HR pays attention to more than just the right educational and experience fit. The right credentials do not guarantee success. Personality types, personal aspirations, natural strengths and preferences often get masked. These ultimately drive success or failure. Getting the organization not to just accept a resume-based view to staffing is tough but an unavoidable imperative.
The process of recruitment is a critical one and HR must be in tune with the business to know if there are elements of a job description that need to change or be updated as the search begins. HRâ€™s role is to help the managers know how to interview properly to ensure that they identify the real skills and abilities of the individual and make the right hiring choice. HR then must have the right products in place to support the new hire as they come to work to facilitate their becoming a contributing member of the organization team and department as quickly as possible.
No matter what is said or done. HR plays a very crucial role for the success of an organization. And yet they are not given a place in the Board of Directors (BOD). However this trend is changing and now there are few leading companies having a HR professional in the Board of Directors.
With its rigorous contribution to the organization, experts are beginning to question as to when HR would own a seat in the BOD. To respond to the new business realities, HR professionals must be players and not just partners. They have to be a part of the decision making process, as they contribute and add value. They contribute to the organizationâ€™s ability to compete. They too are players in the game and not observers of the game.
HR can be instrumental in helping identifying the tools and establishing the framework in the organization that will foster and support this kind of thinking. Every business decision has human implications in all phases of executive and HR can be instrumental in making sure that there is a fully integrated plan.
It is not just a matter of being desirous of being a part of the decision making process but being capable of adding value to this process. And when that happens, the question of whether HR should or should not be core member will not arise.
In the end, the question still looms around the fact whether or not HR has been given its credit. It all depends on the organization. It is said often that in a knowledge economy, companies with the best talent will win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation.
In certain situations when line managers lack skill or knowledge in dealing with employee problems experienced HR managers assume line responsibility for HR matters. But it may be resented by the very managers who ought to seek staff assistance in meeting their HR responsibilities. HR managers should learn the reputation and confidence of line managers of being a source of help rather than a source of threat to line managers. Staff assistance is likely to be effective when it is wanted rather than imposed.
HR Manager should work as an enabler and change agent regarding HR areas and he should be familiar with different disciplines like management, technology, sociology, psychology and organizational behavior as organizational adaptability, viability and development are dependent on the human resources development. So the HR managers should work as a consultant of an organizational development by providing necessary information and infrastructure to line managers. Thus, the role of HR managers is more concerned with providing information and offering advice to the decision makers rather than making decisions.
Nevertheless it is still true that effective HR executives advise on policies that help managers in implementing their programs and provide service and exercise the monitoring and control function sparingly.
Mnager-HR is also a line manager in relation to subordinates within the HR department. HR Manager is responsible for the success or failure of his department in contributing to the organizational goals. In most of the organizations the HR manager is responsible for supervising the activities of his subordinates, like employment manager, wage and salary manager, manager for training and development, manager-industrial relations etc. He is also responsible for the operations of HR manager at divisional and branch levels
As the Chief of the HR Department the HR Manager has to get effective results with the co-operation of all the employees working in the department and by showing the validity of the concept of the team work. The success of the HR department should be measured in terms of its contributions to the HR programs. With all this HR is making a significant contribution in almost all functional areas and it is no exaggeration to stress that HR professional must be on the Board of Directors as a whole time director.