Human Resource Department Management Report
Human Resource Department Management Report is a 16-page monthly that focuses on the daily management concerns of a corporate HR department. Some of the topics covered are: recruitment and staff retention, ideas on motivating staff for higher productivity, dealing with outsourced service providers, keeping up with the latest Internet products and HR information systems options and compensation strategies for the department and companywide. HRDM addresses cost control, and the continuing education of HR professionals by covering seminars, conferences, and meetings on relevant management topics. Reader surveys are also presented regularly.
April 2005 - Table of Contents
In a perfect world, HR managers would hire the best employees, and managers would shepherd them to ever higher levels of fulfillment, performance, and productivity.
The HR profession has come a long way from its “personnel department” genesis. Indeed, the terms, “HR profession” and “HR professional” have found a solid place in business vernacular. What’s hard to determine, however, even after years of HR department evolution, is the degree to which those terms mean something. Does HR, after all, get any respect?
When Johnson & Johnson’s (New Brunswick, N.J.; www.jnj.com) HR department addressed a memorandum to executives expressing the view that the company had potential “areas of vulnerability” to employment discrimination lawsuits, it did so with only the best of intentions: It was HR’s responsibility to identify and propose solutions for limiting the company’s exposure. But, was drafting a memorandum expressing these concerns the most prudent way for HR to communicate the message to executives?
Employee retention is now a priority at even the highest levels of management. In fact, retention of key workers took the number-one spot (87% of respondents) among the top three business success factors for 2005 in a recent PricewaterhouseCoopers Trendsetter Barometer survey (www. barometer surveys.com). An integral player in retention is HR’s process for exit interviews with the employees—often your most valuable talent—who have slipped through your hands and are moving on to another job.
Most payroll processes today are an amalgam of external and internal HR systems, making the separation of employer and vendor much fuzzier than in the past. This adds a certain level of complexity when the time comes to retool, upgrade, or even replace your payroll system, HRDMR has found. So before you answer the siren’s call for a “new and improved” payroll system, consider the following:
Although online recruiting systems hold great promise for your recruiting efforts, various problems including legacy systems, corporate security systems, and redundant applications can slow HR department efficiency to the old paper crawl you were trying to speed up by using technology.
Automated Applicant Tracking Saves 30 Hours Per Week
Issue: Streamlining processes to ease the administrative burden on both HR and management at a 200-employee television broadcasting company in the Midwest.
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