The Effective HR Manager

Winning the respect, trust and confidence of line managers and making a difference

Ask many line managers what they think of HR managers and you will get a variety of views from the positive to the most damning.

Examples are:

“Excellent. Very professional.”

“Very responsive, supportive and helpful”

“Great if I can ever get hold of them”

“Talk their own language. Not really in touch with the needs of the business. A bit flakey”

“You mean the dead hand of HR!”

As the issue of effective HR management has grown in importance over the years so has the need for HR managers to be both responsive and proactive in meeting the needs of their developing organisations.

Clearly it’s important that an organisation’s employees are paid on time, they are able to access the benefits they are entitled to and can receive straightforward help and advice from HR when needed.

This operational piece of the HR management responsibility needs to be reliable and responsive in every respect. Getting the basics right is all important.

So is partnering with line managers in recruitment activities, performance management processes, training and personal development provision. These are all very necessary, core elements of the HR function’s role. Organisation’s have every right to expect that HR managers will be proficient in these areas.

But what about gaining the respect, trust and confidence of line managers, over and above these basics? How can HR managers really add value? Here are eight tips.


HR managers need to clearly understand the organisation’s vision and challenge the CEO if it is not clear. They need to create an aligned vision for HR to support the corporate vision.

They need to draft a vision, share it with selected line managers, check it, refine it and communicate it both to the HR team and line managers. They need to be clear on HR’s vision for future success, and clear on how it is aligned to the organisation’s overall vision.


HR managers must be clear on their organisation’s objectives. They need to put clear, measurable objectives and milestones to the HR vision. They need to make their objectives concrete, tangible and deliverable with time frames attached.

They need to announce them and ‘stick’ to them. They need to communicate their success in achieving them. They need to be seen as “business like”.


HR managers need to understand their organisation’s strategy. They need to be clear on their HR strategy to deliver their objectives. How will HR be positioned within the organisation as a whole? How will it work alongside the business to deliver the strategy of the business? How will it marry the day to day needs of the business with the longer term development needs?

How will it operate with closer external specialists and suppliers? What short, medium and long term plans does it have to really add value to the business?

What changes will need to be made to deliver the strategy?

HR managers need to answer these questions, share their strategy and plans with the business and their standing will automatically be enhanced!


HR is in the business of attracting, acquiring and developing the RIGHT people. HR managers will need to assess the quality of the organisation’s existing people and compare their current capabilities to the capabilities required by the organisation in the future. That’s why they need to understand the organisation’s vision, objectives and strategy so well.

They need to compare the current competency framework to a desired competency framework, say three years from now. What will be different in the requirement of the organisation’s people? How will this impact the type of people the organisation will need, where in the business, and when?

HR managers need to create a strategic HR development plan to deliver the right people resources to the organisation to meet both its current and future needs. The use of performance management, personal development and capability management systems will help them to do this accurately. They must get transparency of the organisation’s human resources to plan effectively.


HR managers need to structure the HR function in the most appropriate way.

They should centralise those activities which are core to the whole business. This will include policy development, recruitment, compensation and benefits, performance management, personal development and disciplinary processes. Many of these are governed by legislation and need to be corporate wide, although there may have to be regional or county variations.

HR business managers should be allocated to lines of business to work closely alongside line managers to create and deliver specific interventions to meet their ongoing needs. These people need to be seen as true business partners adding specialist knowledge and skills to line managers. In a sense they are internal consultants clearly understanding the business as well as best practice in HR management and development in the market place.


HR managers should employ “fit for purpose” systems for both HR management and HR development. This does not mean the most sophisticated, costly and “heavy weight” systems. They should choose systems that can be easily integrated with one another, are customisable and require little management time.

Systems need to be user friendly as the trend is for managers to use them to ‘self-serve’ more and more these days.

Systems should work together holistically enabling the organisation to obtain transparency of its entire human resource, to enable it to adopt the best people acquisition, retention and development process.

Knowledge and Skills

HR managers need to ensure that they and their team members really understand the business they work for, including its:

– Market-place

– Customers

– Products/ services

– Routes to market

– Competition

– Major commercial challenges

– Threats, e.g. legal constraints

– Vision, strategy and objectives

– Plans for the future – short, medium and long term

– Culture and values

– Leadership and management style beliefs

Many HR managers fall down because they lack essential knowledge of the business and fail to use the language and terminologies which clearly show that they understand the core business and how it works.

They should avoid “HR speak” which really turns off line managers. This may be helpful shorthand to HR professionals but it is an anathema for line managers and their staff. HR managers should focus on the objective, tangible, concrete, business related issues not just the softer, behavioural and more subjective issues.

They should gain respect for their knowledge of HR issues as well as the tangible issues faced by the business. After all, human resources are just one element of tackling these issues. When handling people related problems HR managers should go back to the vision, objectives and strategy of the business before embarking on solutions.

HR managers should expand their knowledge to include strategic thinking, change management, business planning and organisation development. Oh and finally HR managers and their teams need to become very IT savvy! They are usually not!

Leadership and Management

The HR manager’s role is to challenge where necessary the behaviours exhibited by managers, who clearly do not ‘walk the talk’. They are to a large extent guardians of the culture and values and need to be seen to be adopting this role.

HR managers should ‘educate’ senior line managers on modern management thinking, helping them to move away from a command and control approach to a more collaborative, consensual working style which truly engages and motivates employees at all levels to give of their best.

The job of today’s managers is to recognise and release talent at all levels not to overlook it or squash it. Performance management systems, personal development programs and reward systems all need to focus on the behaviors and competence required of managers to imbed the corporate values and culture into the organisation. It is the job of the HR manager to ensure that this happens.

So how well have you developed your skills in these eight areas of expertise as an HR manager? Check out how well you are currently doing by using the list below. Tick the box on the left of the statements only if it is TRUE of you.

Start each statement with the words “I..

Top of Form

Have a vision, clearly communicated and accepted, for the role of the HR which is aligned to the corporate vision.

Have short term (up to one year), medium term (two to three years) and longer term (over three years) objectives for the HR function.

Have a thought through written strategy and plan to deliver my objectives.

Am able to assess accurately the organisation’s current HR needs and its future needs, aligning its corporate development plan to strategic HR reviews.

Have a structure for my HR team which enables it to play a centralised and decentralised role in the business, catering for its daily operational needs, and its future development needs.

Have in place HR management and development systems that are fit for purpose, reliable and user friendly.

Am investing in my own and my team’s knowledge and skills in specific areas of HR and wider business related areas.

Challenge the behaviours of managers at all levels of the organisation to live out the corporate values, and my performance management and reward systems reinforce the need to walk the talk.

Am seen as a respected, knowledgeable professional in whom people can put their trust because they have confidence in me.

Continually invest in my own and my team’s personal growth and development.

Total Score:
Bottom of Form

How did you score?

8-10 – Excellent to very good. You have a few gaps to fill.

5 to 8 – Very good to fair. You have quite a few gaps to fill.

0 to 5 – Not so good. If you believe in the points made in this article you have some way to go!

You could say that these are the basics. Getting them right will in itself enhance the HR manager’s standing and reputation. However there are also issues to consider.

These include:

– Being emotionally intelligent

– Being ‘politically’ savvy

– Exercising critical judgement

– Influencing without authority

– Being a catalyst for change

– Having personal credibility

– Being culturally aware

– Conflict resolution skills

– Team building skills

– Managing upwards and managing peers

Plus a host of other soft skills!

5 Steps to Good Employee Reviews

Spa employee reviews can be tense and dreaded but they don’t have to be! Every spa business should hold employee reviews annually around the date of when the employee began. There are many different reasons to perform employee reviews and they are beneficial to both the spa employee and the spa owner/spa manager.

A good employee review will accomplish the following:

Legal protection

Improvement in quality of work

Goal setting

Discussion of advancement opportunities

Increased job satisfaction

Eliminate the stress of a spa employee review by following these five simple steps:

1. Be Consistent

It’s vital to keep spa employee reviews consistent. You want to set the pace and build expectation within the business. Communicate clearly when and where the review will take place every year. Set the appointment at least ten days in advance and makes sure you give your employee plenty of time to prepare. Keep in mind that whether you’re conducting a review with a spa manager or spa front desk worker, the reviews should be handled the same. Pick a place to hold the spa employee review that’s private and where there will be no interruptions.

2. Prepare Yourself & Your Spa Employee

Preparation is key to avoiding a stressful spa employee review. As the spa manager or spa owner, it’s your responsibility to prepare yourself and your employee. Provide your employee with a blank copy of the performance appraisal sheet in advance so that they’re aware of the meeting agenda. If you’re choosing to have your spa employee perform a self-evaluation, make sure you give it to them in plenty of time to complete it.

Prepare yourself by gathering any important information and documentation you’ll need to review with your employee. These items may include goals set from a previous meeting, feedback from coworkers and spa guests, work roles and procedures, accident reports, attendance records, and any disciplinary notes.

It’s assumed that you already have a performance appraisal sheet you’ll be working off of, but if you haven’t developed one yet, make sure you take the time to do so, or find one online. Be sure to use the same form for every employee.

3. Address Performance Results & Behaviors In Relation to Objectives

During the review, you want to make sure you’re addressing the employee’s performance results and behaviors in relation to the objectives you’ve placed before them. Evaluate the job performance and not the individual. As you bring up each problem or area that needs to be addressed, allow the employee to discuss it with you. Engage the spa employee and work towards solutions that are right for them. Don’t move onto another area until each one is resolved.

It may be easy to evaluate the employee on a personal level. Avoid doing this by refocusing on the performance results and behaviors.

In 10 Steps to An Effective Performance Review, Business Management Daily outlines some easy steps for addressing problems.

Describe the performance problem.

Reinforce performance standards.

Develop a plan for improvement.

Offer your help.

Alternate negative and positive comments.

Emphasize potential.

4. Set Goals

Setting goals with your employee is vital. You will need to confidently set objectives for the next performance period. This is a good time to invite the employee to discuss work/life balance and also to set goals for themselves. Don’t assume that your employee will be onboard about any goal you set. Bounce ideas back and forth and set measurable, realistic objectives with them. Along with goals, additional trainings and professional spa development can also be discussed or proposed at this time. Write down all of your goals for the spa employee so you can revisit them in the next review.

5. Summarize

Before ending the review, you will want to summarize what you discussed and make sure you’re on the same page. Ask the employee if they have any questions and encourage them. Ending on a positive note will help set the tone for future employee reviews and will leave you both feeling good about the meeting. At the end of the review, have the employee sign the performance appraisal sheet or a sheet with clear goals on it and give them a hard copy to keep.

Diversity in the Workplace

As you look around your office, is everyone just like you? Probably not. The demographics of the American workforce have changed dramatically over the last 50 years. In the 1950s, more than 60% of the American workforce consisted of white males. They were typically the sole breadwinners in the household, expected to retire by age 65 and spend their retirement years in leisure activities. Today, the American workforce is a better reflection of the population with a significant mix of genders, race, religion, age and other background factors.

The long-term success of any business calls for a diverse body of talent that can bring fresh ideas, perspectives and views to their work. The challenge that diversity poses, therefore, is enabling your managers to capitalize on the mixture of genders, cultural backgrounds, ages and lifestyles to respond to business opportunities more rapidly and creatively.

Here are two examples of the challenges inherent in managing a diverse workforce:

An American health insurance company hired employees from a variety of racial and ethnic backgrounds. The variety of different native languages and cultures, however, did not mix. Instead of making employees feel that they had a sub-group within their larger team, it gave rise to paranoia (“They must be talking about me.”) and assumptions (“They think they are smarter than everyone else.”). When the group needed to learn a new intake system, rather than pull together, they became even more estranged and productivity and morale plummeted.

In an American subsidiary of a global bank based in Japan, a few Japanese female workers complained to management that their older Japanese male bosses were being disrespectful to them. The human resources manager questioned all of the women in the office. Every Japanese woman reported problems with the Japanese men. In contrast, the American women reported no problems at all. Confused, the human resources manager questioned the Japanese male managers. The answer? The Japanese men responded that they understood American expectations related to sexual harassment, so they were careful about what they said to the American women. They were perplexed by the responses of the Japanese women. “What is the problem?” the Japanese men wanted to know, “They know that we don’t mean anything. Any Japanese person would understand.” Communication, which has never been straightforward and easy in the first place, is becoming even more complicated as organizations take on global partners.

Diversity is no longer just a black/white, male/female, old/young issue. It is much more complicated and interesting than that. In The Future of Diversity and the Work Ahead of Us, Harris Sussman says, “Diversity is about our relatedness, our connectedness, our interactions, where the lines cross. Diversity is many things – a bridge between organizational life and the reality of people’s lives, building corporate capability, the framework for interrelationships between people, a learning exchange, a strategic lens on the world.”

A benefit of a diverse workforce is the ability to tap into the many talents which employees from different backgrounds, perspectives, abilities and disabilities bring to the workplace. An impressive example of this is found on the business cards of employees at one Fortune 100 technology company. Employees at this company have business cards that appear normal at first glance. On closer inspection, the raised Braille characters of employee information are evident.

Many companies, however, still face challenges around building a diverse environment. Part of the reason is the tendency to pigeonhole employees, placing them in a different silo based on their diversity profile. If an employee is male, over 50, English, and an atheist, under what diversity category does this employee fall? Gender, generational, global or religious? In the real world, diversity cannot be easily categorized and those organizations that respond to human complexity by leveraging the talents of a broad workforce will be the most effective in growing their businesses and their customer base.

So, how do you develop a diversity strategy that gets results? The companies with the most effective diversity programs take a holistic approach to diversity by following these guidelines:

1. Link diversity to the bottom line. When exploring ways to increase corporate profits, look to new markets or to partnering with your clients more strategically. Consider how a diverse workforce will enable your company to meet those goals. Think outside the box. At a Fortune 500 manufacturing company, Hispanics purchased many of the products. When the company hired a Director of Hispanic Markets, profits increased dramatically in less than one year because of the targeted marketing efforts. Your new customers may be people with disabilities or people over the age of 65. How can your employees help you reach new markets?

2. Walk the talk. If senior management advocates a diverse workforce, make diversity evident at all organizational levels. If you don’t, some employees will quickly conclude that there is no future for them in your company. Don’t be afraid to use words like black, white, gay or lesbian. Show respect for diversity issues and promote clear and positive responses to them. How can you demonstrate your company’s commitment to diversity?

3. Broaden your efforts. Does diversity at your company refer only to race and gender? If so, expand your definition and your diversity efforts. As baby boomers age and more minorities enter the workplace, the shift in demographics means that managing a multi-generational and multi-cultural workforce will become a business norm. Also, there is a wealth of specialized equipment available to enable people with disabilities to contribute successfully to their work environments. If your organizational environment does not support diversity broadly you risk losing talent to your competitors. How can your recruitment efforts reach out to all qualified candidates?

4. Remove artificial barriers to success. The style of interview – behavioral or functional- may be a disadvantage to some job candidates. Older employees, for example, are less familiar with behavioral interviews and may not perform as well unless your recruiters directly ask for the kind of experiences they are looking for. Employees from countries outside the US and non-Caucasian populations may downplay their achievements or focus on describing, “who they know” rather than “what they know.” Train your recruiters to understand the cultural components of interviews. How can your human resources processes give equal opportunity to all people?

5. Retain diversity at all levels. The definition of diversity goes beyond race and gender to encompass lifestyle issues. Programs that address work and family issues – alternative work schedules and child and elder care resources and referrals – make good business sense. How can you keep valuable employees?

6. Provide practical training. Using relevant examples to teach small groups of people how to resolve conflicts and value diverse opinions helps companies far more than large, abstract diversity lectures. Training needs to emphasize the importance of diverse ideas as well. Workers care more about whether or not their boss seems to value their ideas rather than if they are part of a group of all white males or an ethnically diverse workforce. In addition, train leaders to move beyond their own cultural frame of reference to recognize and take full advantage of the productivity potential inherent in a diverse population. How can you provide diversity training at your company?

7. Mentor with others at your company who you do not know well. Involve your managers in a mentoring program to coach and provide feedback to employees who are different from them. Some of your most influential mentors can be people with whom you have little in common. Find someone who doesn’t look just like you. Find someone from a different background, a different race or a different gender. Find someone who thinks differently than you do. How can you find a mentor who is different from you?

8. Measure your results. Conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional opportunities to assess your progress over the long term. Keep doing what is working and stop doing what is not working. How do you measure the impact of diversity initiatives at your organization?

In the book, Beyond Race and Gender, R. Roosevelt Thomas defines managing diversity as “a comprehensive managerial process for developing an environment that works for all employees.” Successful strategic diversity programs also lead to increased profits and lowered expenses.

The long-term success of any business calls for a diverse body of talent that can bring fresh ideas, perspectives and views and a corporate mind set that values those views. It’s also no secret that the lack of diversity can affect your ability to communicate effectively with diverse clients. Link your diversity strategies to specific goals like morale, retention, performance and the bottom line. Build your business with everything you’ve got, with the complex multi-dimensional talents and personalities of your workforce, and make diversity work for you.

Smart Choices: How to Hire the Right People

In the best selling book, Good to Great, Jim Collins writes, “Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.”

To hire the right people, you must develop effective selection skills. Conducting a job interview looks easier than it is. According to studies based on the employment records of thousands of management and line employees, little or no correlation exists between the “positive reports” that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process – one that’s integrated into an organization’s overall staffing practices.

Over the years, I have conducted numerous interviews and trained managers on effective interviewing and selection techniques. Following are a few tips to help you get started.

Before The Interview

Know what you need – Determine the key competencies required for the job before you interview a candidate. Write a job description and ask your coworkers for feedback. Create a list of questions for the interview. For example, if you are hiring someone for your business office, think about the type of questions that will help you determine whether the person has good nonprofit accounting knowledge and organizational skills.

Advertise the position – Don’t just advertise in your local newspaper – cast your net even further!

Look at what works – What personality traits make someone a good fit for your culture? Is your organization laid back or formal? Do people work 9 to 5 or around the clock? Ask questions that will help you determine whether the candidate will adapt well to your organization’s culture.

Schedule multiple interviews – Conduct 15 minute telephone interviews to screen out inappropriate candidates. Schedule the staff members who will work one-on-one with the candidate to interview the top candidates. Ask for their feedback.

During The Interview

Ask the right questions – Dig deep to find out whether candidates more comfortable with details or the big picture. Are they a self-starter or an order-taker? Create questions that will give you the answers you need. If time management skills are required, for instance, you might want to ask, “What is your method for organizing your day?” Compare what each candidate says to determine who is strongest in this area.

Close your mouth and open your ears – Too often interviewers turn an interview into a “grocery list” of their wants and needs. Ask focused questions, and then listen carefully. Take notes.

Go with your gut – If you did your homework – that is, determined the key job requirements and asked questions that would ascertain the skills required – the hiring decision should be a natural next step.

Organize your notes – After conducting all the interviews, I recommend using a simple grid to help choose the best candidate. Simply put the names of each candidate horizontally and put the job requirements or key competencies vertically. Then make up a scale from 1 to 5, with 5 being the highest rating. Rate each candidate from 1 to 5 on each of the job requirements or competencies. The person with the highest ratings is probably your best choice.

Above all else – Consider input from each of the interviewers, and trust your collective judgment. Put aside any and all stereotypes, and select the best person for the job.

Human Resource Department: How Do I Set Up?

If you were given the task of setting up a new Human Resource Department in a small company where would you begin? Such a task would be extremely daunting, but not impossible, if you follow a few tips. To begin, you need to answer some basic questions:

Why do you want to set one up? What’s changed to make you or the organization believe that an HR department is needed now? What do you want the HR department to do? How will this function contribute to the success and bottom-line of the organization? Will it add value?

In other words, before you begin the task, you need to have a clear definition of the mission and goals of the department and secondly, what role you will play as “head” of the HR function. Once you have clear direction, there are some key “audit” issues that you need to focus on.

Do you have personnel files on all your employees? Are they current? Do you have all the legally required documentation? Do you have items in the files that don’t belong there?

Do you have policies and procedures? Are they up-to-date? Are they followed? Do you have an employee handbook? Do you have the right language in it? Have you inadvertently created a contract between you and your employees? Do you have policies dealing with ADA, EEO, FMLA, sexual harassment, workers’ compensation, safety, benefits, discipline, etc.?

Are you in compliance with state and federal regulations? Do you have a working knowledge of the law? Do you have all the required postings, forms, and documentation required by the respective governmental agencies? Are all the managers aware of their legal responsibilities and liabilities?

Are you recruiting and selecting the right people? Are you aware of the talent and skills needed to move your organization forward? Do you know where to find these people? Are you recruiting in a cost effective manner? Are your managers trained in interviewing techniques?

What kind of compensation plan do you have? Is it meeting the organization’s needs? Is it motivating your employees? Is it competitive and fair? How about your benefits? Are you getting the best coverage for your people at a price the employees and the organization can afford? Is your total compensation attractive enough to retain existing people and be an incentive to new people?

What’s it like working at your company? Are people productive and motivated? Are you looking at the indicators of a productive and motivated workforce (absenteeism, tardiness, turnover, grievances, high workers’ compensation rates, poor quality, missed deliveries, and poor productivity)?

What about your training? Are manager’s and employee’s skills current? Is training a “way-of-life”? Are you growing your people or do you have to go to the outside every time you need someone with a specialization? Are supervisors effectively managing their employees?

Are managers and employees kept informed? Do they know what’s going on? Is the grapevine the main source of communication? What are the sources of communication?

Obviously it is impossible to make a complete guide of things you need to consider when starting a new HR department in a small company. However, these are some of things you should consider. As you begin the process, get some professional help, whether through networking with peers, other organizations, or outside expertise. It is a big task, but one that is critical to the organization.

Human Resources: What Drives an Organization

The field of Human Behavior Organization emphasizes the importance of human resources in any business organization. The business field offers too much focus on manpower development for it is the lifeblood of an existing industry.

This consideration provided several honchos in trade enterprise to create spin off departments to cater to different structural framework in human resource management development. Some of the most generic or common filed are the one below:

Human Resources CareersHuman Resources Certification

Human Resources Consulting

Human Resources Law

Human Resources Management

Human Resources Outsourcing

Human Resources Program

Human Resources Software

Human Resources Studies

Human Resources Careers

The new millennium recognizes the importance of human resources personnel in their contribution to supplying the best manpower supply in a thriving industry.

Organizations in the business world rely on Human Resources management teams in overseeing business functions such as hiring, training, conducting interviews, relaying of company-related business trends and issues and employees’ benefits and the like.

Individuals who work inside this type of industry are tasked to making sure that the provided workforce are adept in their respective business roles and are able to function optimally under any condition.

This type of thinking is oriented among professionals whose function are those of above. They keep the company they are working with able to stay on top despite of existing competition against companies who competes with the same product or services a certain company is caters for.

Human Resources Certification

The field of Human Resources Industry evolved into creating a body of professionals or individual industries that take care of providing reliable certification activities whose purpose is to provide, attest and authenticate suitable capabilities among professionals in this field.

Human Resources Certification board’s certifying examinations are guided and are guided by core values and principles which an individual aspiring to be part of such industry should pass in order to gain the desired testament of ability.

Human Resources Management and Human Resources Consulting

Management and consulting groups take on the function of most of the above jobs typical of an HR staff member.

They work hiring the best professionals in the field as demanded by a corporate client. They make sure that these individuals are retained and that their continued career development is ensured.

Tailoring benefit plans is also one of Human Resources Consulting firms’ structured course of function. They regularly check medical health benefit plans that is beneficial for the company without sacrificing the overall quality of health premium option features given to employees.

This department is also in charge of regular relay of company policies to each employees and making sure that satisfactory conformation is met. It is also their task to remind erring employee of regulations that are intentionally or accidentally infracted and make the necessary adjustment as well.

Human Resources Outsourcing

Outsourcing job functions, or taking internal business functions to business industries via another firms or overseas proved to be more cost effective than having a single Human Resources team handle all job at hand.

The study conducted by The Society of Human Resources Management (SHRM) provided conclusive evidence of how outsourcing human resources personnel and various HR functions could cut average company cost on HR spending and free them from other legal risk.

This type of initiative also gives core HR professionals the chance to focus on a more important HR functions and company goals.

Human Resources Program, Human Resources Studies and Human Resources Software

If Human Resources Management is the lifeblood of various Business Industries, Human Resources Programs on the other hand is the lifeblood of Human Resources Management.

HR is less capable of ensuring that its tasks and objectives are met without following a program at hand. Programs are effective when they bring results to the organization.

An independent HR Consulting industry study in Missouri explains how HR programs help professionals in this field in realigning HR policies to that of the company they are working for.

These programs are carried out to effectively implement job functions and seek on ways to improve them. Compensations, health benefits, relaying company regulations and management, staffing and culture change is communicated through designed programs.

Being an organization itself, Human Resources management and policies are directed by programs and these programs are expected to produce results, otherwise they are discarded.

Why Human Resources Training Is Essential For Your Business

In today’s business world proper training in human resources is imperative. Any company with aspirations of success should insist that their managers and supervisors attend HR training. Because managers, especially first-time managers, often lack the skills and problem-solving ability when conflicts arise, they are not equipped with the capability of dealing with them. Far from being a desirable extra this is essential for any forward looking company.

There are three basic skills that human resources training offers managers to help deal with the personnel problems that can come up in the workplace. One of the three challenges those managers and supervisor’s face is conducting a good and compliant interview. Interaction with new staff can be a potential minefield and this is where the real value of those human resources training can brought to the fore.

When reviewing the applications of applicants it is important to be aware of what is appropriate. For example, a question as innocent as “How many children do you have?” is a violation of Equal Employment Opportunity laws. There are skills that supervisors learn in basic human resources training to help them know the questions to ask and hire the right person for the job. If you want the right staff to suit your needs, it is essential to ask the right questions.

Preparation is the best ally that you can have when it comes to finding and hiring good staff and this is another area where good Human resources training can be an asset. Another problem that HR training can help managers solve is the ability to work with others efficiently and effectively. When put into a managerial position, a person is expected to make demands and expectations for others to meet or exceed. Good Human resources training will help you to both find the right staff and use then to their full capacity.

Also, the ability to communicate effectively can be learned in human resources training. This will give the manager not only excellent oral and written communication skills, but also effective listening skills. Communicating well with your staff will help you to know what will enable them to work better and also of any problems that needs your attention.

The third basic fundamental skill taught in HR training is to make your company’s values and goals known to all of your employees, including new hires. Giving your employees a clear idea of the company’s goals and aspirations will give them something to work towards.

Good feedback when they are on their way to achieving those goals will also help to encourage them and let them know that they are making progress. It creates and fosters a positive work environment in which employees can thrive. Human resources training is necessary in a modern business environment if you want to get the best from your employees.

Human Resources Job Description

The interesting role of a Human Resources (HR) Manager ranges from interviewing prospective candidates, to providing the best possible environment for task efficiency at a minimal cost to the company.

Those who are interested in becoming a Human Resources Manager, or beginning their career in this field, must possess Master’s degree in the area. They must acquire the skills of short listing candidates for various job positions and interviewing candidates to find out how far they are suitable to perform the tasks in the company and many others. Once a new employee enters the company, they should be made to integrate their work so as to become a part of the well-organized work culture of the company. This is important as the new employees often bring their old habits or work ethics into the new office, which may be at odds with the existing work atmosphere. By being a part of the team, the new employee must assimilate their qualities and must exhibit a give and take attitude to perform better.

The manager, or those employed in the Human Resources section, must work closely with those in the production team of a company to find out the requirements for temporary staffing and other needs. This assumes urgency at the time when there is most demand for the product. For instance, the demand for heaters goes up tremendously just before winter sets in. In this case, if the heater company fails to stock the products in the market well in advance, their competitors will walk away with the sales and leave the company in financial straits. Therefore, the Human Resources Manager must co-ordinate with all the departments, including the Management and Marketing departments, to know their latest requirements in staffing, and must start the necessary process accordingly.

In addition, Human Resources departments must also develop retention strategies for skilled workers. To keep such talented persons, the HR department must revise the promotion guidelines with the help of management, and reward all important persons involved in key areas of the company. Frequent reward and making sure the company meets the expectations of the employees mostly results in employees continuing in the company. Instead of an external recruitment drive, retaining the existing workforce in a company’s key areas is most profitable to the company. The HR department must always work to promote senior, experienced workers to fill such vacancies. This will improve the employee loyalty and also improves the productivity.

Working in Human Resources is an important and rewarding job, which simultaneously helps the employer to serve the employees as well as helping the employees serve the employer.

Why Avoiding Human Resources is the Only Way to Land a Pharmaceutical Sales Job

One of the best business analogies I’ve ever heard compares businesses to boats.

Small businesses are like small boats. The have the luxury of being quick to respond, controlled by just a handful of people, and communication is as simple as turning over your shoulder and saying, “Land ho!” On the other hand, they don’t have some of the luxuries that big businesses have. Big boats [businesses] are powerful, they have many redundant features – small breeches in the hull aren’t as threatening, and momentum goes anything but unnoticed.

What big business doesn’t have is the ability to respond quickly. Communication is often complex, becomes confusing and is often lost. Nearly every pharmaceutical company with a sales force is the equivalent of a big boat.

Don’t get me wrong here; human resources officers and internal recruiters do a wonderful job. But if you want a job in the kitchen of a cruise ship, who would you talk to, the first mate or the head chef? In many pharmaceutical companies, internal recruiters are a branch of human resources. They make recommendations on hiring, they handle initial screenings, they sift through resumes, and they facilitate the tons of paperwork involved in the hiring process. What they don’t do is make the final decision.

In the end, pharmaceutical companies aren’t just big boats. They are some of the biggest boats in the sea of American business. They are multi-billion dollar companies that turn very slowly, respond sluggishly to small stimuli, and constantly struggle with the flow of communication. It’s neither good nor bad. It’s just the nature of being a titanic company (sorry for the pun). Getting on board such a colossal ship is, in and of it self, no small feat.

Spend time networking with pharmaceutical sales representatives and district managers. Doing so will prove invaluable every step of the way. In many cases, they will help you decide if you even want to be on the ship in the first place – chances are it’s not as glamorous as you think!

Small Businesses Benefit From Outsourcing Human Resources to an Employee Leasing or Peo Company

Employee Leasing is not a totally new concept. It has been tried and proven by some of today’s leaders and most profitable companies. It can help to stabilize your costs and insulate you from unexpected increases, which can send your profit margins tumbling.

Employee leasing can provide “top of the line” benefits packages with a number of employee health insurance options, complete payroll services, personalized reporting and administrative services.

Most employee leasing companies maintain a “minimal” administrative, sales and marketing staff in order to keep overall costs down, and in turn, “employee leasing costs” to their clients.

Employee leasing is a cost-effective convenience for any small business owner. The reductions in cost are made possible through volume discounts by pooling your company’s employees together for worker’s compensation, health, dental, vision and life insurance benefits, state taxes, S.U.T.A. taxes, federal taxes, etc. Paperwork hassle and time consuming follow up are reduced, and sometimes eliminated, because the employee leasing company does the work for them. All payroll related taxes, filings and reports are also handled by the employee leasing company, leaving the business owner free to take care of the things he or she went into business for… Making A Profit! And remember, leasing your employees takes care of most of the human resource paperwork, thereby allowing the owner to reduce, or possibly eliminate human resource staffing, adding up to more savings!