CORE ROLES OF HRM The core roles of human resource management are grouped below into three categories.

The titles of the clusters are tentative, and are open for comment. I . PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM Strategic perspective Organization design Change management Corporate Wellness management II. PEOPLE ACQUISITION AND DEVELOPMENT Staffing the organization Training & development Career Management Performance Management Industrial relations III. ADMINISTRATION OF POLICIES, PROGRAMMES & PRACTICES Compensation management Information management Administrative management Financial management ROLES: The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.

I. PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM: A. STRATEGIC PERSPECTIVE:
1) Develop Human Resource plans and strategies aligned to the organisations strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies

2) Integrate HRM with current and pending legislation and socio-political changes.

3) Integrate Human Resource Management with general organisational management.

4) Manage the interface between HRM processes and systems. Formulate and communicate HRM policies.

5) Act as the conscience of employer with respect to people issues.

6) Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.

7) Assess the long-term impact of short-term decisions on people.

8) Manage people related issues accompanying mergers, alliances and acquisitions.

9) Express (embody) the philosophy and values regarding people management in the organisation.

B. ORGANISATIONAL DESIGN:
1) Analyse work processes and recommend improvements where necessary. 2) Recommend options for organisational design & structure.

C. CHANGE MANAGEMENT:
1) Advise management on implications of change for employees. 2) Co-ordinate & facilitate the change process. 3) Facilitate changed relationships. 4) Provide support structures for employees during change. 5) Deliberate and proactive management of the changing environment and its implications for work and the organisation.

D. CORPORATE WELLNESS MANAGEMENT:

1) Develop and communicate policies and procedures with regard to the management of wellbeing 2) Manage occupational health and safety 3) Manage wellbeing (Employee Assistance programs & Health Promotion programs)

II. PEOPLE ACQUISITION AND DEVELOPMENT: A. STAFFING THE ORGANISATION:

As an example, each of the functions of this role is further unpacked in terms of activities.

Human Resource Planning (linked to strategic perspective):

1) Determine long-term human resource needs. 2) Assess current resources. 3) Identify areas of need. 4) Determining requirements of jobs a) Appoint a representative committee with the task of conducting the job analysis. b) Decide on the use of job analysis information. c) Decide on the sources of job analysis information. d) Decide on the method for job analysis. e) Review the information. f) Based on the outcomes of the job analysis, write job descriptions and job specifications

Recruitment of staff for the organization:

1) Develop & implement recruiting strategy bearing in mind relevant legislation. 2) Decide whether recruitment will take place externally or internally. 3) Select methods of the recruitment (for example job posting, personnel agencies & advertising) 4) Engage in recruitment.

Selection of human resources:

1) Develop and implement selection strategy in line with relevant legislation. 2) Select appropriate tools for selection. 3) Validate selection tools in line with legislation. 4) Provide selection short list for line management to make a decision.

Placement of staff:
Place staff in ways that will have the potential to benefit both organization and employee

1) Induction and orientation a) Act as a facilitator for induction and orientation of new employees b) Management of a-typical employment situations. c) Management of termination d) Advise management regarding the strategic implications of terminating employment relationships. e) Conduct exit interviews. f) Develop a plan to replace competence lost. g) Analysis of staff turnover and advice management on pending problems and corrective action (where necessary).

B. TRAINING & DEVELOPMENT:

1) Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.

2) Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.

3) Conduct training & development. 4) Evaluate training & development with regard to the return on investment. 5) Promote training & development in the organization.

C. CAREER MANAGEMENT:
1) Design and implement a career management program aimed at integrating individual aspirations and organizational needs & realities. 2) Manage career-related issues in the organization for example women, affirmative action and management of diversity with attention to legislation in this regard. 3) Manage career-related issues surrounding organizational restructuring, downsizing & outplacement including provision of support.

D. PERFORMANCE MANAGEMENT:
1) Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy. 2) Assess performance. 3) Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1. 4) Management of individual as well as collective labour (organisational) performance.

E. INDUSTRIAL RELATIONS:
1) Develop and communicate industrial relations policies and procedures in line with legislation. 2) Involvement in grievance and disciplinary hearings 3) Lead negotiations (where necessary). 4) Implement termination procedures 5) Assessment and management of organisational climate and employee relations 6) Liaison with trade unions 7) Implementation of outcomes of collective bargaining and negotiation

III. ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES: A. COMPENSATION MANAGEMENT:

1) Develop compensation strategies and policies in line with legislation and the organisations business strategy. 2) Attach meaningful monetary values to posts in the organisation ensuring that the organisations compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay). 3) Develop appropriate compensation systems for the organisation. 4) Manage overall labour costs.

B. INFORMATION MANAGEMENT
1) Provide current information regarding employees to be used in the decision-making process and measurement of HRMs contribution to the organisation. 2) Advise management regarding trends emerging from the data. 3) Conduct HRM research with the aim of solving problems in the organisation.

D. ADMINISTRATIVE MANAGEMENT
1) Provide integrated HRM administration that is speedy & cost effective to receiver & administrator. 2) Integrated employee data management

E. FINANCIAL MANAGEMENT
1) Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity). 2) Negotiate maximal funds for HR. 3) Add value to the organisation by demonstrating a sound understanding of the complexity of business. 4) Measure the financial impact of human resource systems.