Changes in HR function for the last decades
IHRM Q.3 - Based on the in-class discussions, identify at least three HR functions/activities that have undergone significant changes in the past decades. How have these changes influenced the role and the job itself of the HR manager?
Given the changing environments and requirements in many organizations, it is not surprising that the expectations of the Human Resources function are changing. Traditionally, HR has been responsible for transactional and administrative activities such as recruitment, employee record keeping, compensation and benefit administration, and dealing with employees’ queries. Now, in contrast, the role of Human Resources is rapidly becoming one of assisting in the creation of an organization that adds value to its shareholders, customers and employees.
Companies are also seeing a need to redefine what line managers need to do in relation to people initiatives, and what the role and function of HR is. Emphasis is being placed on what functions can be outsourced and what can be automated, in order to increase the value-added of the HR function. First of all, one of the major changes undergone by the HR function is about its way of working and its position in the company.
As organizations become more global, they need to have different recruitment, compensation and development systems to suit each country or region, along with a set of core values and principles that hold the company together. Equally, they have to ensure that an individual going to work in another country understands that country’s “way of doing business”.
The HR department also witnesses the automation of some processes, such as status changes and departmental moves, compensation and benefit administration, and information management. Companies have also moves towards more self-service by employees and managers rather than having HR staff perform these functions. Managers are able to access and change information on their employees quickly and easily, and can
Given the changing environments and requirements in many organizations, it is not surprising that the expectations of the Human Resources function are changing. Traditionally, HR has been responsible for transactional and administrative activities such as recruitment, employee record keeping, compensation and benefit administration, and dealing with employees’ queries. Now, in contrast, the role of Human Resources is rapidly becoming one of assisting in the creation of an organization that adds value to its shareholders, customers and employees.
Companies are also seeing a need to redefine what line managers need to do in relation to people initiatives, and what the role and function of HR is. Emphasis is being placed on what functions can be outsourced and what can be automated, in order to increase the value-added of the HR function. First of all, one of the major changes undergone by the HR function is about its way of working and its position in the company.
As organizations become more global, they need to have different recruitment, compensation and development systems to suit each country or region, along with a set of core values and principles that hold the company together. Equally, they have to ensure that an individual going to work in another country understands that country’s “way of doing business”.
The HR department also witnesses the automation of some processes, such as status changes and departmental moves, compensation and benefit administration, and information management. Companies have also moves towards more self-service by employees and managers rather than having HR staff perform these functions. Managers are able to access and change information on their employees quickly and easily, and can