The Human Resources Management plan is directly related to the recruitment of new employees in business organizations.
New employees must be recruited according to well-defined rules.
The role of Human Resource managers
Questions for new employees related to professional skills and organizational culture
Questions can be about getting to know, about assessing skills (communication, personal, about motivation, about initiative related to stress management, with skills for solving problems related to decision making, teamwork, with time management skills, with influence skills, etc.).
I am not convinced that going to a new company and inviting colleagues to lunch/coffee would give the necessary result … For honest dialogue and open feedback, it takes time, building mutual trust, etc. I’d rather organize a team building, (three days); in a new location (especially if it is interesting and preferred by the majority of colleagues) communication has a “chance” to be informal, as people are more inclined to reveal their personal preferences/skills / even fears.
Positively develop the business of the organization
In order to stabilize and positively develop the business, in recent years some companies are focusing on using the services of coach specialists. However, coaching can be applied in the direction of changing the attitude of employees to the business, emphasizing their personal characteristics and characteristics. It is understood that, through coaching, staff can increase their self-confidence, improve interpersonal relationships, lead to increased work efficiency, more objective opportunities for professional growth, to improved personal/professional organization, reducing the risk of professional overheating, etc.
Human Resources Department and employment regulations
Of course, the team from the Human Resources Capital Department should be familiar with the employment regulations in them; at the same time, however, it is of the utmost importance that the majority of its members enjoy the confidence of the staff. I have always tried to calmly and consistently reveal (to a large part of the employees in the organization) that HR-specialists should not be perceived (only) as accountants, their mission is to take care and be responsible for the professionals, but also for the individuals behind the positions held.
Sample employee questions
- How do you know you did well?
- What do you do most of your working time? And on your weekends?
- Is there an example of your practice where, although you did not understand the overall concept, you started the activity? What happened, after all?
- Describe the most difficult relationship you had with a manager/colleague? How did things go?
- Is there a standard of work that you set yourself? Does anyone (colleague, senior) know about your standard?
- Have you identified a potential issue in an issue? What did you do?
- Give an example of your wrong decision from official practice.
- Could you tell us about your colleague, with whom you had to work in a team, but things did not work out? What were the reasons?
- Did you miss the deadline and why?
- What keeps you working in the current company?
Human Resources Management plan and software specialists
In our Human Resources Management plan, we talked about software specialists and mediators, both positions are not part of the HR department. Here we will call mediators “intermediaries”.
We know that human resource management software is a “symbiosis” between systems, methods, processes that integrate human resource management and information technology. Suitable software saves time and resources, focusing where it is needed: on organizational and HR culture, easy and convenient data exchange, retention of proven professionals, necessary effective business innovations, etc. good software reduces red tape and streamlines workflows overall.
Human resources department manages the information flow
The HR department manages the information flow concerning the employees in the organization: background, qualifications and business skills, salaries, insurance, achievements (including failures and/or ambitions), staffing schedules, sick leave, certifications, bonuses, etc. The system prepares reports that are available to HR managers and the Board.
HR software is not and cannot be universal
HR software is not and cannot be universal. The choice of software should be based on the specific needs of the organization, with the plans and in the long run, with the specifics of the business, even with the national specifics of the majority of staff. It should be noted that, even with a limited number of Human Resources specialists, having the necessary software, the organization can focus on the process of attracting/retaining competent personnel, for example. Onboarding plans for the new employees should be carefully created and all hiring rules defined. From now on, with the help of software and Human Resources specialists, the selected software must be implemented, presented, promoted, validated, put into operation.
Internal security is crucial. Along with the objective need for passwords, different levels of access, etc., staff should be aware that maintaining the integrity of the system / protecting the software is their right, but also a responsibility.
In order to save time and money (resources optimization), good software platforms, in addition to cloud services, also have a contextual assistant that “tells” the stages / potential opportunities in each of the device screens (startup systems); thus, not even a minimum period of staff training is required. On the other hand, the given specialist can start working only with a specific module, and then get acquainted with the others (and start using them as soon as he considers). The information is entered once and then available in all online modules. That is, such platforms function regardless of the specific (including geographical) location of users. Among other benefits, good software activates the organization’s useful commitment to human resource management as a whole (thus making processes “not only” in the “area” of the HR department.
Software professionals help to provide two-way feedback. Through the software, employees of the organization can state the need for memos, for example. The software also assists HR specialists in the connection of HR-procedures with activities regulated by law (submitting the set of information in the exact volume, in the specified time period to the given state institution, etc.).
Software professionals sometimes have a “reputation” of not being very communicative, of people who know and can but are not able to pass on / explain their knowledge. It is time for the circulation of such clichés to stop, and change should be a two-way process (from the software developer to the members of the organization and vice versa).
A potential conflict can arise precisely on the basis of the nature of work. Reference: Conflicts management section of the BVOP Ultimate Guide created by BVOP.org
Conflicts may not be only on a personal basis but professional as well since senior team members often have different views on development approaches. Conflict management system and direct approach to such kind of negative events needs to be defined by the Human Resources Managers and the entire HR department.
If staff members need clarification on a parameter of the software product and turn to the software specialist, but he does not respond adequately.
However, my practice shows that, regardless of whether the specific inquiry comes from a regular colleague or from the Board, the software specialists are kind, open, trying to clarify the issue. I believe that regular software upgrades are one of the motivating factors for software professionals (they want to learn and improve …). Another factor would be even the open recognition of their merits, their regular participation in work teams on ongoing projects (including as managers at certain stages), etc. The employee motivation of these frames can also be enhanced if their opinion is requested when drawing up parts of the templates (referred to in the previous module).
Through coaching, I would “connect” the intermediaries (they can be external specialists, freelancers, and it can be decided to appoint them to the organization) not only with the Human Resources department but also with the staff as a whole. The idea is to achieve effective management of organizational policies, to increase team spirit, to reduce conflicts, and to optimize useful engagement. “Intermediaries” would help increase work results, minimize losses, customer satisfaction.
Barriers to intermediaries and internal HR activities
Barriers to intermediaries can be interpersonal in nature, for example. Not all colleagues would understand and approve of their “presence” in the organization. Possible conflict can arise even with representatives of the HR department and with some of the psychologists (if the organization has appointed such). The activity of the intermediaries should be explained and regulated. A strategy could be developed incorporating basic rules, rights/obligations of the intermediary, with the relevant results that the organization expects from it. A similar strategy may include employee situation: department, contractor/partner situation, etc. Colleagues from the organization can also join the mediators (which is a practical option). Motivation could increase many times if (under certain conditions) the mediator has a chance to start working on an employment contract in the organization. To what has been said in the module with the HR-plan, let us add that these personnel can be important in resolving a conflict in the organization itself. Of course, (external) intermediaries are necessary if the capacity of the HR department is limited, if, for some reason, the problem also concerns the HR department and/or has long since emerged (but was ignored for some reason) and impartial assessment and opinion.
Human Resources Management software
Development of Human Resources Management software
Human Resources Management software is the other topic of this post. Software products are widely used in modern Human Resources practices as they can automate many processes and accelerate the productivity of HR teams.
An adequate psychological approach is required in both the development/implementation of appropriate software and the activities of intermediaries. The activities of both types of specialists aim to facilitate communication, save time/money/effort, equality, confidentiality.
The HR department should be an active party
In any case, the HR department should be an active party in these interactions as well. The leading principle should be communication, the sought, and received feedback, the open relationships.
Our thinking often takes place in the tracks of systemic limitations, the fear of mistakes, perceived as a practice (although it is devoid of meaning and/or effectiveness). Let us not forget that, in fact, a problem or conflict is not an obstacle in itself, it becomes one if not resolved. Change is often accompanied by misunderstandings, including interpersonal ones, but it still happens (even if the new decisions are unpopular and seem challenging).
Sometimes an outsourced organization is able to see the problems more clearly and become part of their solution.
The evolution of employees professionally is often based on their internal needs. Developing the potential of staff members is one of the priorities of a good HR department, supported by the management of the organization concerned.