Role and Responsibilites of Human Resources

In a short amount of time, Human Resources (HR) management has gone from an administrative function to a full fledged strategic partner in the enterprise. Many companies have completed this transition, but some companies still struggle with the changing duties of the modern HR department.

HR today encompasses much more than hiring, firing, and filling out benefits forms. Some of the responsibilities of HR now include (Ivancevich, 2001, p. 5),

1. Equal employment opportunity (EEO) compliance.
2. Job Analysis.
3. Human resource planning.
4. Employee recruitment, selection, motivation, and orientation.
5. Performance evaluation and compensation.
6. Training and development.
7. Labor relations.
8. Safety, health, and wellness.

As a strategic partner in the organization, HR has to change constantly to meet future trends, legal issues, and other threats and opportunities.

Where an organization is located has a major impact on the types of people it can hire, as well as what activities an HR department can conduct. Not only do different countries have different laws and customs, cities and states can also differ.

Globalization also means organizations may need to have staff 24 hours a day, seven days a week. The traditional 8 hour shift is being replaced by 10 and 12 hour shifts. Even professionals face longer work hours and are expected to be available for work on their personal time (Noe, Hollenbeck, Gerhart, & Wright, 2004, p. 57).

Global organizations must "locate each of the value-chain activities where there is world-class labor, in terms of cost or skills" (Greer, 2001, p. 129). HR must also strategically ensure any disruptions shutting down a facility will not adversely affect other divisions and locations.

The presence of the internet has allowed organizations of all sizes to compete on a global level. Virtual customer service and sales software allows companies to automate certain functions traditionally needing one or more employees. Traditional call centers and telemarketing functions can also be successfully deployed almost anywhere internet service exists.

An organizations website can now link to forms, information, and training materials. According to AME Info (2005), "one of the critical enabling technologies of this HR process automation is workflow, which removes the need for traditional paper-based approvals by replacing paper forms with electronic notification, reminders, routing, and approval." HR process automation eliminates the need for HR staff at multiple locations and allows workers in other time zones to access needed information on demand.

Organizations have come to understand the value of diversity and HR departments need to adapt to the changing face of the workforce. Research has shown not only that diverse groups have greater creativity, but also a positive impact on an organizations performance (Greer, 2001, p. 263).

HR managers must also be aware of the cultural effects of diversification. For example, a Japanese branch may perform better with more group involvement, whereas in the United States or Canada, the same activities may be better performed by individuals working on specific tasks

Ethics change from culture to culture and HR managers need to understand the complexities involved. Some cultures not only encourage "gifts," but these gifts are an absolute necessity to win business. Should an organization with a different set of values not pursue business in the conflicting culture? HR needs to guide the organization both legally and ethically.

Downsizing, firing, and hiring also carry ethical implications. Some employment issues are mandated by law, such as the WARN Act. A company needs to give 60 days notice, "whenever 50 or more employees at any single site or facility where the employer does business are going to be laid off or terminated" (Turner & Song, 2002).

HR managers "are paid to understand their communities, workplace, employee attitudes, and government regulations and requirements" (Greer, 2001, p. 305). The job of the HR department is to make sure organizations invest in their employees. All practices and activities an organization engages in should be evaluated by HR.

Many challenges and opportunities present themselves to HR management. From the old days of being the "Personnel" department to the updated, strategy focused Human Resources department, HR is constantly changing. New laws are being passed, new technology is being delivered, and globalization is now the norm for almost any organization.

Human Resources managers have the opportunity to help shape an organization strategically and tactically. The workforce is getting smaller and technology makes it easy for a new generation of workers to work anywhere at any time. Organizations must value all their personnel or the organization risks losing them. Workers of today and in the future are looking to be treated fairly and valued for their contributions. HR is the vital link between an organization and its human capital.

AME Info (2005, June 03). IT and the changing role of HR. Retrieved November 19, 2007, from http://www.ameinfo.com/61620.html

Greer, C. R. (2001). Strategic Human Resource Management (2nd ed.). Upper Saddle River, NJ: Prentice Hall. Ivancevich, J. M. (2001). Human Resource Management (8th ed.). New York: McGraw Hill.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2004). Fundamentals of human resource management. New York: McGraw-Hill/Irwin.

Turner, J. M., & Song, L. J. (2002, January). Personnel impact. Computer and Internet Lawyer, 19(1), 8-15. Retrieved November 20, 2007, ABI/INFORM Global database. (Document ID: 98696721)