human resources

Examples of human resources in the following topics:

• Human Resource Planning

  • Human resource planning is a process that identifies current and future human resource needs for an organization, based on the goals and objectives set by upper management.
  • Human resource planning serves as a link between human resource management and the overall strategic plan of an organization.
  • Competency-based management supports the integration of human resource planning with business planning by allowing organizations to assess the current human resource capacity based on employees' current skills and abilities.
  • Corrections are then made as needed to the broader human resource planning process.
  • It is a constantly evolving planning process for human resource professionals.

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
  • The facilitators are human resource management staff, who usually hire specialists in a given field to provide hands-on instruction.
  • Human resource professionals should focus on aligning the interests of every stakeholder in the development process to capture mutual value.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• The Mission of Human Resource Management

  • Human resource management's mission is to coordinate people within an organization to achieve the organization's goals.
  • Human resource management (HRM) is the coordination of an organization's people to achieve specific business objectives, fulfill staffing needs, and maintain employee satisfaction.
  • HR professionals emphasize the quantitative, calculative, and strategic aspects of managing the human resource in a systematic way.
  • In circumstances where employees desire, and/or are legally authorized to hold, a collective bargaining agreement, the human resources department will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).
  • Demonstrate the mission of human resource management, in both the broader organizational perspective and the narrower individual one

• Managing Organizational Diversity

  • This includes, but is not limited to, incorporating diversity initiatives into the mission and vision statements, the employee handbook, values statements, human resource policies, human resource training, and press releases.
  • The human resource department specifically has a great deal of responsibility in managing the overall diversity of the organization.
  • Human resources can consider diversity within the following areas:
  • Ensuring accessibility of important documents (e.g., translating human resource materials into other languages so all staff can read them)
  • The role of human resources is to ensure that all employee concerns are being met and that employee problems are solved when they arise.

• Employee Promotions

  • Prior to promoting someone, the human resources department of an organization must ascertain whether the employee in question can manage the increase in responsibilities that accompanies the new role.
  • Human resources can manage internal promotional opportunities and benefits to increase employee engagement.
  • It is critical for human resources professionals to understand and describe why a given promotion is occurring, justifying it both quantitatively and qualitatively.
  • Evaluate human resources' role in creating promotion opportunities to motivate employees and develop upwards mobility within an organization

• Employee Career-Path Management

  • Career-path management requires human resource management to actively manage employee skills in pursuit of successful professional careers.
  • Human resource development (HRD) is the central framework for the way in which a company leverages an effective human resources department to empower employees with the skills for current and future success.
  • This is achieved through two specific human resource objectives: training and development (TD) and organizational development (OD).
  • Organizational development must be balanced during this process, ensuring that the company itself is leveraging these evolving human resources to maximum efficiency.
  • Therefore, human resources departments are central to empowering employees to take successful career paths while maintaining an organizational balance.

• The Systems Viewpoint

  • Here is an example of systems thinking: say that a single department, Human Resources, is beset with problems in workflow and efficiency.
  • A manager who uses systems thinking to fix this problem looks at Human Resources in the context of all of the workflow in the company to see whether the "Human Resources problem" could actually be a company-wide issue.
  • Here is an example of systems thinking: say that a single department, Human Resources, is beset with problems in workflow and efficiency.
  • A manager who uses systems thinking to fix this problem looks at Human Resources in the context of all of the workflow in the company to see whether the "Human Resources problem" could actually be a company-wide issue.

• Employee Benefits Management

  • The human resources department is the area of an organization responsible for organizing, implementing, and managing employee benefits across the company.
  • Human resources (HR) has a wide range of responsibilities, including hiring, training, assessment, and compensation across the company.
  • Human resources contribute to the overall employee experience across the span of an employee's time with the company.
  • Human resources departments carry out many services, including data management, service efficiency, and employee services.
  • Break down employee reimbursement to describe a variety of direct and indirect benefits captured by the employee from human resource management

• Incentive Systems for Employees

  • Human resources professionals assess organizational and employee needs to identify the ideal incentive systems for collaborative success.
  • Human resources (HR) professionals are tasked with using employee and organizational objectives to identify and implement the best employee incentive programs.
  • Human resources departments must identify the core culture of the organization and create incentives that match it.
  • Describe the purpose of an incentive system and learn how human resources professionals can assess organizational needs to select the best one

• Interpersonal Skills of Successful Managers

  • A manager must be both analytical and personable when it comes to managing time, resources, and personnel.
  • Leading people represents a central component of human skills.
  • Management characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
  • Human skills differentiate a manager from a leader.
  • A manager is simply manipulating resources to achieve a given objective, while a leader appeals to the human side of employees to generate creativity and motivation.