Introduction to human resource management

We will continue our series of articles on management principles in Chapter Eleven, in which we will present important and essential points in the world of institutional management, which are human resources. Institutions, as we know, are a group of individuals who have gathered for one goal and are joined by common interests.

In our upcoming articles, we will discuss the history of the development of the science of human resource management over the years and what is the importance of this science for organizations today. We will also review the concept of human resources compliance and its benefit to companies. We will also delve into the performance management process and how its practices affect the performance of companies. Remuneration strategies and their role in enhancing employee performance. We will conclude this chapter with the talent acquisition process and its role in building a competitive advantage for the company, in addition to mentioning the benefits of talent development and succession planning.

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Eva Hartmann of Trellis LLC

Eva Hartmann has been in strategic leadership for nearly 20 years, has been an industry innovator and achiever, has extensive experience in human resource strategies, talent development, leadership development and organizational effectiveness, and has worked in a variety of business sectors, Including: manufacturing and consulting for Fortune 500 companies, among others. In addition, Eva is a transformative (or radical) change agent, has developed and oversees several strategic human capital programs and talent initiatives in many challenging environments globally, and clearly has a passion for improving the performance of individuals and organizations.

Eva started her career in one of the largest management consulting firms at the time, and several years ago she willingly returned to the consulting business. Eva is the founder and president of Trellis, Inc., a human capital and employment consultancy based in Richmond, Virginia, USA.

Prior to founding Trellis, Eva was the HR Director for a large global plastic film company and was responsible for HR strategies and operations for this $600 million global division. While in this role, Eva has led a global team of HR managers in North and South America, Europe and Asia to support global HR initiatives to drive business results and develop human capital and performance within the department.

Eva has also held a variety of leadership and management positions in the areas of human resources and quality functions in several well-known companies at the local and international level, including: Wachovia Securities, Genworth Financial, Sun Microsystems and Andersen Consulting (now Accenture).

Eva received her MBA from the College of William and Mary in Williamsburg, USA, and her BA in Anthropology from the University of Virginia in Charlottesville, USA. Eva is also an adjunct faculty member at Robbins School of Business at the University of Richmond, and she is currently on the Board of Directors of the Society for Human Resource Management (SHRM) in Richmond, Virginia.

The field of human resources has come a long way over the past few decades, as corporate managers and HR professionals—from the era of tactical employee management to the present age when management tends to be strategically oriented—changed their view of the HRM function. Companies compete for talent, and what distinguishes them from others, in terms of business performance, is their repertoire of talented employees, so human resource management has become one of the primary methods that companies can use in order to find, hire, develop and develop talent so that these companies have an advantage competitive. In our next articles, we will discuss the benefits that human resource management brings to the organization, as well as the challenges that this function still faces as it contributes to defining what the company’s strategy will be.

Introduction to human resource management

The Human Resources Department has served many institutional purposes over the years, and this function at the beginning of its inception was based on ensuring the compliance of employees with regulations and instructions, then it expanded and developed to become in our time the main driver of human capital development and employee development in institutions. The authors of HR From the Outside In, published in 2012, refer to the stages of development of the HR function and describe these stages in waves, as shown below:

The first wave (HR administration): focused on the administrative work that was performed by the human resources staff which consisted of defining the terms and conditions of work and providing human resource services and ensuring that the staff comply with the regulations. This administrative aspect is still a part of the human resource function in our time, but it is now being carried out by modern technologies and outsourcing. The quality and credibility of HR services at this stage stems from the ability to effectively implement administrative processes and solve related issues. The second wave (HR practices): focused on developing innovative practices in relation to human resources, such as: assigning compensation, teaching and training employees, defining communication methods, and attracting talent. Over the past few years, the human resources professionals responsible for developing these practices began interacting and partnering with each other in order to build a coherent approach to human resource management. The credibility and quality of the HR function at this stage stems from providing best practices and strategies in this field. The third wave (HR strategy): This phase, which spanned about 15-20 years, focused on the integration between the HR strategy and the general strategy of the company. HR professionals began to take into account the company’s strategy in order to determine the most important HR tasks that they will implement and how the resources will be used. At best, there is real cooperation between the human resources department and the management of the company. The credibility and quality of the human resources function at this stage is based on the fact that the human resources department has a role in making decisions when the company holds discussions to determine appropriate strategies. The fourth wave (HR outside in): At this stage, the cooperation between the human resources department and the company’s management continued, but the tasks became competitive due to the response to external working conditions, as the human resources department determines the elements of success by looking at several factors outside their organizations, such as Percentage of customers who have dealt with them, the confidence of investors in them, and their reputation in the community. The credibility and quality of the HR function at this point stems from its ability to enhance these external factors.

Despite the importance of all stages of the development of the human resources function and the need to perform it effectively, the fourth stage is the cornerstone, which contributes to the prosperity of this function through the organization’s external reputation and the successes it achieves.

Stages of HR Function Evolution (Rice University, OpenStax, Creative Commons License (CC-BY 4.0))

Owning the Entrepreneurial Spirit: Outsourcing the HR Function – Entrepreneurial Projects

The HR function is one of the important functions in any company, but not all companies can afford the costs associated with hiring full-time HR staff, so outsourcing the performance of the HR function has become a good option during the past decade for many small companies whose current employees do not have The capabilities or expertise needed to face risks and issues related to employee relations, benefits and payroll, or human resource compliance responsibilities, which has prompted many HR professionals to try to enter the world of entrepreneurship and provide human resource management services to companies that need them in certain periods or “on a regular basis.” partial”.

Small businesses (and often large companies as well) often outsource their HR function to organize and perform certain tasks within the company, such as managing benefits and payroll; In fact, this function has been outsourced for many years; Rather, it has become a trend in the so-called “micro HR function,” which aims to provide assistance to companies when needed (daily, weekly, or monthly) with HR strategies, employee relations, and talent development. The partial human resources function has become one of the jobs that are in high demand, and many pilot projects are moving to provide their services in this field. We can define a partial HR function as: providing HR services to a company on a part-time or intermittent basis, when the company is not able to bear the costs of hiring full-time HR staff, as the person who occupies this position can go to the workplace for a specified number of hours Or days per week or per month, depending on the company’s needs and budget. During that period, these employees take care of everything related to human resource management, such as: ensuring that human resources comply with regulations and instructions, training and support, and dealing with their problems.

In addition, a part-time HR professional may handle talent management processes in companies that are interested in developing their employees and that need more than basic HR services, such as performance management processes, succession planning, and training and development.

How do corporate managers determine whether outsourcing is needed to perform the HR function? In fact, there are two factors that drive managers to consider hiring part-time HR staff or outsourcing the job: time and risk. If a manager spends a lot of time dealing with issues related to human resources and employee relations, he may decide that it is best to outsource these tasks to specialized third parties. Besides, the risks involved in some HR issues can be very high, such as the possibility of a lawsuit or financial loss, so companies are rushing to hire part-time HR professionals in order to ensure the smooth running of the work within the company’s HR framework. .

This important trend is well taken advantage of by many entrepreneurs working in the field of human resource management, which many say will very likely continue with the growth of small businesses and the desire of large companies to outsource their human resource management business. Some companies specializing in human resource management offer part-time services, in addition to providing payroll, benefits and compensation management services and providing technical support for human resource management programs. The hiring of part-time HR staff often creates a need for other HR services and related software, which are also usually provided by those companies that specialize in human resource management.

It should be noted that providing part-time or intermittent HR services to companies that need them can be a viable and profitable business, whether you provide these services on your own or are part of a small company made up of a number of HR professionals and consultants. It can also make you feel good about yourself, when you know that an HR professional helps small businesses grow and prosper by ensuring that human resources comply with regulations and perform the necessary tasks that contribute to the development of their employees.

The organization benefits greatly from specialized HR professionals who manage all phases of the employee lifecycle, which include: the hiring process, onboarding new hires, performance management, talent development, and managing career transitions such as job changes and promotions, and retirement or resignation. Human capital is an important competitive advantage for companies, so companies that improve the use of qualified human resource personnel will be able to develop the appropriate strategy related to human capital and will reap the best results.

The function of human resources management includes taking care of personnel affairs and ensuring the implementation of the following basic operations:

Ensure compliance of human resources with regulations. Selecting, hiring, training and preparing suitable employees for work. Performance Management. Compensation, rewards and benefits management. Talent development and succession planning.

The human resources department is responsible for setting strategies and policies related to the above-mentioned operations and ensuring that they are consistent with and consistent with the general strategy of the organization, and that each of the previous operations has a key role in achieving the benefit of the organization and influencing the benefits that it will provide to the employees who will join it.

Translation – and adapted – of the chapter An Introduction to Human Resource Management from the book Principles of Management

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