Manage your organization’s most important assets

Every organization is formed, lasts and progresses thanks to the efforts of the humans incorporated into it. People are, and possibly always will be, the most important asset of any organization. In today’s management world, employees are aptly referred to as Human Resources. Human resource management (HRM) is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

HRM Academic Theory

The basic premise of HRM as an academic theory is that humans are not machines. People are volatile and diverse creatures, coming together in the controlled environment of a workplace. Therefore, it is necessary to establish an interdisciplinary examination of people in the workplace.

HRM as a business practice

As a business practice, it is based on ideas and techniques developed to improve worker motivation, productivity and performance. It is the organizational function that deals with issues related to people, such as compensation, hiring, performance management, organization development, safety, well-being, benefits, employee motivation, communication, administration and training.


The Human Resource Management (HRM) function includes a variety of activities, and key among them is planning and deciding your staffing needs, recruiting employees to meet these needs, training the best employees, ensuring they perform at high performance, and deal with performance issues. Activities also include managing its approach to employee benefits and compensation, employee records, and personnel policies.

Workforce planning: The cornerstone of effective management is planning. It is the first step to achieving quality in any organization, large or small. Most organizations require human resource planning in which

  • Change can be easily incorporated
  • Assumptions can be easily modified
  • Organizational fluidity around competencies is recognized
  • Supply flexibility can be easily included

To operate such systems, organizations need:

  • appropriate demand models
  • good follow-up and corrective action processes
  • comprehensive data on current employees and the external labor market
  • An understanding of how resources work in the organization.

recruitment: Sometimes separated into attraction and selection, this process involves attracting qualified personnel to the organization, testing their compatibility, and placing them within the organization in the required roles. The key to recruiting great people is to spend all your time, energy, and effort recruiting employees who would be a worthy addition to your organization. Could you start by answering these questions?

  • Who are you looking for?
  • What are the core competencies required for the position?
  • What are your values ​​and principles as an organization?

Answering these questions can make it easier to formulate an effective recruitment plan.

Management skills: It is the process of determining the skill a job requires, the skills of existing employees, and any gaps between the two.

Employees – As a result of skills management, employees will be aware of the skills their job requires and any skill gaps they have. Depending on your employer, it may also result in training to close some of those gaps.

Line Managers: Allows managers to learn the skill strengths and weaknesses of the employees who report to them. You can also let them search for employees with particular skill sets.

Organisation: A holistic view of skills and skill gaps enables planning for the future based on current and future staff skills, as well as prioritizing areas for skill development.

Training administration: Training and development is usually carried out to close skills gaps; gold

  • When a performance evaluation indicates that performance needs to be improved
  • To measure the state of improvement thus far in a performance improvement effort
  • As part of an overall professional development program
  • As part of succession planning to help an employee become eligible for a planned role change in the organization
  • Test the operation of a new performance management system
  • Train on a specific topic such as communication; computer skills; customer service or quality initiatives.

The main contribution of the training is the elimination of a skills gap, if there is one. Your general benefits include:

  • Increased job satisfaction and morale among employees.
  • Increased employee motivation and process efficiency, resulting in financial gain
  • Increased ability to adopt new technologies and methods.
  • Greater innovation in strategies and products
  • Reduced employee turnover
  • Improved company image
  • Risk management, e.g. e.g. sexual harassment training, diversity training

compensation management: Compensation is the payment to an employee in exchange for his contribution to the organization, that is, for doing his job. The most common forms of compensation are wages, salaries, and tips. Professional, managerial, and other types of skilled jobs are classified as exempt. Exempt jobs receive a salary, that is, a fixed amount of money per time interval, usually a fixed amount per month. It is not uncommon for exempt positions to receive higher compensation and benefits than non-exempt positions. Unskilled or entry-level jobs are generally classified as non-exempt. These jobs usually receive a wage or an hourly amount of money. They also receive overtime pay, that is, extra pay for hours worked during a week or on certain days of the week or on holidays. Each job must have the same pay range for anyone doing that job, meaning one person cannot have a higher maximum pay than another person doing the same job.

Employee benefits administration: Benefits are forms of value, other than payment, provided to the employee and generally refer to retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans , etc. Benefits are becoming more expensive for companies to provide to employees, so the range and options for benefits are changing rapidly.

HR Performance Management: Understanding goal setting, assessment, and elements of skill management, development planning, and compensation management

Industrial relationships: Refers to the relationship between workers, usually represented by a union, and management. This involves forming labor policies, supervising industrial labor relations, negotiating collective agreements, and coordinating grievance procedures to handle complaints arising from disputes with unionized employees. The human resources director also advises and collaborates with the labor relations director, other managers, and members of his staff on these issues and more.


If your organization’s HR department thinks its job should be to monitor whether employees are browsing the Internet for personal purposes, or to determine if they’re staying an hour or so in the office and not working, that means they’re not doing the right thing. that must: establish a vision, define concrete objectives for each employee, give them tools and motivate and involve them in the achievement of those objectives.

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