The HR Director and the HR Department
The HR Director is often in charge of the HR department. Several administrators, including the administrators for employee relations, staffing and recruiting, organization development, compensation, health and safety, and human resource development, report to the HR Director (Anthony, Kacmar & Perrewe, 2006).
Schema Organizational
Health and Safety and Human Resource Directors Relations with Employees Growth in HR Employment and Recruitment Developing an Organization Compensation Figure copied from (Anthony, Kacmar & Perrewe, 2006)
In charge of human resources:
To lead and oversee the HR department is what the HR directors' job is all about.
Achievable Result: Building relationships with management is the anticipated effect of the leadership of the HR director to align goals and strategies of the HR department with organizations goals and strategy.
Activities to Perform: Oversee operations and scan for the internal and external environment that could affect the effectiveness of the HR. Supervise and provide consultations to strategies regarding all sub-department under HRs.
Competencies: Communication and relationship skills, leadership, and Job knowledge.
Health and Safety
Objectives: Provide the employee with a safe and healthy environment.
Expected Outcome: A healthy and safe working environment that is OSHA compliant.
Activities to Perform: Ensure OSHA compliance through inspections of the working environment. Also, conduct training on wellness and health. Then, document incidences of accidents.
Competencies: Job knowledge, Ability to conduct effective training, and leadership.
Employee Relations
Objective: Managing, coordinating, and offering direction on a range of activities related to employee relations. These include ensuring compliance with labor laws, and all legal issues.
Expected Outcome: Scanned internal environment for employee relations issues; ensuring employee labor rights are not violated.
Activities to perform: Develop and implement plans to address issues affecting employee relations. Writing employee handbooks, and ethical policies and guidelines. Developing and implementing discipline measures. Ensure inclusivity.
Competencies: Job knowledge, leadership, and effective communication skills.
HR Development
Objectives: Develop the organization’s intellectual capital
Expected Outcome: Performance optimization through facilitating, developing, and evaluating performance and train staff.
Activities to Perform: Support performance and management process by training staff on performance management. Facilitate, develop, and evaluate the performance of staff within the organization.
Competencies: Job knowledge, leadership, ability to conduct training, and communication and interpersonal relationship skills.
Staffing and Recruiting
Objectives: Explore the labor market for the best candidates to fill the various posts in the organization through proper advertising, hiring, and training of candidates.
Expected Outcome: Developing the best pool of candidates qualified to fill positions in the company.
Activities to Perform: Advertise openings, conduct interviews and assess candidates, and developing contracts for the employees.
Competencies: leadership, Ethics, Communication, Critical thinking, and Job knowledge.
Organization Development
Objectives: Research, analyze, and diagnose the company’s issues with the goals of performance and improvement. Develop structures that ensure the relationship with internal clients is optimal, through proper performance management, processes, organization structure, and leadership style.
Expected Outcome: Developing an organization with an atmosphere of development, achievement, and learning the culture.
Activities to Perform: Support reward system; research, analyze, and diagnose issues pertaining the goals of organization performance; and develop interventions to solve problems affecting performance.
Competencies: Leadership, HR knowledge, Communication and interpersonal relationship skills.
Compensation
Objectives: To administer on issues of employee’s benefits and salary.
Expected Outcome: Employees are adequately compensated according to their work functions. Employee benefits from health to retirement are appropriately compensated.
Activities to perform: Determining the level of benefits and packages of staff to ensure employee retention. Develop pay and reward systems, and recommend pay structures that meet the market standards. Also, develop, analyze, and maintain job payroll.
Competencies: Accounting and HR knowledge, Communication skills, and Leadership.
Question Two:
Motors and More Human Resource Department
Motors and More is actually a small organization considering its number of employees (116). Thus, the HR department should be more modest and consist of a director, and three administrators. Some HR functions from the typical HR department outlines above, such as safety and health, Employee relations, and Organization development, could be outsourced to specialized agencies to ensure the small HR department functions efficiently (Kumar, 2010). Additionally, compensation can be eliminated to be handled by the HR Finance department (Anthony, Kacmar & Perrewe, 2006).
New Chart for Motors and More HR Department
Human Resource Director
Objective: Lead, manage, and organize the HR department
Expected Outcome: The goals and strategies of the HR department align with those of the organization.
Activities to Perform: Oversee operations and scan for the internal and external environment that could affect the effectiveness of the HR. Supervise and provide consultations to strategies regarding other positions under the HR.
Competencies: Leadership, Communication, and Interpersonal Relationship Skills, and HR knowledge.
Employee Relations
Objectives: Managing, coordinating, and strategizing on a range of activities related to employee relations.
Expected Outcome: a scanned internal environment ensuring employee relations issues and labor rights are not violated.
Activities to Perform: Developing policies to promote inclusivity and diversity, developing and implementing discipline measures, drafting employee handbooks and ethical procedures, and develop disciplinary guidelines.
Competencies: Communication, and Interpersonal and Intrapersonal Relationship Skills, HR knowledge, and Leadership Skills
Staffing and Recruitment
Objective: Explore the labor market for the best candidates to fill the various posts in the organization through proper advertising, hiring, and training of candidates.
Expected Outcome: Presenting a qualified staff ready to handle their positions with the best professionalism.
Activities to Perform: Advertising for open positions, scrutinizing qualified candidates through interviews and studying their resumes, developing contracts for qualified candidates.
Competencies: Interpersonal relationship skills, communication skills, leadership skills, and HR knowledge.
HR Development
Objective: Develop the organization’s intellectual capital
Expected Outcome: Quality and performance optimization
Activities to Perform: facilitating, developing, and evaluating performance and training staff.
Competencies: Ability to offer adequate training, communication, leadership and interpersonal communication skills, and critical thinking.
Question 3:
The Differences between the Two Organization Charts Discussed Above: A typical organizational HR chart has about six functions; the Health and Safety, Employee Relations, Human Resource Development, Staffing and Recruiting, Organization Development, and Compensation (Kumar, 2010). However for a smaller organization like Motors and More, the need for the department such as the Health and Safety, Organization Development: These can be outsourced to external agencies specialized in the areas while Compensation can be handled by the finance department (Kumar, 2010). The other functions – Employee relations, Staffing and recruitment, and HR development – for both the typical HR department and that of the Motors and More have similar objectives, expected outcomes, and activities to perform (Anthony, Kacmar & Perrewe, 2006). Additionally, for all HR managers, the core competencies are leadership, job knowledge, and communication skills (Anthony, Kacmar & Perrewe, 2006). Without these qualities, the HR department may become detached, ineffective, and generally inefficient.
References
Anthony, W., Kacmar, K. M., & Perrewe, P. (2006). Human resource management: A strategic approach (pg. 18-30). Mason, OH: Thomson Custom Solutions
Kumar, R. (2010). Human resource management: Strategic analysis text and cases (pg. 11-17). IK International Pvt Ltd.
