jobs assignment human resource management

11.1 An Introduction to Human Resource Management

• What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

• What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
• At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

• Human resources compliance
• Employee selection, hiring, and onboarding
• Performance management
• Compensation rewards and benefits
• Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

• How has the function of human resource management evolved over the years?
• In what way do you usually interact with human resources?

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4.1 The Recruitment Process

Learning objectives.

• Discuss the need for forecasting human resource needs and techniques for forecasting.
• Be able to explain the steps to an effective recruitment strategy.
• Be able to develop a job analysis and job description.

The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” . Forecasting is based on both internal and external factors. Internal factors include the following:

• Budget constraints
• Expected or trend of employee separations
• Production levels
• Sales increases or decreases
• Global expansion plans

External factors might include the following:

• Changes in technology
• Changes in laws
• Unemployment rates
• Shifts in population
• Shifts in urban, suburban, and rural areas
• Competition

Once the forecasting data are gathered and analyzed, the HR professional can see where gaps exist and then begin to recruit individuals with the right skills, education, and backgrounds. This section will discuss this step in HR planning.

Recruitment Strategy

Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 “Developing and Implementing Strategic HRM Plans” , development of staffing plans is discussed. An understanding of the labor market and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes.

Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here are the aspects of developing a recruitment strategy:

• Refer to a staffing plan. This is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” .
• Confirm the job analysis is correct through questionnaires.
• Write the job description and job specifications.
• Have a bidding system to recruit and review internal candidate qualifications for possible promotions.
• Determine the best recruitment strategies for the position.
• Implement a recruiting strategy.

The first step in the recruitment process is acknowledgment of a job opening. At this time, the manager and/or the HRM look at the job description for the job opening (assuming it isn’t a new job). We discuss how to write a job analysis and job description in Section 4.1.2 “Job Analysis and Job Descriptions” .

Assuming the job analysis and job description are ready, an organization may decide to look at internal candidates’ qualifications first. Internal candidates are people who are already working for the company. If an internal candidate meets the qualifications, this person might be encouraged to apply for the job, and the job opening may not be published. Many organizations have formal job posting procedures and bidding systems in place for internal candidates. For example, job postings may be sent to a listserv or other avenue so all employees have access to them. However, the advantage of publishing open positions to everyone in and outside the company is to ensure the organization is diverse. Diversity is discussed in Chapter 3 “Diversity and Multiculturalism” . We discuss more about internal and external candidates and bidding systems in Chapter 5 “Selection” .

Then the best recruiting strategies for the type of position are determined. For example, for a high-level executive position, it may be decided to hire an outside head-hunting firm. For an entry-level position, advertising on social networking websites might be the best strategy. Most organizations will use a variety of methods to obtain the best results. We discuss specific strategies in Section 4.3 “Recruitment Strategies” .

Another consideration is how the recruiting process will be managed under constraining circumstances such as a short deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be processed will save time later. For example, some HRM professionals may use software such as Microsoft Excel to communicate the time line of the hiring process to key managers.

Once these tasks are accomplished, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited. This is where the job analysis and job description come in. We discuss this in Section 4.1.2 “Job Analysis and Job Descriptions” .

Job Analysis and Job Descriptions

The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. A major part of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. According to research by Hackman and Oldham (Hackman & Oldham, 1976), a job diagnostic survey should be used to diagnose job characteristics prior to any redesign of a job. This is discussed in Chapter 7 “Retention and Motivation” .

To start writing a job analysis, data need to be gathered and analyzed, keeping in mind Hackman and Oldham’s model. Figure 4.1 “Process for Writing the Job Analysis” shows the process of writing a job analysis. Please note, though, that a job analysis is different from a job design. Job design refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available. We discuss job design in Chapter 7 “Retention and Motivation” and Chapter 11 “Employee Assessment” .

Figure 4.1 Process for Writing the Job Analysis

The information gathered from the job analysis is used to develop both the job description and the job specifications. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications , on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. A job analysis must be performed first, and then based on that data, we can successfully write the job description and job specifications. Think of the analysis as “everything an employee is required and expected to do.”

Figure 4.2 Sample Job Analysis Questionnaire

This questionnaire shows how an HR professional might gather data for a job analysis. Questionnaires can be completed on paper or online.

Two types of job analyses can be performed: a task-based analysis and a competency- or skills-based analysis. A task-based analysis focuses on the duties of the job, as opposed to a competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. An example of a task-based analysis might include information on the following:

• Write performance evaluations for employees.
• Prepare reports.
• Answer incoming phone calls.
• Assist customers with product questions.
• Cold-call three customers a day.

With task job analysis, the specific tasks are listed and it is clear. With competency based, it is less clear and more objective. However, competency-based analysis might be more appropriate for specific, high-level positions. For example, a competency-based analysis might include the following:

• Able to utilize data analysis tools
• Able to work within teams

You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job. One is not better than the other but is simply used for different purposes and different types of jobs. For example, a task-based analysis might be used for a receptionist, while a competency-based analysis might be used for a vice president of sales position. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.

Once you have decided if a competency-based or task-based analysis is more appropriate for the job, you can prepare to write the job analysis. Of course, this isn’t something that should be done alone. Feedback from managers should be taken into consideration to make this task useful in all levels of the organization. Organization is a key component to preparing for your job analysis. For example, will you perform an analysis on all jobs in the organization or just focus on one department? Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organization. A job analysis questionnaire usually includes the following types of questions, obviously depending on the type of industry:

• Employee information such as job title, how long in position, education level, how many years of experience in the industry
• Key tasks and responsibilities
• Decision making and problem solving: this section asks employees to list situations in which problems needed to be solved and the types of decisions made or solutions provided.
• Level of contact with colleagues, managers, outside vendors, and customers
• Physical demands of the job, such as the amount of heavy lifting or ability to see, hear, or walk
• Personal abilities required to do the job—that is, personal characteristics needed to perform well in this position
• Specific skills required to do the job—for example, the ability to run a particular computer program
• Certifications to perform the job

Once all employees (or the ones you have identified) have completed the questionnaire, you can organize the data, which is helpful in creating job descriptions. If there is more than one person completing a questionnaire for one job title, the data should be combined to create one job analysis for one job title. There are a number of software packages available to help human resources perform this task, such as AutoGOJA.

Once the job analysis has been completed, it is time to write the job description and specifications, using the data you collected. Job descriptions should always include the following components:

• Job functions (the tasks the employee performs)
• Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes)
• Education and experience required
• Physical requirements of the job (ability to lift, see, or hear, for example)

Figure 4.3 Sample Job Description

Notice how the job description includes the job function; knowledge, skills, and abilities required to do the job; education and experience required; and the physical requirements of the job.

Once the job description has been written, obtaining approval from the hiring manager is the next step. Then the HR professional can begin to recruit for the position. Before we discuss specific recruitment strategies, we should address the law and how it relates to hiring. This is the topic of Section 4.2 “The Law and Recruitment” .

Tips to Writing a Good Job Description

Be sure to include the pertinent information:

• Duties and responsibilities
• terms of employment
• qualifications needed
• Think of the job description as a snapshot of the job.
• Communicate clearly and concisely.
• Make sure the job description is interesting to the right candidate applying for the job.
• Avoid acronyms.
• Don’t try to fit all job aspects into the job description.
• Proofread the job description.

Writing a Job Description

(click to see video)

A short video on how to write an effective job description, with examples.

Human Resource Recall

Does your current job or past job have a job description? Did it closely match the tasks you actually performed?

Key Takeaways

• The recruitment process provides the organization with a pool of qualified applicants.
• Some companies choose to hire internal candidates —that is, candidates who are already working for the organization. However, diversity is a consideration here as well.
• A job analysis is a systematic approach to determine what a person actually does in his or her job. This process might involve a questionnaire to all employees. Based on this analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job.

Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:

• What are the job specifications?
• Are the physical demands mentioned?
• Is the job description task based or competency based?
• How might you change this job description to obtain more qualified candidates?
• Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

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Performing Job Analysis

This toolkit reviews how job analysis can be used to identify the knowledge, skills and expertise required to effectively perform job assignments, establish criteria for selection and promotions, design objectives for training and development programs, develop the standards for the measurement of performance, and assist with the determination of pay classification levels.

Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents.

Job analysis is often confused with job evaluation, but the two activities are quite different. Job evaluation is the process of comparing a job to other jobs within the organization to determine the appropriate pay rate and is not addressed in this toolkit. See Performing Job Evaluations .

Examples of how an organization may use job analysis data:

• Workforce planning.
• Performance management.
• Recruitment and selection.
• Career and succession planning.
• Training and development.
• Compensation administration.
• Health, safety and security.
• Employee/labor relations.
• Risk management.

Information Collection

Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help make distinctions between jobs:

• Knowledge, skills and abilities (KSAs) needed.
• Work activities and behaviors.
• Interactions with others (internal and external).
• Performance standards.
• Financial budgeting and impact.
• Machines and equipment used.
• Working conditions.
• Supervision provided and received.

If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis process by identifying the job family, job duties and tasks of related work. For example:

• Job family. Grouping of related jobs with broadly similar content.
• Job. Group of tasks, duties and responsibilities an individual performs that make up his or her total work assignment.
• Task. A specific statement of what a person does, with similar tasks grouped into a task dimension (i.e., a classification system).

A technical service job family, for example, could be identified as follows:

• Job family.   Technical Service.
• Job.  Technical service representative.
• Task.  Provides technical support to customers by telephone.

Job Analysis Methods  

Determining which tasks employees perform is not easy. The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. The following describes the most common job analysis methods.

• Open-ended questionnaire Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job. HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources.  See   Job Analysis Questionnaire  and  Job Analysis Template .
• Highly structured questionnaire These questionnaires allow only specific responses aimed at determining the frequency with which specific tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models.  See   O*NET Questionnaires .
• Interview In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee's response. This method works well for professional jobs.
• Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for short-cycle production jobs.
• Work diary or log A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date.  See   Job Analysis: Time and Motion Study Form .
• A team of senior managers identifies future performance areas critical to the organization's business and strategic plans.
• HR assembles panels composed of individuals who are knowledgeable about the organization's jobs (i.e., subject matter experts). These groups may be employees, managers, supervisors, trainers and others.
• A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on the jobs.
• The facilitator develops detailed descriptions of each identified competency, including descriptive phrases for clarity.
• HR rates the competencies, and panel members identify KSAs required to meet them.
• HR identifies performance standards for each job. The organization must develop and implement selection, screening, training and compensation instruments, or processes that focus on competencies. 

Use of Job Analysis Data

• Job descriptions and specifications HR uses the job analysis output to develop a job description and job specifications. The job description summarizes and organizes the information for the organization's job-related actions. Generally, the job description and specifications are combined but compartmentalized to enable independent updating as needed. See  How To Develop a Job Description  and  Sample Job Descriptions .
• Compensation decisions In relation to employee pay practices, job analysis has two critical uses: It establishes similarities and differences in job content, and it helps determine the internal equity and relative worth of like jobs. If jobs have equal content, then the pay established for them will likely be equal. If, on the other hand, job content is perceptibly different, then those differences, along with the market rates, will become part of the rationale for paying certain jobs differently.
• Selection assessments Job analysis information can also be used as a basis for selecting or developing employment assessments that measure the most critical tasks or KSAs. Some assessments involve work samples that simulate job tasks and require candidates to demonstrate that they can perform these tasks effectively. HR uses job-oriented or task-based job analysis data as a basis for developing these types of assessments because they focus directly on assessing how well job candidates can perform critical work tasks. Other assessment methods focus on measuring KSAs that are required to perform job tasks effectively, such as various mental abilities, physical abilities or personality traits, depending on the job's requirements. See  SHRM Talent Assessment Center .

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Human resource management (HRM)

• Human Capital Management
• Human Resource Management

It’s often said that people are an organization’s greatest resource. Yet, until fairly recently, human resource  management was not considered as critical to success as other business operations, like marketing, finance or sales. This notion has been largely altered by new technology, globalized markets and changes in organizational hierarchies. Today, business leaders place great emphasis on hiring the right people and keeping them engaged.

What is human resource management?

Human resource management involves creating personnel policies and procedures that support business objectives and strategic plans. Central to this mission is fostering a culture that reflects core values and empowers employees to be as productive as possible.

What are the functions of human resource management?

HR functions can vary depending on industry, businesses size and the types of workers employed. In most cases, the primary objectives are to acquire and cultivate talent and improve communication and cooperation among workforce members. Other key human resource management functions include:

• Job analysis Determining the skills and experience necessary to perform a job well may make it easier to hire the right people, determine appropriate compensation and create training programs.
• Workforce operations Creating health and safety policies, responding to employee grievances, working with labor unions, etc., can help support regulatory compliance.
• Performance measurement Evaluating performance is important because it not only fosters employee growth through constructive feedback, but also serves as a guide for raises, promotions and dismissals.
• Incentive programs Recognizing achievements and rewarding high performers with bonuses and other perks is a proven way of motivating employees to take ownership of business objectives.
• Professional development From orientation to advanced educational programs, employee training serves to improve productivity, reduce turnover and minimize supervisory needs.

HCM Buyer’s Guide: Evaluating integrated HCM solutions

What are the responsibilities of human resource management.

HR professionals generally are tasked with creating and administering programs that improve workplace efficiency and employer-employee relationships. Within this broad assignment are several different, but critical responsibilities, such as:

• Staffing Staffing a business or an individual department requires a number of key steps. Hiring managers must first determine how many new employees the budget can support, then find and interview qualified candidates, and finally, make selections and negotiate compensation.
• Developing workplace policies If it’s determined that a new or revised policy is needed, HR professionals typically consult with executives and other managers, write the supporting documentation and communicate it to employees. Policies may cover vacations, dress codes, disciplinary actions and other types of workplace protocol.
• Administering pay and benefits In order to attract and retain talent, compensation must meet industry standards and be comparable to what other employees in similar roles are being paid. Creating such a fair pay system requires careful consideration of an employee’s years of service with the business, experience level, education and skills.
• Retaining talent Compensation isn’t the only thing that retains talented employees. HR managers may need to proactively address issues with workplace environments, organizational culture and relationships between employees and supervisors.
• Training employees When employees develop new skills, they tend to be more productive and satisfied with their job. Some of the training programs typically run by HR departments include team-building activities, policy and ethics education, and on-the-job instruction and skills, e.g. how to run a machine or computer program.
• Complying with regulations Laws that affect the workplace – whether they’re related to discrimination, health care or wages and hours  – are constantly evolving. HR professionals are required to keep up with these changes and notify the rest of the organization in support of compliance.
• Maintaining safety Safety in the workplace means protecting not just the physical health of employees, but also their private information. To minimize workers’ compensation claims and data breaches, HR must implement security measures and ensure that all federal, state and union standards are met.

Human resource management and small business

While human resource management is important to all businesses, the stakes may be higher for smaller organizations. For example, one incompetent employee in an office of 10 people can be much more detrimental than one in a workforce numbering in the thousands. To improve their people processes, small business owners generally can:

• Assess current operations to determine if new hires are needed or if existing employees and production methods can be utilized more effectively.
• Take an active role in the recruitment process and write job descriptions that match prospective talent to business needs.
• Create an employee handbook or an official document that clearly outlines company policies.
• Provide continuing education opportunities as needed by the particular industry.
• Maintain a work environment where employees are treated fairly and can be productive.

HRM systems and software

Faced with rising numbers of contract-based workers and increasingly complex regulations, HR professionals have turned to HRM software to help them keep pace with changing workforce environments and people management needs. This technology is available with a variety of options to suit businesses of any size. Basic systems may offer recruitment services , payroll and benefits , while more robust solutions tend to include talent management, international compliance support  and advanced analytics.

Why use a human resource management system (HRMS)?

HRMS are designed to meet the core needs of HR and turn basic administrative functions into critical enablers of business value. With the aid of these people-centric, data powered solutions, HR managers may be able to:

• Improve their hiring processes
• Manage people more effectively
• Optimize workforce productivity
• Engage and retain employees
• Eliminate costly redundancies
• Make data-driven decisions
• Maintain regulatory compliance

How to choose a human resources management solution

Finding the right solution often requires a strategic evaluation process, such as the following:

• Identify what the organization would like to accomplish, change or improve and how technology can help achieve those goals.
• Ensure that the HRMS can keep pace with the rapidly changing regulatory and statutory requirements in all applicable jurisdictions (local, state, federal, international, etc.).
• Prioritize security and know exactly how sensitive data will be stored, transferred and backed up.
• Look for implementation models with a change management strategy  that will get the HRMS up and running efficiently.
• Address stakeholder questions, concerns and objections to drive widespread HRMS support.
• Ask about service plans to manage the hundreds of post-payroll tasks necessary for compliance .
• Inquire into the vendor’s financial history and investments in innovation.
• Get outside-in perspective by looking at peer reviews, industry analyst feedback and product demos.

Examples of HRM software

Business leaders and HR professionals who are looking for software to help them accomplish more with less resources generally have three options available to them:

• Human resource information systems (HRIS) – perform core HR functions , like applicant tracking, payroll and benefits administration
• Human resource management systems (HRMS) – offer the benefits of HRIS, plus talent management services
• Human capital management (HCM) solutions – provide a broad suite of HR capabilities, including global payroll and compliance support and in-depth analytics

Why choose ADP for your human resource management needs?

ADP’s HR management solutions automate and streamline key needs so that HR professionals can focus more time on their people and less on paperwork. We offer basic and customized packages with some of the following features:

• Powerful workforce reporting that turns data into a trusted source of decision-making
• Preconfigured new hire templates for a simplified onboarding process
• Self-service and mobile apps so time-sensitive tasks can be performed quickly
• Industry-recognized security to help safeguard sensitive information

Learn more about ADP Workforce Now® HR Management →

Frequently asked questions about HRM

What is human resource management and its functions.

Human resource management is the strategic approach to nurturing and supporting employees and ensuring a positive workplace environment. Its functions vary across different businesses and industries, but typically include recruitment, compensation and benefits, training and development, and employee relations.

What are the three major roles of human resources management?

The job of an HR manager can be broken out into three major roles:

• Administrator Running payroll , writing job descriptions, creating workplace policies and procuring benefits packages are typical of HR administration.
• Change manager HR professionals must monitor regulations and communicate policy or procedural changes with employees to help support compliance.
• Personnel manager Managing people entails resolving conflicts, overseeing training and development, and fostering employee engagement.

What are the five main areas of HR?

HR professionals perform many activities in the pursuit of employee well-being and organizational stability, but their responsibilities generally lie within five main areas:

• Recruitment and staffing – identifying talent gaps, acquiring applicants, arbitrating contracts, maintaining ethical hiring practices
• Compensation and benefits – determining pay scales, approving raises, negotiating benefits packages
• Training and development – onboarding new hires, making educational opportunities available
• Compliance and safety – monitoring legislative changes, implementing safety measures, processing workers’ compensation claims
• Employee relations – resolving employee conflicts, addressing harassment or abuse allegations, working with union leaders

What are seven functions of HR?

Over the years, HR has evolved from a personnel department engaged largely in administration to a strategic partner that works closely with management teams on organizational development. It’s seven key functions today include:

• Strategic planning
• Recruitment
• Training and development
• Compensation and benefits
• Policy creation
• Employee and labor relations
• Risk management

What is HR compliance?

HR compliance means keeping an organization from violating the growing number of employment laws enacted by federal, state and local governments. This responsibility requires HR professionals to monitor and understand regulatory requirements, enforce policies, classify workers correctly, practice fair hiring practices and provide a safe work environment, among other tasks.

This guide is intended to be used as a starting point in analyzing an employer’s HR obligations and is not a comprehensive resource of requirements. It offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.

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Human Resources Officer

Human Resources (HR) Officers provide substantive advice across HR functional areas to include workforce planning, talent acquisition, and staffing.

• Accepting applications

Open & closing dates

10/01/2023 to 09/30/2024

$68,615 - $97,339 per year

Pay scale & grade

• Washington DC, DC

Telework eligible

Travel required.

Occasional travel - You may be expected to travel for this position.

Relocation expenses reimbursed

Yes—You may qualify for reimbursement of relocation expenses in accordance with agency policy.

Appointment type

Work schedule, promotion potential, job family (series).

0201 Human Resources Management

Supervisory status

Security clearance.

Sensitive Compartmented Information

Announcement number

24-12186679-7093/SEHD

Control number

This job is open to, federal employees - competitive service.

Current or former competitive service federal employees.

Federal employees - Excepted service

Current excepted service federal employees.

U.S. Citizens, Nationals or those who owe allegiance to the U.S.

As a Human Resources (HR) Officer, you will provide substantive advice across a full range of HR functional areas, including workforce planning, talent acquisition, staffing and selection, employee development, compensation, benefits, policy, performance management, rewards and recognition, and retention. You will partner with senior managers to develop, implement, and influence HR policies, plans, and strategies that align with CIA and Intelligence Community talent initiatives. Human Resources professionals are trusted, strategic partners and are a vital part of CIA. The majority of your career will be based in the Washington, DC metropolitan area with the first 4-6 years focused on providing you with basic Agency and government-unique knowledge, skills, and abilities to perform in a range of positions. Some examples of entry-level offices that you may serve in are: Mission Centers, HR Transformation, directorate HR offices, etc. You will have the opportunity to compete for global positions after successfully completing the HR Onboarding Program.

Requirements

Conditions of employment.

• You must be physically in the United States or one of its territories when you submit your resume via MyLINK.
• You must be registered for the Selective Service, if applicable.
• You must be a U.S. citizen and at least 18 years of age (dual-national US citizens are eligible).
• You must be willing to move to the Washington, DC area.
• You must successfully complete a thorough medical and psychological exam, a polygraph interview, and a comprehensive background investigation.
• For further information, please visit: https://www.cia.gov/careers/how-we-hire/

Qualifications

• Experience building interpersonal relationships
• Effective verbal and written communication
• Experience in problem solving, prioritization, time management, and workflow management
• Experience in working with limited guidance and close interaction with colleagues
• Experience using information technology tools, e.g., Excel, PowerPoint, and Word
• Knowledge of basic project management
• Ability to evaluate and apply HR business rules to ensure data integrity and accuracy
• Ability to evaluate and recommend appropriate HR interventions
• Ability to meet the minimum requirements for joining CIA , including U.S. citizenship and a background investigation
• Human Resources or Human Capital Management
• Business Administration or Business Management
• Organizational Development
• Public Administration
• At least a 3.0 GPA on a 4-point scale

A career with the U.S. government provides employees with a comprehensive benefits package. As a federal employee, you and your family will have access to a range of benefits that are designed to make your federal career very rewarding. Opens in a new window Learn more about federal benefits .

Review our benefits

Eligibility for benefits depends on the type of position you hold and whether your position is full-time, part-time or intermittent. Contact the hiring agency for more information on the specific benefits offered.

How You Will Be Evaluated

You will be evaluated for this job based on how well you meet the qualifications above.

For more information, please visit: https://www.cia.gov/careers/jobs/human-resources-officer/ .

As a new or existing federal employee, you and your family may have access to a range of benefits. Your benefits depend on the type of position you have - whether you're a permanent, part-time, temporary or an intermittent employee. You may be eligible for the following benefits, however, check with your agency to make sure you're eligible under their policies.

For further information, please visit: https://www.cia.gov/careers/jobs/human-resources-officer/ .

If you are relying on your education to meet qualification requirements:

Education must be accredited by an accrediting institution recognized by the U.S. Department of Education in order for it to be credited towards qualifications. Therefore, provide only the attendance and/or degrees from schools accredited by accrediting institutions recognized by the U.S. Department of Education .

Failure to provide all of the required information as stated in this vacancy announcement may result in an ineligible rating or may affect the overall rating.

This post is for viewing purposes only. To get started, please visit https://www.cia.gov/careers/jobs/human-resources-officer/ , where you can read more about this position and express your interest in up to four jobs. Upon expressing your interest, you will be taken to MyLINK , which allows you to submit your resume and job rankings and provide basic information about yourself.

Agency contact information

Central intelligence agency.

https://cia.gov/careers

After you express interest for up to four positions on cia.gov/careers , a CIA recruiter may contact you for further discussion if your qualifications meet our needs. See the MyLINK FAQs on our website for more information.

The Federal hiring process is set up to be fair and transparent. Please read the following guidance.

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This job originated on www.usajobs.gov . For the full announcement and to apply, visit www.usajobs.gov/job/757393600 . Only resumes submitted according to the instructions on the job announcement listed at www.usajobs.gov will be considered.

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We are the Nation's first line of defense, and we have a mission for you. Join us as we leverage the power of information to keep our Nation safe by collecting foreign intelligence, producing objective all-source analysis, conducting covert action at the president's direction, and safeguarding secrets that protect the United States. Because we recognize our Nation's strength comes from the diversity of its people, CIA is dedicated to building a workforce that reflects the world in which we live and a workplace where all voices are heard, respected, and valued. Read more about life at CIA here: https://www.cia.gov/careers/working-at-cia/

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Business process delegation updates for finance and human resources.

Beginning on Friday, May 24 , delegation will be enabled on several Workday business processes. Prior to this change, delegation was only enabled on time tracking and financial business processes.  These changes will make the functionality available to human resources business processes. 

  If you have a step in the process, you will be able to use the "Request Delegation" task to temporarily delegate your work to an appropriate individual because you will be out of the office or otherwise unavailable to complete or approve transactions in Workday. Delegation will be available for the business processes listed below.

• Add Additional Job  
• Assign Costing Allocation (Cost Center Manager was added with the position control project)   
• Change Job  
• Change Organization Assignments for Worker  
• Create Payroll Accounting Adjustments  
• Edit Position 
• Edit Position Restrictions  
• Job Requisition  
• Period Activity Pay  
• Request Compensation Change   
• Request One-Time Payment 

This expanded functionality offers the benefits of (1) a formalized process for assigning work to appropriate and responsible parties when planning time away and (2) assurance that your time-sensitive tasks have been appropriately delegated and can be managed in your absence, thereby providing peace of mind while away.

  Delegation requests should be for 30 days or less unless there are extenuating circumstances (e.g., employee on a leave of absence) that may require up to 180 days of delegation. Refer to the  delegation job aid  in the Administrative Resource Center for more information. Additionally, an enhancement was made to include the worker job profile on the "Delegations History - OSU" (Tableau Report). Please make sure to monitor the report monthly to ensure delegations are appropriate.  

Careers at Virginia Tech

Administrative and fiscal coordinator, field operations and administration.

Apply now Back to search results Job no: 529511 Work type: Staff Senior management: Agriculture & Life Sciences Department: CALS Extension Location: Richmond, Virginia Categories: Business / Accounting / Finance, Administrative / Clerical

Job Description

This position works independently with general direction from the Senior Associate Director for Field Operations and Administration for Virginia Cooperative Extension. This role provides administrative support to the Senior Associate Director for Field Operations and Administration and supports the functions of Extension’s district office coordinators. This team supports office functions throughout unit offices and serves as a resource for policy and procedure information and training programs. This role partners with district office coordinator and may function as a back-up to the district office coordinator in special circumstances. The essential duties for this position include performing the administrative, fiscal, and business functions, including ability to address routine and nonroutine fiscal issues; independently respond to requests for information or materials by phone, electronically, or in person; preparing and processing purchasing, accounting, and travel forms in Banner; knowledge of university, federal and state policies and procedures; oversee key civil rights compliance documentation; maintain accurate timely expense reports, including preparation of monthly reconciliation of budget reports for the unit; ability to work both independently and collaboratively; complete special projects and other duties as assigned with professionalism and tact and a service mindset.

Required Qualifications

Bachelor’s degree in business or related field, or equivalent level of training and experience. Experience in scheduling and coordinating the daily operations of an office with minimal supervision; performing tasks that support the operation of a professional office environment; demonstrated computer skills in word processing applications, database management, electronic spreadsheets, e-mail and the internet; strong communication and interpersonal skills; experience managing time effectively for prioritizing multiple tasks. Experience with financial duties, such as reviewing and processing procurement transactions, monthly reconciliations, and accounts receivable and payable transactions with accuracy to comply with university policy, state and federal regulations.

Preferred Qualifications

Demonstrated competency in matters of diversity, equity, and inclusion. Demonstrated experience maintaining accounts and personnel records; strong knowledge of accounting principles, experience with Excel databases, Banner, Quicken, and an understanding of Commonwealth of Virginia policies and Generally Accepted Accounting Principles (GAAP); Experience with grant management. Knowledge of federal, state, and university civil rights laws and policies; Experience in a Cooperative Extension, college, or university setting. BS degree in an applicable discipline.

Appointment Type

Salary Information

$45,000 - $52,000

Review Date

June 13, 2024

Additional Information

The successful candidate will be required to have a criminal conviction check.

About Virginia Tech

Dedicated to its motto, Ut Prosim (That I May Serve), Virginia Tech pushes the boundaries of knowledge by taking a hands-on, transdisciplinary approach to preparing scholars to be leaders and problem-solvers. A comprehensive land-grant institution that enhances the quality of life in Virginia and throughout the world, Virginia Tech is an inclusive community dedicated to knowledge, discovery, and creativity. The university offers more than 280 majors to a diverse enrollment of more than 36,000 undergraduate, graduate, and professional students in eight undergraduate colleges , a school of medicine , a veterinary medicine college, Graduate School , and Honors College . The university has a significant presence across Virginia, including the Innovation Campus in Northern Virginia; the Health Sciences and Technology Campus in Roanoke; sites in Newport News and Richmond; and numerous Extension offices and research centers . A leading global research institution, Virginia Tech conducts more than $500 million in research annually.

Virginia Tech does not discriminate against employees, students, or applicants on the basis of age, color, disability, sex (including pregnancy), gender, gender identity, gender expression, genetic information, national origin, political affiliation, race, religion, sexual orientation, or military status, or otherwise discriminate against employees or applicants who inquire about, discuss, or disclose their compensation or the compensation of other employees or applicants, or on any other basis protected by law.

If you are an individual with a disability and desire an accommodation, please contact Lonnie Johnson at [email protected] during regular business hours at least 10 business days prior to the event.

Advertised: May 16, 2024 Applications close:

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Savvino-storozhevsky monastery and museum.

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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