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Rock Street, San Francisco

Jonathan Taveras
Professor McCarty
Principles of management
Friday, July 6 ,2018
How to Manage Human Resources
Managing human resources refers to the functions that a manager performs relative to the organization’s employees. Planning and Allocating Resources, no business has unlimited resources. Managers must divide salary budgets among their employees. Workloads must be divided. Managers decide who gets what training and who gets the best projects. Who gets the newest computer and who is stuck with the old one until the new budgeting cycle rolls around? In addition to physical resources, where does a manager spend her time? Who does she help? All of these things are part of planning and allocating resources. According to (Heathfield, 2016) Managing Human Resources.
Providing Direction, Vision, and Goals. A manager should be the leader of the group. Managers not only divide the work but direct how employees should accomplish the work. They set the goals. Depending on the type and level of the group, managers may set overarching goals, allowing the employees the opportunity to set their own lower level goals, or they may take control of the entire process. Both are appropriate, depending on the situation. According to(Heathfield, 2016) Managing Human Resources.
Vision is a key task in managing your human resources. If your employees cannot see the big picture, they are less likely to perform to their highest level. Managers need to have a vision and share it properly with the team. According to (Heathfield, 2016) Managing Human Resources.
Developing an Environment in which Employees Choose Motivation and Contribution
Managers determine what type of environment is best for their department. Good managers ensure that gossips, bullies, and slackers are all either coached into proper performance or terminated. Bad managers allow these people to overrun the department, creating a tense and unhappy environment. A good environment will motivate employees, and they will choose to perform to a high level. According to (Heathfield, 2016) Managing Human Resources.
Supplying or asking for the metrics that tell people how successfully they are performing
managers must provide feedback. Without that framework, employees don’t know where they need to improve and where they are doing well. This is most successful when metrics are built around clear, measurable goals. According to (Heathfield, 2016) Managing Human Resources.
Offering Opportunities for Both Formal and Informal Development
A manager’s job isn’t just to get the work done, but to help his or her reporting employees succeed. Managers should personally coach employees, and provide opportunities for formal developmental training, such as classes and stretch projects. You can provide coaching through formal mentoring relationships or through providing feedback on a regular basis. According to (Heathfield, 2016) Managing Human Resources.

Setting an example in Work ethics, treatment of people, and empowerment worthy of being Emulated by Others. A good manager shows her staff how to behave. She is ethical, treats people fairly, and gives people the independence they’ve earned. Managers who play favorites, steal credit or discriminate against their staff are damaging the business’s most important resource – their people.

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One of the added values that we have to take into account when knowing how to manage a business to analyze and coordinate the quality of the company’s human resources. For this, it is important to know the variables necessary for the evaluation.

Knowing the fundamental elements for the strategic planning of the human resources area of the company is fundamental to project a prosperous future and to welcome your business.

These five variables allow you to have a broad vision of the human resources of your company without losing sight of the raison d’être of your business: work team, identity generation, staff training, staff rotation and human resource assessment. According to one of my manager at the bank where I work.
Work team Is the creation of a committed and responsible work team is a guarantee for the provision of a good service and the development of a quality product. It is essential to know the role that each person fulfills within the company and how its function contributes to the system as a whole. It must be borne in mind that the quantity of personnel does not necessarily represent the quality of the competencies of the same. The selection process must be aligned with the values, objectives and goals of the company. Planning is the first step to take any business or project to success. Taking these elements into account can be very useful for companies that want to enhance added value through the greatest resource: the human. According to one of my manager at the bank where I work.
Determining staffing needs. Staff planning helps you run your department efficiently. Determining and planning your staff needs in advance, rather than waiting until a vacancy occurs, will help you achieve these results. Campus positions may be limited, career, or contract (see HCM Appointment Types to determine when to use each type of appointment).

New Positions: All new positions, including temporary positions, must be classified before recruitment. Replacement positions: Unless the position has substantially changed qualifications or responsibilities, replacement positions do not need to be submitted for reclassification. Proceed with requesting departmental approval for recruitment.

The human resources department of any company or organization is responsible for recruiting and retaining employees, managing benefits and salary, training and compliance, working to resolve issues between management and employees, and contributing to a successful culture at work. Some companies have only 1 person managing all human resources functions and others have an entire team. The human resource department has a direct impact on the success of the company and its employees. Manage a human resources department by assigning specific functions to the members of your team and promoting a professional and supportive environment.

Put together a solid team. One function of the human resources (HR) department is to hire good staff for all departments. Be sure the HR department is staffed well.

Hire as many team members as your departmental budget will permit. The number of employees your HR department needs will depend on the size of the company you are working for, and the functions your department is expected to perform.

Hire specialists for each function, such as a Benefits Administrator, Trainer and Recruiter. Or, if you have fewer employees, hire generalists who can manage multiple functions.

Communicate with your team about your expectations. make sure all the members of the HR department understand their responsibilities. Communicate individual responsibilities to the entire company. the HR department will run more efficiently if the company employees know which team member to contact for payroll questions, benefits enrollment, etc.

Insist upon confidentiality. The HR department has access to a lot of personal information. The department also handles sensitive issues such as harassment complaints and labor disputes. Discretion is essential.

Maintain an open-door policy for management and staff. The company’s workers as well as its leaders should feel comfortable coming to HR for assistance.

Be sure to cross train the members of the HR team. This will help you cover vacations, sick days and other time off. No one will have to wait for help if one of your employees is absent.

Allow your department’s team members to train each other. This will ensure everyone understands the basics of each person’s job.

Promote professional growth on your team. Allow your HR staff to take seminars, classes and attend meetings that will further their knowledge of the HR field.

Suggest opportunities if there are areas of weakness on your team. For example, if attracting talent is something no one specializes in, look for classes or publications and recommend.

Keep yourself updated on the developments and best practices in the HR field. Join professional organizations such as the Society for Human Resources Management (SHRM), sign up to receive newsletters and network with other HR managers.

Set a good example. Maintaining a professional and positive demeanor yourself will help your department do the same. This attitude will then spill over into the entire company.

Be sure all company policies and procedures are followed within your department. Complete reviews on time, keep your budget on track and report to management as required.
Here are some samples when is about to hiring a new employee (Hiring Process Checklist)
1. Obtain authority to recruit for and fill position with your departmental guidelines.

2. Produce new Job Description or update old Job Description, as appropriate. If position is critical and requires a background check, state it in the job description (remember to add the Background Check Required description field when entering the TAM job listing).

3. Determine selection criteria. What are your Required and Preferred qualifications? What are the things you need someone to know/be able to do that would make them minimally qualified for the job? What are some nice-to-have skills that will make an outstanding candidate rise to the top of the pool?
4. Have the job description classified by the Compensation Team with your Central HR Business Partner.
5. Post the job in the TAM system and complete Physical, Environmental, and Mental Demands (PEM) form. Keep the form in your recruitment file.

6. Note in TAM any control unit placement goals or campus goals for the position.

7. Contact your recruiter for additional recruitment support, strategies, or targeted advertisement options.

8.Select interview committee to review selection criteria.

9. Develop standardized interview questions.

10. Review all candidate applications and determine appropriate status in TAM for each applicant.

11. Determine applicants for interview and record interview information in TAM.

12. Arrange for interview space, contact applicants, and establish interviewing schedule.

13. Conduct interviews and determine top candidate(s). (Document interview results in TAM.)
14. Check references. If internal employee, review personnel file.

15. Obtain salary approval, if needed. Enter the expected offer and get it approved in TAM.

16. Offer position. Send letter to applicant confirming offer.

17. For a critical position involving operation of a commercial motor vehicle, arrange a pre-employment drug and alcohol test for the successful applicant (see Appendix E, Drug and Alcohol Testing Information Summary).

18If the position has been designated “critical”, arrange a background check (see Completing the Job Posting in Chapter One: Employment)
19. Notify interviewed applicants not selected.

20. Complete the recruitment process in TAM and hire the applicant through the Manage Hires page in Workforce Administration (WFA).

21. Complete and retain the Interview Data Form (IDF) in your department files, along with the selection criteria, interview questions, and assessment of all candidates’ qualifications. Upload a signed copy of the IDF to the requisition in TAM under the Activity and Attachments tab.

22. Schedule the employee for New Employee Orientation class and complete required hiring forms. According to an article about hiring process online.
At present the techniques of personnel selection have to be more subjective and more refined, determining the requirements of human resources, increasing the most effective sources that allow to meet the suitable candidates, evaluating the physical and mental potential of the applicants, as well as his aptitude for work, using a series of techniques, such as interview, psychosomatic tests and medical exams.

The administration of human resources (HR) is an area sensitive to the mentality that prevails in organizations, which is why it is contingent and situational. It depends on the culture that exists in each organization, as well as the organizational culture that is adopted. And it also depends on the characteristics of the environmental context, the turn of the organization, the internal characteristics, its functions and processes and a number of other important variables.

Managers need a variety of skills and knowledge to help their firms succeed in the global marketplace. They need to cope with the initial shock that often accompanies working and living in a different culture. Also, global managers can become more effective through learning the language of the host country and interpreting accurately the work values of their foreign counterparts. The following traits may be associated with candidates who are likely to succeed in international contexts: flexibility, sensitivity to cultural differences, business knowledge, cultural adventurousness, and desire for feedback. Before doing business with people from different cultures, managers can familiarize themselves with research that describes important cultural differences in work values. Geert Hofstede, a cross-cultural researcher, identified four dimensions on which different cultures can be compared: power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity. Bateman, T. S., Snell, S., & Konopaske, R. (2015). Management.
When talking about Human Resources Management, the administration of the people who participate in the organizations, in which they play certain roles, is taken as reference. People spend the most, part of their time living or working in organizations. The production of goods and services cannot be carried out by people who work in isolation. The more industrialized society is, the more numerous and complex the organizations become, which create a strong and lasting impact on the lives and quality of life of individuals. People are born, grow, educate, work and have fun within organizations. Whatever their objectives (lucrative, educational, religious, political, social, philanthropic, economic, etc.), organizations influence people, who become increasingly dependent on organizational activity. As organizations grow and multiply, the resources necessary for them to survive and grow are more complex. Managing people means dealing with people who participate in organizations: more than this, it means managing other resources with people. Therefore, organizations and people are the fundamental basis.

Considering which objectives are the achievements that are intended to be achieved with the execution of an action. The objectives of the Human Resources administration are derived from the goals of the entire company, which, in any organization, are the creation or distribution of a product or service. The purpose of the functions is to develop and administer policies, programs and procedures to provide an efficient administrative structure, capable employees, equitable treatment, opportunities for progress, job satisfaction and adequate security in the same, taking care of the fulfillment of its objectives that will benefit the organization, the workers and the community.

In conclusion. The HR Administration seeks to interpenetrate the human resource with the productive process of the company, making the latter more efficient as a result of the selection and hiring of the best talents available based on the exercise of an excellent work of these. As well as the maximization of the quality of the productive process depends in the same way on the training of the human elements to make their knowledge more valid. We can conclude that the success of any organization depends on the effort and capabilities of its staff, that is; of the Human Factor that owns, beyond all the technology that can exist, an organization; that he does not plan his human resources and the policies that he must implement to control them; It is doomed to failure. Hence the importance of the ARH, to coordinate, plan, develop, etc., its personnel, so that, as a team, the objectives of the organization can be met, without harming the individual goals of its employees.
References
Heathfield, Susan M. “What Does Managing Human Resources Mean?” The Balance Careers, The Balance Careers, Jan. 2016, www.thebalancecareers.com/managing-human-resources-1918184.

“Hiring Process Checklist.” Performance Management: Tools & Resources | Human Resources, Jan. 2018, hr.berkeley.edu/hr-network/central-guide-managing-hr/managing-hr/recruiting-staff/hiring-checklist.

wikiHow. “How to Manage a Human Resources Department.” WikiHow, WikiHow, 18 Aug. 2017, www.wikihow.com/Manage-a-Human-Resources-Department.

Werther, Jr. William B. y Davis, Keith. (2000). Personnel management and human resources. México, Mc. Graw-Hill.

Bateman, T. S., Snell, S., & Konopaske, R. (2015). Management.

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