Human Resources Duties

7/31/2019 Human Resources Duties

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HR Duties

Dr .Fakhreldin Mohamed


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Recruit and Hire.OrganizationalCommunicationSalary and Benefits

Employee RetentionEmployee Health, Safety, andWellness

Rewards and RecognitionProgressive DisciplinaryAction

Layoffs, Job Termination&


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Recruitment refers to the process ofattracting, screening, and selecting a qualified

person for a job.

Recruit andHire

1. a newly enlisted ordrafted member of thearmed forces.2. a new member of a

group, organization, orthe like3. a fresh supply ofsomething.


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Why OrganizationalCommunication

Work is more complex and requires greatercoordination and interaction among workersThe pace of work is faster Workers are more distributed Simultaneous, distributed work processes

are more common Knowledge and innovation are more critical

to an organizations competitive advantage Communication technologies and networks

are increasingly essential to anorganizationsstructure and strategy


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Salary and Benefits

A salary is a form of periodic

payment from an employer to anemployee, which may be specified inan employment contract. It iscontrasted with piece wages, where

each job, hour or other unit is paidseparately, rather than on a periodicbasis


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From the point of a business,salary can also be viewed asthe cost of acquiring human

resources for runningoperations, and is then termedpersonnel expense or salary

expense. In accounting,salaries are recorded in payrollaccounts.


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Employment

Casual

ContingentFull-timePart-time

Self-employedIndependent contractorTemporaryWage labor


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Employee

RetentionWarning signsFew top performers leave out of the blue.Usually, indicators begin to appear well inadvance of the moment they give theirnotice. Here are some of the most commonsigns that an employee is consideringdeparture:


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Frequent absences

Dissatisfied employeesmiss more workdays thantheir colleagues. Pay

attention when anindividual starts using upaccrued personal or

vacation days it could bea sign he or she isinterviewing with potential

employers


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Decline in work habits

Chronically missed deadlines, decreasedproductivity and a higher incidence oferrors could indicate that the employeehas mentally checked-out and is just

going through the motions.Interpersonal problemsWhen a previously motivated, affableemployee starts arguing with coworkers

or complaining about management, itsoften symptomatic of job dissatisfactionthat could lead to departure


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Changes in attitudeWithdrawal from the social aspects ofwork is common among employees whoare thinking of leaving. Previouslyoutgoing staff members may suddenly

seem quiet or down and spend most oftheir time in their offices or cubicles.Team-oriented employees who used tovolunteer for projects may abruptly lose

interest in anything outside the scope oftheir direct job responsibilities


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Pre-emptive measuresTo prevent the loss of a valued employee, take action as soon

as you feel you have sufficient evidence of the personsintention to leave. Find out what motivate your employee.Meet one-on-one with the employee and ask frankly if he orshe is shopping for a new job. When confronted with a directquestion, most people respond candidly. If the employeeacknowledges conducting a job search, find out the reasonswhy and propose corrective steps.

For example, if the employee is looking for work at a moresenior level, offer an expansion of responsibilities, ifappropriate. For employees looking for new challenges,

discuss ways their current position could be fortified orpropose lateral moves within your firm. If the individual ishaving problems with a specific coworker or manager, explorethe possibility of reassignment to another division orsupervisor


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Fix problems at theorganizational levelBecause these stop-gap steps may ormay not prevent an employee fromeventually moving on, its best to

approach the problem of voluntaryturnover at both the institutional andindividual level. Remember the three

most common reasons employees leave lack of advancement opportunities,difficulties with management andinsufficient recognition. All three require

comprehensive, programmatic


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To address the question of advancementopportunities, take a fresh look at yourcorporate hierarchy. Most businessestoday are much flatter than they oncewere, creating career-stalling plateausfor ambitious professionals. Perhaps

there are ways to restructure positionsso that staff members can move upwardalong tracks of increasing responsibility

and skill building. Provide training andformal mentoring programs to showemployees that you support theirprofessional growth and developmentand understand the importance of


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Employee Health, Safety, and

Wellness,,,,,,,,,,,, believes in theimportance of health andsafety for employees andcustomers in all ourlocations.

In Sudan our OccupationalHealth and Safety Program isreviewed and updated

annually, to meet the unique


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HR monitor workplacehealth and safety in theirarea of responsibility andreport on compliancethrough compliance

framework. Discuss?


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Employee Health, Safety, and Wellness in

Canada

WellnessScotia bank offers a confidentialEmployee Assistance Program (EAP)to employees and their eligible

dependents in Canada and severalinternational locations (dependingon availability of local service

delivery). EAP provides professionalcounseling and specialized services,such as support to quit smoking,work-life solutions, nutritionalcounselin and mental health


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Rewards and

RecognitionLike a child being given a chocolate cupcakeand a big hug after cleaning her room, rewardsand recognition can be powerful tools foremployee motivation and performance

improvement. Many types of rewards andrecognition have direct costs associated withthem, such as cash bonuses and stock awards,and a wide variety of company-paid perks, likecar allowances, paid parking, and giftcertificates. Other types of rewards andrecognition may be less tangible, but still veryeffective.


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These "non-monetary"rewards include formal andinformal acknowledgement,assignment of moreenjoyable job duties,opportunities for training,and an increased role indecision-making.


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Various evidence reportsnon-monetary recognition as

an important factor inretaining excellentemployees and for

improving performance.Discuss ?


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vPeople are motivated tohigher levels of jobperformance by positive

recognition from theirmanagers and peers (Keller).


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Mike Rushby, HR Vice President

at Weyerhaeuser Company,sees developmentalopportunities, such asassignments to special projectsas a powerful form of non-

monetary recognition (personalcommunication, February 17,2004).


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Rushby believes that being

chosen to work on a taskteam to accomplish acompany initiative is

motivating because it helpsemployees gain new skillsand experiences,

demonstrates trust in theirabilities, and adds variety to

an individual's work


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Progressive Disciplinary

ActionDefinition:Progressive discipline is a processfor dealing with job-related behavior

that does not meet expected andcommunicated performancestandards. The primary purpose forprogressive discipline is to assist theemployee to understand that aperformance problem or opportunityfor improvement exists.


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vThe process features increasinglyformal efforts to provide feedback to

the employee so he or she can correctthe problem. The goal of progressivediscipline is to improve employeeperformancevThe process of progressive disciplineis not intended as a punishment foran employee, but to assist theemployee to overcome performance

problems and satisfy jobexpectations. Progressive disciplineis most successful when it assists anindividual to become an effectivelyperforming member of the


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vFailing that, progressive

discipline enables theorganization to fairly,and with substantial

documentation,terminate theemployment of

employees who areineffective and unwillingto improve.


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Ends: Layoffs, Job Termination,

Firing, ResignationsInvoluntary termination

is the employee's departureat the hands of theemployer. There are two

basic types of involuntarytermination, known often asbeing "fired" and "laid off."


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To be fired, as opposed tobeing laid off, is generallythought of to be theemployee's fault, andtherefore is considered in

most cases to bedishonorable and a sign offailure.


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A less severe formof involuntarytermination is often

referred to as alayoff.


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A layoff is usually not strictly

related to personalperformance, but instead dueto economic cycles or the

company's need to restructureitself, the firm itself going outof business or a change in the

function of the employer


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All the best

Human Resources Duties

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