Why do hr

After all, employees are the single biggest asset to any organization. It follows, then, that protecting their well-being is of utmost importance. Here are four ways HR helps support the emotional and career needs of employees:.

HR can provide career paths to help guide each employee to a long future within the company. HR can then check in periodically to further guide employees on their career paths. Sometimes the career growth mentioned above requires additional training. Your organization may provide educational assistance, and HR can help determine which classes and training programs would be best for an employee on his or her designated career path.

HR can help provide management guidance to managers, making sure that department and teams are as healthy and functional as possible. This may include periodically sending managers to formal trainings and retreats. HR can help support employees through any of these and other circumstances.

The HR department should regularly schedule one-on-one interviews with employees to check in on their career progression, comfort in their roles, and any other issues the employee may be having. Considering these responsibilities, employees should feel comfortable reaching out to their HR departments in these, and similar, situations:.

However, if HR genuinely cares about the well-being of employees, the culture will be one of openness and growth. Oh, and want to make your employees even happier? Offer pet insurance and 6-month maternity leave.

A great HR professional can have a profoundly positive impact on people just by clocking in each day. The daily duties of the job make employee welfare and happiness a matter of professional responsibility. Technology and automation can change an industry rapidly. Yet HR appears to be well situated for withstanding technological displacement.

The work you do in HR goes a long way in the professional development of other employees. With tools like performance reviews and exit interviews , human resources professionals can collect valuable information that guides performance improvement plans. This ultimately provides you the rewarding opportunity to not just improve the organization as a whole but also the individual employees you work alongside.

The BLS projects employment of HR specialists to increase at a rate of seven percent through , which is faster than average for all occupations. This career field, barring the unexpected, projects to be anchored on steady ground for years to come.

Companies will continue needing recruiters, benefits specialists and other HR personnel as they grow. Do you ever feel like you see trouble coming before everyone else does?

In this position, spotting and addressing a problem area is going to pay off. HR pros are on the frontlines of employee problem-solving. Because of this, they have the opportunity to smooth out organizational kinks before they become company-wide knots. The first day of any job can be daunting. The job of many HR professionals revolves around developing a quality onboarding experience that will ease the stress of a new job and ensure they are set up for success.

You have to stay on your toes when you work in HR. The first few weeks of a new job is daunting and providing a good onboarding experience can alleviate stress and get the new recruit off on the right foot and on the path to a successful job placement.

Most HR professionals relish the changing landscape of HR. Changes in government and business regulations contribute a lot to the variety in HR job roles keeping the job engaging. The day-to-day duties will constantly involve around interacting with people including conducting interviews or assisting employees with complaints or questions. You now have a lengthy list of reasons why working in the HR industry may be for you and is a rewarding career choice.

Email Address? As talent management becomes a make-or-break corporate competency, the HR function is responding with a shift from managing the monetary levers of human resources—compensation, benefits, and other expenses—to increasing the asset value of human capital, as measured by intangibles such as employee engagement. We have participated in the sort of nitty-gritty tasks that constitute this redefined HR and have observed the practical results—all the while weighing the implications for our own careers.

True, our experience is primarily with professional services firms. But such people-dependent businesses are at the cutting edge of talent management because they face some of the most daunting challenges in that area, including employee turnover rates that require some organizations to replenish virtually their entire ranks every five years. In business school, we were trained to seek out underappreciated investment opportunities and to create value in surprising places.

Unlike our peers searching for bargains in private equity or at hedge funds, though, we see the deepest discounts in the complex task of identifying, attracting, developing, and deploying people.

We also see an undervalued and underpriced asset in the HR function itself, one that is poised to appreciate significantly. Like the smart value investors we learned to be in business school, we wanted to get in early. Salespeople shout out prices while the digital ticker overhead scrolls unrelentingly. I spent five years before business school in debt syndications, so the scene is familiar. The projects involve groups of six to eight VPs who tackle current business challenges.

A London managing director originally from the country being considered quickly takes us through the business case for pushing into the market: the regulatory situation, the economic growth picture, the possible first-mover advantages.

Action-learning projects like this one are among the numerous leadership-enhancement programs for senior executives that we use to simultaneously meet individual development and overall business goals. Not all the initiatives achieve this perfect blend, of course, but several have yielded new lines of business and notable cost savings. I spend much of my time on analytic work in front of a computer, evaluating where the firm is in its deployment of talent and designing new programs to get us where we need to be.

Is our pipeline of seasoned managers sufficient in a particular function? Could a non-compensation-based reward system improve performance in another? I do, though, get the chance to interact face-to-face with the talent that is the focus of our strategic work. My job is very cool.