what are the challenges faced by HR managers?

Answer 1

The Role of an HR Manager

Are you good with people? Do you like making others happy? Do you have an eye for details but also a keen understanding of the bigger picture? Then perhaps a career in human resources is for you. Fundamentally, a human resource manager develops a company’s culture, maintains benefits and payroll, and recruits new hires. The HR manager is a pivotal position for any corporation, in every industry.

For those with enthusiasm and an aptitude for working well with people, HR can offer many exciting choices. HR professionals enjoy a range of career options from recruiting, to training and development, to labor relations and benefits administration.

In my company the HR manager's challenges are employee relations problems, mediation, and law suits, and the millions of reports required by the board of directors showing statistics and numbers needed to determine the budget each year!

Answer 2

Well good management is one challenge. An HR Manager has a lot of duties and trying to keep up with these duties can be stressful and challenging.

Check out the bellow source on human resource management.

Answer 3

The quickly changing business scene implies that there are at present numerous human resource management challenges which will keep on evolving for quite a long time to come. HR offices truly should be increasing the value of their associations. "In spite of the fact that the confinements of the retreat aren't over yet, organizations perceive that they should find a way to hold their workforce.

Answer 4

The functions of Human Resource Management could be broadly categorized into three areas:

1. Recruitment
2. Retention
3. Reward

Each area has its own super-specialized activities, each of which is challenging in itself.

1. Recruitment

a) Planning and profile definition

Before venturing into recruitment, it is important to identify the designation/position, understand the specific functions involved and the workflow role within the organization. Also important is identifying the growth prospects available to an individual occupying such a designation. Based on these criteria (including the future functions that may come under the individual's purview as part of their growth), the skills and related profile of the ideal candidate needs to be identified.

This function involves deep understanding of human behavior and organizational psychology.

b) Prospecting and selection

Identifying the right candidates and further selecting the best among them is a tedious and extremely challenging task

c) Deployment management

In a multi-location or multi-project organization, human resource may be re-deployed on an on-need basis. Working closely with various project managers, the HRM managers are the only common links that facilitate human resource re-deployment in such circumstances.

2. Retention

In a competitive human-intensive industry, retaining quality employees becomes an increasingly challenging objective. Most mature management models rely on Maslow's theory to prioritize the retention breadcrumbs.

a) Stability and security

Timely payment of salary and conformance to error-free compliance documentation creates a sense of security and stability. Such paperwork requires a high degree of diligence and is an extremely challenging and taxing task.

b) Esteem

Modifying functions to create scope for decision-making powers at each position and progressively increasing them, while tying accountability to such authority, creates the perception of power and self-esteem. This curtails attrition, as the accumulated authority may not be available in a new work environment as a new entrant. Planning and defining such authority-vesting functions require tremendous foresight.

c) Training and intellectual growth

Creating opportunities to learn newer skills that enable an individual in realizing their ambitions is a powerful retention tool. However, the challenge involves accurately understanding each individual's career plans and ambitions and tailoring collective training programs that benefit the most. This task also involves high degree of organizational skills.

3. Reward

a) Transparent appraisal system

Building an appraisal system that does not rely on ambiguous or subjective opinions to decide the performance incentives is a challenge that has not yet been addressed perfectly. Measuring performance on objective criteria without compromising on the functional capabilities of the HRD

b) Fair performance-incentives realization

The transparent and objective performance assessments must translate into tangible rewards that reflect the performance variance between various individuals.

c) Differentiation

Creating workplace differentiation based on consistent performance allows a star performer to enjoy certain privileges and respect even if their performance drops temporarily due to specific reasons. Devising such differentiators remains one of the most daunting HRM activities to date.

Answer 5

•What were the most compelling topics learned in this course? •How did participating in discussions help your understanding of the subject matter? Is anything still unclear that could be clarified? •What approaches could have yielded additional valuable information? •Include any thoughts spurred by the "Why We Hate HR" article from this Unit

Answer 6

Getting the right people.
Retaining them.
Helping the average performer to do better.
Keeping his/her own morale up..

Answer 7

your in charge of the employees, so the hardest would be to fire someone at least for me

Answer 8

check this link out... its pdf

http://www.wfpma.com/PDFs/hrglobalchallenges.pdf