Duties of a HR Generalist Roles & Responsibilities Human Resources 1.

Induction & Joining Formalities: Plan, organize, and conduct induction programmed for the new joiner. Complete the joining formalities i.e. collect the required documents, creation of login id for attendance. 2. Formats of all the letters Offer Letter Appointment letter Increment and Promotions letter Confirmation Letter Experience Letter Relieving Letter Warning Letter Termination Letter Address Proof Letter Training Letter 3. Formats and Forms Interview Assessment Form Employees Joining Report Leave Application Form Reimbursement Form Exit Formalities Form No Due Certificate 4. Attendance, Payroll & Salary Administration: Maintain the employee attendance in Time Management System and generate the attendance report by online system for the salary process. To coordinate with the finance for monthly payroll system, make necessary entries for new joiners, separation cases, unpaid leave. Follow-up with Bank for timely credit of salary & Issuing salary slips. Policies.5. HR Implement, review, redesign and introduce HR Manuals with policies and uploading in the systems. Administration6. HR & Welfare: Offer release, bank account opening, ID card coordination, sending details to the support

staff. Clarify the Employee Grievance and various issues/queries on Leave policy, Salary payment. Maintain the notice board with the information about Thought of the Day message, Employee of the month announcement, articles on weekly and fortnightly basis Maintain HR files and employee information in various reports like employee database, employee CV's, preparing all HR letters and certificates etc. 7. Full & Final Settlement and Exit Process: Conducting exit interview process for resigned, quit / terminated employees Coordinate & manage the Full & Final Settlement with the help of finance division and sending circular to other departments at the time of relieving of an employee. (BUT WILL BE RELEIVED ONLY AFTER THE REPORTING HEAD SIGNS IN THE NO DUE CERTIFICTE AND EXIT FORM) Analyzed the issue by giving warning through verbally or written by issuing warning letter till termination of employees due to continuous absenteeism, no prior intimation before taking leaves, unable to reach assigned targets, lack of ownership & responsibility etc. 8. Compensation: Understand the salary structure and working with the structure. (for: example basic should not go more then 50% of the gross) selection policies, attendance management system, exit interviews, transfers & redeployments as per staffing projections. Handling Salary negotiations, increments, and compensation administration.

A Day in an HR-Generalists Life

by Nabomita Mazumdar on November 9, 2010 Every day is an opportunity to make a new happy ending.- Author Unknown Life as an HR generalist is different every moment. Even though the pattern may seem repetitive the uniqueness lies in every situation. A day begins with the communication through emails and meetings on HR processes. Ideally it would take an account of few escalations which have been received as of date and needs to be resolved on a priority basis. The trouble shooting begins with detecting the bottleneck and strike a solution to it. The risk mitigation is done for the future processes and avoid every collateral damages that might have happened in the meantime. For e.g.: During the performance appraisal an employee was explained the future goals but did not understand it, hence asked no questions. After the letters are distributed the employee expects a greater hike and a promotion. The employee is willing to resign if these requests are not considered. Hence, the discussion in the meeting held earlier, needs to be referred to make sure that the employee was made aware of the role which would be offered in the letter. Hence the training program was discussed along with the goal and career path in the horizontal shift was shared. Tradeoff needs to be shaped to

ensure the engagement level through the performance measures. The employee needs to agree to the conditions mentioned and find the benefits in them, accordingly. Such escalations once managed needs to be followed up with counselling to ensure no damages have happened to the engagement level of both the manager and the reportee. This communication would be recorded in the employee file. The day would further unfurl into managing other escalation due any disciplinary breach or any non-adherence. Once the escalation has been managed for the day, certain HR initiatives and organizational developmental program would be focussed. In case any program needs to be initiated, prepare towards it and implement as planned. For e.g.: If a new banding and grading structure is supposed to be implemented within the next quarter, tasks including collecting data and preparing for the broad banding exercise. Discussions with the business leaders and coordinating focus group meetings with the employees would be scheduled. The expectation of the employees and requirement from the management team would be drafted accurately. This would further require several communications to be shared across every level in the continuum. The mapping of the new grades and the salary structure needs to be explained to every employee through town halls and mass mailer. This would build confidence among the employees and ensure seamless implementation. Every day, the HR would require finishing the task scheduled on a daily basis, for this project. This would then be followed by employee one-on-one. The employees would need to speak to the HR. They may have email id and telephone- helpdesk, yet the human interface would be required at certain cases. The employee interaction would further roll to solution oriented tasks. It may get closed the same day or roll into the next working days. For e.g.: If an employee has a difference in understanding of any organization policy such as benefits or success program. They may raise a request to meet their respective HR and discuss it. Escalation such as open door to HR necessitates to be attended on a priority basis. Any email communication would follow the same grid. Apart from these inter-vertical interactions, any training or coaching requirement within the HR team would be dealt with. If the team members require any information and understanding in any area of HR, including the strategic, operational and technical user interface, they would be endowed with class-room based and on-thejob training sessions. The team may further have queries on HR functions to be delivered, hence they would need leadership to guide them to the right source of knowledge. Finally conduct meetings with the business leaders to plan any future programs for their specific teams. Troubleshoot any escalation due to a glitch in an existing program which is being managed by the members under the leaders guidance. Cul-de-sacs would be redirected to ensure continuity in the processes. There would be certain days where organizational development activities would dominate other areas. These may include orientation programs, town halls, employee engagement based events such as Idea Platform, process improvement, audits and etc. The day would end meaningfully with the fact that the best effort was put to find the right solution and add more value than what was created yesterday. In the words of Steve Maraboli, Today, many will break through the barriers of the past by looking at the blessings of the present. Why not you?

Tuesday, May 27, 2008

10 Things I Learned From Working in HR

An earlier post from 2008: Are you thinking about a career in HR? Are you a line manager considering giving HR a try? Or, how about a training or OD specialist, considering a cross-functional developmental assignment as an HR generalist? A while back, when I was a training director at a large multinational, thats exactly what I did. I was advised that if I wanted to be considered for a VP position, Id have a better chance if I ventured outside the corporate ivory tower and took a development assignment as an HR generalist out on the front lines. After all, there was only one training and development VP job, but over a dozen HR VP jobs. The same seemed to be true on the Monster and Yahoo job boards about a 5 to 1 ratio. The thinking was that even if I came back to OD/training & development, Id be a stronger specialist, having gained valuable cross-functional experience. At first I was skeptical. For one thing, although I never worked in a pure HR role, I had a good amount of exposure, and didnt like what I saw. It just didnt seem like a good fit for me. And what about my lack of HR experience? Dont worry about that, I was told by my advisers. Youve got all of the important, transferable competencies; you can learn the technical parts (that bit of advice from a VP that had a staff of minions to do the technical parts for her). So I said what the hell, and gave it a shot. For eighteen very long, painful months. I survived barely. It turned out to be one of the most developmental experiences of my career. Here are the lessons I learned: 1. The importance of Excel - and Access, and pivot tables. For my entire career, I had somehow managed to achieve success without having to learn Excel. Most of my work could be achieved with dazzling PowerPoint models and Word documents. I quickly learned that HR generalists need to crunch a LOT of numbers. Performance appraisal correlations, adverse impact analysis, restructuring costs, incentive plan payouts, and a staggering amount of other calculations. And the numbers actually had to be correct. 2. HR clients expect the right answers and quickly. Theres little tolerance for maybe, it depends, or Ill get back to you on that, responses that served me so well in previous roles.

3. Work shifts from a few big projects to one never-ending series of tasks. In most of my roles, I always had 6-12 big projects that I was juggling. Every day you might push 1-2 boulders a few more feet. As an HR generalist, tasks get added to a running to-do list faster than you can cross them off. Theres no such thing as done at the end of a day. Some days it felt like the classic I Love Lucy chocolate assembly line episode. 4. HR is a 24/7 job. Hiring and firing doesnt take time off or a vacation. You cant leave an OOO (out of office) email and shut off your cell phone for a few days. 5. HR Generalists have to know a lot about everything. Duh. And no, the technical part of the job cant be learned in a few months or through a SRHM self-study certification program (hey, it was better than nothing!). I gained a whole new appreciation for the HR vet that maybe wasnt deep in succession planning or team development, but knew enough to get by, along with thirty other things I knew absolutely zip about. 6. The value of a strong HR admin, HR VP, and a supportive team. An HR admin knows about and takes care of all the little technical details involved with on-boarding a new employee, ADA, FMLA, and the EEOC. A strong VP knows how to go head-to-head with tough executives, strategically position the function, coach and inspire. Unfortunately for me, I had neither. But I was blessed with a supportive and patient team that helped keep me from drowning. 7. An effective HR pro really needs to understand the business strategy and every function of the business. For me, that was the most developmental part of the experience. It wasnt learning how to design compensation plans or write a legally defensible restructuring plan. I had the opportunity to learn all about marketing, engineering, research, product development, manufacturing, sales, acquisitions, and strategic planning. Ive been fortunate to work in companies where HR has a seat at the table, and I learned a lot of business acumen from sitting at that damn table. 8. HR can be a lonely, isolated role. Its kind of like police work it makes for difficult family or neighborhood barbecue chit-chat. Its important to network, internally and externally, in order to share best practices and hang onto a thread of sanity. Or have a good shrink. 9. What its like to struggle in a job. This was a personal character lesson learned for me. I had always had stellar performance appraisals, promotions, and the prestige of high potential status. For the first time in my career I was average, or even below average in many aspects. It felt like my golf game. Ill always have an appreciation for what it feels like to be in over your head. 10. Finally, I learned the value of HR and a competent HR pro. Even though I personally hated the experience, Ill always appreciate how demanding the role is, and how critical the role can be to the success of any business.

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