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Attracting the most qualified employees and matching them to the jobs for
which they are best suited is important for the success of any organization.
However, many enterprises are too large to permit close contact between top
management and employees. Human resources and training managers and specialists
provide this link. In the past, these workers have been associated with
performing the administrative function of an organization, such as handling
employee benefits questions or recruiting, interviewing, and hiring new
personnel in accordance with policies and requirements that have been
established in conjunction with top management. Today's human resources workers
juggle these tasks and, increasingly, consult top executives regarding strategic
planning. They have moved from behind-the-scenes staff work to leading the
company in suggesting and changing policies. Senior management is recognizing
the importance of the human resources department to their bottom line
(Occupational Outlook Handbook).
In an effort to improve morale and productivity and limit job turnover,
human resource specialists also help their firms effectively use employee
skills, provide training opportunities to enhance those skills, and boost
employee satisfaction with their jobs and working conditions. Although some jobs
in the human resources field require only limited contact with people outside
the office, dealing with people is an essential part of the job. Typical
positions in this field include:
Human Resources Generalist
In a small organization, a human resources generalist may
handle all aspects of human resources work, requiring a broad range of
knowledge. The responsibilities of human resources generalists can vary widely,
depending on their employer's needs. In a large corporation, the top human
resources executive usually develops and coordinates personnel programs and
policies. These policies are usually implemented by a director or manager of
human resources and, in some cases, a director of industrial relations.
Director of Human Resources
The director of human resources may oversee several departments, each
headed by an experienced manager, who most likely specializes in one personnel
activity such as employment, compensation, benefits, training and development,
or employee relations.
Training and Development Managers
Training and development managers and specialists conduct and supervise
training and development programs for employees. Increasingly, management
recognizes that training offers a way of developing skills, enhancing
productivity and quality of work, and building loyalty to the firm. Training is
widely accepted as a method of improving employee morale, but this is only one
of the reasons for its growing importance. Other factors include the complexity
of the work environment, the rapid pace of organizational and technological
change, and the growing number of jobs in fields that constantly generate new
knowledge. In addition, advances in learning theory have provided insights into
how adults learn, and how training can be organized most effectively for them.
Training Specialists
Training specialists plan, organize, and direct a wide range of training
activities. Trainers conduct orientation sessions and arrange on-the-job
training for new employees. They help rank-and-file workers maintain and improve
their job skills, and possibly prepare development programs among employees in
lower level positions. These programs are designed to develop potential and
current executives to replace those retiring. Trainers also lead programs to
assist employees with transitions due to mergers and acquisitions, as well as
technological changes. In government-supported training programs, training
specialists function as case managers. They first assess the training needs of
clients, and then guide them through the most appropriate training method. After
training, clients either may be referred to employer relations representatives
or receive job placement assistance.
Planning and program development is an important part of the training
specialist's job. In order to identify and assess training needs within the
firm, trainers may confer with managers and supervisors or conduct surveys. They
also periodically evaluate training effectiveness.
Depending on the size, goals, and nature of the organization, trainers
may differ considerably in their responsibilities and in the methods they use.
Training methods include on-the-job training; schools in which shop conditions
are duplicated for trainees prior to putting them on the shop floor;
apprenticeship training; classroom training; and electronic learning, which may
involve interactive Internet-based training, multimedia programs, distance
learning, satellite training, videos and other computer-aided instructional
technologies, simulators, conferences, and workshops for jobs requiring greater
skill. They help supervisors improve their interpersonal skills in order to deal
effectively with employees. They may set up individualized training plans to
strengthen an employee's existing skills or teach new ones. (http://stats.bls.gov/oco/ocos021.htm) Career Paths and Entry Salaries The duties given to entry-level workers will vary depending on whether they have a degree in human resource management, have completed an internship, or have some other type of human resources-related experience. Entry-level workers often enter formal or on-the-job training programs in which they learn how to classify jobs, interview applicants, or administer employee benefits. They then are assigned to specific areas in the personnel department to gain experience. Later, they may advance to a managerial position, overseeing a major element of the personnel program-compensation or training, for example.
The duties given to entry-level workers will vary depending on whether
they have a degree in human resource management, have completed an internship,
or have some other type of human resources-related experience. Entry-level
workers often enter formal or on-the-job training programs in which they learn
how to classify jobs, interview applicants, or administer employee benefits.
They then are assigned to specific areas in the personnel department to gain
experience. Later, they may advance to a managerial position, overseeing a major
element of the personnel program-compensation or training, for example.
Compensation varies widely in HR jobs depending on the individual's skills, the
size of the employer, and the industry involved. However, according to
Wetfeet.com, the following median salary ranges are typical:
Qualifications Necessary/Application Procedures to Enter Field
The human resources field demands a range of personal qualities and
skills. Human resources and training managers and specialists must speak and
write effectively. The diversity of the workforce requires that they work with
or supervise people with various cultural backgrounds, levels of education, and
experience. They must be able to cope with conflicting points of view, function
under pressure, and demonstrate discretion, integrity, fair-mindedness, and a
persuasive, congenial personality.
Because of the diversity of duties and level of responsibility, the
educational backgrounds of human resources and training managers and specialists
vary considerably. In filling entry-level jobs, employers usually seek college
graduates. A master's degree in human resources, labor relations, or in business
administration with a concentration in human resources management is highly
recommended for those seeking general and top management positions.
Many colleges and universities have programs leading to a degree in
personnel, human resources, or labor relations. Some offer degree programs in
personnel administration or human resources management, training and
development, or compensation and benefits. Depending on the school, courses
leading to a career in human resources management may be found in departments of
business administration, education, instructional technology, organizational
development, human services, communication, public administration, or within a
separate human resources institution or department.
Most prospective human resources specialists should take courses in
compensation, recruitment, training and development, and performance appraisal,
as well as courses in principles of management, organizational structure, and
industrial psychology. Other relevant courses include business administration,
public administration, psychology, sociology, political science, economics, and
statistics. Courses in labor law, collective bargaining, labor economics, labor
history, and industrial psychology also provide a valuable background for the
prospective labor relations specialist. As in many other fields, knowledge of
computers and information systems also is useful.
An advanced degree is increasingly important for some jobs. Many labor
relations jobs require graduate study in industrial or labor relations. A strong
background in industrial relations and law is highly desirable for contract
negotiators, mediators, and arbitrators; in fact, many people in these
specialties are lawyers. A background in law also is desirable for employee
benefits managers and others who must interpret the growing number of laws and
regulations. Sample Employers
Demand and Future Challenges of the Profession
Human resource professionals work in nearly every industry.
Employment in the field is directly affected by the growth of industry
and the resulting movement of workers due to unemployment, retirement, and job
transfers. In areas where
human resource functions such as recruiting and record management are
computerized, human resource generalist positions may be less frequently
available.
As federal and state legislation changes and court rulings related to
employment are made, human resource professionals will need to continually
evaluate and assess set standards in occupational safety and health, equal
employment opportunity, wages, health, pensions, and family leave, among others.
The field also will be affected by changes in healthcare costs,
labor-management disputes, and the increased globalization of industry (from
Bureau of Labor Statistics Occupational Outlook Handbook,
http://stats.bls.gov/oco/ocos021.htm).
Resources For More Information Associations
Internet Resources
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This page current as of: April 24, 2008 |
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