before the topic i wuld like to say something about hr Human resources is a term used to

describe the individuals who comprise the workforce of an organization, although it is also applied
in labor economics to, for example, business sectors or even whole nations. Human resources is
also the name of the function within an organization charged with the overall responsibility for
implementing strategies and pouman resources is a relatively modern management term, coined
in the 1960s.[citation needed] The origins of the function arose in organizations that introduced
'welfare management' practices and also in those that adopted the principles of 'scientific
management'. From these terms emerged a largely administrative management activity, co-
ordinating a range of worker related processes and becoming known, in time as the 'personnel
function'. Human resources progressively became the more usual name for this function, in the
first instance in the United States as well as multinational corporations, reflecting the adoption of
a more quantitative as well as strategic approach to workforce management, demanded by
corporate management and the greater competitiveness for limited and highly skilled
workers.licies relating to the management of individuals

role of hr dept
In simple terms, an organization's human resource management strategy should maximize
return on investment in the organization's human capital and minimize financial risk.
Human Resources seeks to achieve this by aligning the supply of skilled and qualified
individuals and the capabilities of the current workforce, with the organization's ongoing
and future business plans and requirements to maximize return on investment and secure
future survival and success. In ensuring such objectives are achieved, the human
resource function purpose in this context is to implement the organization's human
resource requirements effectively but also pragmatically, taking account of legal, ethical
and as far as is practical in a manner that retains the support and respect of the workforce.
[citation needed]

[edit]Key functions
Human Resources may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas. The following are
typical of a wide range of organizations:
1.Recruitment, selection, and onboarding (resourcing)
Employee recruitment forms a major part of an organization's overall resourcing strategies, which
identify and secure people needed for the organization to survive and succeed in the short to
medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive
market to secure suitably qualified and capable recruits at all levels. To be effective these
initiatives need to include how and when to source the best recruits internally or externally.
Common to the success of either are; well-defined organizational structures with sound job
design, robust task and person specification and versatile selection processes, reward,
employment relations and human resource policies, underpinned by a commitment for strong
employer branding and employee engagement and onboarding strategies.
Internal recruitment can provide the most cost-effective source for recruits if the potential of the
existing pool of employees has been enhanced through training, development and other
performance-enhancing activities such as performance appraisal, succession planning and
development centres to review performance and assess employee development needs and
promotional potential.
2.Organizational design and development
rganizations are complex systems. In order to succeed, companies must respond faster and
better than their competition. Successful organizations provide clear direction, motivate
employees, align processes, and develop rewards that reinforce positive and sustainable action.
We take a very pragmatic view of organizational development and design - each initiative should
drive simple, clear, and measurable business results linked to key priorities.
Applying proven organizational development and design methodologies and successful
techniques, LSA Global has worked with leading organizations across multiple industries succeed
in areas including:
Strategies: external analysis, internal analysis, vision, mission, values, differentiation, target
markets, level of investment, allocation of resources, and key strategic initiatives
Structures: organizational, group, project, and team culture/norms/values/symbols, lines of
authority, communication, degree of centralization, degree of focus, structures, practices, and
policies
Systems: planning, budgeting, accounting, information, change and transition management,
coaching, eLearning, empowerment, learning management systems, knowledge management,
problem solving and decision making
Processes: career development, compensation, internal communications, learning and
development, process improvement, performance management, reward and recognition, staffing,
job rotation, stretch assignments, coaching, mentoring, action learning, aligned metric systems,
accountability, succession planning, and recruiting

3.Business transformation and change management

What is Business Transformation?
Business Transformation appears to have began as a label used by IT companies to re-brand
their consultancy processes in order to sell integrated information systems more effectively.
Now business transformation means much more. It implies a holistic process transforming across
the business It also implies that this is the only valid strategic process towards achieving your
corporate vision or way forward.
Many organizations and consultancies appear to get lost in the chase for growth and change.
Imagine that you have just watched your corporate MP4 or news paper in three years time. Have
all the key elements of transformation been achieved compared to how they were? Or is there a
lot more to do?
Communicating and advertising your business transformation expectations and outputs to your
Board, stakeholders and staff now is a must-do if your vision is to become a thing of reality. The
old adage - what gets measured gets done.
Transformation a process that enables your business across all the Key Performance Indicator so
that you can maintain your customers and outperform your competitors on an ongoing basis.
Transformation relies on implementation of effective market and stay-in-business strategies that
attract more profitable customers in selected markets and lower operating costs.
4.Managing Day-to-Day Employee Performance
Managing employee performance every day is the key to an effective performance management
system. Setting goals, making sure your expectations are clear, and providing frequent feedback
help people perform most effectively. Learn more about managing performance.
Progressive Discipline
Progressive discipline is a process for dealing with job-related behavior that does not meet
expected and communicated performance standards. The primary purpose for progressive
discipline is to assist the employee to understand that a performance problem or opportunity for
improvement exists. Find out more about progressive discipline.
Clear Performance Expectations in Team Building
Clear performance expectations are a critical factor in teamwork success. Whether your goal is to
develop a project team, your departmental team, or a sense of teamwork company-wide, clear
performance expectations support teamwork success. Use clear performance expectations to
help your employees develop accountable, productive, meaningful, participatory teamwork.

5.Industrial and employee relations

Industrial relations refers to processes and outcomes involving employment relationships.
Frequently the term is used in a narrower sense, for employment relationships involving collective
representation of employees in the form of a labor union or employee association, especially in
the United States. At the other extreme, industrial relations has been defined by Thomas A.
Kochan, in his book Collective Bargaining and Industrial Relations, as "all aspects of people at
work," but there are clearly some aspects of people at work that entail highly technical subjects
(e.g., industrial hygiene, ergonomics) which are not normally regarded as falling within the
mainstream of industrial relations study.
As an academic subject area, industrial relations is often defined as an interdisciplinary field of
applied study. This conception recognizes that employment relationships entail practical problems
and other phenomena that transcend any one traditional discipline (e.g., economics). To fully
appreciate the multifaceted nature of many industrial relations issues, one must draw from a
variety of perspectives, including economics, psychology, sociology, political science, and law,
among others

6.Human resources management responsibilities

Human resource management is concerned with the development of both individuals and the
organization in which they operate. HRM, then, is engaged not only in securing and developing
the talents of individual workers, but also in implementing programs that enhance communication
and cooperation between those individual workers in order to nurture organizational development.
The primary responsibilities associated with human resource management include: job analysis
and staffing, organization and utilization of work force, measurement and appraisal of work force
performance, implementation of reward system
Job analysis consists of determining—often with the help of other company areas—the nature
and responsibilities of various employment positions. This can encompass determination of the
skills and experiences necessary to adequately perform in a position, identification of job and
industry trends, and anticipation of future employment levels and skill requirements. "Job analysis
is the cornerstone of HRM practice because it provides valid information about jobs that is used
to hire and promote people, establish wages, determine training needs, and make other important
HRM decisions

7.Compensation, rewards, and benefits management

A compensation and benefits manager has responsibility for developing, implementing and
administering the organisation's rewards and benefit policies. This includes salaries and bonuses
plus employee benefits, such as pensions. Life assurance, profit-sharing, company cars and
medical insurance packages may also be an area of responsibility, as well as arranging relocation
and expatriate packages. The terminology used to describe this area of work varies - job titles
may include compensation and rewards manager and remuneration manager.it includes
monitoring the organisation's salary structure and benefits provision to ensure a balance between
control of costs and attracting and retaining staff;
researching and analysing salary rates and benefits offered by other employers in the same
sector;
undertaking job evaluations to ensure that the differences in pay between those doing different
jobs within the organisation are fair and are perceived to be so;
making recommendations on changes to pension and insurance schemes;
identifying and determining the causes of personnel problems and developing recommendations
for improvement;
developing and implementing new benefit packages, ensuring that these are current and
competitive and in line with legal requirements;
negotiating with union representatives on issues relating to pay and benefits;
managing the payroll system;
developing and maintaining personnel record system
8.Training and development (learning management)
Traditional Approach – Most of the organizations before never used to believe in training. They
were holding the traditional view that managers are born and not made. There were also some
views that training is a very costly affair and not worth. Organizations used to believe more in
executive pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of retention tool than a cost.
The training system in Indian Industry has been changed to create a smarter workforce and yield
the best results
Conclusion
to be said not to b written
The role of the HR manager must parallel the needs of the changing organization. Successful
organizations are becoming more adaptable, resilient, quick to change directions, and customer-
centered. Within this environment, the HR professional must learn how to manage effectively
through planning, organizing, leading and controlling the human resource and be knowledgeable
of emerging trends in training and employee development.