The importance of the human resources manager nowadays is growing, hence the need that arises for these, people, increasingly trained within the company both conceptually, technically and communicatively, this importance is amplified with market orientation of human resources.
In most large companies, we can find that the best CV among Managers is the Human Resources Managers.
The cause is that while the rest of the managers the work they develop within the company is reduced to the Business Function, that is, they Plan, Organize, Manage and Control.
The Human Resources Manager assumes a greater and wider range of responsibilities in his mission to provide the company with the best in terms of Human capital.
For this reason, we can consider that the functions of the rest of the managers, the businesswomen function, is actually a partial function, within the business function of human resources, which includes a greater number of sub-functions that we see below:
Within human resources, we will divide the business function of human resources into two main sub-functions, which in turn will be divided into others:
The organizational function:
It is a function of both the business function and the business function of human resources.
Planning.: Comprehensive and systematic analysis of the number of people available, their preparation and degree of training and the professional quality of the staff, culminating in decision-making regarding the needs of new staff, training courses, development of the quality of working life and medium and long-term programming of the best career promotion and development systems.
Organization.: Analyze the structure of the relationships between the different task systems, qualified personnel and the influence of organizational systems that are prone to organizational effectiveness, for which it is essential that the production methods are the most appropriate, as well as the consistency of tasks, assignment of jobs and control of environmental effects.
Direction.: Implementation of the most appropriate methods to obtain the effectiveness of people in their workplace. It includes the activation of the work group or groups, motivation and work incentive systems
and command.
Control: Organize the activities of groups and work collectives in accordance with the established personnel program, based on the objectives and expectations of the organization.
Operations function:
As we can see, this function is the one that is not typical of the business function but is considered within the business function of human resources.
Onboarding of personnel: the need for sufficient qualification and quantity to cover the needs of the organization: job analysis, task analysis, selection, placement and personnel integration programs.
Professional Development: Members of the organization implement pre-selected programs through staff planning. It would be programs aimed at enhancing the skills and capacities of technical and / or operational people as appropriate.
Remuneration: Pertinent assessment of the job, to bring and assess the fairest remuneration in accordance with the job considered. Proposing a remuneration scheme and a policy of bonuses based on goals achieved and objectives achieved within the job.
Integration.: Pretension to reconcile the interests of the worker who tries to maximize his happiness with the interests of the company that tries to maximize his profit.
For this, attention to each individual in the organization has to be put into practice since if each one of them seeks their own way of being happy, avoid union intermediaries and that the manager together with his person participating and exercising synergy effect tries and know what is the need of each worker to be happy and try to make it so. Fundamental principle for the social order within the organization and Fundamental Principle for the company to be a unit, an interrelated system. The concept of constant integration within the organization is emphasized
Maintenance.: Safeguard work conditions, whether physical (control of physical-environmental influences harmful to the individual, such as brightness and safety conditions, noise), social (interpersonal relationships and work environment) and psychologies (satisfaction in the employment, work psychopathologies). To carry out the business function of human resources, it is necessary to have a series of skills that will depend on its degree of intensity of application with respect to the level of the human resources department in which we find ourselves.
Conceptual skills.: The basic knowledge of the profession, which characterizes it and differentiates it from the rest. In this case, the Human Resources Manager will need a lot of conceptual knowledge to carry out his work as successfully as possible, since they are his economic-human tools to be assertive in the choice of person, remember that a bad choice could have great economic costs, that is, both explicit and implicit. The one who needs the greatest amount of conceptual skills does not imply that he does not need fewer other skills such as communication and techniques.
Technical Skills: The technical and manipulative skills of the profession. They are typical of those people who develop manual work and do not need a lot of conceptual knowledge, but technical knowledge, and some communication skills.
Communication Skills: They are the ability to interact with others in a satisfactory way and be successful in it. Today, this skill is relevant because a good persuasive communicator: attractive, with authority, expert, with style, and credibility, is an individual with the power of conviction.
Within the business function of human resources, the roles of the manager must be reiterated and following the study of a graduate student from the MIT Massachusetts Institute of Technology) in the late sixties.
Henry Mintzberg conducted a careful study of five executives to find out what they did at work. Reaching the conclusion that he played ten different roles or roles.
Interpersonal: Duties that have a ceremonial and symbolic nature.
Decorative, Leader and Link
Informative: They receive and select information inside and outside their own Inspector, Diffuse, Spokesperson
Decision maker: Decision maker
Entrepreneur, Riot Moderator, Resource Allocator, Negotiator
As a final conclusion to the above we can say that the business function of human resources considers:
Human resource planning
The Organization of human resources
The Direction or Management of human resources
Control of human resources
Job analysis
The coverage of the organization's human resources needs
Increasing the potential and development of the individual.
The evaluation of the actions of the employees.
The management of greetings and hygiene at work
Strategic and international management of human resources.
Emotional intelligence applied to organizations from the individual to the
organization.
All this always within an individualized work environment for each employee.
For all the aforementioned and for the new orientation of human resources. market orientation, which you can find at:
www.gestiopolis.com/canales6/rrhh/recursos-humanos-orientados-al-mercado.htm
It can be said that: the human resources department will become the most powerful subsystem within the company. Read this statement after reading the articulates new HR orientation. A market orientation.
Bibliography:
Ramón Valle Cabrera, Human resource management preparing professionals for the 21st century
S. Robbins ORGANIZATIONAL BEHAVIOR
C. Guillén, R. Guil, WORK PSYCHOLOGY FOR LABOR RELATIONS
JM Guerra, NOTES ON WORK PSYCHOLOGY
