Operational Roles

These roles are strategic in nature and include training, recruiting and developing employees; coordinating HR activities along the actions of managers and supervisors throughout the organisation and resolving differences amongst employees.

1. Recruiter: "Winning the war for talent" has become significant job of HR managers in current times in view of the increasing competition for people possessing requisite, skills knowledge and experience. HR managers have to utilize their experience to good effect when laying down lucrative career paths to new recruits without, enhancing the financial load to the company.
2. Trainer developer, motivator: Apart from talent attainment, talent maintenance is also vital. To this end, HR managers have to discover skill deficiencies from time to time, offer significant training opportunities, and bring out the latent potential of workers through intrinsic and extrinsic rewards which are appreciated by employees.
3. Coordinator/linking pin: The HR manager is frequently deputed to act as a linking pin between several divisions/departments of an organisation. The total exercise is meant to develop rapport with divisional heads, by using PR and communication skills of HR executives to the maximum promising extent.
4. Mediator: The personnel manager acts like a mediator in situation of friction between two workers, groups of employees, subordinates and superiors and employees and management with the single objective of maintaining industrial harmony.
5. Employee champion: Traditionally HR managers have been viewed as 'company morale officers' or worker advocates. Privatisation, liberalisation and globalisation pressures have modify the situation dramatically HR professionals have had to move nearer to the hearts of employees in their own self interest. To deliver results now they are seriously preoccupied with following:

1.    Placing people on the accurate job.
2.    Charting an appropriate career path for each employee.
3.    Rewarding admirable performance.
4.    Resolving differences amongst employees and groups smoothly.
5.    Accepting family-friendly policies.
6.    Ensuring correct and equitable treatment to all employees regardless of their background.
7.    Striking a happy balance between the employee's personal/professional as also the big organisational needs.
8.    Representing workers' issues, difficulty and concerns to the management to deliver effectual results HR managers have to treat their employees as precious assets. Such an approach helps to make sure that HR practices and principles are in sync with the organisation's total strategy. It forces the organisation to invest in its most excellent employees and ensure that performance standards are not compromised.