Role of the HR Professional

No matter the breadth or the profundity of an brass, it will always sire the inherent need for human resources. It is upright to say that with break manpower, no presidency in the world would exist. Recognizing non still the need for people, but more seriously, the need for skilled, efficient and loyal employees has been a key turning point in defining the division of the HR professional.As the people people or organizations, todays HR professionals work in a wide variety of capacities as mediators, mentors, business organization analysts, and c beer planners to name a few. However, perhaps some of the around eventful and ch bothenging acts of HR professionals atomic number 18 instantaneously related to the recruitment, option, training, and appraisal of the organizations employees (or electric potential employees as the case may be). It is up to HR manager or steering team to create processes and methodologies in recruiting, training, and judge its staff in su ch a way that it is congruous with the values, plenty and culture of the organization.This can be an enormous ch onlyenge especially in todays business world where companies ar eonianly acquiring and merging together forming whole new identities at an exponential rate. In dealing with the ambiguity of the corporate world HR professionals realize that it is not singular carrying into action of each and every HR function that will as for sure the go around human resources for their organizations, it is the alignment and integration of all of the HR functions that create an environment that empowers and incites employee growth, competency, and loyalty.There are two main components of the staffing function, which are the recruitment and pick of potential employees. Recruitment, which involves all actions in attracting applicants from both wrong and go forthside the organization, is one of the most pivotal designs of the HR professional. The bottom key out in the recruiting effort is to attract the most qualified applicants for the needed positions by communicating the qualifications needed in order to fulfill the position.With a constant cycle of mergers and acquisitions occurring around the globe involving some of the worlds most monolithic organizations, the role of recruiter has alterationd vastly over the past few years. Beca determination organizations are finding themselves more and more saturated with talented and highly workmanlike employees, they are looking to fulfill vacant positions within the organization. This is in addition a very logical approach because existing employees are already swell oriented with the policies and culture of the organization and do not need to bear up under the druthers that an external hire would require.In contrast, recruiters have also had to cash in ones chips untold more creative and ultimately aggressive in recruiting potential applicants externally. With the introduction of the World Wide Web and the increase in engagement among universities, colleges and other post- secondhand institutions, graduates are entering the business world with more knowledge, skills and perspicacity than ever before, making them desirable assets to m any organizations.With the increase in popularity of line of reasoning fairs, co-op programs and web-based career centers, recruiters are now equipped with the resources they need to adjudicate out and entice the most qualified of applicants. At the same time, graduates and other people wanting employment have become empowered to seek out their most desirable positions, and are challenging recruiters with a overmuch more proactive and aggressive approach themselves. erstwhile the recruiter has aptly performed the function of attracting qualified applicants, they then assume the role of selector. In this capacity, it is up to the HR professional to select the best possible applicants to fill the positions that are needed. Usually the selection process involves the consideration of three types of information1. Education, prune Experience and Background History2. KSAOs Ability, Performance, Personality, Honesty/Integrity3. health check Condition or similar considerations physical and psychological healthThe selection process also usually involves, the initial sharing of information, filling out and application, initial interview, the administration of any tests, a final interview (or secondary interview with potential colleagues), reference checks, and then the final selection is made. Although the selection process varies in different organizations, the implicit in(p) framework is usually the same. end-to-end the entire recruiting and selection processes, the HR professional must also use their intuition and consider the applicant using less tangible touchstone methods, such as observing their mannerisms, understanding the applicants personal values and beliefs and what their extra-curricular interests are. Althoug h an applicant is judged more on his or her qualifications and skills, as a selector, it is important for the HR professional to select someone whose values and beliefs are congruent with the company and who they feel would best fit within the culture of the organization.If an HR professional is able to use their intuition and people skills efficiently in attracting and selecting applicants, they are ultimately integrating and aligning their staffing role with their successive role as a trainer, which follows once a successful applicant has been selected.The health of any organization depends on the breeding of its people. If indeed the greatest asset is its human resources, then it is even more vital that the organization waive for its HR professionals to invest time and energy into this vital provision function. As was stated earlier, the success of the HR professional in being an effective recruiter and selector is key in ultimately determining their success as a trainer, and the employees success in becoming well-oriented with the philosophy, policies, procedures, and culture of the organization.When planning how best to train new and existing employees, HR professionals should always be sure to address both immediate and long goals, behaviours and skills. However, more often than not, exactly like anyone else, HR people cannot always assume or mask to know what would best work for everyone, so it is critical that before planning out the training process, they must get hold of a thorough needfully assessment. This can be done through many ways such as the administration of questionnaires and surveys to determine employee needs and expectations, observation of job functions and the organization as a whole, and other methods of qualitative information gathering.Once a training plan has been established, the entire process by which people expose what is expected of them in their new roles in the organization is socialization. This process, not impe rtinent many other HR processes, has multiple stages such as gate/Anticipatory Socialization, Socialization/Accommodation, and Mutual Acceptance. It is important for HR professionals to recognize and encourage the full development of the new employee through all of these stages.Throughout the orientation and training of new (or old) employees, it is also important for an HR professional to conduct a training and development assessment. A thorough assessment would embarrass an analysis of the training needs as well as the development needs over the next few years. Training needs should be based on immediate needs for changes in behaviour, where as the long-range development goals should be based on the acquisition of knowledge and skills to be used now and in the future.Positioning employee training to focus on short and long term development helps HR professionals to look mint the road and address how they can help their employees meet challenges, create change and ensure the ove rall health of the organization. In using this futuristic approach, an commanding strategic alignment is built to integrate employee training and development, with that of employee performance management.Once employees have gone through all of the processes or socialization and have become well-oriented with how the organization functions on all levels, it is at this time that the HR professional takes on yet another role as that of performance measurer and manager.There are two primary reasons for performance management1. administrative includes promotional consideration, dismissal consideration, compensation, benchmarking and the ability to manage performance at all levels2. Developmental includes the ability to provide feedback, assessing training needs, encouraging external and inner(a) motivation, and analysis current job designHistorically, the only people directly involved in the appraisal of an employees performance were the employee and their immediate supervisor. However , as the practice of HR evolves, so have many of its functions, especially in the area performance appraisal. Today, more and more organizations are adopting the practice of 360 score feedback in evaluating their employees performances. This method involves not only the boss and the employee, but also the employees peers, subordinates, and clients.This relatively new practice facilitates a much more well-rounded and thorough evaluation of the employees performance and has been proven to be much more useful in assessing the employees developmental needs and areas for progression. However, like any major practice, the 360 degree feedback method is not without it complications. Allowing this type of participation in performance appraisal can cause such problems as the resplendence Effect, central tendency, overt leniency or strictness, and biased appraisals.In recognizing these common appraisal problems, it can be said that the ends still discharge the means in this case. As long a s appraisals are designed to be relevant to the job, sensitive, reliable, fair, and practical, employees receive a much expose exhibit of how they are doing in their jobs and where they can improve.It is my opinion that the strategic integration of the HR functions that have been discussed in this paper such as staffing, training, and performance management are not aligned in the sense of a additive relationship. In my mind, they are linked cyclically, with each function being a continuation of the previous function.For example, once a performance appraisal has been conducted, it is at this time that a training needs assessment is also conducted, allowing all parties involved to gain a better understanding of the areas in which improvement is needed. In turn, this would be where the HR professional would take on the role of trainer and facilitate the further development of the employee. It can also be seen that performance appraisals are also very helpful within the recruitment a nd selection role in aiding the HR professional to gain a better understanding of the qualifications and behaviours that are essential in seeking out potential candidates and choosing the best one for the job.Writing this paper and taking approximate look at these specific HR functions has helped me to gain a better understanding of the many roles that the HR professional has to assume at any given time. It has also given me a greater appreciation for the underlying connectivity between all of the HR functions and how strongly they are linked.