core roles in human resource management

8/9/2019 Core Roles in Human Resource Management

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Core Roles In Human Resource Management

The core roles of human resource management aregrouped below into three categories. The titles of the

clusters are tentative, and are open for comment.

PLANNING AND ORGANISING FOR WORK, PEOPLE ANDHRM

Strategic perspectiveOrganisation designChange managementCorporate Wellness managementPEOPLE ACQUISITION AND DEVELOPMENT

Staffing the organizationTraining & developmentCareer ManagementPerformance ManagementIndustrial relationsADMINISTRATION OF POLICIES , PROGRAMMES &

PRACTICESCompensation managementInformation management

Administrative managementFinancial management

ROLESThe roles listed above are now described in terms of broadfunctions, activities and outcomes to illustrate more or lesswhat the descriptions will look like once the StandardGenerating Groups begin to work with each role in detail.

PLANNING AND ORGANISING FOR WORK, PEOPLEAND HRM

STRATEGIC PERSPECTIVE Develop Human Resource plans and strategies aligned tothe organisations strategic direction. and business strategy.Provide tools and tactics to enhance execution of these


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strategies Integrate HRM with current and pending legislation andsocio-political changes. Integrate Human Resource Management with general

organisational management. Manage the interface between HRM processes andsystems. Formulate and communicate HRM policies. Act as the conscience of employer with respect to peopleissues. Scan the environment (both international and national)and identify emerging trends that will affect the organisationand the management of people therein.

Assess the long-term impact of short-term decisions onpeople. Manage people related issues accompanying mergers,alliances and acquisitions. Express (embody) the philosophy and values regardingpeople management in the organisation.

ORGANISATIONAL DESIGN Analyse work processes and recommend improvements

where necessary. Recommend options for organisational design & structure.

CHANGE MANAGEMENT Advise management on implications of change foremployees. Co-ordinate & facilitate the change process. Facilitate changed relationships. Provide support structures for employees during change.

Deliberate and proactive management of the changingenvironment and its implications for work and theorganisation.

CORPORATE WELLNESS MANAGEMENT Develop and communicate policies and procedures withregard to the management of wellbeing


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Manage occupational health and safety Manage wellbeing (Employee Assistance programs & Health Promotion programs)

PEOPLE ACQUISITION AND DEVELOPMENT

STAFFING THE ORGANISATIONAs an example, each of the functions of this role is furtherunpacked in terms of activities.Human Resource Planning (linked to strategic perspective) Determine long-term human resource needs. Assess current resources. Identify areas of need.

Determining requirements of jobs Appoint a representative committee with the task of conducting the job analysis. Decide on the use of jobanalysis information. Decide on the sources of job analysis information. Decide on the method for job analysis. Review the information. Based on the outcomes of the job analysis, write jobdescriptions and job specifications

Recruitment of staff for the organisation Develop & implement recruiting strategy bearing in mindrelevant legislation. Decide whether recruitment will take place externally orinternally. Select methods of the recruitment (for example jobposting, personnel agencies & advertising) Engage in recruitment.Selection of human resources

Develop and implement selection strategy in line withrelevant legislation. Select appropriate tools for selection. Validate selection tools in line with legislation. Provide selection short list for line management to make adecision.Placement of staff


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Place staff in ways that will have the potential to benefitboth organisation and employeeInduction and orientation Act as a facilitator for induction and orientation of new

employeesManagement of a-typical employment situations.Management of termination Advise management regarding the strategic implications of terminating employment relationships. Conduct exit interviews. Develop a plan to replace competence lost. Analysis of staff turnover and advise management onpending problems and corrective action (where necessary).

TRAINING & DEVELOPMENT Develop a training & development strategy according tothe requirements of legislation and with the improvement of productivity and delivery as outcome. Conduct a training needs-assessment including theassessment of prior learning and write training & development objectives based on the outcome thereof. Conduct training & development.

Evaluate training & development with regard to the returnon investment. Promote training & development in the organisation.

CAREER MANAGEMENT Design and implement a career management programaimed at integrating individual aspirations and organisationalneeds & realities. Manage career-related issues in the organisation for

example women, affirmative action and management of diversity with attention to legislation in this regard. Manage career-related issues surrounding organisationalrestructuring, downsizing & outplacement including provisionof support.

PERFORMANCE MANAGEMENT


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used in the decision-making process and measurement of HRMs contribution to the organisation. Advise management regarding trends emerging from thedata.

Conduct HRM research with the aim of solving problems inthe organisation.

ADMINISTRATIVE MANAGEMENT Provide integrated HRM administration that is speedy & cost effective to receiver & administrator. Integrated employee data management

FINANCIAL MANAGEMENT

Manage the budget for HRM functions (Training anddevelopment, IR compensation, Employment Equity). Negotiate maximal funds for HR. Add value to the organisation by demonstrating a soundunderstanding of the complexity of business. Measure the financial impact of human resource systems.

core roles in human resource management

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