20387748 roles of hr generalist

7/28/2019 20387748 Roles of HR Generalist

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In the era when we are try to outsource most of the functionsin some of the

organizations even the total HR-Functions are outsourcedwhat are the various roles

that an HR-Professional can look up to. I have spoken to many recruitment consultantsbut somehow they failed to give the clarity of role that they are Head Hunting for.

People with in the organizationat times are just overlapping the various functions. In

this write-upI am just trying to explain the various roles that HR Professionals can playin New Economyalong with the traits required for each function.

Recruitment Team (Sourcing, Hiring, Staffing, Talent Acquisition Etc)

Lets start with Recruitment Team. This team is also known as Sourcing or Hiring or

Staffing or Talent Acquisition team in various organizations. They are Sales Peoplewithin HR Department. Their main role is to get Best of the Talent available in the

market. Hence, they need to know what exactly they are looking for. Their role starts with

Talent Requisition raised by the respective departmentand ends only with Induction

of the New Hire. In between, he needs to prepare the Job Description, Identify the

Competencies required, Identify the source for hiring, Interview the candidate,Coordinate the interview with the respective department and complete the

documentation.

The various competencies that one must have to be a part of the Recruitment Team are asfollows:

1) Should have excellent knowledge about the Business of the Organization.

2) Should also be aware of the competitors in the same industry.

3) Need to identify the various resources for hiring and select the best one based on CostEffectiveness and Urgency.

4) Should have clarity of competencies that he is looking for and also have clarity on the

role a new hire is expected to play.

HR-Generalist (Operations) Team

This team is actually a backbone of the HR-Department. The job-responsibility of this

team starts on the day of Induction with Joining Formalities. The various roles that theyare expected to perform are:

1. Joining Formalities

2. Handling Employee Database (Both in Soft Form and Files Management)

3. Leaves and Attendance Management


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4. Handling the payroll

5. Managing advance Salary, Ad Hoc Bonuses, Loans

6. Confirmations, Performance Appraisals, Performance Management

7. Liaison with various government organizations for Employee Provident Funds, ESIand other Retirement Benefits

8. Exit-Interviews

9. Full and Final Settlement

Competencies Required

1) Attention to details is a must have quality

2) Self-Motivated

3) Should have updated and accurate databaseon any hour of the day.

4) Should be good in coordination.

5) Should be promptand fast enough in his actions.

Employee Relations Team

This team is like a Spokesperson of the HR-Team. They are the bridge between HR andEmployees. They are the Policy and Strategy interpreters. An effective Employee

Relations Team can actually control the Attrition Rate of the organization. This team isexpected to play following roles:

1) Handling all the queries of the employees. Be it related to Salary, Leaves, Attendance,

and Transfer etc.

2) They are also expected to explain the various policies, strategies and benefits toemployees.

3) They are expected to stop all type of rumours and misleading communications.

4) They should motivate the employees on day-to-day basis.

5) They are also expected to give constructive inputs to Training and Development and

OD Team.


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6) They play an important role in Employee Engagement winning the trust of the

employee and hence can help the organization in controlling the attrition rate.

7) It is for this team to ensure that the employees in the organization should not leave theorganization for reasons other than salary.


1) Highly Matured

2) Level Headed

3) Should be well versed with the business of the organization and its policies.

4) Assertive but not aggressive.

5) Should be empathetic but not emotional.

6) Highly Motivated.

7) Should be highly professionalin the sense, that if this team is activeemployees

will be sharing all type of doubtsconcernsinformation with this teamthey are not

expected to misuse the information. Should not play politicsby sharing theirinformation with others.

8) Should be crisis manager.

Compensation and Benefits Team

This is fairly new role for HR-Professionals. The role of this teamchanges, with the

growth of the company. His main role is to ensure that the employees of the organizationstake maximum salary and befits to their home and lose less to Income Tax.

He is the personwho decides how much to pay to the person; what all benefits to entitle

himbased on the market ratekeeping the competitive edge in the industry. He is the

personwho actually announces the annual increment for an organization.

This team is expected to perform following roles:

1. Job Analysis

2. Job Evaluation

3. Grading

4. Competency Mapping


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5. Salary Surveys

6. Benefits Survey

7. Benchmarking


1) Should have excellent Business and Industry knowledge

2) Should be aware of competitorsand their Compensation and Benefit Programs

3) Should be good with labour laws.

4) Should also be good in Income Tax Provisionsrelated to Salary and benefits and also

Economics.

5) Should be excellent in Statistics and Cost Accounting.

Organization Development Training and Development Team

As a Country is known by its peoplean organization is known by its employees andhence it is the responsibility of this team to Develop the Employees of the organization.

If there is any gap in Competency Mapping in terms of knowledge and skills required

for a particular positionit is for this team to bridge those gaps.

So, it can be training for soft-skillsother skillsnew technology or it is development of

Personalityleadership developmentor high-education. Hence, the development of thecompany in particular and that of its employees in generalis responsibility of this team.

If you are good in speakingdoes not qualify you for being a trainer. You may beexcellent as a Public Speaker and worse in training. Being a good speaker is just one of

the Must Have traits for trainers but not the only trait required. There is something a

trainer is expected to do before the delivery(Training Need Identification) and there is

something he is expected to do after delivery(Measuring the Training Effectiveness).


1. A deep and thorough understanding of Human Behaviour

2. Positive in thoughts, approach and personality

3. Should be very good in communication. Should be rich in vocabulary.

4. Should be empathetic.


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5. Clarity of thoughts is must.

6. Should be good in linguistics

7. Should have positive body language.

You need to take out Tonnes of Sand to get few Grams of Goldhence the role of atrainer is to get Gold.

You need to dive into the ocean to get a Shell with a Pearlhence he is expected to be to

that diver.

HR Coach and HR Mentor

This is one of the roles, which is an outcome of New Economy. Though being a Mentoris not a full time jobCoaching can be. We can place HR-Coach above HR-Director

but below HR-President. Just like a Cricket Coach, whose role is not only to improve thebatting or bowlingbut also fielding, physical fitness, mental toughness and overall

involvement of the each playerthe role of HR Coach is to increase the overallproductivity of all the above-mentioned sub-functions of HR Department. Hence, he

cannot afford to say that I dont know about Recruitment or Compensation & Benefits

etc. He is the centre of the HR-Department and all functions revolve around him. His roleis not very sophisticated one but very tactical.


1) Experience. This is the one role whereprior experience is must.

2) Business and Industry Knowledge is Must.

3) Should be a Hub of Knowledge and should know HR in its totality.

4) Very influencing, inspirational and highly motivated personality.

5) A true leader.

6) Should be accountable, innovative, responsible and at the same timeshould not be

emotionalshould not get tensed up and should not create panic. In Short, a level-headed

person.

Conclusion

This is just an attempt to distinguish between various roles that an HR Professional canplay in New Economy. There is a lot that a HR Professional can do.


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Human Resource GeneralistJob Title:Human Resource GeneralistCompany Job Code:....................................... FLSAStatus: .......................................Division/Department....................................... EEO Code:....................................... Reports to:Human Resource ManagerSalary Grade/Band:....................................... Last Revision Date:.......................................

SUMMARY

Responsible for all human resource activities for the company. Provide advice, assistance andfollow-up on company policies, procedures, and documentation. Coordinate the resolution ofspecific policy-related and procedural problems and inquiries.

PRIMARY RESPONSIBILITIES

1. Responsible for all human resource activities to include employment, compensation,labor relations, benefits, and training and development.

2. Interview job applicants; review application/resume; evaluate applicant skills and makerecommendations regarding applicant's qualifications.

3. Develop and maintain relationship with employment agencies, universities and otherrecruitment sources.

4. Prepare and maintain company salary structure, job documentation, and job evaluationsystems. Complete salary survey questionnaires.

5. Prepare, process and distribute payroll.6. Design and conduct new employee orientations.7. Administer and explain benefits to employees, serve as liaison between employees and

insurance carriers.8. Work with union representative to resolve labor relation issues.9. Recommend, develop and schedule training and development courses.10. Provide advice, assistance and follow-up on company policies, procedures, and

documentation.11. Coordinate the resolution of specific policy-related and procedural problems and

inquiries.12. Recommend, develop and maintain human resource data bases, computer software

systems, and manual filing systems.13. Develop and recommend operating policy and procedural improvements.14. Other duties as assigned.

ADDITIONAL RESPONSIBILITIES

1. Perform specific research/investigation into operational issues, as requested.

2. Provide on-the-job training to new employees.

KNOWLEDGE AND SKILL REQUIREMENTS


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1. Basic reading, writing, and arithmetic skills required. This is normally acquired through ahigh school diploma or equivalent.

2. Knowledge of multiple human resource disciplines. Knowledge of federal and stateemployment and benefit laws. Strong interpersonal and communication skills. Ability toanalyze data and provide recommendations. This is normally acquired through acombination of the completion of a Bachelor's Degree and three to five years of humanresource experience.

3. Visibility requires maintaining a professional appearance and providing a positivecompany image to the public.

Before we can discuss how important talent management is to a companywe first need to define talent management. There are many definitions out there, but it

can be explained briefly as developing, nurturing and retaining people with the abilitiesand aptitude to meet business goals.

Managing talent is not something that a company falls into - it's a deliberate undertakingthat can be advantageous to the company and each of the individuals within the

organization. To begin the process, Human Resources must strategically analyze thecurrent process and integrate the following:

Recruitment - presenting the company so that the right people will be attracted

and desire employment.

Retention - initial a reward and support program for existing employees.

Employee Development - constant learning and development.

Leadership Development - development programs for employees with high

potential.

Performance Management System - feedback and measurements that nurture andsupport employee performance.

Workforce Planning - keeping up with changing workforce; include older

workforce and plan for future skills shortages.

Business Culture - presenting a positive way of performing.

Companies can benefit from developing and retaining the workforce they have and

individuals can benefit from a company that encourages and develops them to meet their

aspirations. A Performance Management System is vital to achieving the goals of both thecompany and the individuals. The specific needs are different for each company but the

common elements include -

Employee Development - focus on personal development and plans for formal

and informal training.

Salary Review - compensation can be linked to performance and review should be

in the process.

Personal Performance - related to tasks, responsibilities that can all be linked to

compensation review.


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Business Performance - Individuals/Teams - track business goals as related to

groups and teams within an organization.

Organizations can save hundreds of thousands of dollars by not only retaining the talentthat are already working for the company, but increasing performance of the same

individuals by working with them and initiating a performance management system. Ifthe employee feels valued and on a career path where they will personally benefit -production tends to increase and the employee is far less likely to seek employment

elsewhere.

Initiating a talent management plan can also be used to attract the types of employees that

you want to join your organization. This process will enable you to learn what types ofpeople work best in the organization; where improvements can be made and how to make

adjustments as business and culture change. Performance Management System and Talent

Management plan can work hand in hand to improve the overall environment of the

organization.

Hiring and retaining talent has become more difficult.Talent management is a necessary

resource. Workitect offers competency models and workshops on building a competency

model. Develop and retain your best talent.

If youremployee performance

management system is not effective in other words, your managersarent meeting their responsibility of getting their employee performance appraisals

written, approved and delivered on time - heres the first question to ask: What happensto the manager who doesnt turn in all of his appraisals on time?

Too often it turns out that the answer is Nothing, or at least nothing sufficiently

disagreeable to get the manager to act. Managers often discover that its easier to put up

with toothless gripes from the personnel department about not getting employeeperformance appraisals done than actually evaluating subordinates. As a result, appraisals

get pushed aside so that real work can be done, and your employee performance

management structure is broken.

Initiating Hardball Consequences

Make sure that there are some real consequences for not getting employee performanceappraisals in on time. For example, withholding salary increases until paperwork is up-to-

date creates a powerful incentive for getting them done on time. This is particularly true

if the human resources department has the clout to refuse making salary increasesretroactive to rescue managers who just didnt get around to submitting them on time.
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No manager wants to be in the position of explaining a subordinates delayed salary

increase to them especially if the boost in pay is being held up simply because the

manager failed to submit their employee performance appraisal on time. This strategy iscalled building accountability. Its a tough-minded approach, but all youre doing is

insisting that managers play by the rules.

Establishing Deadlines

A gentler measure is simply to make sure that managers know exactly what theyresupposed to do, and when theyre supposed to do it with a checklist that provides key

dates of the employee performance management cycle. And make it easy for them to do

what you want make sure forms and procedural instructions are readily available, andtheres someone on hand to answer the inevitable questions that arise.

Both approaches establish shared responsibilities. Not only are line managers required to

get their employee performance appraisals written, but HR must make sure the employee

performance management process is a model for best practices. Forms should reflect thereality of peoples jobs; managers must be able to assess all of the subtle elements of both

results and behaviors; training and other support must be available in a just-in-time basis;

and what is expected should be made crystal clear. Without all of these elements, HR

bears the lions share of the responsibility for not creating a system that encouragesemployee performance management excellence.

Sharing the Honey

But consequences arent the only area where HR drops the ball. Weve talked about

arranging negative consequences for those managers who dont do whats expected. But

remember honey influences behavior better than vinegar does. How often does HRprovide positive consequences to managers who are doing a good job of meeting their

employee performance appraisal responsibilities?

A simple email from an HR rep to a supervisor saying that in reviewing the employeeperformance appraisals she wrote, he was impressed by how seriously she took the

responsibility and the fact that they were all submitted before the deadline. Copy her boss

on the email, too.

Providing Gentle Reminders

Its important to have some mechanism to remind managers when key dates areapproaching. Thats one of the great advantages of online systems. Well-designed online

systems greatly complement employee performance management efforts, providing

managers with at-a-glance information about tasks to be completed.

For example, a dashboard screen can let them know which employee performance

appraisals need to be written and when theyre due, which appraisals written by

subordinate managers have been submitted and are awaiting their review and approval,


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and which subordinates need to submit self-appraisals or sign off after an evaluation has

been written and discussed.

An online system can be set up to automatically send managers (and their subordinates)regular reminders every time an action date is approaching and email red-flag

notifications if a deadline is ever missed. Finally, a good online system can track thecurrent status of employee performance appraisal completions for different organizational

units. Having this information will allow you to let the head of the sales department knowthat the completion percentage in his department is only 84 percent, while manufacturing

and accounting are at the 100 percent level.

Lighting A Little Fire

Though HRs role in creating an effective employee performance management system.Senior managers also own some responsibility to make sure the companys expectations

for employee performance appraisal quality and timeliness are followed.

Every senior manager should review each appraisal written by a subordinate manager

before that manager reviews it with the employee. This one-over-one review procedurewill ensure a level playing field, since the senior manager can make sure that all of his

juniors are applying similar standards and expectations to their subordinates. He also will

learn whos taking the responsibilities of employee talent management seriously as hereviews the appraisals and sees how honestly theyre written.

Remembering the Power of Shame

Shame is a powerful motivator that is often overlooked. Theres nothing wrong with

shaming managers into doing what theyre supposed to do.

How do you do it? The easiest way to make shame work for you is to ask a seniorexecutive if hed like to be updated on the status of employee performance appraisal

completions he will invariably say yes. (Senior executives always want to know the

status of everything). Thats your license to report on exactly who has their employeeperformance appraisals in on time and whos not performing.

Provide a short report beginning, As you requested, I have listed below the current status

of appraisal completions, followed by nothing but two columns of names one labeled

On time and the other labeled Overdue. Send copies of your report to everyone on

both lists. You can probably count on an immediate reaction from those managers on theoverdue list to finish their appraisals and move to the list of good guys.

Again, an online system can provide executives with up-to-the-minute information about

the status of all employee performance management activities without HR having to feedit to them. And senior managers can have a powerful influence of creating the

environment where one hundred percent appraisal completions is the norm.


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Creating Fool-Proof Accountability

At one major oil company, the CEO and his VP of HR developed an employee

performance appraisal procedure that was a model of simplicity: a requirement that eachmanager discuss 13 open-ended questions about performance with each subordinate in

March of each year.

The only writing the system required was a memo from each manager to the CEO every

year no later than March 31. The memo indicates whether or not the manager hadconducted all his discussions if the discussions had not been conducted, the memo

needed to explain why. And the reason had better be good, the VP-HR explained, because

on April 1 the CEO picks up the phone and starts calling. Why didnt you do what Iasked you to do? he asks each manager who didnt complete the performance-discussion

assignment. As the VP-HR explained with a sly smile, You dont ever want to get that

call from Roy.

Key Responsibility Areas for AssistantManager Generalist HR

Assistant HR Manger is one of most important key who plays an very important rolebetween manager and the internal customers, along with the basic decision making,

recruiting, grievances handling, attrition control, maintaining databases etc. Following

are the major key responsibility areas for Assistant Manager :-

1. To be responsible for implementing the assigned areas of responsibility within the HRfunction.

2. To maintain the database and updates regularly.

3. To generate reports based on database and updates.

4. To clarify employees (internal customers) policies, procedures and processes.

5. To assist in quality improvement initiatives of the areas of their work.

6. To handle employee grievances (must) properly.

7. To run the Performance Management Cycle is the key Responsibility Areas forAssistant Manager Recruitment.

8. To have/create liaison with the business to develop the manpower plan for the

company.

9. To coordinate and manage recruitment at various levels and finding ways to meet theramp up plans for the organization.


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10. To give huge attention on campus hiring if doing mass recruitments.

11. To take care of the on-boarding and induction for the new hires.

12. To handle training (as and when required) Common Points for both Assistant

Manager Recruitment and Assistant Manager Generalist HR Accountability &Authority Levels.

13. To be accountable for delivery of expected assignments/results.

14. To keep the department's machinery well oiled and efficient.

15. To take initiative for improving systems and processes.

16. To take ownership for meeting the information needs of internal customers DecisionMaking.

17. To take routine decisions that will further the cause of the department or function.

18. To assume responsibility for problems brought to their notice until assigned to the

appropriate problem owner. Internal & External Interface.

19. Should have appropriate knowledge about benefits administrators (PF, Gratuity,Superannuation, Insurance, etc) or training consultants, recruitment consultants, etc.

20. Should have extensive depth of Knowledge in contemporary HR practices and

processes including performance and reward management.

21. Should have excellent knowledge of the market conditions impacting HRM.

22. Should have excellent people management skills.

23. Should have skills in designing HR Systems and processes.

24. Should have skills to control attrition and maintain retention.

25. Should have excellent working knowledge of MS Office.

20387748 roles of hr generalist

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