Here are the same eight questions
from exercise 9.4. They come from an interview with the human resources manager
of a multinational company based in Auckland.Now
you have the answers to the questions - but there are two answers below for each
question. Click on the one you think is the real answer to the question.
The other one is written in correct English, but just doesn't answer the
question.
What are the most significant changes you’ve been involved in implementing over the last few years?
It's
been a busy few years for all of us involved in planning. I've worked on
several proposals during this period, frequently two or three at the same
time, trying to sort out all the technical and legal details before
passing them onto the management team to work on putting them into
practice.
Actually,
I was in charge of a major restructuring programme following on from the
takeover by our Japanese parent company. Despite initial worries, I must
say the results have been overwhelmingly positive
Would you say your company is maximising the potential of their workforce?
Once
again, this is an area where great progress has been made over the last
few years. Psychometric testing, for example, is used to assess the
potential of individuals and how well they fit the profile of the company.
And we have moved a long way from the traditional interview format too.
This
is the dream of all Human Resources managers! I can only say we do our
best by negotiating with each and every employee a fresh set of personal
targets each year and by providing, I think, generous funding for training
and development.
What are the most common modes of assessment used within the company?
If you mean assessment of personal performance, we normally use the word ‘appraisal’, which is more neutral and gives a better sense of the positive and balanced way this is done in a modern company. We seek to use both quantitative and qualitative methods, involving the employee fully, in order to obtain a rich and detailed view of each employee’s contribution to the company and progress in meeting their personal targets.
Generally,
April and November are the most common choices. We used to leave
assessment procedures until December, but it was felt that bringing it
forward a few weeks allowed staff to devote more time and effort without
getting caught up in the end-of-year events and possibly also suffering
from a lack of motivation. And then the April meetings allow for a
six-monthly progress report.
To what extent is IT
utilised in modern human resources management?
It's
difficult to imagine how we used to get on before the days of databases
and emails! I do remember in my first job having to use punch cards for
each employee which we had to put into the company's one computer. It was
so big, they had to keep it in a separate room!
It would be easier to list the tasks in which it isn’t used! I think the danger today is possibly overuse of technology in what is still, as it always has been, a complex and personal set of roles, rather than something that can be reduced to calculations and automatic processes.
What are the major constraints within which a human resources manager has to operate?
I
would say that a strong combination of interpersonal and organisational
qualities is probably what allows HR managers to carry out the wide range
of tasks they are responsible for. Communication skills are crucial. You
need to be able to speak the language of the different employees and be
seen as 'on their side' without, of course, undermining the position of
the employer.
All managers will complain about limited time and funds. In this respect, I can only say that this firm is more generous than most. One aspect of our work that is becoming increasingly important is the legal framework within which we operate, which sometimes prevents us from taking the actions we feel are necessary. But that’s life!
What do you – or the company – do to facilitate the professional development of the workforce?
As an international company, first and foremost, we aim to develop the international awareness of our staff through exchanges and language tuition. And I should also say that training and development is not just an option in our company – staff are required to show evidence of their ongoing professional development at meetings every six months.
This
is a policy I've been involved in developing over the last few years. I
strongly feel that recruitment is not something that can be simply left
until the moment when you need new staff. That's too close to crisis
management. So, we've become far more proactive in the jobs market,
maintaining a presence even in periods when in fact we have no vacancies.
Is it any part of your role to seek to eliminate the causes of industrial disputes?
Definitely.
When there is an industrial dispute - fortunately a rare occurence in
recent years - the HR department is closely involved in working towards a
satisfactory resolution. Our contacts with employees and management means
that we are in a good position to help each side clarify their position
and understand the other point of view, which is the basis for resolving
any industrial disputes which arise.
We hope that our work in general helps to create a satisfied working community and to deal with the roots of tension between the workforce and management before they develop into anything more serious. I’m pleased to say that pay and conditions in this firm are well above the average and not a single day has been lost to strike action over the past five years.
Which aspect of your work do you derive the greatest
satisfaction from?
Well,
that's easy to say - and I think most HR managers would agree. Having to
deal with disciplinary matters, particularly those involving dismissing
employees, is a great challenge. Even after all these years, I still find
it emotionally exhausting. Thank God, it's not something that happens at
all frequently in my current position.
I used to enjoy the recruitment process most, but nowadays, I’m even more interested in the development of existing staff and the challenge to maintain motivation and a sense of progress of the years.