Qualities and skill of a human resource manager

In manufacturing industry
1 Benefits evaluation and administration-Managing and controlling the
increasing costs of employees benefit while balancing the needs of the
employees has become a very sensitive issue, especially with respect
to health insurance. There are basic questions to answer, such as
whether to offer multiple benefit options, how funding for the plans
should be split between employer and employee contributions, and how
much of the benefit plan administration should be handled internally.
2 Recruitment/talent acquisitions - Declining interest in the
manufacturing sector among the younger generations is partly due to
the perception that manufacturing is not as cutting edge as other
industries. The need to balance a permanent core full-time work force
with temporary workers required to meet seasonal or periodic spikes in
demand also makes manufacturing jobs look less secure to young
people.
3 Training and development -The degree to which employees are
engaged (that is truly committed to an organizations success vs.
doing a job has a direct impact on profitability. HR leaders need to
effectively manage all areas of training and development whether by
mentoring, contracting for off-the-shelf programs and study courses,
hiring outside consultants, or leveraging train-the-trainer programs
offered by suppliers.
In information technology industry
1 From developing brand building to developing target specific
packages, the Human Resources team plays a key role in attracting and
building loyalty among the target customers.
2 From providing requirement and training services, HR functions have
grown to encompass brand perception today, observes Mridula
Chowdhary, MD, Skill-Pro Ltd, a company that used to specialise in
hiring in the technology space.
3 Today, the HR plays an increasingly important role when it comes to
company positioning developing value proposition and in creating an
emotional connection with all external stakeholders, states Chowdhary.
Especially with the realization that clients tend to believe what the
company has already implemented as against the hype that is built
around the offerings.
In education industry
To optimize staff deployment, a systemic balance must be achieved.
Key to realizing it is a thorough knowledge of the quantitative and
qualitative aspects of the human resource pool, of short- and medium-
term staffing requirements, and of the supply and demand for needed
skills on the open job market. Balancing available human resources with
institutional goals requires constant internal and external adjustments
by means of: internal promotion voluntary or mandatory re-assignment
reduction of the number of career staff through early retirement
schemes based on incentive measures and making use of short- or
fixed-term contract staff.
In the Education Sector, there are a number of tools - simulation models
being the most powerful - that make possible the forecasting of teaching
and non-teaching staffing requirements.
As a contribution to the EFA programme, UNESCO has contributed to
national capacity-building in the development and use of models that
simulataneous education policies .
Management by objectives in the case of Education Sector staff is a
complex matter in the developing countries.
Among the many obstacles are: the notoriously unreliable data base;
the plethora of constantly-changing education options and teaching
specializations; the lack of specificity in the job
descriptions/responsibilities of non-teaching staff; the few real career or
even promotion and re-assignment possibilities; Serious regional
imbalances with some districts having far too few annual budgeting, a
practice that renders management by objectives an all but impossible
undertaking. There is not a country that is not struggling to overcome
these problems. The large number of staff employed by the Education
Sector are responsible for its being in the vanguard of these efforts. The
following deserve mention here:
decentralization of management responsibilities and staff; preparation
of programming and budgeting guidelines and manuals for all
professional staff;
strengthening of programme planning, management and monitoring
skills at all levels;
upgrading HRM skills with particular reference to management by
objectives; and the introduction of new budgeting methods such as
zero-based budgeting and performance-based assessment.
In retail industry
Human Resource Managements role in the companys success
increases each day. In this article I will discuss the reasons for the
increasing impact of the HRM and will also talk about HRM in the retail
industry. Human Resource Management is a vital function in
organizations. It is becoming more important than ever. Line managers
are getting involved in HRM, and human resource managers are
becoming members of the management team. Also, everyone in the
organization can make a contribution to the management of people and
the success of the organization at the same time. Staffs are a major
resource in any business. This is particularly true in retail industry,
which has a very large amount of employees and which provides a
range of services to its customers. The retail human resource
environment has its special features: a large number of inexperienced
workers, long hours, highly visible employees, many part-time workers,
and variations in customer demand. Those features also create
difficulties to retailers.
First of all, a large number of inexperienced workers and part-time staffs
in a retail business may lead high employee turnover, poor
performance, lateness and absenteeism. This is due to several
seasons. One is that inexperienced workers can apply retail positions,
such as checkout clerks, wrappers, stock clerks and some types of
sales personnel, which doesn't require high education, training and skill.
The other one is that employees who work in retailing companies likely
live near the retailing stores. In addition, part-time staffs are very easy
to quit their jobs.
Secondly, long working hours may result that retailers need to two shifts
of employees. As the trend of longer store hours (evening and
weekend), retailers need to consider employ staff for evening and
weekend use.
Thirdly, high visible employees mean that retailers have to monitor
employees very closely. As consumers nowadays play a very important
role in retail industry and employees are highly visible to the consumers,
retailers must select and train employees carefully, especially care
about their manners and appearance. As retailers in India weather the
economic challenges and prepare for competition from new players, it is
evident that sharpening their talent portfolio will be critical to succeed.
The key task for HR is to help shape a highly skilled, engaged and
productive workforce and to discover newer sources of effective talent.
In an industry that is characterized by enormous flux, change seems to
be the only constant. HRs challenging role, then, is to pre-empt industry
trends, identify future business needs and create a pool of future-ready
talent.
Nihar also listed down what he saw as critical success factors for an HR
professional in the retail industry. These included the following:
Strong customer service orientation
Effective communication skills
Fast decision making capabilities
Ability to collaborate and operate within a team, interpersonal skills
Strong result orientation
Meticulous planning
Analytical and problem-solving abilities
Flexibility and ability to deal with ambiguity
Creativity and innovation
In tourism industry
Recruitment and selection- Recruiting and selecting staff with the
correct attitude and behavioral attitudes. A range of assessments in the
selection process should be utilized to evaluate to work values,
personality, interpersonal skills,.
Rewarding quality- A overall quality goals. Need to for a much more
creative system of rewards employees for attaining and in particular the
need for payment systems that reward employees for attaining quality
goals. Job security- Promises of job security are seen as an essential
component of any overall quality goals.
Employee involvement and employee relations- By seeking greater
involvement from employees the emphasis is on offering autonomy,
creativity, co operation and self control in work process.