Human Resource Director
Job Description of Human Resource Director
Human resource director plans, designs, as well as executes human resources policies and programs for compensation, benefits, health and safety, staffing, training, and employee relations. The position needs a bachelor’s degree within related fields; moreover, at least seven years of work experience within the human resources management field. Human resource director requires a broad degree of latitude and creativity. The candidate must be familiar with practices, procedures, and concepts of the field. Depends on experience as well as judgment to plan as well as accomplish objectives. Human resource director executes numerous tasks like directing and leading others’ work.
Work Activities
- Recruiting staff through preparing job description as well as job advertisements; making-decision on how proper to advertise
- Designing human resources strategies or techniques with line managers through taking into consideration immediate as well as long-term requirements of staff
- Responsible for short listing job applicants for interview by use of many selection methods, for example, psychometric testing or interviewing for shortlisted candidates
- Advising and interpreting on employment legislation; design and execute policies on many of work matters, for example, disciplinary procedures, working conditions, equal opportunities, absence management, and performance management
- Advising on compensation and other matters, including benefits and promotion, maintaining staff records and administer payroll
- Analyzing training requirements in consultation with line managers; developing as well as delivering training such as staff inductions
- Listening to disputes or grievances as well as executing disciplinary procedures
Work Conditions for Human Resources Director
Travel, which is not a usual part of the daily functions, though attends off-site seminars or meetings. Working hours for human resources director are primarily office hours, with special extra hours.
Job Specification for Human Resources Director
The candidate must possess a seven to ten of progressive responsible positions within human resources, desirably within a similar sector within two different companies. Human resources director must have experience in supervising as well as managing a skilled staff.
Education as well as Training Requirement
The candidate for human resources director must be a bachelor’s degree holder of commerce or other related fields. Advanced human resource certificate or Master’s degree is an added advantage. The candidate must be able to:
- Make informed decisions dependent on statistics and data
- Demonstrate budgeting and financial management skills
- Structure salary, as well as benefits packages, ; moreover, measure their success
- Leverage advanced skills and knowledge to excel as a human resources compensation as well as benefits director or manager
- Identify strategies to design as well as conserve human resources
Human resources director must be a strong communicator, both in writing and speaking business presentations as well as interpersonal communication. HRD should show teamwork skills, capacity to improve productivity, continuously enhance approaches, techniques, as well as departmental contribution through being cost-sensitive. Human resources director must show a high level of unusual common sense and confidentiality and should be committed to endless learning (US & US, 2012). Moreover, human resource director should be an expert in employment relations, laws, and communication. HRD must show capability of seeing the bigger picture as well as offering strategic and useful input and advice across the firm as well as on the executive team (US & US, 2012).
Human resource director must have the capability of working in a setting of constant change, familiarity working within a flexible, worker empowering job setting. Besides, possess skill and experience with the tools or techniques of the trade within human resources including file management, HRIS, Microsoft Office (MS) suite of products, as well as benefits administration (US & US, 2012). Human resources director should also have experience or familiarity in change management and organizational development.
Compensation, as well as Benefits, Package for Human Resources Director
Compensation involves direct forms like base, incentive pay, merit, as well as indirect forms like deferred payment, vacation pay, as well as health insurance (Jon & Randy, 2012). The median national yearly salary for HRD is approximately 99720 dollars. Actual salaries can differ largely dependent on specialization in the field, experience, and location (Jon & Randy, 2012). The process of designing compensation, as well as benefits package, begins through identifying preferred goals and outcomes for the firm. It denotes the development of organizational philosophy. The philosophy is established based on the balance between indirect and direct rewards, the duty and complexity of the candidate, and the concentration on external against internal equity. In the establishment of compensation, as well as benefits package, , the capability of achieving outcomes is significant for organizational success (Jon & Randy, 2012).
The next step entails developing statement of overall goals. It explains ways rewards program meets the needs of employee(s), business, customer(s), and shareholders. Every reward element must have a defined task (Jon & Randy, 2012). The following step involves creating relative significance of compensation. The program must elucidate ways rewards matches other firm identifiers. For example, it states if the firm is known for culture, leadership, size, or technology. Besides, the program it states whether the firm is known for compensation plan. Moreover, the compensation plan must consider firm’s reputation (Jon & Randy, 2012).
Compensation, as well as benefits package, should have performance measures. Compensation program must identify criteria of performance to be rewarded as well as define levels of measurement. The designed program outlines the extent rewards are anticipated to motivate action of human resources director (Jon & Randy, 2012). The program has competitive reference points. It describes comparative group for the offered reward package, which may include geographic or the competitors of the firm. It entails defining benchmarks for the program (Jon & Randy, 2012).
Competitive positioning through describing preferred position against a described market. The provided salary or remuneration is comparable with the sector average. Anything below sector average results in circulation of rumors. Consistency and internal equity of compensation plan. The program applies to each worker groups as workers anticipate uniform and fair treatment devoid of favoritism between employee groups. External and internal equity must balance (Jon & Randy, 2012). The plan will be reviewed regularly and refreshed. The responsibility and frequency for review requirements must be developed up front (Jon & Randy, 2012).
Employee benefits are normally voluntary; non-wage remuneration offered to workers in addition to usual salaries or wages (Jon & Randy, 2012). They include disability income protection, daycare, group health, vision or dental insurance, sick leave, and retirement benefits among others. The definite benefits for which human resources director is eligible can rely on the duration of work in a week one is scheduled for work, as well as geographic location (Jon & Randy, 2012). Human resources director will be offered group health benefits. The HRD will pay part of the monthly premium, and leave part of it to be settled from the deductions on pre-tax income.
The aims of compensation administration include effective, productive work maintenance, compliance with laws depending on what the firm can afford, and equitable remuneration (Jon & Randy, 2012). This is done to motivate workers to experience peace of mind resulting in increased productivity, as well as satisfaction, through being guaranteed protection of family in the event of a mishap in the group health insurance. Workers always have a sense of pride for their employer when they are contented with the offered coverage (Jon & Randy, 2012).
Through compensation as well as benefits package, employers can offer increased flexibility and access within worker benefits; workers may not only hire but also retain qualified workers. Moreover, the provision of employees’ benefits acts as the best way of controlling high-risk coverage using minimum resources and easing the firm’s financial burden (Jon & Randy, 2012). Besides, employee benefits improve productivity since workers are effective when guaranteed of their security and that of their families (Jon & Randy, 2012).
Performance Appraisal Plan to evaluate job performance of Human Resources Director
Developing a staff performance evaluation form that is to be filled for human resources director by the supervisor assessing job-associated performance for the 12-month rating duration. The staff performance evaluation from is to be availed within two distinct forms, one to be filled by the supervisor of human resources director and another to be completed by those supervised by human resources director. Another separate form to be provided is staff self-evaluation form.
SPAF (Staff Performance Appraisal or Evaluation Form)
The supervisor of human resources director utilizes this form. In addition, workers supervised by human resources director use the form. The form entails standards of performance and performance standards definite to as well as applicable to the position of human resources director. Staff self-Evaluation form (SSEF) is a distinct form, which is developed to offer a reflective and insightful review; moreover, promote dialogue between the employee and supervisor (Snell & Bohlander, 2013).
Additional form referred as annual goals forms is to be provided to supplement SPA (staff performance appraisal). This is a voluntary move towards the process of annual performance appraisal. The aim of the form is to assist human resources director and supervisors create goals at the start of the appraisal or evaluation year and, standards on which success can be measured or determined at the conclusion of the evaluation year.
There is provision of annual employees performance evaluation program memo, which outlines annual timelines and news about the evaluation plan. All the evaluation forms are to be availed as editable MS word files. Supervisor and employees supervised by human resources director are encouraged to fill in and save the SPAF and APA forms electronically.
Rationale for Performance Evaluation Plan
The performance appraisal or evaluation process for the position of human resources director is developed to appraise HRD’s performance over a definite duration. The process is designed to work well, and employee(s) (human resources director) and their supervisor are to plan together in building on strengths as well develop aspects requiring improvement. The performance appraisal process must restate expectations concerning job duties as well as performance standards. Discuss future growth opportunities as well as relating them to the needs of the organization. In addition, the performance appraisal must assess job performance verses previous expectation of the employee(s) (Snell & Bohlander, 2013).
References
Jon, M. W., & Randy, L. D. (2012). Human resource development (6th ed.). Cengage Learning: Mason, OH: South-Western.
Snell, S., & Bohlander, G. W. (2013). Managing human resources. Mason, OH: South-Western.
United States., & United States. (2012). Occupational outlook handbook. Baton Rouge, LA: Claitor's Pub. Division.
