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Registrato: 26/06/19 11:08
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Human resource management involves a good leader , a healthy work environment, and a good job to produce a motivated employee. A results-oriented approach to employee relations requires management skills in identifying problems, setting priorities, and developing and evaluating alternatives as well as the ability to communicate, initiate action, implement it, measure it, control it , and change its course as necessary.
The roots of most management problems lie in the organization's misuse of its human resources. In most cases this is not deliberate, but is a problem of inattention resulting from a lack of knowledge of how to identify the real causes of those problems.
The human resources executive is well aware that the real causes are poor human relations practices at all levels of management. Any of the problem areas may be a result or manifestation of anyone or several of the listed causes. Good managers do not treat the symptoms; they root out the underlying causes. The human resources executive assists in the process and, in large measure, provides the solutions. The end result is a permanent and lasting cure and hence reduced costs and increased productivity.
Effective human relations do not happen by chance; it is the result of careful management planning, implementation, and follow-up. Professional training is a prerequisite. Therefore, a number of professional disciplines are stressed in the following specification for the human resources executive.
Personnel Specifications for Human Resources Executive
Age - Over 30; it is highly doubtful if anyone under 30 years of age could have acquired the skills included in this personnel specification.
Education - Minimum of a bachelor degree, preferably in psychology , the behavioral sciences, communication, or business administration and to have a master degree in business administration, behavioral sciences, or psychology.
Knowledge - Modern management tools and techniques such as organization, information systems, accounting and finance; business planning; controls; personnel management tools and techniques, including job evaluation , compensation, manpower planning, union relations, training and development; understanding of motivation, utilization, and recruitment tools, techniques, and practices.
Experience - At least 15 years of progressively more responsible , successful assignments as specialist, supervisor, and manager in a manufacturing enterprise, including:
Management by objectives.
茂驴陆 Supervisory and manager development.
茂驴陆 Communication.
茂驴陆 Performance appraisal systems.
茂驴陆 Personnel and union relations.
茂驴陆 Recruitment (including executive search).
茂驴陆 Compensation and benefits.
茂驴陆 Policy formulation and administration.
茂驴陆 Behavioral sciences, applied.
茂驴陆 Manpower inventories.
茂驴陆 Workforce adjustments.
茂驴陆 Orientation, induction, and training.
茂驴陆 Preparation of position descriptions and job evaluations and establishment of performance standards.
茂驴陆 Personnel practices: cafeteria, safety , testing, research, fair employment, attitude surveys, workmen's compensation, unemployment compensation, suggestion systems, security.
Demonstrated skills and abilities. These must include the following:
茂驴陆 Ability to identify and resolve real management problems.
茂驴陆 Ability to work with senior management , line and staff.
茂驴陆 Interviewing skills in employment, discipline and discharge, promotion, transfer, layoff, orientation, exit interviewing.
茂驴陆 Counseling Ability to speak and write clearly, concisely , and effectively.
茂驴陆 Motivation.
茂驴陆 Leadership, as demonstrated by the ability to build an effective team.
茂驴陆 Ability to identify and implement innovative approaches to the solution of employee relations problems.
茂驴陆 Planning, organizing, integrating, controlling, and measuring.
茂驴陆 Decision making, as to both quality and timing.
茂驴陆 Teaching.
茂驴陆 Priorities.
茂驴陆 Negotiating.
Personal characteristics - These must include the following:
Flexibility and adaptability - High energy level coupled with good health.
茂驴陆 Dynamic leadership ability.
茂驴陆 Creativity; willingness to try new approaches and take calculated risks.
茂驴陆 Results orientation, with a need to achieve.
茂驴陆 Service orientation.
茂驴陆 Sensitivity and concern for others.
茂驴陆 Ability to relate with equal effectiveness to top managers as well as hourly rated employees.
Going through the motions of a bad interview is like peeling back the layers of an onion. Sally learned this lesson the hard way , hands-on during an interview that should have been a piece of cake. Sally applied for a position that fit her qualifications perfectly. When she received an invitation to interview, Sally believed she was a shoo-in for the job. Feeling confident, she approached the interview in a lax manner. She didn't prepare and prematurely celebrated an offer she was convinced would be extended.
The day of the interview, Sally was surprised by the level of anxiety she felt. Her apprehension began to build and she began to prepare for the interview at the last minute. By the time she arrived at the interview, she was visibly shaken.
Lesson learned: The time to collect your thoughts is prior to an interview, not on your way to one. If you arrive to an interview bewildered, the recruiter will take notice and you run a high risk that you will be not get the offer.
The interviewer entered the waiting area and introduced himself. To ease the tension, he asked a common icebreaker question , ?Did you have trouble finding us?? Sally has never been a smooth small talker and she answered the question candidly. She confided that she doesn't have a good sense of direction and coupled with the fact that she was anxious, she passed the building entrance quite a few times. The interviewer smiled politely and. |
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