ensure that the conglomerate of employees is in full sync and no one is out of line. Human resources management is involved in the payment of salaries, dismissals, and the handling of all types of employee-related issues and grievances. Typically, an HR specialist starts at the junior support staff level and rises to the position of Senior HR Specialist. At entry-level, they carry out the above tasks. At the senior level, they only supervise.
Arole in a business organization where HR has decision-making power. They are mainly involved in recruiting the workforce. They check what core competencies are required. This helps the organization to stay ahead of the curve. HR also has an influence on some business decisions. Usually, when HR becomes a business partner, there is something to do with recruitment and staffing in such organizations. HR business partners develop systems and practices. All the above HRM functions are carried out in a rigorous manner where no mistakes are possible. This is why they play such an important role in the organization.
Most often HR business partners fail to deliver on the key objectives of the organization. That’s where the strategic employee comes in. The strategic staff has more or less the same roles as HR management, but their responsibilities are more emphasized and their roles are less subordinate. As the name suggests, they develop robust strategies to manage the company’s most important asset/strength, namely human resources. Strategic employees can be dependent or independent partners. However, they have a major say in all decisions.
What we are trying to emphasize here is the importance of the role of the HR manager in the organization. They operate at almost all levels and it is extremely difficult to manage operations without a functional and capable HR department nearby. HR develops and contributes to organizational capability and change. The HR function concerned, must not only be able to spot and nurture talent but must also have a tremendous mastery of designing and streamlining work planning and implementation.
There are three common components of staff appraisal:
Effectiveness – What resources generate HR policies and practices? In most cases, the factors are the cost per employee and the time it takes to recruit an employee.
Effectiveness – Here you ask how different strategic policies affect the talent pool in question. Does it have any impact on the target group or not? There are also some observations to consider. For example, how do coordinated actions targeting talent pools make a difference? It should also be ascertained whether the trainees’ knowledge has improved and whether they are qualified for the job or not. In other words, they need to be fully fit for their purpose.
Impact – the key question is the availability of the talent pool. Qualified talent, how do they impact the organization? Do they deliver the desired results? It is also necessary to establish how the talent pool impacts strategic success by influencing different customer groups.