HR can't be Merged With Other Job Profiles because An ounce of action is worth a ton of theory.
Does the organization size matter to appoint an HR in the organization; or is it the case that every organization requires an HR without any relevance to the size of the organization. In an effort to determine whether there are differences in human resource strategies based on either the size of the organization or its life-cycle stage of development, this survey divides organizations into four stages of development-Start-Up, Expansion, Consolidation, and Diversification-and size groups ranging from those with fewer than 100 employees to those with more than 2,500 employees.
Among its many conclusions, the survey found that, regarding stage of development, human capital was most important to companies in all stages of development; that the voice of the employee appears to be more valued at companies in the Start-Up stage than in more mature organizations; and that hiring the right people is more important to Start-Ups and those in the expansion stage, while training and developing current employees is ranked more highly at mature companies. Regarding size, the survey found that small organizations are more likely to provide compensation solely in the form of base pay, while large organizations are more likely to give bonuses based on the profits of the organization.
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g. "should HR be in the Organization Development department or the other way around?"
The phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with HR -- although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields.
The human capital marketplace is a multi-hundred billion dollar industry encompassing tens of thousands of suppliers selling hundreds of different products and services including recruitment and staffing, employee benefits, payroll, training and development and more. When you consider virtually every company purchases at least one HR product or service, you can appreciate the total size of this unique marketplace.
Human resource brings efficiency in the dealings with employees in the organization, the records are kept updated. There is no confusion among the details and data based managed by the firm, all the transactions are clear and there lies someone who is accountable to maintain such records and thus the employees do not need to put in efforts to maintain his/her own details.
Since human resource management is such a great task to be managed and the activities involved in the same features a wide scope which cannot be merged with other job profile. Hence companies mention the requirements for being their HR in advance. Human resources managers have a great deal of responsibility within their companies, so prior working experience in the human resources field is essential. Smaller companies generally require a minimum of two to five years of prior working experience, preferably in a management capacity. Larger companies typically require a bachelor’s degree in business, management, or a related field, as well as a minimum of five years of experience working in human resources in a management capacity. While a master’s degree is not required, it is preferred by many large companies.
Does the organization size matter to appoint an HR in the organization; or is it the case that every organization requires an HR without any relevance to the size of the organization. In an effort to determine whether there are differences in human resource strategies based on either the size of the organization or its life-cycle stage of development, this survey divides organizations into four stages of development-Start-Up, Expansion, Consolidation, and Diversification-and size groups ranging from those with fewer than 100 employees to those with more than 2,500 employees.
Among its many conclusions, the survey found that, regarding stage of development, human capital was most important to companies in all stages of development; that the voice of the employee appears to be more valued at companies in the Start-Up stage than in more mature organizations; and that hiring the right people is more important to Start-Ups and those in the expansion stage, while training and developing current employees is ranked more highly at mature companies. Regarding size, the survey found that small organizations are more likely to provide compensation solely in the form of base pay, while large organizations are more likely to give bonuses based on the profits of the organization.
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g. "should HR be in the Organization Development department or the other way around?"
The phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with HR -- although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields.
The human capital marketplace is a multi-hundred billion dollar industry encompassing tens of thousands of suppliers selling hundreds of different products and services including recruitment and staffing, employee benefits, payroll, training and development and more. When you consider virtually every company purchases at least one HR product or service, you can appreciate the total size of this unique marketplace.
Human resource brings efficiency in the dealings with employees in the organization, the records are kept updated. There is no confusion among the details and data based managed by the firm, all the transactions are clear and there lies someone who is accountable to maintain such records and thus the employees do not need to put in efforts to maintain his/her own details.
Since human resource management is such a great task to be managed and the activities involved in the same features a wide scope which cannot be merged with other job profile. Hence companies mention the requirements for being their HR in advance. Human resources managers have a great deal of responsibility within their companies, so prior working experience in the human resources field is essential. Smaller companies generally require a minimum of two to five years of prior working experience, preferably in a management capacity. Larger companies typically require a bachelor’s degree in business, management, or a related field, as well as a minimum of five years of experience working in human resources in a management capacity. While a master’s degree is not required, it is preferred by many large companies.