Starting your HR Career

This is not a big post. Just a few points that I could recall from the "last discussion" that we had with one of our professors who is a leading HR practitioner. When my class asked him a few tips that we should remember as we enter the corporate world again, he was prompt to reply following:

1. Enjoy the work that your are doing. You have chosen this stream after much thought process and you should love the work that you do. You may not get the best of the work but work with the best of your abilities, prove your mettle to be given "good" work.

2. Never leave the job for money - Leave the job for any reason but for money. It is not considered to be a good strategic decision. 

3. Next 2-3 years : In the coming two three years, learn the basics of the field. Be an avid learner. Learn and absorb as much as you can. Question the theory and learn the nuances. While, you are doing this, slowly and gradually learn to master your competency in a particular area. If the organization does not provide you a chance, pull in your personal resources and learn an area of interest. 

I guess, these 2-3 pointers, can go a long way in guiding any professionals career. 

Thank you Sir.

Recruitment - a couple of points

Recruitment is a vertical in HR which I am really fond of. After going through several case studies, handling the intricacies of this vertical for a good period of time and also understanding how monotonous and pressurizing the job can get, I have realized that there are two points many have missed.


I remember, the head of the site once in a one to one discussion mentioned that it is very important that the candidates who come for interview go through the process in the least possible time and have a great experience in the entire process.


I realized that , till that discussion, we did not pay much attention on to the two. Our objective was always to get the maximum and best candidates for the interview with a belief that they need the job as much as we need a candidate to fill in the vacancy.However, the discussion forced me to think more on "adding value" at each step. We were situated in the remotest possible location and hence the candidate stayed in the place for close to 30-36 hours. The challenge was right from the time the candidates were shortlisted to the time they return back and the results were declared , we had to make their entire trip an experience. More important and challenging that it had to be done continuously, week after week, month after month, vacancy after vacancy. Complacency could easily creep in. And slowly we started addressing the challenge. Customized mails, talks on phone with candidates in the most friendly manner to ensure they know the journey, keep important things and most importantly - know me and my team well enough so that we don't have to "break ice" when we meet. We exchanged roles so that we didn't feel monotonous and each challenged the way the other does work so that none were complacent. Continuous discussions with customer departments to understand their needs and present our requirements helped us to bring the two departments closer. The seniors supported and soon we started building relations with our candidates and ensured that their visit to our premises was more than just an interview. It was an experience. 
And this brings us to the next important thing that I have not read anywhere so far(may be I need to read more). Cost!!! We talk of many direct and indirect costs associated with recruitment. However, to my understanding the biggest cost involved in the entire recruitment process is intangible and is the cost that can be called as " Brand loyalty cost." Yes, a bad experience can lead to huge negative publicity through word of mouth and these days through blogs, mailers, social networking sites etc. And this cost is beyond repair. One must ensure that the candidate leaves the premises with an experience that he would like to share with all that come in contact with him on his way back and for days to come.
Hence, an experience to remember and the cost associated with strengthened brand image are two most important aspects related to recruitment that one should always remember. 
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The views are based on my experiences at work and should not be reproduced. 

Signs for Outsourcing your Human Resources Department

My HR processes were running well and I wasn’t facing any problems. How many times have we heard of such statements? Believe it or not, there comes a time in the life of most successful business when they have to decide if they run a process well internally or should a HRO (Human Resource Outsourcer) may be called in. It’s tough to make the right decision at the right time to ensure smooth processes. Team Drishti looks at a few telltale signs that can be termed as pointers for “let’s pull the trigger“:

Costs: Cost is the most important factor due to which companies opt for HRO. A detailed analysis of costs in payroll, benefit management and other key areas continue to be the drivers primarily responsible for HR outsourcing. However, companies tend to compare with their competitors/others only on cost factor and fall in the trap of hasty decisions. While costing is extremely important and critical it is imperative that a detailed analysis on efficiency, quality, speed of closure etc. as motivational factors be done before deciding of hiring a HRO.

Missed Deadlines: If a growing number of employees are complaining that critical documents, ranging from pay checks to HR MIS reports to almost anything else , are arriving late, it's a sign that something is broken. There's a good chance that the delays are being caused by an HR department that's stretched beyond its capabilities. However, it again makes sense to first analyse the entire process with the quality team, run a why-why analysis or a six-sigma quality approach before calling for an HRP. However, an HRO can step in and help get critical work back on schedule without the need to hire new HR employees or upgrade facilities.

System Overloads: When Relix Technologies launched their e-PMS, they realised in afewmonths time that it added a lot of load on their current internal IT Resources. They decided to call in for a HRO. Whenever your HR tasks begin to overwhelm internal IT resources, like Relix, you should realise that it’s time to either invest in additional technology or turn at least some of the crippling workload over to a third party. As HROs bring with them their own IT systems, enabling in-house systems to focus on non-HR-related tasks, it is advised that one should go for a HRO.

However, a cost/benefit analysis may be done to evaluate if it would be cheaper for the business to shift data-intensive and high-priority HR resources, such as employee databases and Web self-service operation, to an HRO rather than invest in new on-site technology.

Increasing Mistakes: If you consistently start finding mistakes in your payroll like an extra cut in the food bill or travel reimbursement, it is time to sit and think. We all know that no HR department is foolproof, but snowballing goofs are another sure sign that people and systems are being stretched beyond their limits. Assigning mistake-prone work to an HRO can lower the pressure on in-house staffers and you get an added advantage of holding PRO accountable for supplying a basic level of accuracy in whatever work it handles. This is especially important in situations such as payroll where legal compliance is an issue.

Poor Quality Work:  Mediocre or worse output over an extended period of time is a sign that an HR department is being overworked. In the current scenario where organizations are always looking to expand with tough recruitment policies this can be a very important issue. The fall out of this situation generally is that the organization tries to experiment with new work procedures, job distributions etc. They fail to recognise that this affects the credibility of the department and leads to disengaged employees both in HR department and the customers of HR department. it may be simpler to just outsource everything to a third party, either permanently or while a new HR department is being assembled.

Disgruntled HR Workers: Employee griping is as common as office football pools. But when the complaining begins drowning out normal discourse, it's time to start considering remedial action. An HRO can step in during busy seasons to take on the extra time-consuming tasks that drive up HR workloads and staff discontentment.

Competitors' Moves: Are many of your business' prime competitors shifting to HROs? If so, they might have spotted a need that you may not have yet detected or have been unwilling to acknowledge. Ask around and find out what benefits your rivals are gaining from outsourcing HR work. You may discover that these same issues apply to your organization.

Hiring a HRO may be the simples of tasks and so is finding the reason for it. However, what is difficult is to sit and do in-depth analysis to find out if hiring a HRO is the best option.