9 essential hr skills

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9 Essential Skills: Human Resources Management


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In todays world of competitiveness you need have skill set which appeal tocompanys requirement. When interviewing a potential new hire, itsnecessary for the human resource professional to assess the candidate ascompared to the list of skills and characteristics needed for the job.

New management graduate should focus on themselves for them to be called

employable by the industry. s many industry consider Indian managementgraduate unemployable.

!he following skill set which are very important for a "uman #esource$rofessional

% &rgani'ing% (ultitasking% )iscretion and *usiness +thics% )ual ocus% +mployee !rust% airness - lear communication / fair treatment

% )edication to ontinuous Improvement% 0trategic &rientation 1 orward1thinking% !eam &rientation - understand workforce dynamics

#ewarding system in an organisation plays an important role to motivate theemployees for the better performance. #ecognition has to be very perfect toavoid employee issues which can divide the workforce.

We need to establish criteria for what performance or contribution constitutesrewardable behavior or actions.

ll employees must be eligible for the recognition.

!he recognition must supply the employer and employee with speci2cinformation about what behaviors or actions are being rewarded andrecogni'ed.

nyone who then performs at the level or standard stated in thecriteria receives the reward.

!he recognition should occur as close to the performance of the

actions as possible, so the recognition reinforces behavior theemployer wants to encourage.

3ou don4t want to design a process in which managers 5select5 thepeople to receive recognition. !his type of process will be viewedforever as 5favoritism5 or talked about as 5it4s your turn to getrecogni'ed this month.5 !his is why processes that single out anindividual, such as 5+mployee of the (onth,5 are rarely e6ective.


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Increasing Employee Morale during tough economic times

high morale work place is essential to any business. 7ow morale can quicklytake your business o6 the rails and lead ultimately to business failure. !heroot cause of low employee morale can be numerous including job securityissues, limited upward mobility, lousy management practices, e8cessive

outsourcing, lack of fair pay and much more.

*elow are 9 simple ways employers can do this:

*e "onest. 7et employees know the state of the company. It is criticalthat employers are honest about the companys 2nancial situation. Ifbusiness is good, discuss new projects and contracts. If its not sogood, focus on the integrity of the company and its management.

7et employees know you care. $rovide information to employees abouthow to make the dollar go further, or where in the local area is gas the

least e8pensive. $roviding this information will show that you arelistening and understand and ultimately, care. $roviding thisinformation wont cost you too much time and more importantly, itdoesnt cost anything to provide information.

)ont give up on training. We know budgets are tight but there aresome very cost e6ective training seminars that dont require round1tripairfare, two nights hotel stay and a rental car. 7ook locally for a good; day or < day seminar and send your employees to it= Not only doesit show that you value their growth as an employee, it gives them achance to be with each other, outside of the o>ce and can be used asa really great morale booster. Its also a great return on a minimal

investment.

Work culture plays an important role in organi'ation success. "ard times pushorgani'ation to the limit where its culture stands in motivating to survive.(any organi'ations in India are facing tu6 time managing their employee andoperations as because of culture not so conducive for changes and ?e8ibility.

!here are some of the pointers which will help to improve work culture:


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H. dminister quarterly reviews and encourage andor require employeesto provide a self1evaluation.

J. !ake time to meet with employees one at a time.K. +ncourage a sense of ownership in work.L. Involve employees in decisions, especially those that will directly a6ect

them, and the quality progress of the company.

cult to clear up. It is always a very useful approach to think of successfulstrategies for problems in the past. !rain yourself to adapt useful problem1solving techniques to new situations=

"ere is one of many possible models of problem solving.


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compensation may be unreasonable and not linked closely to organi'ationalperformance.

+lements of +8ecutive ompensation

t the heart of most e8ecutive compensation plans is the idea that e8ecutivesshould be rewarded if the organi'ation grows in pro2tability and value over aperiod of years. *ecause many e8ecutives are in high ta8 brackets, theircompensation often is provided in ways that o6er signi2cant ta8 savings.

$erquisites 0upplemental *ene2ts 7ong1!erm incentives nnual bonuses +8ecutive salaries

Oariable pay is compensation linked to individual, team, andor organi'ation

performance. !raditionally also known as incentives, variable pay plans areattempts to tie additional tangible rewards given to employees forperformance beyond normal e8pectations. !he philosophical foundation ofvariable pay rests on

0everal basic assumptions:

0ome jobs contribute more to organi'ational success than others. 0ome people perform better than others. +mployees who perform better should receive more compensation. portion of some employees total compensation should be given to

reward above1satisfactory performance.

ontrast the assumptions above with a pay system based on seniority orlength of service:

!ime spent each day is the primary measure of short1termcontribution.

In the long term, length of service with the organi'ation is the primarydi6erentiating factor among people.

)i6erences in individual contributions to the organi'ation arerecogni'ed through di6erent base pay levels.

Diving additional performance rewards to some people but not othersis divisive and hampers employees working together.

!ypes of Oariable $ay

Oariable pay plans can be established that focus on individual performance,team or group performance, and on organi'ation1wide performance. nimportant feature of variable pay plans is that incentives increase the degreeof cooperation in teams, whereas individual incentives do not.


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Individual incentives are given to reward the e6ort and performance ofindividuals.

0ome of the most common means of providing individuals variable pay arepiece1rate systems, sales commissions, and bonuses.

&rgani'ation incentives reward people for the performance of the entireorgani'ation.

!his approach reduces individual and team competition and assumes that&rgani'ation incentives reward people for the performance of the entireorgani'ation.

Individual1centered career planning focuses on individuals careers ratherthan organi'ational needs. It is done by employees themselves, andindividual goals and skills are the focus of the analysis. 0uch analyses mightconsider situations both inside and outside the organi'ation that could

e8pand a persons career. !he di6erent perspectives, &rgani'ationalretrenchment and downsi'ing have changed career plans for many people.!hey have found themselves in @career transitionAPin other words, in need of2nding other jobs. 0mall businesses, some started by early retirees from bigcompanies, have provided many of the new career opportunities.

"ow $eople hoose areers

our general individual characteristics a6ect how people make careerchoices.

Interests: $eople tend to pursue careers that they believe match their

interests. 0elf1image: career is an e8tension of a persons self1image, as well as

a molder of it. $ersonality: !his factor includes an employees personal orientation

Efor e8ample, whether the employee is realistic, enterprising, andartisticF and personal needs Eincluding a>liation, power, andachievement needsF.

0ocial backgrounds: 0ocioeconomic status and the educational andoccupation level of a persons parents are a few factors included in thiscategory.

7ess is known about how and why people choose speci2c organi'ations than

about why they choose speci2c careers. &ne obvious factor is the availabilityof a job when the person is looking for work. !he amount of informationavailable about alternatives is an important factor as well. *eyond theseissues, people seem to pick an organi'ation on the basis of a @2tA betweenthe climate of the organi'ation as they perceive it and their own personalcharacteristics. (any factors may in?uence job choice, including the genderof the job informant who passed along job information. !he @dream jobsA of


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young people ages


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closing all the requirements. !hey take care of the whole recruitment processright from sourcing,scheduling, interviews, o6er to joinings.!he bene2t for thecompany is that1 they don4t have to manage their own recruitment teamwhich reduces costs. *ut on the other hand risk is high, because ifconsultants don4t understand the company culture and hiring plans properly itcan get disastrous also. 0o companies should be careful while choosing

recruitment partners.*ecause we are talking about high scale and longerduration engagement here.

&utplacement: &utplacement came into picture during recession period. "ereIf a company wants to lay o6 some people employees to cut costs, they canhire a consultant to place those employees in other companies. !herecruitment cost is borne by the current employer.&utplacement is not verypopular till now.

+8ecutive 0earch: +8ecutive search teams only focus on senior level ie: +&,!&, 0ales head and similar kind of requirements. (ethod of sourcing forsuch positions are quite di6erent from junior level requirements. "ere number

of potential candidates are less and they don4t prefer to show their resume onthe portals. 0o head1hunting, searching in networking sites and personalnetworks help a lot. or such requirements commission is much higher.+8ecutive search teams do retained search activity also.

&ther than the above models recruitment can be divided in other two types. $ermanent recruitment ontract or !emporary sta>ng

$ermanent sta>ng: "ere after recruitment the candidate stays in thecompany payroll as a permanent employee.

!emporary sta>ng: In case of temporary sta>ng contract sta>ng thecandidate remains in the payroll of the consultant and works with thecompany for a limited time period. ompanies generaly prefer this model ifthe project is small or uncertain. gain it reduces their long term costs also.0o this model is gaining good popularity now a days.


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14 Principles of Management of Henri ayol!

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9 essential hr skills

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