There are many types of human resources, training, and labor relations managers and specialists (Atkins and Murphy, 2003). In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer’s needs (Bass and Avolio, 2010).
Compensation, benefits, and job analysis specialists administer compensation programs for employers and may specialize in specific areas such as pensions or position classifications (Brunt, 2006). For example, job analysts, occasionally called position classifiers, collect and examine detailed information about job duties in order to prepare job descriptions. These descriptions explain the duties, training, and skills that each job requires. Familiarity with health benefits is a top priority for employee benefits managers and specialists, because of the rising cost of providing healthcare benefits to employees and retirees. In addition to health insurance and retirement coverage, many firms offer employees life and accidental death and dismemberment insurance, disability insurance, and benefits designed to meet the needs of a changing workforce, such as parental leave, long-term nursing or home care insurance, wellness programs, and flexible benefits plans (Contino, 2008). Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits. Working with employee assistance plan managers or work-life coordinators, many benefits managers work to integrate the growing number of programs that deal with mental and physical health, such as employee assistance, obesity, and smoking cessation, into their health benefits programs (Emden, 2008).
Training and development managers and specialists create, procure, and conduct training and development programs for employees. Managers typically supervise specialists and make budget-impacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty (Freshman and Rubino, 2007).
Most professional associations that specialize in human resources offer classes intended to enhance the skills of their members. Some organizations offer certification programs, which are signs of competence and credibility and can enhance advancement opportunities (Goldberg, 201). Many human resources, training, and labor relations managers and specialists work a standard 40 hour week (Gorman, 2008). However, longer hours might be necessary for some workers for example, labor relations managers and specialists, arbitrators, and mediators when contract agreements or dispute resolutions are being negotiated.
Process of projecting the organization’s future HR needs (demand) and how it will meet those needs (supply) under a given set of assumptions about the organization’s policies and the environmental conditions in which it operates (Kohn and Corrigan, 2007). Assess its collective capabilities and then compare this with what capabilities are required to achieve its objectives. Agreeing real and effective team ground rules, Assessing team culture and required behavior changes, Identifying Critical Team Behavior Changes (Pollison, 2008). Effective team member personal co-operation strategies: Natures most effective co-operation strategy, most team members don’t have a practical technique for what they do when another team member lets them down. ‘Win – win’ is an outcome not an effective collaboration strategy (Sahlman, 2007).
It is said meetings take minutes and waste hours, but it does not have to be like that.
“The way a team decides to decide is one of the most important decisions it makes”, though fashion occasionally underscores one or another of these approaches, there is no right or wrong way to decide an issue. The important thing is that the team decides in advance, what decision-making method will be used. No surprises. If members are apprised of the process, even autocratic methods acquire the consent and blessing of all (Atkins and Murphy, 2003).
To find if real collaboration opportunities exist within a potential network, Motivate the network Companies to consider collaborative networks, Create new potential channel partners for the companies (Bass and Avolio, 2010). Beliefs are what make the difference between good and “high performance” I suggest the seven hidden beliefs of high performing teams are: Clear and Public Accountability, Trusted Competency, Give and Take, Total Transparency, Shared Glory, Meaningful Mission Value, Outcome Optimism (Brunt, 2006).
How to avoid nasty surprises in supporting virtual teams
Recommender Teams are often part-time; great for reviewing work but can lack a “team engine” for getting detailed work done (Contino, 2008). Managing Teams are often staffed with senior executives who have serious time management challenges and are unlikely to engage with traditional team communication and meeting approaches. Doer teams are great for doing things but their networks may be limited to their own functional areas which can blind them to some innovation and cross-functional opportunities. Instantly discover a person main worry about an upcoming change by how they speak just five words: “We can’t do that here” (Emden, 2008). I confess I never got round to testing it properly but it sounded intriguing so I pass it on – “buyer beware” (Freshman and Rubino, 2007).