QUALITIES AND SKILLS REQUIRED BY HR MANAGERS IN THE FOLLOWING INDUSTRIES:

 

 1.     MANUFACTURING INDUSTRY

• COMPENSATION: Compensation expense is the second largest expense business expense next to raw materials. HR leaders must determine the right mix of base pay, variable pay and benefits that motivates and retains high performers, and align the salary program to performance markers for the companies, teams and individuals.

• RECRUITMENT ACQUISITION: Declining interest in the manufacturing sector among the younger generations is due to the perception that manufacturing is not cutting edge as other industries. HR leader should recruit talent at all levels of the organization in a cost-effective and timely manner.

• PERFORMANCE APPRAISAL AND MANAGEMENT: HR manager should design and implement the formal employee appraisal programs internally or use outside consultants to assist with the process to ensure that the process and tool are aligned with the organization’s goals and draw upon current best practices.

• TRAINING AND DEVELOPMENT: The degree to which employees are engaged has a direct impact on profitability. HR leaders need to effectively manage all areas of training and development whether by mentoring, contracting for off-the-shelf programs and study courses, hiring outside consultants, or leveraging train-the-trainer programs offered by suppliers.

 

 2.     INFORMATION TECHNOLOGY INDUSTRY

• Accomplishes information technology staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counselling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures.

• Maintains staff by recruiting, selecting, orienting, and training employees; maintaining a safe and secure work environment; developing personal growth opportunities.

• Maintains organization's effectiveness and efficiency by defining, delivering, and supporting strategic plans for implementing information technologies.

• Maintains professional and technical knowledge by attending educational

workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies.

 

 3.     EDUCATION INDUSTRY

• WORKPLACE READINESS: Human resources is moving into the classroom. High schools and colleges are putting more emphasis on workplace readiness. Student jobseekers still need Math, English and grammar skills, but may fail in the workplace because they are not ready for the harsh realities of a regular work schedule. Some school districts are forming career education advisory councils, made up of local business and industry professionals, to help create programs based on the reality of everyday work.

• SOFT SKILLS TRAINING: A new employee may have graduated at the top of her class, but may not know how to compromise or effectively work with a team. She may not have any idea of how to manage time or multiple work assignments. These soft skills are essential when working with others to produce a common result. This type of essential human relations education teaches new employees how to get along with co-workers and interact effectively.

• INTERPERSONAL COMMUNICATION: The Internet and communications technology such as Skype and video conferencing are quickly replacing the stand-up two-day training session or corporate meeting. Public speaking, making proper introductions, presentation skills, and the use of media and visual aids are everyday requirements in today's workplace. Human resources often considers experience and education in these skills a plus, giving one candidate an edge over another.

• WORK-READY COMMUNITIES: State and local governments are using education to gain the competitive edge. Through training, education and job-profiling, individuals, companies and communities can take advantage of training, assessments and certification. Certification gives human resources a measure of comfort knowing that the candidate has already qualified under this program.

 

4.     RETAIL INDUSTRY

• INCREASING EMPLOYEE PRODUCTIVITY: In an era of cost-cutting and wafer thin margins, HR has to focus on building manpower efficiencies and on ways to enhance employee productivity on an

ongoing basis.• MANAGING EMPOWERMENT VS. CONTROL: Retail organizations are

heavily decentralized and have a distributed structure. Given this structure, HR has to balance empowerment at a store level with the necessary controls.

• MANAGING COMPENSATION EXPECTATIONS: The retail industry operates with wafer-thin margins, and therefore should manage compensation expectations in a situation of scarce talent. The compensation structure has a substantial variable component that is linked to store performance. This additionally brings in challenges in terms of employee rotation into new roles across the stores.

• MANAGING ETHICAL DILEMMAS: With a very young and heavy decentralized working population as well as store supervisors in age groups often ranging from 21-26, the organization often has no visibility on the interactions that happen between the store and the suppliers across India. There is a need for HR to ensure that no ethical breaches exist in these interactions between store level employees and suppliers.

 

 5.     TOURISM INDUSTRY

• WORKFORCE PLANNING: One of the critical dimensions for tourism to be successful is its work force. Workforce management is not a new phenomenon. However its importance has been recently recognized particularly in the fields of managerial implications and impacts in tourism in developing countries. One of the critical point of concern is the ambiguity of the work functions and work environments of tour guides and representatives of tour operators. There is an increasing need for human resource managers to effectively strategize and implement the role and functions of a tour guide to provide quality services to potential tourists.

• RECRUITMENT: Human Resource Management plays an important part in recruiting and training potential tour guides so that they provide knowledge and information to potential tourists. The tour guides is one of the main determinants of a successful tour experience and hence the quality of service provided is of extreme significance.

• INDUCTION, ORIENTATION AND ON-BOARDING: The human resource team is responsible for providing proper induction, orientation and on the job training to newly recruited tour guides. Tour guides must be provided with specific details on organizing and conducting a tour successfully. The tour guides must know that tourists expect their tours to be entertaining, enjoyable, safe and

educational. Also the tourists expect good quality comfortable accommodations and varied food which may satiate the gourmet.

• SKILLS MANAGEMENT: A tourism industry in an area is successful if the tour guides in that particular area have the skills to provide an enriching tourism experience to the potential client. They act as the front line staffs that are responsible to provide authentic information to tourists. A tour guide must have good communication and interpersonal skills. They are the ones who sell a tour package and are wholly responsible for ensuing satisfaction to tourists.

 

 

TAKEN FROM:

1.http://www.theoverturegroup.com/blog/6-hr-functions-that-drive-results-in-manufacturing/

2.http://smallbusiness.chron.com/importance-human-resource-developments-education-15293.html

3.http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-descriptions/information-technology-manager-job-description-sample.aspx

4.http://www.shrmindia.org/hr-buzz/blogs/shrm-india/role-scope-and-challenges-hr-retail

5.http://writepass.com/journal/2012/12/human-resource-management-practices-that-improve-the-service-quality-of-tour-guides-in-the-tourism-industry/