| The momentary insensitivity of an HR professional can | | | | Ann Bogardus, states in her PHR/SPHR Study Guide |
| set in motion a disastrous and a potentially harmful | | | | book that by the middle of the twentieth century, the |
| chain of events for any business today. Taking a | | | | personnel function was part of almost every business |
| closer look at what can happen when employees | | | | and thus in 1948 the personnel practitioners developed |
| seek advice from their employer's HR department and | | | | into a profession. Today, this profession is called |
| instead are treated as if they are a nuisance, can | | | | Human Resource Profession and plays key roles from |
| reveal that some "Un" human resource professionals | | | | administration to strategic partnerships. Hence, it |
| have managed to settle in positions for which they | | | | behooves businesses to take a closer look at their HR |
| have no calling. The reality of what we see in the | | | | departments to assess if their "un" human resources |
| news these days concerning workplace violence and | | | | representatives can be either properly trained and |
| vengeance can lead one to wonder if the HR | | | | coached to serve in their respective roles or replaced |
| representatives are abiding by the core values and | | | | by professional "Human" Resources teams that can |
| professional HR code of ethics that can strategically | | | | provide all aspects of HR while maintaining the "human" |
| minimize some of the employer tragic stories. | | | | touch necessary for the overall stability and safety of |
| Many companies of all sizes have HR departments | | | | their organizations. |
| comprised of ordinary people who serve in many | | | | In consideration of how all the pieces of the Human |
| different roles for the benefit of the organization's | | | | Resources fit together in the realm of business and |
| growth and stability. The many facets of HR have | | | | organizational growth, it becomes increasingly |
| become difficult for people to understand when it | | | | important to examine, assess, and determine the best |
| comes to functions and responsibilities. Some see all | | | | solutions at least on an annually. A coherent argument |
| HR people as recruiters, some as administrators, and | | | | on the benefits of in-house vs. outsourcing of the HR |
| yet some as strategic business partners and legal | | | | department can draw interesting conclusions. One |
| consultants available to help companies stay out of the | | | | sided views without proper quantifications is a |
| court room. The variations are customizable to the | | | | dangerous precedent and quantification without the |
| organizational structure and strategic measures. | | | | "human" element will produce skewed and inconclusive |
| Nonetheless, people view HR as the one-stop shop | | | | results. |
| for employment issues, concerns, investigations, etc. | | | | Taking a serious look from both angles will allow |
| The bottom line is more and more people look to HR | | | | organizations to view and decide on the best possible |
| for advice and counsel. So, along with the responsibility | | | | solutions that can improve their bottom line. |
| to counsel the employer, the HR professionals need to | | | | Understanding the importance of balancing the HR |
| maintain the "human" approach when dealing with | | | | functions in conjunction with the core values and |
| employee concerns, complaints, and any other issues | | | | strategic company goals can make all the difference in |
| that may come their way. Showing the employee | | | | the world. Start your journey today by reaching out |
| genuine care and concern should never be asking for | | | | the HR professionals that can offer your organization |
| too much. In these days, it is the best approach from a | | | | the tools needed for compliance with a winning edge |
| "best practices" standpoint. | | | | on the real "Human" Resources approach. |