Role Of Hrd

2. These systems operate throughout an employee's
membership of the Company, starting from the system of
Entry ( Recruitment and Selection ) through the
management of employment relationships (Rewards,
appraisal development, industrial relations, grievances and
discipline ) ; finishing with the These systems termination
of the relationship ( Retirement, resignation, redundancy
and dismissal ).

4. Peripheral
Self Discovery
Mature Contribution
Leadership
Re- Discover
transition
transition
Transformation
Transformation
60s/70s
80s 90s
2000s
2020s

5. Target
Audience
Focal roles Skills
Peripheral Workers/
Supervisors
Record Keeper
Controller
Industrial
Relations
Labour Laws
Disciplinary
Sensitivity Training
Self DiscoveryJr. Management/
Professionals
Trainer
System Builder
Facilitator
Training
Motivational
Counseling
MBO
Mature
Contribution
Sr. Managers /
Middle
Management
Process Facilitator
Service Provider
Diagnostics
Restructuring
Organisation
Development
Leveraging IT
Global HR
Outplacement
Quality

6. Target audience Focal Roles Skills
Leadership Top management
External Audience
Partners
Innovation
Partnership
Anticipation
Business
Strategic
Networking
Re- DiscoveryService Providers
Partners
Contingent workforce
High networth
individuals
Network manager
Q.A.
Need analyst
Strategist Coach
ROI
Human Capital
Valuation
Coaching
Specialist Service

7. What is HRD

8. Why HRD

9. Role Of HRD Manager in an
organization

10. •Specialist — Generalist
•Policy and procedure writer — A good communicator
•Current focus — Current and future focus
•Speaks “HR-ese” — Speaks the language of business
•Management-hierarchy focused — Customer-focused, good
customer relations skills
•Few financial/marketing skills — Understanding
finance/marketing aspects of business
•Stays “within the box” — Thinks “outside the box”
•Focused on the internal organization — Focused on the internal
organization and the broader society
•Factual communicator — Mentor
•A nationalist — An “Global worker”

11. The Changing Human Resources Role
•The role of the HR professional is changing. In the past,
HR managers were often viewed as the systematizing,
policing arm of executive management. Their role was
more closely aligned with personnel and
administration functions that were viewed by the
organization as paperwork.
•When you consider that the initial HR function, in
many companies, comes out of the administration or
finance department because hiring employees, paying
employees, and dealing with benefits were the
organization's first HR needs, this is not surprising.

12. Contd.
•In this role, the HR professional served
executive agendas well, but was frequently
viewed as a road block by much of the rest of
the organization. While some need for this
role occasionally remains — you wouldn’t
want every manager putting his own spin on a
sexual harassment policy, as an example —
much of the HR role is transforming itself.

13. New HR Role
•The role of the HR manager must parallel the needs of
his or her changing organization. Successful
organizations are becoming more adaptable, resilient,
quick to change direction, and customer-centered.
•Within this environment, the HR professional, who is
considered necessary by line managers, is a strategic
partner, an employee sponsor or advocate and a
change mentor. At the same time, especially the HR
Generalist, still has responsibility for employee
benefits administration, often payroll, and employee
paperwork, especially in the absence of an HR
Assistant.

14. •Depending on the size of the organization, the
HR manager has responsibility for all of the
functions that deal with the needs and
activities of the organization's people
including these areas of responsibility.

15. •Recruiting.
•Hiring.
•Training.
•Organization Development.
•Communication.
•Performance Management.
•Coaching.
•Policy Recommendation.
•Salary and Benefits.
•Team Building.
•Employee Relations.
•Leadership.

16. •Primary Objectives of the Human Resources Recruiter:
•Develop and execute recruiting plans.
•Network through industry contacts, association memberships,
trade groups and employees.
•Coordinate and implement college recruiting initiatives.
•Administrative duties and recordkeeping.
•Develop and Execute Recruiting Plans
•Work with hiring managers on recruiting planning meetings.
•Create job descriptions.
•Lead the creation of a recruiting and interviewing plan for each
open position.
•Efficiently and effectively fill open positions.
•Conduct regular follow-up with managers to determine the
effectiveness of recruiting plans and implementation.
HR Role: Recruiter

17. •Develop a pool of qualified candidates in advance of need.
•Research and recommend new sources for active and passive
candidate recruiting.
•Build networks to find qualified passive candidates.
•Post openings in newspaper advertisements, with professional
organizations, and in other position appropriate venues.
•Utilize the Internet for recruitment.
•
--Post positions to appropriate Internet sources.
--Improve the company website recruiting page to assist in
recruiting.
--Research new ways of using the Internet for recruitment.
--Use social and professional networking sites to identify and
source candidates

18. HR Role: Business and Strategic
Partner
•In today’s organizations, to guarantee their
viability and ability to contribute, HRD
managers need to think of themselves as
strategic partners. In this role, the HRD person
contributes to the development of and the
accomplishment of the organization-wide
business plan and objectives.

19. •The HR business objectives are established to support the
attainment of the overall strategic business plan and objectives.
The tactical HR representative is deeply knowledgeable about the
design of work systems in which people succeed and contribute.
This strategic partnership impacts HR services such as the design of
work positions; hiring; reward, recognition and strategic pay;
performance development and appraisal systems; career and
succession planning; and employee development.
•To be successful business partners, the HR staff members have to
think like business people, know finance and accounting, and be
accountable and responsible for cost reductions and the
measurement of all HR programs and processes. It's not enough to
ask for a seat at the executive table; HR people will have to prove
they have the business savvy necessary to sit there.

20. HR Role: Employee Advocate
•As an employee sponsor or advocate, the HR manager
plays an integral role in organizational success via his
knowledge about and advocacy of people. This
advocacy includes expertise in how to create a work
environment in which people will choose to be
motivated, contributing, and happy.
•Fostering effective methods of goal setting,
communication and empowerment through
responsibility, builds employee ownership of the
organization. The HR professional helps establish the
organizational culture and climate in which people
have the competency, concern and commitment to
serve customers well.

21. •In this role, the HR manager provides
employee development opportunities,
employee assistance programs, gain sharing
and profit-sharing strategies, organization
development interventions, due process
approaches to problem solving and regularly
scheduled communication opportunities.

22. HR Role: Change Champion
•The constant evaluation of the effectiveness of
the organization results in the need for the HR
professional to frequently champion change.
Both knowledge about and the ability to execute
successful change strategies make the HR
professional exceptionally valued.
•Knowing how to link change to the strategic
needs of the organization will minimize employee
dissatisfaction and resistance to change.

23. •The HR professional contributes to the
organization by constantly assessing the
effectiveness of the HR function. He also
sponsors change in other departments and in
work practices. To promote the overall success of
his organization, he champions the identification
of the organizational mission, vision, values, goals
and action plans. Finally, he helps determine the
measures that will tell his organization how well
it is succeeding in all of this.

24. HR Role: Coaching
•Coaching is providing feedback, usually to executives and
managers, about how to reach their personal best in their
organizational leadership role. In her capacity as “coach,” the
Human Resources professional will do everything from active
listening through providing test results that highlight a manager’s
strengths and weaknesses
•While a business coach usually works with high potential managers,
the HR coach may work with every manager and supervisor at
every level in the organization. This is what makes the Human
Resources coaching role so challenging.
•The traditional Human Resources coaching role focused on helping
managers address issues and opportunities organizationally.
Additionally, talented HR professionals have always provided
feedback to managers about the impact of their personal and
behavioral style on others.

25. •Most frequently, the HR coach is asking an
organizational leader to reflect on how she/he
handled a particular situation. The HR coach asks hard
questions and provides advice about actions that may
have been more effective than the course the manager
chose. People have different reactions to feedback,
and even the most carefully chosen words can create
an unexpected negative reaction.
•Thus, the HR coach practices a blend of politically deft
observations with frankness that will help the manager
develop in her capacity to lead people and personally
excel.

26. HR Role: Training and Development
Specialist
•Training and development managers and specialists conduct and
supervise training and development programs for employees.
Increasingly, management recognizes that training offers a way of
developing skills, enhancing productivity and quality of work, and
building loyalty to the firm. Training is widely accepted as a method
of improving employee morale, but this is only one of the reasons
for its growing importance.
•Other factors include the complexity of the work environment, the
rapid pace of organizational and technological change, and the
growing number of jobs in fields that constantly generate new
knowledge. In addition, advances in learning theory have provided
insights into how adults learn, and how training can be organized
most effectively for the employee.

27. •Training specialists plan, organize, and direct a wide range of training
activities. Trainers conduct orientation sessions and arrange on-the-job
training for new employees. They help rank-and-file workers maintain and
improve their job skills, and possibly prepare for jobs requiring greater
skill. They help supervisors improve their interpersonal skills in order to
deal effectively with employees. They may set up individualized training
plans to strengthen an employee's existing skills or teach new ones.
•Training specialists in some companies set up leadership or executive
development programs among employees in lower level positions. These
programs are designed to develop potential and current executives to
replace those retiring. Trainers also lead programs to assist employees
with transitions due to mergers and acquisitions, as well as technological
changes. In government-supported training programs, training specialists
function as case managers. They first assess the training needs of clients,
then guide them through the most appropriate training method. After
training, clients either may be referred to employer relations
representatives or receive job placement assistance

28. •Planning and program development is an important part of the
training specialist's job. In order to identify and assess training
needs within the firm, trainers may confer with managers and
supervisors or conduct surveys. They also periodically evaluate
training effectiveness.
•Depending on the size, goals, and nature of the organization,
trainers may differ considerably in their responsibilities and in the
methods they use. Training methods include on-the-job training;
schools in which shop conditions are duplicated for trainees prior to
putting them on the shop floor; apprenticeship training; classroom
training; and electronic learning, which may involve interactive
Internet-based training, multimedia programs, distance learning,
satellite training, videos and other computer-aided instructional
technologies, simulators, conferences, and workshops.

29. HR Role: Compensation manager
•Compensation managers conduct programs for
employers and may specialize in specific areas such as
position classifications or pay studies.
•Establishing and maintaining a firm's pay system is the
principal job of the compensation manager. Assisted
by staff specialists, compensation managers devise
ways to ensure fair and equitable pay rates. They may
conduct surveys to see how their rates compare with
others and to see that the firm's pay scale complies
with changing laws and regulations. In addition,
compensation managers often oversee their firm's
performance evaluation system, and they may design
reward systems such as pay-for-performance plans.

30. HR Role: Employee benefits managers
and specialists
•Employee benefits managers and specialists handle the
company's employee benefits program, notably its health
insurance and pension plans. Expertise in designing and
administering benefits programs continues to gain
importance as employer-provided benefits account for a
growing proportion of overall compensation costs, and as
benefit plans increase in number and complexity.
•For example, pension benefits might include savings and
thrift, profit sharing, and stock ownership plans; health
benefits may include long-term catastrophic illness
insurance and dental insurance. Familiarity with health
benefits is a top priority, as more firms struggle to cope
with the rising cost of health care for employees and
retirees.

31. •In addition to health insurance and pension
coverage, some firms offer employees life and
accidental death and dismemberment insurance,
disability insurance, and relatively new benefits
designed to meet the needs of a changing work
force, such as parental leave, child and elder
care, long-term nursing home care insurance,
employee assistance and wellness programs, and
flexible benefits plans. Benefits managers must
keep abreast of changing Federal and State
regulations and legislation that may affect
employee benefits

32. HR ROLE:INTERNATIONAL HUMAN
RESOURCES MANAGERS
•Other emerging specialists include international
human resources managers, who handle human
resources issues related to a company's foreign
operations.
•The international human resources manager may work
worldwide in company operations, may help place
staff returning from overseas assignments, may
prepare staff members to work in various international
operations, and may translate cultural and
international customs for North American staff. A
second or multiple languages are a plus in the
international human resources manager’s role.