MODULE-1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource Management

Introduction

Organizations consist of people and function through them. Without individuals,

organizations cannot function. Human resources are crucial in coordinating and utilizing
other resources, such as finances, materials, and machinery. Consequently, people are the
most valuable asset of any organization. Human Resource Management (HRM) focuses on
effectively managing individuals to achieve organizational goals. Managers at every level
must engage in HRM since they execute tasks through the efforts of others. Effective HRM is
essential for managers to reach their objectives with the support of their teams.

Meaning and Definition of Human Resource Management

Human Resource Management brings individuals and organizations together to meet mutual
goals. It involves optimizing human resources effectively to maximize productivity and
cooperation. HRM aims to procure, develop, and retain a competent workforce that supports
organizational success.

Several scholars define HRM in different ways:

 Ivancevich and Glueck define HRM as “the most effective use of people to achieve
organizational and individual goals.”
 Byars and Rue describe HRM as “encompassing activities designed to provide for
and coordinate the human resources of an organization.”
 Milkovich and Boudreau explain HRM as “a series of integrated decisions that
form the employment relationship: their quality contributes to the ability of
organizations and employees to achieve their objectives.”
 Flippo defines HRM as “the planning, organizing, directing, and controlling of the
procurement, development, compensation, integration, maintenance, and separation of
human resources to accomplish individual, organizational, and social objectives.”
  According to Leon C. Megginson, “The term human resources can be defined
as the process of total knowledge, skills, creative abilities, talents and aptitudes
of an organization’s workforce, as well as the value, attitudes and beliefs of the
individuals involved”.

HRM is a continuous process that evolves in response to the environment. Organisations

must regularly update their HRM strategies to meet the changing needs of their workforce
and evolving business conditions.

Nature of Human Resource Management (HRM)

1) Universal Application: HRM applies to all organizations, regardless of size or industry. It

influences every level of management.

2) Action-Oriented: HRM focuses on solving employee issues rather than just handling
paperwork. It uses practical policies to address workplace challenges.

3) Employee-Centered: HRM aims to help employees maximize their potential. It motivates

them through structured recruitment, selection, training, development, and fair pay policies.

4) People-Focused: HRM manages individuals and teams by assigning them suitable roles to
improve productivity. It uses performance-based rewards to encourage continuous
improvement.

5) Development-Focused: HRM supports employee growth by offering training, skill

enhancement, and job rotation. It helps them gain diverse experiences while supporting
organizational goals.

6) Integrative Role: HRM fosters strong relationships among employees at different levels.
It ensures effective collaboration to align human resources with organizational needs.

7) Complex and Dynamic: Managing people is difficult because human behavior is

unpredictable. Unlike machines, employees have emotions and expectations, so they need
careful handling.

8) Supportive Function: The HR department helps line managers handle personnel tasks
efficiently. HR serves as a specialist advisor in a supporting role.
9) Multidisciplinary Approach: HRM uses ideas from psychology, sociology, anthropology,
and economics to understand and manage human behavior effectively.

10) Ongoing Process: HRM is a continuous function that requires constant attention.
Managing human relationships is an everyday responsibility, not an occasional task.

Scope of Human Resource Management (HRM)

HRM covers all aspects of an employee’s professional journey, from hiring to retirement. It
includes essential functions such as workforce planning, recruitment, training, compensation,
employee well-being, and workplace relations. The key areas of HRM are:

1) Procurement of Employees: HRM selects the right people for various positions in the
organization. It includes:

 Understand workforce needs

 Define job roles
 Manage hiring processes
 Select employees
 Assign them to appropriate positions

2) Training and Development: Employees need continuous learning to improve their skills.
HRM provides training, practical experience, and opportunities to participate in decision-
making.

3) Job Analysis and Description: HRM defines job roles and responsibilities to match the
right talent with the right job. It also helps determine fair wages.

4) Remuneration: HRM ensures fair remuneration based on job analysis and performance
evaluation. This includes:

 Set wage structures

 Design incentive systems
 Conduct merit-based employee performance

5) Employee Records: HRM maintains records of employee details, including training

history, job performance, and salary details, to support organizational planning.
6) Employee Welfare and Workplace Relations: HRM ensures workplace safety, health
programs, recreational activities, group insurance, and employee associations to promote a
positive work environment.

Features of Human Resource Management (HRM)

1) Part of Management: HRM is a specialized field within management rather than an

independent discipline. It applies management theories, principles, and techniques to handle
human resources effectively.

2) A Process: HRM functions as a structured process, involving interconnected activities that

aim to achieve organizational goals. It follows the four core management functions: planning,
organizing, directing, and controlling. These functions help manage recruitment, employee
development, motivation, and retention.

3) Continuous Activity: HRM is a continuous process, not a one-time task. It requires

ongoing effort to manage workforce changes and ensure employee well-being. It has to be
performed continuously.

4) Focus on People: HRM deals with current and future employees, ensuring the right talent
is brought into the organization. It applies to all levels of management, from top executives to
operational staff.

5) Goal-Oriented: HRM contributes to organizational success by managing people

effectively. It provides strategies and tools to improve workforce productivity and integrate
human resources with business goals.

6) Universal Relevance: HRM is important for all organizations, not just businesses. It
applies to areas like production, marketing, finance, and research.

Objectives of Human Resource Management (HRM)

1. Achieving Organisational Goals :

HRM plays a crucial role in helping the organization meet its objectives. If it fails to
contribute effectively, it becomes irrelevant.

2. Maximising Workforce Potential :

 HRM focuses on utilizing employees’ skills efficiently to benefit the organization,
shareholders, and customers.

3. Ensuring a Skilled and Motivated Workforce:

HRM provides employees with training, motivation, and fair compensation based on
performance and contributions.

4. Increasing Job Satisfaction and Growth :

HRM implements programs that support employees’ professional growth, helping

them achieve self-actualization and improve their quality of work life (QWL).

5. Creating a Positive Work Environment :

A supportive and engaging workplace fosters job satisfaction and improves overall
organizational performance.

6. Effective Communication of HR Policies :

HRM is responsible for sharing policies effectively, gathering feedback, and

understanding internal and external perspectives.

7. Promoting Ethical and Social Responsibility :

HRM ensures that the company follows ethical practices, complies with laws, and
fulfills its social responsibilities.

Evolution of Human Resource Management

Human Resource Management (HRM) has developed due to various historical and modern
influences.

1. The Industrial Revolution: During this period, machines replaced manual labour,
and technology advanced rapidly. Jobs became highly specialized, with workers
performing only small tasks. Although it increased efficiency, it also made jobs dull
and repetitive. Employers focused on production targets rather than employee well-
being, and the government provided little protection for workers.
2. Scientific Management: F.W. Taylor introduced scientific management to improve
efficiency. He broke tasks into small, precise steps and selected workers who best fit
the job. Overqualified individuals were excluded, and employees received specialized
training. Taylor also introduced a differential piece rate system to reward workers for
following standardized procedures.
3. Trade Unionism: Workers formed unions to protect themselves from unfair labour
practices and employer exploitation. Through collective bargaining, unions negotiated
better wages, improved working conditions, and resolved workplace disputes.
4. Human Relations Movement: Elton Mayo’s Hawthorne experiments in the 1930s
and 1940s showed that employee productivity depends not only on job design and
financial incentives but also on social and psychological factors. This led to
workplace changes, such as leadership training, stronger labour-management
relations, and employee counselling programs. The rise of unions in the late 1930s,
influenced by the Wagner Act, further strengthened workers' rights to fair wages, job
security, and benefits.
5. Human Resource Approach: By the early 1960s, the idea that happy employees are
always productive was largely rejected. Instead, HRM recognizes that each employee
is unique and has different needs and motivations. What motivates one employee may
not work for another, and job satisfaction does not always lead to higher productivity.
Over time, employees began to be seen as valuable resources or assets to the
organization.

The Human Resource Approach focuses on:

 Employees are more motivated to work when they participate in setting their goals.
 Employees have the potential for more self-direction, control, and creativity than their
jobs currently require (Theory Y).
 Managers should utilize employees' latent talent to benefit the organization.
 Managers should create a comfortable and supportive workplace where employees
can perform their best.
 Encourage employees to take initiative and participate in important decisions.
 Giving employees more responsibility and control improves efficiency.
 Job satisfaction increases when employees fully utilize their potential.
The Behavioral Science Approach in HRM helps understand management, employee
behavior, and workplace organization. Instead of just techniques, it focuses on how managers
and employees interact.

Difference Between Personnel Management and Human Resource Management (HRM)

Personnel Management focuses on employees and their workplace relationships. It includes

programs and activities that help achieve both personal and organizational goals. It involves
hiring, developing, and retaining a skilled workforce to ensure organizational success.

According to E.F.L. Breach, “Personnel Management is that part of management

process which is primarily concerned with the human constituents of organization”.

In the words of Richard Calhoon, “Personnel management involves the task of

handling the human problems of an organization and is devoted to acquiring,
developing, utilizing and maintaining an efficient work-force”.

According to R.G. Gokhle, “Personnel Management is the specialized intelligent

handling of the human factor by a separate department which could devote its full time
for research along the line of improvement is industrial relations”.
Key Differences
Managerial Task V i s - Monitoring Nurturing
à-Vis Labour
Key Relations Labor management Customer
Initiative Piecemeal Integrated
Speed Of Decision Slow Fast
Management Role Transactional Transformational leadership
Communication Indirect Direct
Prized Management Negotiation Facilitation
Skills
Selection Separate, marginal task Integrated key task
Pay Job evaluation (fixed grades) Performance related
Conditions Separately negotiated Harmonization
Labor Management Collective-bargaining contracts Individual contracts
 Job Categories and Many Few
Grades
Job Design Division of labour Team work
Conflict Handling Reach a temporary truce Manage climate and culture
Training And Controlled access to courses Learning companies
Development
Focus Of Attention for Personnel procedures Wide-ranging cultural, structural
Interventions and personnel strategies
Respect For Employees Labor is treated as a tool that is People are valued as assets that
expendable and replaceable benefit both employees and the
organization.

Shared Interests The interests of the organization Mutuality of interests

are upper most
Evolution Precedes HRM Latest in the evolution of the
subject

INTERACTION WITH OTHER FUNCTIONAL AREAS

Organizations typically have four main functional areas: marketing, human resources,
operations, and finance. These areas are interconnected and work together. Human Resource
Management (HRM) interacts with each of these areas in the following ways:

1) HRM and Marketing

HRM ensures the organization has employees with the right skills and expertise. When a
company introduces a new product or service, the marketing department must inform HRM
quickly. This allows HRM to plan recruitment, training, and staff selection to meet changing
business needs.

2) HRM and Finance

The HR department is responsible for hiring, training, and managing employees. It also
evaluates staffing needs and suggests ways to optimize manpower. Additionally, HR ensures
employee welfare and follows labor laws. Since these activities involve financial planning,
HR works closely with the finance department to budget for training programs, incentives,
salary revisions, and other employee benefits while considering financial limitations.

3) HRM and Production and Operations

Production and operations management involves scoping, planning, scheduling, directing,

and controlling resources to transform raw materials into finished goods and services. It
applies across all industries, ensuring efficient equipment operation, quality control, and
workforce management. HRM ensures employees have the required skills and attitudes to
support these processes, working closely with related functions. Effective integration between
HRM and operations has always been essential for business success. HRM manages people,
while quality management is handled separately to maintain impartial auditing. However,
conflicts may arise between these functions and operational goals.

4) HRM and IT

HRM uses IT to manage employee data and improve communication. Key responsibilities
include:

 Information Management Practices: Handling data collection, organization,

processing, and storage.

 Information Behaviors/Values (IBV): It shows how effectively the organization

promotes behaviors and values that support the proper use of information.

HR managers collaborate with IT teams to educate employees on best practices for managing
and utilizing information. They also work on building a workplace culture that supports these
values. This interconnected approach helps organizations function smoothly and achieve
their goals efficiently.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT (HRM)

1. Social Significance

HRM improves employees' dignity and fulfills their social and psychological needs. It is done
by:

 Maintaining a balance between available jobs and job seekers, matching roles to their
skills and needs.
 Providing meaningful employment that offers psychological satisfaction.
 Ensuring optimal use of human resources while offering fair compensation based on
contributions.
 Preventing the misuse of human potential and promoting employee well-being.
 Empowering employees to make informed career decisions.

2. Professional Significance

It promotes teamwork and a healthy working environment among employees through:

 Respecting employees as individuals and maintaining their dignity.

 Offering opportunities for personal and professional growth.
 Encouraging teamwork and building healthy relationships among employees.
 Enhancing employees' skills and improving their work capacity.
 Correcting improper job placements and reallocating tasks appropriately.

3. Importance for Organizations

HRM helps businesses achieve their goals through:

 Developing a positive attitude among employees with effective motivation strategies.

 Using the available human resources efficiently.
 Integrating employees' personal and social needs with organizational goals, fostering
cooperation, a sense of belonging, and self-fulfillment.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT (HRM)

HRM functions fall into two main categories:

1) Managerial Functions

2) Operative Functions

Managerial Functions

Managing people is a key responsibility of HR managers. Their role includes planning,

organizing, directing, coordinating, and controlling.

1) Planning

Planning involves deciding in advance what needs to be done. It is a thinking process before
acting and setting a course of action. HR planning includes human resources, recruitment,
selection, and training. It also considers changes in employee attitudes and behaviors and
their impact on the organization.

2) Organizing

Organizing is arranging people and resources to work together efficiently to achieve company
goals. It establishes relationships among employees so that teamwork contributes to
organizational success.

3) Directing

Once planning and organizing are complete, the next step is execution. This includes
motivating, leading, and guiding employees towards common objectives. Effective direction
strengthens industrial and human relations while securing employee commitment.

4) Coordinating

Achieving organizational goals requires proper coordination of employee activities. The HR

department plays a key role in developing and reviewing personnel policies and programs.
While final decisions rest with line managers, HR provides recommendations for
improvements.

5) Controlling
HR must monitor and evaluate activities to verify they match with company's objectives.
Controlling involves checking progress, identifying deviations, and making necessary
corrections to follow planned goals.

Operative Functions

Operative functions focus on specific HR tasks related to employment, development,

compensation, and employee relations. These functions work with managerial duties.

1) Employment

Employment confirms that an organization hires people with the necessary skills to meet its
goals. This includes job analysis, workforce planning, recruitment, selection, placement,
induction, and internal mobility.

i) Job Analysis

Job analysis involves collecting and studying information about specific job roles. It includes:

 Gathering details about job responsibilities, required skills, and working conditions.
 Prepare job descriptions and requirements to determine workforce needs.
 Establishing guidelines for job design and HR activities.

ii) Human Resource Planning

Human Resource Planning verifies that the right number of qualified employees are available
for the right jobs at the right time. It coordinates human resources (current and new hires)
with organizational needs over a specific period. This process includes:

 Evaluating current and future employee requirements based on long-term

organizational goals.
 Calculating the net employee demand by assessing the existing human resource
inventory.
 Improving and developing the skills of current employees to meet future personnel
needs.
  Executing action plans to recruit new employees and further develop the skills of
existing staff.

iii) Recruitment

Recruitment is the process of attracting and identifying potential candidates for job vacancies.
It includes:

 Developing and expanding existing sources of applicants.

 Exploring and establishing new recruitment channels.
 Encouraging qualified individuals to apply for suitable positions.
 Balancing internal promotions and external hiring to meet organizational needs.

iv) Selection

Selection is the process of reviewing applicants based on their qualifications, experience,

skills, and knowledge to determine their suitability for a job. This includes:

 Designing and organizing application forms.

 Developing valid and reliable assessment methods.
 Establishing effective interview techniques.
 Verifying candidate references.
 Implementing medical examination procedures.
 Assisting final hiring decisions by line managers.
 Providing appointment and rejection letters.
 Completing the hiring process for selected candidates who join the organization.

v) Placement

Placement assigns new employees to roles that match their skills. It includes:

 Advising managers on placement decisions.

 Monitoring employee performance to ensure a good fit.
 Identifying and correcting any misplacements.

vi) Induction and Orientation

Induction and orientation help new employees adapt to the organization by introducing them
to its work environment, policies, and people. This process includes:

 Introducing employees to the company's philosophy, objectives, policies, career

growth opportunities, products, market position, social contributions, history, and
culture.
 Familiarizing employees with supervisors, colleagues, and subordinates.
 Helping employees adjust to their new roles and work environment.

2. Human Resource Development

Human Resource Development focuses on improving employees' skills, knowledge,

creativity, aptitude, attitude, values, and commitment to meet current and future
organizational needs. This function involves:

i) Performance Appraisal

Performance appraisal systematically assesses employees based on their job performance and
growth potential. It includes:

 Establishing policies, procedures, and evaluation techniques.

 Helping functional managers in conducting appraisals.
 Reviewing and consolidating performance reports.
 Assessing the effectiveness of various appraisal programs.

ii) Training

Training upgrades employees' technical and operational skills to improve job performance. It
includes:

 Identifying training needs at individual and organizational levels.

 Implementing effective training programs.
 Assisting and advising line managers in conducting training sessions.
 Training employees in essential job-related skills and knowledge.
 Assessing the impact and effectiveness of training programs.

ii) Management Development

Management development focuses on enhancing managerial and interpersonal skills through
organized development programs. It includes:

 Identifying areas where management development is required.

 Conducting development programs.
 Encouraging and motivating executives.
 Designing specialized programs for promotions.
 Engaging experts and utilizing institutional executive training resources.
 Evaluating the effectiveness of management development programs.

iii) Career planning and development

Career planning and development involves guiding employees' professional growth through
education, training, job search, and work experience. It includes internal and external
mobility to ensure career progression and workforce stability.

a) Internal Mobility

Internal mobility refers to employees’ movement within the organization, including transfers,
promotions, and demotions.

 Transfer: Employees are reassigned to similar-level jobs where their skills can be
better utilized. This involves:

 Establishing transfer policies and procedures.

 Providing guidance to employees and management on transfers.
 Evaluating the effectiveness of transfer policies.

 Promotion: Employees are moved to higher positions with increased responsibilities,

status, and pay. This includes:

 Developing fair and uniform promotion policies.

 Advising employees and management on promotion opportunities.
 Evaluating the success of promotion policies.
  Demotion: Employees are reassigned to lower-level positions due to performance
issues or organizational needs. This involves:

 Establishing fair and structured demotion policies.

 Guiding managers in handling demotions appropriately.
 Ensuring proper implementation of demotion policies.

b) External Mobility

External mobility refers to employees entering or leaving the organization. It includes

accessions (new hires and rehires) and separations (resignations, layoffs, retirements, and
terminations).

 Accessions: New employees join the organization through hiring, rehiring of former
employees, or recalling dismissed staff.
 Separations: Employees leave due to various reasons, such as:

 Voluntary Quit: Employees resign due to dissatisfaction or better job

opportunities.
 Layoff: Job eliminations occur due to economic downturns, technology
adoption, or resource shortages.
 Disciplinary Discharge: Employees are terminated for poor performance or
misconduct.
 Retirement: Employees leave upon reaching the retirement age or eligibility.
 Death: Employment ends due to an employee's passing.

Stages of External Mobility

External mobility follows four stages:

1. Exploration Stage: Job search, mutual recruitment, and acceptance of employment

terms.
2. Establishment Stage: Initial job assignments, training, and settling into the role.
3. Maintenance Stage: Career growth, promotions, and seniority.
4. Decline Stage: Retirement or career exit.
 iv) Organization Development

Organizational development improves a company's efficiency and work environment. It

focuses on better teamwork, a positive workplace culture, and smoother operations. Using
behavioral science and technology brings positive changes and supports growth.

3) Compensation

Compensation is the process of providing fair and adequate payment to employees. It

includes job evaluation, wage and salary administration, incentives, bonuses, fringe benefits,
and social security measures.

i) Job Evaluation:

It determinesh the value of different jobs within the organization. It involves:

 Choosing suitable job evaluation methods.

 Grouping jobs into different categories.
 Deciding the importance of jobs within each category.

ii) Wage and Salary Administration:

This involves creating and managing fair wage and salary programs. It includes:

 Conducting wage and salary surveys.

 Setting wage and salary rates based on different factors.
 Implementing wage and salary programs.
 Assessing the effectiveness of these programs.

iii) Incentives:

Incentives refer to additional financial rewards given to employees besides their regular pay.
This process includes:

 Designing incentive payment plans.

 Assisting managers in managing these plans.
 Regularly reviewing the plans to check their effectiveness.
iv) Bonus:

Bonuses include payments according to the Payment of Bonus Act, 1965, and its latest
amendments.

v) Fringe Benefits:

Fringe benefits are extra benefits for employees to improve their well-being and motivation.
These include:

 Disability benefits.
 Housing assistance.
 Educational support for employees and their children.
 Canteen and recreational facilities.
 Transportation services.
 Legal assistance.
 Medical, maternity, and welfare support.
 Access to company stores.

vi) Social Security Measures:

Social security measures provide additional support to employees beyond fringe benefits.
These include:

 Compensation for workers injured in accidents.

 Maternity benefits for female employees.
 Medical and sickness benefits.
 Disability allowances.
 Support for dependents.
 Retirement benefits such as provident funds, pensions, and gratuities.

4. Human relations

Human relations focus on effective employee communication to create a productive,

cooperative, and satisfying work environment. It integrates individuals into the workplace,
ensuring their economic, psychological, and social well-being. It includes:
  Applying principles of perception, personality, learning, and interpersonal
relationships at individual and group levels.
 Encouraging employee motivation.
 Strengthening employee morale to create a positive work culture.
 Enhancing communication skills for better teamwork.
 Developing leadership skills.
 Addressing employee complaints through a structured grievance system.
 Managing disciplinary cases fairly using established procedures.
 Providing counselling services to help employees deal with personal, family, and
work-related stress.
 Improving the quality of work life through employee participation.

Role Of HR Manager

The role of Human Resource Manager may be analysed as follows:

1) As a Specialist: Human resource manager is an expert. As a specialist, he advises

the heads of different functional departments on various aspects of human resource
management, such as human resource planning, recruitment, selection, orientation,
training, appraisal, compensation, etc. With his counsel and suggestions, functional
managers can perform these functions successfully. The human resource manager
should provide information, suggestions, and assistance in such a way that he is
considered a source of help rather than a source of threat to line managers. He should
earn their confidence and goodwill. Staff assistance is likely to be effective when it is
wanted rather than when imposed.

2) As an Information Source: The human resource manager provides valuable

information about labor market, labor laws, and other related areas. Such information
is necessary for the formulation of proper policies and procedures about human
resources. He serves as a record- keeper and researcher to provide the required
information.

3) As a Change Agent: The human resource manager can serve as an internal change
agent to initiate and spearhead necessary improvements in human resource practices.
As a consultant, he can provide necessary infrastructure and support for
organizational development. He helps in introducing and implementing major
 institutional changes in the organization. He is an innovator in human resource
matters. To be an effective consultant, the human resource manager should be
familiar with the needs and changing environment of the organization.

4) Ana Controller: The human resource manager assists line managers in effective
implementation of human resource policies and programs. His advice and service is
essential for monitoring and controlling the progress. As an arm of the top
management, the human resource manager ensures that the human resource policies
and procedures approved and adopted by the management are being consistently
carried-out in all the departments.

5) As a Liaison Man: Very often the human resource manager is asked to act as a
linking pin between different departments/divisions of an organization.

6) As a Housekeeper: The human resource manager looks after the safety, health,
welfare, etc., of employees.

7) As a Fire Fighter: In union-management relations, the human resource manager

acts as a shock-absorber. He is the management’s defence against trade union
activists. He acts as a trouble shooter.

Thus, the human resource manager plays a variety of roles depending on the needs of
the particular organization.

Qualities of a Good Personnel Manager

The qualities that a personnel manager should possess include the following:

1) Problem-Solving Technique: A personnel manager should know the art of

solving problems, being encountered from time to time.
2) Intelligence: A personnel manager should be intelligent enough for analyzing the
situations for objective reasoning, and for creative thinking.
3) Sense of Vocation: A personnel manager should have a sense of vocation and
faith in humanity.
4) Leadership Qualities: A personnel manager should be in a position to inspire,
 motivate, and direct employees to achieve the objectives of organization.
5) Capacity for Persuasion: A personnel manager should have the capacity for
persuasion coupled with patience and tolerance.
6) Integrity: Personal integrity is utmost essential lest the employees lose
confidence in a personnel manager.
7) Cooperation: A personnel manager should be ready to cooperate with the
subordinates in times of difficulty.
8) Coordination: A personnel manager should be ready to coordinate the
subordinate’s activities.
9) Feedback: A personnel manager should have constant feedbacks about the
performance of the staff he recruits in the interests of the company.

DUTIES AND POWERS OF HR Manager

1. Developing and implementing HR policies and procedures that align with the
organization's goals and objectives
2. Managing the talent management process, including recruitment, selection, onboarding,
and determining hiring processes for new hires
3. Designing interview questions, conducting interviews, and creating employment offers
and packages for successful candidates
4. Monitoring training needs and developing and managing employee training programs
5. Ensuring compliance with labor laws and regulations, including health and safety rules
6. Managing employee compensation and benefits programs, including salary reviews and
bonuses
7. Managing employee relations and conducting conflict management and resolution
8. Enforcing company policies and leading disciplinary procedures
9. Developing and managing performance management systems to track employee
performance and conduct performance evaluations
10. Developing and implementing employee retention and employee engagement programs to
increase employee retention
11. Conducting employee surveys and analyzing the results to identify opportunities for
improvement
12. Engaging in project management to devise new HR strategies
13. Managing employee records and maintaining accurate and up-to-date HR databases
14. Developing and managing employee engagement initiatives to foster a positive work
environment
15. Staying up-to-date with changes in labor laws and regulations and updating HR policies
and procedures
16. Managing HR budgets and providing reporting HR activities to the HR director and other
senior managers
17. Providing guidance and support to managers and employees on HR-related issues.