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What is it like to be a Certified Human Resources Manager?

What is it like to be a Certified Human Resources Manager?
What is it like to be a Certified Human Resources Manager? Let’s talk about it.

Being a certified Human Resources Manager is a very responsible and difficult task. On the one hand, you need to combine analytical skills and know the psychology of a person to be able to judge each candidate who responded to an interview within 20-30 minutes.

On the other hand, you must be able to convince the candidate, to grab his interest in the position sought.

From the third point of view – you must be legally and administratively familiar in detail with the Labor Code and more precisely in the points, paragraphs, and articles for the administration and calculation of staff remuneration.

On the positive side, the department can include the organization of all kinds of parties – for the company’s birthday, Christmas and Easter and themed meetings for the handwriting of staff, team building, organization of internal and external training, and others.

The role of Human Resources

The role of human resources is multifaceted in another aspect – the people in the HR team must be the balancers in an organization.
At the same time, they must “serve” the staff and the organization (servant), but at the same time be their mentors and leaders (guides).
In English, the role sounds better terminologically, so I will quote it: “Servant-leadership”.

The role of the Certified Human Resource Manager is quite specific and individual for each organization. Reference: BVOP Certified Human Resources Manager.

In some organizations, the manager is directly obliged to monitor the process of selection and termination of employees, to ensure the correct calculation of monthly salaries, the determination of bonuses, according to the set budget.

While in another type of organization it can monitor the development processes of the hiring, payroll, and Policy teams, relying only on statistics on a monthly/quarterly basis of hired-fired, revenue-expenditure calculations relative to the budget by department, market trends, and the optimization of the processes in the teams, communication with the management of the company, etc. Reference: Human Capital and Human Resources

Diversification of the HR team based on the experience of employees

The additional topic I want to discuss is why it is important to have a division of labor, the so-called diversification, to the HR team based on the experience and routine of employees.

For me, a good team is a set of very different in character, mentality, and qualities people with different knowledge, interests, and strengths and weaknesses in themselves, who are motivated by a common goal in the organization and follow written rules and processes for development. you are in the team and the organization as a whole.
For example, younger people (30-40 years old) are still “hungry and thirsty” for professional development.

They aim and dream of standing as high as possible on the career ladder.

They dream of achieving everything in the given organization within 2 to 5 years.

From “trainee in selection” to reach managerial positions in the company. Reference: https://www.kosovatimes.net/

The advantage that the given head of the human resources department can use is not to stop this zeal of the youth and to slightly model the given employee by showing him the steps, to reach the desired goals for him. To be his mentor – to show him successful practices, courses, literature, and other materials with which the young aspiration to consolidate into knowledge, based on which the employee has the confidence and readiness to move to the next “career step”. Reference: Human resources and culture, https://www.worldforgemagazine.com/human-resources-and-culture/

Let’s look at another profile – people in the age range 40-50. They are kept for more settled and specialized profiles, more of them should be emphasized for security and stability in the company. Firm and secure remuneration with real insurance and the desire for long-term employment are important aspects that the manager can ensure in the long run to have this type of specialist available.
This type of people must be shown that they are valued and important in the organization, to rely on them, for example, to monitor payroll processes, check the statutory procedures in the labor code, training of new employees in the HR team, the introduction (onboarding) of new team employees.

Finally, let’s look at the age range of 20-30 years. These are usually employees without solid work habits, usually university graduates, not oriented in their career development. Reference: Build good habits in just 90 days https://www.dobrojutro.net/build-good-habits-in-just-90-days/

Their approach must be different, they are often impatient, uninterested to understand the depth of each process and / or stage of development of a working ideology.

This type of employee must be approached with a different attitude.
Where possible, “small pieces” of knowledge should be given, basic skills for working in a corporate environment should be developed, young employees should be stimulated with a certain type of bonus, based on achieved results, and the remuneration does not have to be in the foreground. , but rather the emphasis should be placed on building and training an employee who can be entrusted with more serious and responsible tasks in the medium term.

Example

For example, in an organization, we have – 6 people in the HR team – 1 Head (Manager), 3 socialists (30-50 years old), and 2 junior specialists (20-30 years old).

The manager must organize the procedures in such a way that:

One (senior) of the specialists to take care of the monitoring of the payroll, be it external or internal, the administration of the staff (registration of employment contracts, submission of declarations/deregistration by the NRA, submission of reports to the National Social Security Institute) and to be the main focus and support the manager with their knowledge and routine.

The second to engage in the selection process (run ads and conduct interviews with approved candidates of the company), summarizing the information of the HR manager and at the same time communicate with the managers or team leaders of individual units with the organization to understand their needs and vision for future team development.

The third takes care of the rest of the work – the introduction of new staff, training of employees in the team, to answer any questions of the staff of the organization, the preparation of team building and other events (recording exhibitions, socially responsible activities, etc.), this employee it would also be nice to conduct interviews.

For the two young staff, it remains to learn the processes, how the company works, and the main tasks such as connecting with potential candidates, designing and describing the specific ad that should be placed in the various job search platforms. Looks pro-actively for candidates on social networks, forums, and student organizations.
As here comes the bonus system, based on the achieved results, which I talked about.
It should encourage young staff in the team, earn a good average income, based on called candidates, quality invited potential employees of the company, good presentation skills on the phone, according to the positions sought, proper communication by email or internal platforms (SAP system) to track and record the work done every week.

It remains for the manager to lead the niche positions (department managers, team leaders, people for the HR team), to optimize the work processes in the teams, to give specific information to the top management, with whom he has to communicate and analyze, plan, budget and monitors the development trends of the company, based on future market movements and past results of the organization.

It is important to specify that all people under Head’s in the HR department communicate directly with him in case of questions and suggestions for optimization of the team, as the HR manager organizes the weekly reports of the department.

Why would you want a Human Resources Management certificate?

I want a Human Resources Management certificate, as I have been in a recruitment company for three and a half years.
The position I hold is a project coordinator.
Before joining this company, I had no direct contact with human resources.
The company believed in me, perhaps because until then I had experience in sales, and in recruitment agencies, this is an important feature, among the communication and presentation skills, which is the basis for good professional development. Reference: Business skills, management, and internal competencies and a sense of success https://w-europe.org/business-skills-management-and-internal-competencies-and-a-sense-of-success/

For three and a half years, which, in addition to hiring employees, I also managed the outsourcing projects in the company in various logistics and production companies.

I have developed skills for selection and management of staff, appointment, termination of staff, registration of persons in the office, submission of declarations, submission of sick leave, preparation of forms, preparation of official notes for income/maternity and others, organization of employees and management of working/rest time, determining the salaries of employees based on daily earnings or daily rate, planning, project coordination of projects, communication at different levels with managers (Reference: How Project Management and MBA (Master of Business Administration) can boost our careers) of different degrees in the organizations, budgeting of projects in which we are subcontractors, teamwork, diplomacy, empathy.

Qualities of the Certified Human Resources Manager

It is the above qualities that I believe can be useful for my development as a professional in the field of human resources.

The main quality that I have not added in the above paragraph is to be flexible to market changes and innovation in the development of various HR processes. For example, I can give the Agile methodology, which is mainly applicable in the IT development environment.

Based on the courses in Agile methodology I had the opportunity to implement the processes in the outsourcing projects of the company I work for and to optimize the management time as the implementation was not at the level of micro-management, but rather micro-planning.

The qualities that I think I need to develop in me to be able to build myself as an expert in the field are to have a sense, to know where and how I could influence a given candidate or employee in the company so that I can “make money” “His potential, in its full extent or to make him change his thinking constructively, based on our consensus opinion.

The qualities that I think would prevent me from developing my human resources skills are my impatience, someday, to wait for situations to happen on their own.

I always try to control the situation and want everything to be foreseen, but unfortunately, in today’s high-tech and fast-paced society, it is perfectly normal not to be able to foresee every obstacle that could occur as a mistake in the work process.

An example of this is the unforeseen sick leave or self-discharge of the employees I lead. That is why I always try to leave a “buffer” in the volume of work planned on a weekly or monthly basis so that I can isolate possible delays due to lack of staff in a given period of working weeks.

Another example of a quality that can hinder me is that I trust people and in some cases, my trust can turn into naivety.
From there may arise the case that my idealistic views on a given process and stage in these moments do not correspond to the current situation and there may be a discrepancy in the theoretical and practical activities that I perform.

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