ROYAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY

ASSIGNMENT ON
HUMAN RESOURCE MANAGEMENT
SUBMITTED TO : MISS SARA FAROOQ SUBMITTED BY : KUSUM CHAUDHARY

DATE : 20th OCT,2011

Q.1 What is HRM? Explain the objectives of HRM? Ans. Human Resource Management (HRM, HR) is the management of an
organization's employees. While human resource management is sometimes referred to as a "soft" management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals. Effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. Human resource management is sometimes referred to as:

Organizational management Personnel administration Manpower management Human capital management Industrial management

Human Resource Management: Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management: Scope

The scope of HRM is very wide:

1. Personnel aspect-This is concerned with manpower planning,

recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Human Resource Management: Objectives

To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and selfactualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration.

Human Resource Management: Functions

In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.

Q.2 Explain the factors influencing HRM and effectiveness of HRM. Ans. The factors influencing HRM are as follows :

Environmental Factors of HRM

There are other factors that have great influences on the HRM can be classified as : Labor Market Demographic Factors

Social Factors Stakeholders

Economic Factors
Economic environment refers to all those economic forces which have bearing on the HR factor. Suppliers For HR dept, suppliers are those who provide human Resources to an organization. Ex: Consulting firms, training institutes
Competitors Competition plays significant role in HR function and
Activities. Organization need to groom its employees through well managed HR planning programmes to withstand competition. Customers Customers have their own influence on companies personal Functions. So everybody in the organization must endeavor to offer products which gives satisfaction for the money customers pay.

Globalization Another trend is emerging is the globalization of the world of human civilization. Globalization affects sovereignty, prosperity, jobs, wages, and social legislations. Companies conducting their business all over the world facing HR challenges in managing their employees of different backgrounds. So globalization influencing the whole HRM strategies in a certain level.

Political and Legislative Factors

There are three institutions which together constitute the total political environment. They are i) the legislature, ii) the executive, and iii) the judiciary.
i)

The legislature - The legislature also called Parliament at central

level and Assembly at the state level is the law making body. The govt. does the job of implementing the laws and policies in macro level throughout a country.
ii)

The employers The executive popularly known as the govt. is

the law-implementing body. The legislature decides and the executive acts.
iii)

The judiciary Above this two is the judiciary which has the role
of watchdog. The main function of the judiciary to ensure that both the legislature and the executive work within the confines of the constitution and in the public interest. To be specific, HR planning, recruitment and selection, placement , Training and development, remuneration, employee relations and Separation are conditioned by constitutional provisions.

Labour Market Factors

A labour market is an area from which an organization recruits its labor force or employees. Just as customers are a key element of business success so are the employees that An organization hires to represent their interests. Having quality human resources is very important. The lack of talented people can cripple a company and foster a negative customer experience, which could potentially lead to customer dissatisfaction. To grasp The impact of companys employee turnover level, you must first have a sense for the Performance levels of the leavers and whether you could have had any influence over an employees decision to depart. However, in these times of high employee mobility and two-career couples, some employees may leave a firm for reasons unrelated to their jobs (Becker, Huselid & Ulrich, 2001, p 98). Turnover is one reason organizations must tap into the labor market to fill open positions. A strategic Human Resources partner can be key asset in developing a plan to address future employee needs.

Technological Factors
Technology is the process by which inputs from an organizations environment are transformed into outputs. Every HR function has the potential to be managed electronically. Technology factors are the scientific advances, which influence the competitive position of the enterprise. Maintaining awareness of new technologies decreases the probability of becoming obsolete and promotes innovation. Advancements in technology can impact the transformation plan in many ways. New technology as cited in Develop Vision and Strategy (nod.) can change the demand for a product, render current manufacturing processes obsolete, and reduce costs to undercut competitors, produce new products and a host of other possibilities. So For a fully automated and technologically sound organization; and organization must hire efficient employees which is the core job of HR department. This recruitment is not possible without HR because electronics cannot find out the potentiality of human beings better than human beings.

Social and Cultural Factors

So far it has been universally accepted that employees should be treated equally. However, the growing diversity implies that individual sub-groups will have different and often conflicting demands, which will make it necessary to design more focused and diverse personnel policies. An additional, and relatively neglected, problem is that even within a given national context culture and life forms vary across the country. Headquarters located in the metropolis most often designs the personnel policy of large national or international companies. The HR departments design personnel policies and the work is done by people whose life form is usually career oriented. However, the policies must function for employees in other parts of the country that are perhaps first generation wage earners and whose values and needs are quite different. Therefore, it should not come as a surprise if the company has difficulties in getting its message across to and accepted by front line employees.

Culture refers to the complex whole which includes knowledge, belief, art Morales, laws, customs and other capabilities and habits acquired by an Individual as a member of society.

E.g.: Tata and L& T Tatas culture Hire the right people and let them free L & Ts culture They are known for their professional approach So different kind of racial, relational, regional, educational backgrounds mix up in a organization. Another issue is the employees attempt to balance a personal life with an even more encompassing work life. That is the cause of most of the employees cultural shock. They cannot keep pace with the culture them working with. So it is difficult for HR personnel to make a balance considering all the social and cultural factors that is influencing its employees by different point of views and thoughts. SO HR is becoming more updated an important in an organization. Social responsibility as a managerial obligation to take actions that protects and improves both the welfare of society as whole and the interests of the organization. In recent years there have been multiple corporate ethical issues that have influenced social views on corporate America. The number of high profile scandals, from Enron to MCI WorldCom, has adversely affected publics perception of corporate strategy as it relates to decisions that affect shareholder and employee interests.

Demographic Factors
Demographics, it is the study of population statistics, affects HR profoundly. The influence of women in work force, the Gen X, Gen Y all influences the HR policies in a certain level of analysis. Demographical factors are Influencing from the beginning of human race in the world in management. The supply workers were the baby boomers. Then Gen X workers are highly effective in terms of productivity and organizational bonding. So day by day HR is changing and also the trend of HR activities and its different aspect. With the demographic variations HR activities in different places of the world. Such as China HR policies are different then Americans. South Asian people are also different so the whole managerial process is different. Demography is a factor that is changing the trends of HR activities, policies and over all strategies of an organization.

Internal Factors: The Stakeholders

Stake holders are the group of people who have interest in the project, policies, or outcomes of an organizations decision. Sometimes called constituent groups, they follow the actions of the organization and lobby to have their interests satisfied. These stakeholders affect strategy formulation which is the main mission of HR department to achieve. So these people also have major effects on the HR management of an organization. Stakes holders are divided into categories based on their nature of interest with the company. They prefer different outcomes from different strategies. To deal with these stakeholders it is a great challenge for HR personnel to satisfy them and continuing the smoothness of the organizations activity. Stakeholders can be classified into below categories:

Shareholders those who owns shares of the

company

Customers who are the main motive of a company

to run the profit bringing party, are them.

Suppliers- can influence the skill level of their clients

employees by interchanging this skills and experiences.

Government - The govt. gives extensive assistance

with implementing employment equity programs in federally regulated corporations, thus encouraging sensitivity, training, and skill development not only in equity matters but also generally in management change program. BIU, BYDO these are the organizations of Bangladesh govt. to develop skills of its people.

Public An increasingly important stakeholder is the

community itself. Everything of an n organization including HR policies must be supported by the community where it runs its operation.

personal activities will be influenced by its own unionsas well as the unions of other plants. A

Un ions-

A firms

trade union may be understood as association of workers or management formed to protect their own individual interest. All HR activities like recruitment, selection, training, compensation are carried out in consultation with union leaders. E.g.: The Bokaro steel plant has 68 trade unions. Calcutta Corporation has about 100 trade unions.

The Employees Sometimes organizations strategy is

influenced by the kinds of competencies of it employees. If employees are motivated, committed and flexible, the organization might be more willing to grow rapidly to become the market leader easily.

Top Management Much of the HR planning

recognizes the powerful decisions of CEO leads a organization to the attainment of its goal. So for influencing the HR policies effectively top management must concern about the overall strategies and avoid favoritism and other unethical activities to keep the climate more motivating for the employees.

Conclusion
HRM strategy is determined primarily by organizational strategy. However the environmental factors that shape the HRM planning must be considered by the managers and the planners. They must continue to monitor the environment to get the outmost benefits from its operations. All the factors that are influencing externally or internally on an organization it must be considered by the managers very seriously. Coz the HR management is the system that can influence, motivate and get to work the whole workforce of it to achieve all the goals of it. Thus it can be said that Human resource management should always be concerned about the environmental factors that influence the HRM and be ready to keep pace with it for the long term growth of an Organization.

Importance of HRM
Good HR practices help: 1)attract and retain talent 2) train people for challenging roles 3) develop skills and competencies 4) promote team spirit 5) develop loyalty and commitment 6) increase productivity and profits 7) improve job satisfaction 8) enhance standard of living 9) Generate employment opportunities. More importances of HRM are as follows :
1) Every industry requires certain prerequisites for its functioning namely; raw materials, finance and funding, machinery, etc. similarly, it requires manpower. And this manpower is the Human Resources and in order to manage the manpower, Human Resource Management is necessary. HRM involves managing manpower in order to improve individual, group and organizational effectiveness. It is important to manage human resources as they help in the prosperity and progress through the committed and creative efforts and competencies of their human resources. Edwin Flippo defines the term, HR management as planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational, and social objectives are accomplished. HRM emphasizes mainly on the accomplishment of individual or personal objectives of the employees (eg : promotions), encouraging team work, attaining higher profits, social development, etc. Recruitment and maintaining good people is essential to the success of every organization, whether profit or non-profit, public or private. It is important that organizations, manage human resources on a continuous basis, due to the growing expectations of employees. HRM works on the availability of competent and diligent manpower, ensures effective use of manpower through appropriate placements, constant provision of rewards , acknowledgements and incentives to the employees encourages and motivates them to do their best. HRM also attempts to devise the best possible compensation packages to the employees. HRM encourages team work, facilitates career development and makes an effort to create the right environment to develop careers of managers within the organization. A healthy environment can occur only when the working relationships between all the employees are established, leading to an overall development of every individual employee as well as the

2)

3)

4)

organization on a whole. Dr. W.E. Deming once remarked- Abundance of natural resources is not a requirement for prosperity. The wealth of a nation depends on its people. HRM also looks into the grievances and issues faced by the employees and industrial relations. Thus HRM acts as a fuel for the smooth functioning of an organization and its overall development and progress.

Q.3 write short note on 1)Job design 2) Job Analysis Ans. 1) Job design: Work arrangement (or rearrangement) aimed at

reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in a job design exercise.

Job design means to decide the contents of a job. It fixes the duties and responsibilities of the job, the methods of doing the job and the relationships between the job holder (manager) and his superiors, subordinates and colleages. Job design also gives information about the qualifications required for doing the job and the reward (financial and non-financial benefits) for doing the job. Job design is mostly done for managers' jobs. While designing the job, the needs of the organisation and the needs of the individual manager must be balanced. Needs of the organisation include high productivity, quality of work, etc. Needs of individual managers include job satisfaction. That is, they want the job to be interesting and challenging. Jobs must not be made highly specialised because they lead to boredom.

Importance of Job Design

Job design is a very important function of staffing. If the jobs are designed properly, then highly efficient managers will join the organisation. They will be motivated to improve the productivity and profitability of the organisation. However, if the jobs are

designed badly, then it will result in absenteeism, high labour turnover, conflicts, and other labour problems.

FACTORS AFFECTING JOB DESIGN

Job design is affected by organizational, environmental and behavioral factors. A properly designed job will make it more productive and satisfying .If a job fails on this count, it must be redesigned based on the feedback. The various factors affecting job design are the following Organizational factors Organizational factors include characteristics of task, work flow, ergonomics and work practices. Characteristics of Task: Job design requires the assembly of a number of tasks into a job or a group of jobs. An individual may carry out one main task which consists of a number of interrelated elements or functions. On the other hand , task functions may be spilt between a team, working closely together or strung along an assembly line. In more complex jobs, individuals may carry out a variety of connected tasks, each with a number of functions, or these tasks may be allocated to a group of workers or divided between them. Complexity in a job may be a reflection of the number and variety of tasks to be carried out, or the range and scope of the decisions that have to be made, or the difficulty of predicting the outcome of decisions. The internal structure of each task, consists of three elements Planning ,Executing and Controlling. A completely integrated job will include all these elements for each of the tasks involved .The workers or group of workers having been given objectives in terms of output, quality and cost targets, decide on how the work is to be done, assemble the resources, perform the work and monitor output, quality and cost standards. Responsibility in a job is measured by the amount of authority , some one to put to do all these things. The ideal design is to integrate all the three elements.

Work Flow: The flow of work in an organization is strongly influenced by the nature of the product or service. The product or service usually suggests the sequence and balance between jobs, if the work is to be done efficiently .After the sequence of jobs is determined, the balance between the jobs is established. Ergonomics: Ergonomics is concerned with designing and shaping jobs to fit the physical abilities and characteristics of individuals so that ,they perform the jobs effectively .Ergonomics helps employees to design jobs in such a way that workers physical abilities and job demands are balanced .It does not alter the nature of job tasks, but alters the location of tools ,switches and other facilities, keeping in view that handling the job is the primary consideration. Work Practices: Work practices are set ways of performing work .These methods may arise from tradition or the collective wishes of employees. Work practices were till now, determined by time and motion study which established the standard time needed to complete the given job. The study required repeated observations .The accuracy of the readings depended on competence of the work study engineer .Deviations from the normal work-cycle caused distortions in measurements, was biased towards existing work practices with little effort at methods improvement and could be carried out only when, production was under way. A new technique has now emerged which ,if introduced , could drastically alter the work practices. Called the MOST (Maynard Operating Sequence Technique) ,the technique uses a standard formula to list the motion sequence ascribed in index values. Environmental factors Environmental factors affect the job design. These factors that have a bearing on job design are employees abilities and availability and social and culture expectations. Employee Abilities and Availability: Efficiency consideration must be balanced against the abilities and availability of the people to do the work. When Henry Ford made use of the assembly line, for example , he was aware that most potential workers lacked any automobile making experience .So, jobs were designed to be simple and required little training .Therefore, considerable thought must be

given, as to who will actually do the work. Social and Cultural Expectations: During the earlier days, securing a job was the primary consideration. The worker was prepared to work on any job and under any working conditions. Now, it is not the same. Literacy, knowledge and awareness of workers have improved considerably .So also, their expectations from the job ,Hence, jobs be designed to meet the expectations of workers. When designing jobs for international operations, uniform designs are almost certain to neglect national and cultural differences .Hours of work holidays, vacations, rest breaks ,religious beliefs, management styles and worker sophistication and attitudes are just some of the predictable differences that can affect the design of jobs across international borders. Failure to consider these social expectations can create social dissatisfaction, low motivation ,hard to fill job openings and a low quality of work life ,especially, when foreign nationals are involved in the home country or overseas.

Behavioral Factors: Behavioral factors include

feedback, autonomy, use of abilities and variety.

2) Job Analysis :
Job analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.
Definition: A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system.

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. What Aspects of a Job Are Analyzed? Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

Q.4)A GOOD HR MANAGER IS NO LONGER JUST A HIRERAND FIRER OF MEN .explain..it and also the duties of HR manager.

Ans. Human resource management (HRM) is

thestrategicandcoherent approach to themanagementof an organization's most valued assets -the people working there who individually and collectively contribute tothe achievement of the objectives of the business. The terms "humanresource management" and "human resources" (HR) have largelyreplaced the term

"personnel management" as a description of theprocesses involved in managing people in organizations.HumanResource management is evolving rapidly. Human resourcemanagement is both an academic theory and a business practice thataddresses the theoretical and practical techniques of managing aworkforceIts features include: Personnel administration Personnel management Manpower management Industrial managementBut these traditional expressions are becoming less common for thetheoretical discipline. Sometimes evenindustrial relationsand employeerelations are confusingly listed as synonyms,although these normallyrefer to the relationship between management and workers and thebehavior of workers in companies. The theoretical discipline is based primarily on the assumption thatemployees are individuals with varying goals and needs, and as suchshould not be thought of as basic business resources, such as trucks andfiling cabinets. The field takes a positive view of workers, assuming thatvirtually all wish to contribute to the enterprise productively, and thatthe main obstacles to their endeavors are lack of knowledge, insufficienttraining, and failures of process.HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniquesforce the managers of an enterprise to express their goals withspecificity so that they can be understood and undertaken by theworkforce, and to provide the resources needed for them to successfullyaccomplish their assignments. As such, HRM techniques, when properlypracticed, are expressive of the goals and operating practices of theenterprise overall

Human Resources Generalists, Managers, and Directors,depending on the size of the organization, may have overlappingresponsibilities. In larger organizations, the Human ResourcesGeneralist, the Manager, and the Director have clearly defined,separated roles with progressively more authority andresponsibility in the hands of the Manager, theDirector , andultimately the Vice President.HR directors, and occasionally HR managers, may head upseveral different departments that are each led by functional or specialized HR staff such as the training manager, the compensation manager, or an organization developmentmanager.Human Resources (HR) staff members are advocates for boththe company and the people who work in the company.Consequently, a good HR professional performs a constantbalancing act to meet both needs successfully.The Changing HR RoleThe role of the HR professional is changing. In the past, HRmanagers were often viewed as the systematizing, policing armof executive management. Their role was more closely alignedwith personnel and administration functions that were viewed bythe organization as paperwork.When you consider that the initial HR function, in manycompanies, comes out of the administration or financedepartment because hiring

employees, paying employees, anddealing with benefits were the organization's first HR needs, thisis not surprising.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 occasionallyremains you wouldnt want every manager putting his ownspin on a sexual harassment policy, as an example much of the HR role is transforming itself.New HR Role The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becomingmore adaptable, resilient, quick to change direction, andcustomercentered.Within this environment, the HR professional, who is considerednecessary by line managers, is a strategic partner, an employeesponsor or advocate and a change mentor. At the same time,especially the HR Generalist, still has responsibility for employeebenefits administration, often payroll, and employee paperwork,especially in the absence of an HR Assistant.Depending on the size of the organization, the HR manager hasresponsibility for all of the functions that deal with the needs andactivities of the organization's people including these areas of responsibility. Recruiting.

Hiring. Training. Organization Development. Communication. Performance Management. Coaching. Policy Recommendation. Salary and Benefits.

Team Building. Employee Relations.

Duties of HR manager:
Duties/functions may include, but are not limited to, the following: Manages and organizes multiple functional areas within Human Resources including providing technical direction to technical/professional and clerical staff within assigned areas. Consults with and advises administrators and employee representatives on personnel-related policies and procedures. Interprets and communicates laws and regulations to ensure the agency is aware of its legal responsibilities; in conjunction with the Legal Department Develops and implements personnel rules and regulations, and interprets and administers human resources-related provisions of collective bargaining agreements. Analyzes processes and procedures in assigned functional areas including conducting research and statistical analyses, and makes

recommendations for improvement. Develops, implements, and administers, large and/or complex research studies or projects that may include the development and validation of selection instrumentation for a variety of classifications. Establishes collaborative relationships with various functional and departmental areas of the District. Trains and evaluates subordinates and prepares preliminary budget reports in assigned functional areas. Represents Human Resources Department at a variety of meetings and advises the Human Resources Director in alternative courses of action in Human Resources issues. Presents written and oral reports on a wide variety of human resources related issues. May participate in labor negotiations and/or recommend preliminary proposals including cost implementation projections. May be required to temporarily replace or act in the position of the senior District staff member to whom this position normally reports, and may be required to perform some or all of the senior staff member's essential functions in such situations.