Usually, Human Resource Managers Have Heavy Duties, Because Not Only Must They Help Organizations Attracting Specialized Forces And Are Responsible For Training Employees And Programming To Hold Specialized Courses With Them, But They Must Also Help Organizations In Other Areas, Such As Managing The Experience Of Employees.

In this article, you will learn five essential skills that will help you perform your role as a human manager better.

The human resources manager is responsible for planning and implementing all activities and policies related to the company’s employees. In most companies, this person is at the top of the pyramid, reports directly to the CEO, and often collaborates with the board of directors. The human resources manager usually recruits, trains new employees, engineering organizational processes, evaluates performance, and reviews employees.

In some companies, the human resources manager is considered one of the leading members of the board of directors. Therefore, it is necessary to have sufficient knowledge about several points. And in this article, we mention five essential skills that a human resources manager should have.

1. Holding an employee evaluation survey 

It shows employees that their ideas and opinions are essential and that the organization is taking action to improve the work environment and employee experience. Usually, it is suggested that the employee survey results are archived and not made available so that it does not inadvertently cause bias, and corrective actions can be taken based on the study.

Employee surveys and implementation of periodic performance evaluations identify the strengths and weaknesses of managers’ performance, policies, technologies, and company procedures. They can lead to operational improvement, cost reduction, and employee job satisfaction. The employee survey results will affect all aspects of the organization, not just the human resources unit.

Many companies do not believe that employees are one of the essential sources of creativity and innovation. While with the help of employee surveys, it is easy to ask them to suggest solutions to improve work procedures and processes.

2. Manage and discover human capital

Talent management refers to predicting the human capital needed by an organization to achieve its goals and planning to respond appropriately to this need. This term was first mentioned by McKinsey & Company in 1977 in the form of an article, and in 2001, it gained attention with the publication of the book War on Talent. Talent management is the application of integrated activities that organizations use to ensure the supply (attraction, retention, motivation, and development) of their needed forces – now and in the future – and emphasizing that talented people are one of the primary resources of the organization.

They go; their goal is to maintain the flow of talent. Sometimes it is assumed that talent management is defined only for the critical people of the organization. Still, every person in the organization has talent, but some are more talented than others. Therefore the talent management process should not be limited to a small number of people.

Talent management is the science of using strategic management of human resources to create value for a business and achieve the organization’s goals. All activities to recruit, retain, develop, and reward employees are part of talent management. A talent management strategy should be aligned with the organization’s overall design.

3. Employee experience management

Implementing employee experience management requires changing the perspective of human resource managers and creating broad channels of mutual feedback and continuous interaction in the organization. This means redesigning the organization in the three axes of technology, culture, and physical environment to improve the employee experience.

An essential part of an employee experience management program is a variety of employee surveys. What employees experience during their interactions with various job components such as the company, colleagues, customers, work environment, and managers is called employee experience.

The employees’ experience shapes their knowledge and perspective about the job and leads to their favorable and unfavorable behaviors. Employee experience management helps shape positive employee experiences.

The focus of this approach is on employees as the most critical factor in the formation of customer experience. Employee experience management emphasizes employees’ personal and professional development beyond common concepts in human resource management.

4. Do not neglect the strategic management of human resources

Strategic human resource management is a process in which the current and future human resources needs are determined for an organization to achieve its goals. Human resource planning should be viewed as a link between human resource management and an organization’s overall goals. The aging population of employees in most western countries and the increasing demand for elite employees in developing countries indicate the importance of optimal human resource planning.

According to the definition of Bola and Scott, human resource planning is a process during which the human resource needs of an organization are determined, and planning is done to meet these needs.

Riley defines this process as an organization’s efforts to estimate labor demand and evaluate the size, type, and sources of supply that will meet that demand. Human resource management planning includes creating a brand for the employer, retention strategy, flexibility strategy, talent management strategy, and selection strategy.

Strategic human resource management is based on three assumptions: human capital is the primary source of competitive advantage, employees are the ones who implement strategic plans, and a systematic approach must be taken to determine the organization’s destination and how to achieve it.

5. Don’t neglect organizational culture

It is a set of values, guiding beliefs, understandings, and ways of thinking that are common among the members of the organization and are sought by new members as the correct ways of doing things and thinking; it is called organizational culture.

Organizational culture includes values ​​and behaviors that contribute to the organization’s unique social and psychological environment. Culture consists of the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits.

The definition of organizational culture can be visualized by four aspects: collective behavioral rules, norms, and rituals for internal and external organizations, patterns of interaction of employees and groups with each other, and interaction with customers and stakeholders.