Hello,
As the first HR manager in an established organization, how do you establish operations What are the priorities? What is the recommended timeframe to be fully functional and in compliance? Thank you in advance.
Regards
From United States, Pooler
As the first HR manager in an established organization, how do you establish operations What are the priorities? What is the recommended timeframe to be fully functional and in compliance? Thank you in advance.
Regards
From United States, Pooler
How big is your firm ? The first few processes that you may need are Hiring, new hire integration , payroll, employee database management , statutory and legal standards to be maintained and exit , if any.
Initially aim for the basic process and then build levels to expand . Avoid building dependencies.
Audit is best when considered annually. Review on the standards bi-annually.
Starting the processes might not take too much time, perfecting them would. Designing it would be a continuos activity as you may need to revisit it as you work along.
Establishing the operations, if your firm is small-medium sized, a quarter should be enough. If its a bigger one, plan the implementation on a weekly and give it at least 5-6 months.
From India, Mumbai
1856Initially aim for the basic process and then build levels to expand . Avoid building dependencies.
Audit is best when considered annually. Review on the standards bi-annually.
Starting the processes might not take too much time, perfecting them would. Designing it would be a continuos activity as you may need to revisit it as you work along.
Establishing the operations, if your firm is small-medium sized, a quarter should be enough. If its a bigger one, plan the implementation on a weekly and give it at least 5-6 months.
From India, Mumbai
(Cite Contribution),
Thank you for responding. The company's size will be increasing from 225 to approximately 2016 due to expansion within the next year. We currently have 15 geographically dispersed centers. Due to the expansion, this will increase to 70. My first thought was to conduct an audit. It would provide me with an assessment of the current state of HR operations. The outcome would help me to establish a start point.
Regards
From United States, Pooler
Thank you for responding. The company's size will be increasing from 225 to approximately 2016 due to expansion within the next year. We currently have 15 geographically dispersed centers. Due to the expansion, this will increase to 70. My first thought was to conduct an audit. It would provide me with an assessment of the current state of HR operations. The outcome would help me to establish a start point.
Regards
From United States, Pooler
Dear HR13
It is surprising to note that you are the first HR manager in a company that already has 225 employees.
They must have had a HR department and processes already. Else how did they manage till now .?
When setting up HR operations, you need to start with those that are the problem already, then move to potential problems and finally to other things that needs to be streamlined / implemented.
Generally attendance and payroll will need to be taken care of.
Without knowing details of your current set up, it's difficult to say what you need to do.
But remember that you are moving to a geographically dispersed model. So new methods must be set for recording attendance accurate and validated. You will need to ensure either that there is a foolproof to ensure attendance is correctly recorded or have someone if trust at the remote location who will report deviations and false attendance.
Leave rules and records is the second important thing in this group.
After payroll, you need to get job descriptions and the organisation structure (reporting patterns, responsibility matrix, etc) in place. After that proper employee records / files as well as appraisal methods needs to be looked into.
A related task would be set up of grievance redressal mechanism (including mandatory forums - like ones for reporting of sexual harassment and whistle blower policies)
HR processes, employee manual and related matters are next in line.
There must be other tasks that you will need to add at various places in the process above
From India, Mumbai
It is surprising to note that you are the first HR manager in a company that already has 225 employees.
They must have had a HR department and processes already. Else how did they manage till now .?
When setting up HR operations, you need to start with those that are the problem already, then move to potential problems and finally to other things that needs to be streamlined / implemented.
Generally attendance and payroll will need to be taken care of.
Without knowing details of your current set up, it's difficult to say what you need to do.
But remember that you are moving to a geographically dispersed model. So new methods must be set for recording attendance accurate and validated. You will need to ensure either that there is a foolproof to ensure attendance is correctly recorded or have someone if trust at the remote location who will report deviations and false attendance.
Leave rules and records is the second important thing in this group.
After payroll, you need to get job descriptions and the organisation structure (reporting patterns, responsibility matrix, etc) in place. After that proper employee records / files as well as appraisal methods needs to be looked into.
A related task would be set up of grievance redressal mechanism (including mandatory forums - like ones for reporting of sexual harassment and whistle blower policies)
HR processes, employee manual and related matters are next in line.
There must be other tasks that you will need to add at various places in the process above
From India, Mumbai
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