| The human resource function has gone from the | | | | employees. If the right type of employees does not |
| traditional hire and fire role to a strategic partner at the | | | | enter the organization, its days are numbered, because |
| table with finance, operations and other business | | | | people drive almost any type of organization towards |
| centers that are not centers of profit for the | | | | success. |
| organization. The job of HR, as is the job of all such | | | | Performance management:- |
| departments, is to ensure that the business gets the | | | | Regular, balanced and systematic appraisals must be |
| most out of its employees. Another way to put this is | | | | administered consistently in order to evaluate the |
| that the human resource management needs to | | | | performance of each individual in the organization. This |
| provide a high return on the business's investment in its | | | | allows human resources to pinpoint the weaknesses |
| people. This makes it a highly complex function - | | | | of an individual's work style and the strengths. They |
| because it deals with not just management issues but | | | | can then share this information with the employee in |
| human ones as well. | | | | order to affect a change in performance. This in turn |
| These 2 polarities are not always easy to balance and | | | | will lead to more productivity and potentially better |
| the human resource managers specifically try to | | | | returns on human investment. |
| maximize output from employees by instituting various | | | | Point of contact:- |
| schemes and policies. The following are some of the | | | | The human resource personnel form the point of |
| functions handled by the human resources team. | | | | contact for an employee with any type of difficulty or |
| Handle compensation and rewards:- | | | | query about their remuneration or other aspects of |
| Human resources are responsible for tying incentives | | | | employment with the business. It is essential for |
| and rewards to certain positions and roles in order to | | | | someone to be available to answer questions and |
| maximize performance levels. This is a strategic | | | | provide guidance. This communicates to the employee |
| thinking task because it affects every single person in | | | | that the business cares about his or her concerns and |
| the organization and has to be planned separately for | | | | is available to address them. |
| each position, depending on level, department and | | | | Employee expectations:- |
| goals. Some jobs need to be more goal driven, such | | | | The human resources function fulfills a very important |
| as sales so salary can be basic but commission can | | | | 'soft skill', unspoken task - that of balancing employee |
| form the bulk of the remuneration, leading to more | | | | expectations and the organization's expectations. Both |
| incentive to work effectively and close sales. Some | | | | need to be addressed and aligned for a business to |
| firms tie top management's salary to stock price but | | | | be successful and one with satisfied employees. Only |
| this can be risky. It is up to human resources to | | | | a content and motivated employee will deliver good |
| structure this important aspect to everyone's | | | | work, so it is the job of human resources to keep |
| satisfaction. | | | | track of the expectations of the employee and those |
| Recruitment:- | | | | of the organization to ensure both are met |
| Another important task handled by the human | | | | simultaneously. |
| resource function is the selection and retention of | | | | |