Assignment On Human Resource

Why is it necessary for Organizaton ?

Introduction


How many employees should a company have before there is a need for an HR Department? As companies grow, there is a need to administer the HR function, but that doesn't necessitate an HR Department. In fact, 30 years experience has shown that until the company has at least 50 employees, that "department" -- really a function -- can consist of or be handled by one person...often much to the dismay of that one person.
Between outsourcing such things as payroll and the initial writing of an employee handbook, and with the plethora of software for HR today, one person should be able to develop and administer the function.
Of course, there are variations to this theme. In some companies where recruiting has been a major activity, there may well be a need to have an HR administrator or "Benefits Clerk" and a recruiter. But in most small companies an Office Manager can suffice.
Historically, what necessitates an HR Department are the functions and responsibilities which no one else either wants or is capable of doing. From recruiting to orienting new employees, from writing job descriptions to tracking attendance, and from instituting and monitoring policies to monitoring benefits, there has been a need for an HR generalist to assist senior management in both establishing a structure to holding down costs of administration. In fact, I have felt for some time that the initial title for the HR person should be "Administrative Manager."
Let's say that you have been hired or requested to establish an HR function. What do you need to do?
The first step is to determine what the expectations are of the manager who realized the necessity of the function. In very small companies, this is often the owner or most senior manager who just returned from a seminar or workshop where an attorney -- or a whole herd of attorneys -- has scared the hell out of him or her by pointing out the complexities of complying with federal and state labor codes. Using some of the responsibilities listed below, develop a job description with that manager which at least outlines what the job entails.
After that, determine the compliance issues which pertain to your company. The most basic of these have to do with wages and hours of work, classification of employees, the I-9, COBRA (down from 20 to two employees in California and New Jersey, by the way), leaves of absence including maternity and family leaves which differ from state to state, ADA, harassment, and a host of others. (Charts and attendant articles - including a 2005 job description - are found only in the subscriber's section.)





Then, determine whether or not you need to have an employee handbook or other formal policies and procedures manual to cover everything from establishing the company as an at-will employer to benefits. If a handbook already exists, be certain that it is in compliance with federal and state regulations and that the policies and the way they are written are in the best interests of the company.
Are all the basic policies included? These can be thought of as grouped into conditions of employment, benefits, and disciplinary processes. Is there a balance between stated corporate and employee rights and obligations?
Take a look at existing employee files or, if no files exist, gathering all the papers into coherent personnel files. Minimally, you should have an Application for Employment form or resume, a W-2, any insurance forms that the employee may have signed, and performance appraisals. I also like to see start dates, dates of reviews, dates of promotions, and all the changes in wages or salary. Because personnel still runs on paper and paperwork, do not rely too heavily on computerized files. (Besides, such files seem to disappear with regularity nowadays.)
Who takes care of payroll? There used to be an ongoing fight between HR and accounting as to who gets payroll. I have no idea why anyone would want it and it does belong in accounting more so than in HR but, should the question arise, the answer today is to outsource payroll to a payroll service (or a bank which offers such a service). There are still responsibilities such as informing the payroll service of changes in individual wages or salaries, docking, and final pay, but payroll services are definitely the way


Task objective –

• To describe the human resource requirements of monitoring programmes, whether quality
control or surveillance, for all levels of staff.
• To highlight the need for a broad approach to human resources development, including
career development structures, overall staffing and training.
• To emphasise the need for and value of ongoing investment in staff in terms of training,
Delegation of responsibility and encouragement to join professional bodies and undertake
applied research.
• To briefly describe some key responsibilities of managerial, analytical, field and data
management staff.







Task definition


Definition of Human Resources
Human resources are an increasingly prominent field that is taking shape throughout industries and workplaces world wide. Recognizing the fact that people are a company’s greatest asset, business leaders across the globe are coming to rely more and more upon an effective management policy that applies specifically to the area of human resources.
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With a rapid increase – a boom, in fact – of professionals, generalists and specialists in the area of human relations, there has also been a major rise in the amount of knowledge and innovation pertaining to the most efficient and productive methods of streamlining workforce management policy. When applied, there is already a great number of proven techniques which result in the actual increases of profit margins.
But what, exactly, is the definition of human resources? Essentially, HR applies to the workforce managed by any employer. A business of any size needs employees in order for it to run. As an important – the most important – asset for any business leader, employees need to be properly managed in order for optimal efficacy to be achieved.
Now, properly managing a workforce is a lot more complicated than, say, the maintenance of a company’s material capital such as machinery, computer systems, etc. Indeed, the mechanistic approach to employee relations has often failed. Fortunately, this failure has prompted close study into how to effectively see that human capital is treated right and is able to reach its full potential.
That’s why the application of human resources management focuses largely on a more sensitive and human analysis to determine what really works with employees. One of the major aspects of hr maintenance involves employee recruitment, training and development as a function of human capital management.
Making sure that employees’ abilities are correctly and optimally nurtured is essential to seeing a worthwhile return on investment come from their contribution to the company, once their training period is over. Along with employee training, human resources departments also delve into the area of applicant tracking. How to find the best talent available on the global labor market place is often a problem that the human resources department will strive to tackle.
In addition, human resources departments take care of a variety of concerns such as labor relations – the crucial and highly sensitive negotiations between employees and management – the production of job descriptions, the monitoring of interplay between workers in order to design a more efficient employee management system, the compilation of benefits packages as well as a variety of other vital functions that relate directly to the employee workforce of the company.




Solution-


Create a More Positive Workplace Culture
.
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Benefits
Enhance workforce productivity, retention, and satisfaction
Reduce turnover, recruiting, and training costs
Anticipate and respond to workforce issues before they escalate
Enable more effective and cost-effective rewards and recognition
Enhance customer satisfaction and loyalty.
Commitment solutions:

All aspects of your workforces’ relationship with your organization
Attitudes, perceptions, and intentions of all segments of your workforce, including full-time and part-time employees, contractors, and consultants; exempt and non-exempt employees; and members of your workforce worldwide in their native languages;
Securely disseminate analytics and verbatim intelligence to HR staff, executives, and other authorized users throughout your organization who can act on that feedback, through real-time, interactive dashboards; and
Manage responsive action to ensure that workforce concerns and opportunities are addressed promptly and effectively




Conclusion
Good leadership is essential for
effective change.
Our success will come from the way
our people can anticipate, adapt and
respond to change.
Back To Contents

The department and HR have to change in many ways. The rate of change is likely to increase quickly and public and political expectations of service levels will continue to rise. We need to be able to continue to attract talented people who will be committed, involved in their work, will achieve high levels of performance and deliver excellent value for money. This strategy examines the issues that are central for HR to continue to support the department’s success and set a new direction.
The Government’s modernisation and reform document Fit for Purpose encourages the NICS to improve its systems, skills and abilities to provide relevant and appropriate public services.
The three main themes of the reform agenda are shown in the strategic aims inthis HR strategy.
Good leadership is essential for effective change, and this is one of the main theme so this strategy. We are committed to improving our leadership at all levels,and to becoming organisation where leaders lead by personal example and inspire others.We need to involve staff to change andimprove our business and service delivery.
We have high-quality, professional and motivated staff who are committed to achieving business targets despite facing significant change. Our success will come from the way ourpeople can anticipate,adapt and respond to change.We know that employees who are fully
involved with the organisation are moremotivated, more productive and deliver greater benefits. When we put this strategy in place we will involve all our staff and communicate well with them.
Through the senior management forumand various organisational development events, staff will have the opportunity to be involved in decision making and to express their opinions knowing management will listen to them and value their contributions.We will respond confidently to the challenges of the ‘Fit for Purpose’ reform agenda, and we look forward to working in partnership with all our people and our stakeholders to allow us to deliver our
business objectives effectively.
Like our previous HR strategy, we will review this strategy every year to make
sure it is still relevant and to show its progress.