Some industry commentators call the Human Resources function the last bastion of bureaucracy.

Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management. In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains you wouldnt want every manager putting his own spin on a sexual harassment policy, as an example much of the HR role is transforming itself. The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor. Strategic Partner In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development. Employee Advocate As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well. In this role, the HR manager provides employee development opportunities, employee assistance programs, gainsharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities. Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this. PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM STRATEGIC PERSPECTIVE 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 Integrate HRM with current and pending legislation and socio-political changes. Integrate Human Resource Management with general organisational management. Manage the interface between HRM processes and systems. Formulate and communicate HRM policies. Act as the conscience of employer with respect to people issues. Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein. Assess the long-term impact of short-term decisions on people. Manage people related issues accompanying mergers, alliances and acquisitions. Express (embody) the philosophy and values regarding people management in the organisation. ORGANISATIONAL DESIGN Analyse work processes and recommend improvements where necessary. Recommend options for organisational design & structure. CHANGE MANAGEMENT Advise management on implications of change for employees. Co-ordinate & facilitate the change process. Facilitate changed relationships. Provide support structures for employees during change. Deliberate and proactive management of the changing environment and its implications for work and the organisation. CORPORATE WELLNESS MANAGEMENT

 Develop and communicate policies and procedures with regard to the management of wellbeing Manage occupational health and safety Manage wellbeing (Employee Assistance programs & Health Promotion programs) PEOPLE ACQUISITION AND DEVELOPMENT 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) Determine long-term human resource needs. Assess current resources. Identify areas of need. Determining requirements of jobs Appoint a representative committee with the task of conducting the job analysis. Decide on the use of job analysis information. Decide on the sources of job analysis information. Decide on the method for job analysis. Review the information. Based on the outcomes of the job analysis, write job descriptions and job specifications Recruitment of staff for the organisation Develop & implement recruiting strategy bearing in mind relevant legislation. Decide whether recruitment will take place externally or internally. Select methods of the recruitment (for example job posting, personnel agencies & advertising) Engage in recruitment. Selection of human resources Develop and implement selection strategy in line with relevant legislation. Select appropriate tools for selection. Validate selection tools in line with legislation. 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 organisation and employee Induction and orientation Act as a facilitator for induction and orientation of new employees Management of a-typical employment situations. Management of termination Advise management regarding the strategic implications of terminating employment relationships. Conduct exit interviews. Develop a plan to replace competence lost.

 Analysis of staff turnover and advise management on pending problems and corrective action (where necessary). TRAINING & DEVELOPMENT Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome. Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof. Conduct training & development. Evaluate training & development with regard to the return on investment. Promote training & development in the organisation. CAREER MANAGEMENT Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities. Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard. Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support. PERFORMANCE MANAGEMENT Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy. Assess performance. Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1. Management of individual as well as collective labour (organisational) performance. INDUSTRIAL RELATIONS Develop and communicate industrial relations policies and procedures in line with legislation. Involvement in grievance and disciplinary hearings Lead negotiations (where necessary). Implement termination procedures Assessment and management of organisational climate and employee relations Liaison with trade unions Implementation of outcomes of collective bargaining and negotiation ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES COMPENSATION MANAGEMENT

 Develop compensation strategies and policies in line with legislation and the organisations business strategy. 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). Develop appropriate compensation systems for the organisation. Manage overall labour costs. INFORMATION MANAGEMENT Provide current information regarding employees to be used in the decision-making process and measurement of HRMs contribution to the organisation. Advise management regarding trends emerging from the data. Conduct HRM research with the aim of solving problems in the organisation. ADMINISTRATIVE MANAGEMENT Provide integrated HRM administration that is speedy & cost effective to receiver & administrator. Integrated employee data management FINANCIAL MANAGEMENT Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity). Negotiate maximal funds for HR. Add value to the organisation by demonstrating a sound understanding of the complexity of business. Measure the financial impact of human resource systems.