Core functions of HR নিয়ে আমাদের সর্বমহলে বেশ গোলমেলে ও অস্পষ্ট ধারনা প্রচলিত আছে। আমাদের আমজনতা তথা অন্য প্রফেশনের মানুষতো ভুল ভাববেনই। এমনকি আমাদের HR practitionerদের মধ্যেও আমাদের দায়, দায়ীত্ব ও কাজের স্বরুপ নিয়ে রয়েছে ভুল ধারনা। যেই ভুল ধারনা আমাদেরকে আটকে ফেলেছে OD মানে পলিসি বানানোয়, আর এনগেজমেন্ট মানেই বার্থডে কেক কাটার মধ্যে। আমাদেরকে আগে আমাদের কাম্য ভূমিকা সম্পর্কে স্পষ্ট হতে হবে। #HRoperations যাকে আমরা কাগজে কলমে বলে থাকি #areaofwork, একটি আদর্শ HR বিভাগের এমন #scopeofworking বা দায়ীত্বের পরিধি নিম্নরূপ:
1. Culture & innovation
2. Talent acquisition & management
3. Employee relations
4. Employee engagement
5. H&S, CSR and total wellbeing
6. HRIS, metrics & analytics
7. Compensation & benefits
8. Learning & OD
9. HR technology orientation
10. Performance management
11. Job elimination & off-boarding
12. Learning and OD
13. Employer branding
এগুলোকে আরেকটু বিস্তৃত করে বললে-
- Manpower planning & budgeting
- Recruitment, selection, placement & onboarding
- Compensation & benefits specially payroll
- CSR program
- HRIS mgt. & HR analytics with business partnering
- Internship
- Job elimination & off-boarding
- Leave management
- Talent & Performance management
- Public relations
- Recreation
- Rewarding
- Learning and organizational development
- Transfer
- Succession planning
- Employer branding, public relation
- Corporate culture creation, Cultural devt. & Change management
- Process Development
- Employee-employee-employer relationship & team building
- Employee counselling, dialoguing & motivation
- Employee engagement, orientation
- Policy formulation
HR operations এর অন্তর্ভূক্ত ওপরের ২২টি কোর রেসপনসিবিলিটি সম্পর্কে ধারাবাহিকভাবে লিখবার আশা রাখি।
আপাতত যেই টপিকগুলোতে বিভিন্ন সময়ে বিচ্ছিন্নভাবে লিখেছি, সেগুলো সংযুক্ত করছি। যেই বিষয়গুলোতে আমার নিজস্ব লেখা নেই, সেগুলোতে আমি দেশ বিদেশের বিজ্ঞ প্রোফেশনালদের লেখার লিংক শেয়ার করেছি।
HR operations-1: Manpower planning: https://rb.gy/jww5cp;
HR operations-2: Designing a modern #recruitment&selection #talentaquisition #hiringsystem-from planning to onboarding:
Every modern & corporate company maintains certain standards of manpower planning. Among those, the methods and processes of manpower hiring & onboarding are really crucial tasks. Whereas, the other most crucial chapters (as per my point of view) are-performance evaluation, rewarding, careerism and L&D.
A modern recruitment & selection culture requires the company to have a proper & written recruitment principles/policies which will guide the whole process of hiring; a competency structure which will clearly mention the expected/required qualification/competence of each and every level of employees under every dept. with a market-oriented salary scale (level wise), methods of competency assessment, ranking ladder and JD. The company also have to design a perfect manpower budget, financial budget integrated through the approved salary range for each rank of every department which will be synchronized with the competency chart. Well, I always love to say, HR is a combination of comprehensive culture and mechanism. All these pre-hiring initiatives also need to be backed up by proper careerism and reward policy in place. Our principles are as: –
Employability features/considerations/considerable/deliverables:
1. Core competencies
a. knowledge, thought process, judgment
b. skills/qualifications
c. abilities/capabilities/capacities
d. behavioral qualities/attributes/aptitudes/values & beliefs
2. Productivity
3. Value proposition
4. Sustainability & cost effectiveness
5. Personality & leadership
6. Track record, success history & experience
Usually modern HRM culture suggests/practices an assessment system which is comprised of multidimensional parameters i.e. resume screening, self-assessment, primary assessment through virtual dialogue/interview, writing test, online/offline psychometric & aptitude test, group/team project work, presentation, technical assessment through written or oral test, HR viva, back ground checking etc.
I would like to share my own practice/philosophy to provide the readers a primary idea on its moderate standard.
I conduct competency assessment of the candidates from 6 ends/aspects within 200 marks consisting of :-
100 marks-written technical test (for experienced people) and/or; a comprehensive MCQ test (for freshers to manager level) which includes questions from different aspects i.e. IQ, mathematics, psychology, language test, psychometric test, reflex etc.
40 marks-Viva voce with HR (based on basic soft skills and aptitudes-we usually mean this part as interview);
30 marks-for ICT literacy;
16 marks-for academic background;
10 marks-for experience.
4 marks-for physical & psychological ability; and
we count scores in all 6 segments and convert it into percentage. Then we compare it with the required competency level and proceed, if the score is satisfactory. We have divided the whole competency evaluation into different segments, so that, a single candidate is never over privileged/under privileged for doing good/bad in a single parameter.
We have designed written questionnaire for almost all categories of employees of our company including even worker level. We use a well-designed comprehensive interview questionnaire/form. This form turns the decision making easier for the final decision maker to see the compact assessment report in front and judge, whether the candidate fits the company’s requirements or not.
Equipped with these tools in place, our HR will launch the initial process of recruitment when a formal requisition will be placed to HR for manpower whether to replace anyone or to increase manpower in a dept. The process will role on in the following way: –
The head of the requestor dept. will send a written recruitment requisition form to the head of HR. The HoHR will analyze it based on recruitment policy & budget chart, approve it and forward to the placement team. The HR dept. will then start the process of job advertisement or head hunting through multiple mediums. A good quality of job advertisement is highly recommended for a good hire. A good advertisement surely relates a detailed and transparent circulation which will provide every detail to a candidate including JD, salary range, location, benefits, conditions etc. A smartly designed advertisement & well mechanized application channel of the company increases the success rate of yield ratio of the placement team. The employer branding of the company is also required to attract highly talented people.
We usually utilize 11 sources to source good candidates including social media, internal reference, third party, job portals and so on. We have a digital resume cum interview record bank, which help us a lot in R&S with proper analysis. We preserve every detail of every candidate for whom we schedule an interview.
HR will have a pre-set criteria mentioned in the requisition form against which the collected resumes will be scrutinized. Only the shortlisted candidates will be scheduled for an interview. Before conducting the interview, HR will design the whole interview process and the SOP. It is expected to form a board of interviewers with representatives from concerned departments. The members of the interview board should be briefed on the SOP of interview along with the general etiquettes.
After that, they will have to be briefed on the system of online interview (if it is an online one.). A mock trial may take place if it is online. In such case, the candidate will first face a virtual viva with the technical interview board.
How we usually organize & conduct a verbal interview (technical & general-both):
At the very beginning, the HR person will welcome the interviewee and introduce both parties to each other. After that, the HR interviewer will ask the applicant if he/she is aware about the position he/she has applied for. Then the interviewer will make the applicant easy/calm & free. Then the questioning will start from HR end.
Sample questions include: –
Mr. X, please tell us about your potential, core skills and specialties you have achieved so far (from academic and professional exposers) and correlation of those to your current candidature. (In English).
Please tell us about your achievements, contributions, accomplishments and extra curriculars so far.
Please tell us, why have you applied for this position and what is your plan with this job? (In English)
Please tell us about your career goal and dream with future.
Why do you want to do a job? Why do you want to do job at our company?
What do you know about us? Why do you want to switch your current job?
What are the roles you are playing right now.
[At this stage, the floor will be opened for all interviewers to launch the technical or other viva questions (as per written or verbal questionnaire).]
The Q/A session will be closed through asking the last 2 questions: –
What is your expected package and benefits? How much time will you need to join after confirmation from our side?
Do you have any query to us?
At last, the HR interviewer will thank the candidate and the other interviewers and close the session. The closing part of my team be like: –
Thanks to you all for attending the interview and giving us time. It was nice talking to you Mr. X. We believe, you are a potential & qualified person and have a bright career ahead. We will now review your profile with overall performance and will be back to you within next 72 hours with our feedback. If we don’t, assume, we are not positive this time but we always wish you a bright career ahead. Let’s hope for a better luck. See you, bye.
Once the candidate is found relatively okay, will be placed for the 2nd virtual/physical interview with senior team of interviewers. Here, I have only described a sample process of verbal interview. We consecutively conduct our other assessment process and put the total score line in the interview form. [Due to pandemic, we usually conduct the primary & second verbal interview over virtual medium and then the qualified/primarily selected candidates are asked to face other tests coming to office in person.]
The qualified/selected profiles are then compared, company criterion are cross matched and then decision is taken by the higher mgt. of HR. Only the final 1 (sometime 2) candidate then come for a physical meet, formalities and finalization.
It’s our usual culture to preserve all the records of interviewed people including hard copy documents for future inquiry/reference. We maintain a digital resume cum interview data bank for this. We always try to send a receipt mail to the applicants followed by a rejection mail once the process is over and someone is de-selected.
Few companies conduct back ground check before appointing the candidates which may create few problems for the candidates based on Bangladesh perspective. Other companies do it on post-joining basis, where they keep the candidate acknowledged that, he/she may be eliminated if the reference check or info given by him is found dissatisfactory.
The R&S process ends up with issuing offer letter or appointment letter to the hired person. The appointment letter should be transparent, clear, to the point, detailed and it should follow the legal standards. This whole process ends up successfully with a nicely planned onboarding culture of the company. A sample SOP of onboarding may be shared with you all.
On the date of joining, the newly appointed employee will come (with Xerox copies of all educational certificates, mark sheets, 4 copies of PP size color photos, Nominee’s photo), experience certificates, release/NOC letter to join.
Close ranked person will attend/welcome the new comer at first sight. Then he/she can assign juniors for paper works. A token gift will impress the new comer.
HR dept. will provide the joining form. He/she will also complete the information on the official bio-data form (a prescribed official form to collect certain personal & professional information about the new joinee. It’s almost like the KYC form of banks.). After filling up the form by the candidate the HR dept. will ask for those documents, check the authenticity of those documents and inform him/her about the primary terms and job conditions of the company.
The onboarding officer will provide a time card to record his/her attendance till he/she is registered in the HRIS officially. If possible, it is better to provide him/her the ID card on the very first day.
Requisition for PC/email ID (by concerned HR) will be placed to ICT section.
PABX/E-mail list will be shared with the new comer (as per need).
HR will provide him/her with pre-set JD, business card requisition form (as per the policy) (for the case of Trainee, the respective HR will provide Trainee Manual also).
After paper works are done, HR will send the person to his/her concerned dept.
Physical introduction to the relevant areas and senior level will be done through a short session.
Introductory mail/message will be sent.
The R&S role of HR doesn’t just finish up through the onboarding. A very important component of HR success metrics lies with the success rate of final retention of the new joiner after probation. So, HR has to keep the new joiner under continuous monitoring and provide him/her all supports/back up, so that, he/she gets motivated and empowered to serve his/her duty best, prove his/her competence and finally, retain after probation.
HR operations-3: Compensation & benefit: a. https://rb.gy/x4pb88; b. https://rb.gy/gk19jp;
HR operations-4: CSR program:
HR operations-5: HRIS mgt. & HR analytics with business partnering: https://rb.gy/ohadjl;
HR operations-6: Internship: https://rb.gy/epul52;
HR operations-7: Job elimination: a. https://rb.gy/alwegq;
HR operations-8: Leave management: a. https://rb.gy/prcfem; b. https://rb.gy/my7osq;
HR operations-9: Talent & Performance management: a. https://rb.gy/qygtxz; b. https://rb.gy/ygekh7 c. https://rb.gy/dbfzsw
HR operations-10: Public relation: https://rb.gy/7zc50w;
HR operations-11: Recreation: https://rb.gy/uk4h9y;
HR operations-12: Rewarding: a.https://rb.gy/ij97o8; b. https://rb.gy/ohof9a;
HR operations-13: Learning, training and organizational development: a. https://rb.gy/iwyukj; b. https://rb.gy/wi7a3w; c. https://rb.gy/977a8n d. https://rb.gy/hmcotd;
HR operations-14: Transfer: a. https://rb.gy/0e5vzm; b. https://rb.gy/ovb4oj;
HR operations-15: Succession planning: a. https://rb.gy/ajdll7; b. https://rb.gy/9vwe01;
HR operations-16: Employer branding: a. https://rb.gy/macpxi; b. https://rb.gy/0rohgn;
HR operations-17: Corporate culture creation, Cultural devt. & Change management: a. https://rb.gy/hbjlde; b. https://rb.gy/s0mjxs; c.https://rb.gy/mkyot2
HR operations-18: Process development: a. https://rb.gy/wpdfjp;
HR operations-19: Employer-employee relationship: a. https://rb.gy/gvji2e; b. https://rb.gy/kdbbe5;
HR operations-20: Employee counselling, dialoging & motivation: a. https://rb.gy/x6qcjz; b. https://rb.gy/f8mqsl;
HR operations-21: Employee engagement, orientation: a. https://rb.gy/bkhfsv; b. https://rb.gy/heuaxj; HR operations-22: Policy formulation:
#functionsofHR #actitivitiesofHR