Showing posts with label human resources. Show all posts
Showing posts with label human resources. Show all posts

Again…What Does HR Do Every Day?

From the outside HR people look very very busy, but nobody really knows what they do. I see a lot of forum questions from people asking themselves what does this department really do and what are they paid for since the results of their work are not that visible. They don’t produce anything concrete, but they never have time when you want to go meet them. They always schedule you for another day or ask you to send them an email. So what do they do? Is it that difficult to hire someone?
Well, in a lot of companies HR is actually undersized. They say the optimum ratio is 1 HR person to 100 employees, but sometimes due to extensive local bureaucracy that is not enough. You can’t really see what HR people do because they have so many things to do that they have no time to presents reports of their work to the people. Here are just a few ideas of what HR does in each area. Most of the times there is one specialist covering more than one area which makes it really difficult, challenging and necessary for them to be always open to specialize in something new.
Recruitment people – discuss job openings with managers, post ads, read hundreds of CVs (don’t imagine it’s that easy – to hire one good professional sometimes you have to go through hundreds of worthless CVs that waste your time), schedule interviews, make phone interviews, test candidate skills (sometimes HR people need to speak 2-3 languages to be able to test them by themselves – help from outside is not always available and they have to manage), participate in face to face interviews (which drain all your energy by the end of the day), make presentations, promote the company, participate in job events, prepare tons of recruiting reports, answer hundreds of silly questions from candidates etc. etc.;
Payroll people – spend their time entering employee data into the payroll system: new joiners, contract changes, leavers, timesheets, vacation hours, sickness leaves, bonuses, night shifts, overtime, week-end shifts, salaries, additional employee benefits; when the payroll is done they prepare payments for salaries and additional documents for local authorities;
Training people – spend their time analyzing competencies that need to be developed in employees on each position, discuss training needs with managers, prepare internal trainings, prepare training plan for internal and external trainings, present the internal trainings to selected employees, contact external companies and sometimes negotiate training offers, organize external trainings – make sure external trainers have all the necessary logistics to do a good job, gather training feedback from participants, prepare training reports;
Administration people – prepare huge amount of employee related paperwork – contracts, contract changes, certificates, prepare access cards, order computers and users&emails sometimes, manage lockers and protection equipment sometimes, manage employee assets, manage additional employee benefits like transportation (are sometimes involved in finding and negotiating a contract with a transportation company), manage taxi or transportation vouchers, prepare reports of HR indicators (attrition, sickness leave, joiners, leavers, etc);
Communication people – manage the internal communications towards the employees, manage external communications for external partners and media, manage the internal suggestion system, manage internal display boards, prepare newsletters with important information for the employees, are sometimes involved in CSR (Corporate Social Responsibility) campaigns, manage sometimes employee satisfaction surveys and actions.
What else do HR people do: are involved in internal and external audits, are involved in the risk management system, prepare files for work permits for the Immigration authorities, prepare employee motivation programs within budget, prepare huge amount of work policies and work instructions necessary for the good flow of information or for company certifications, need to be always up to date with local and international labor regulations (otherwise high fines can be paid by the company), give advice to managers, are involved in the succession planning system…
So, do you still wonder what HR people do?

Does a Company Really Need a Human Resources Department?

This is from a person who has been working in HR for over 8 years and the answer is Yes and No.
Can you get it any “clearer”, you may tell me…

Well, the answer is simple.
If we are talking about the HR as a distinct department, about HR as a separate office with a separate team, the answer is NO.
If we are talking about HR as a series of functions, the answer is absolutely YES. Even if we don’t have a person designated for this department only and even if the functions may be split between different people doing other different tasks too or even outsourced to a third party company or consultant, a company no matter how small can’t survive without HR.
Not being able to survive without HR may sound critical and it really is if we consider the various list of tasks connected to HR, tasks that need to be done, no doubt about it. These are roughly listed:
-          Recruiting new employees should we have new positions or leavers;
-          Organizing trainings for employees – internal or external;
-          Promoting the company on the local labor market;
-          Creating all the huge amount of employee related paperwork: contracts, certificates, contract changes, contract terminations, clearance forms, various statistics and reports;
-          Calculating the employees’ salaries and additional benefits.
The above are only basics HR tasks which happen in all companies no matter how small, but if we consider a bigger company even more critical HR tasks are added to the list:
-          Succession planning;
-          Competency analysis and developing training plans to improve required competencies;
-          Employee performance evaluation;
-          Communication – internal (towards employees) and external (towards state institutions or media);
-          Employee satisfaction surveys and action plans;
-          Salary and payroll analysis, salary surveys, alignment to the market;
-          Employee motivation;
-          Internal audit;
-          HR indicators (attrition, sickness leave, hires, leavers, regretted leavers, training hours, productivity) analysis and improvement plans;
-          Client presentations;
-          Coordination of health and safety trainings;
-          Creation of company policies;
-          Risk analysis in the area of people management;
-          And many other smaller daily tasks and requests from employees and management…
To sum up, HR is a mediator between the employees, one vital resource of the company, and management. No company can survive without a human resources function, no matter if this is performed by a dedicated team or split between employees dedicated to other functions.

What are HR people looking to identify from the candidate during an interview?

Question suggested by my friend Gianina Froicu

To start with, I should define the phrase "list of competencies" and type of competencies.
For each position there are two types of competencies - technical/business competencies and soft skills.

Technical/Business competencies are tested mostly by technical members of the team (senior consultants and analysts, technical managers, any person from the team able to decide if a candidate has the right knowledge to be a programmer, database expert, tester, HR specialist or even welder or cook). All knowledge making you a professional/expert in a certain area are technical competencies. Even for human resources - what they know and their experience in terms of recruitment, payroll, law and so on involve the technical or business side of the job.

The other side is made up of the soft skills.
Soft skills are the individual traits, connected somehow to the candidate's personality and social experience. Some can be developed and improved in time and some you are born with. Some examples are: presentation skills, decision making, strategic thinking, proactivity, time management, organizing and prioritizing skills, resilience to stress, leadership skills, social skills, team work and many more.

These are the skills that HR tries to identify during an interview through targetted questions. A candidate can be asked directly if he/she is organized and asked to give examples, can be given an exercise (for example to prioritize a list of tasks according to their importance and urgency) or can be asked tricky questions like "Where do you leave your keys when you are at home?". According to the answer you see if the candidate leaves his things all over the place and then complains about not finding them or if they have a special place for their keys that they use daily. Of course only one question is not enough to test a candidate. HR may ask more or may combine different testing techniques in individual or group interviews to select the best candidates.

I have my first job interview tomorrow. What's going to happen?

First of all, if you have your job interview scheduled already, this means that they see potential in your CV and want to explore more. This means that they consider you one of the potential candidates for the job and you have a good chance of getting it. This is good news, so don't panic.

What's going to happen:

- first of all DON'T be late. It's VERY important to make a good first impression. Nobody appreciates having their time wasted. Better go early - 15-20 minutes earlier even is fine. Much better than late. If you don't know how to get there and how long it takes, do an exercise today. Go find the place and time your distance from home to the company headquarters;

- someone from the company is going to invite you in, offer you something to drink; if you feel that you need water or even coffee, it's ok to accept it and drink it during the interview; it's not a test - they want to be nice and make you feel comfortable. A real recruiter doesn't create panic and intimidate the candidate but tries to get the best out of him/her. So let's hope you get one of the nice ones;

- they are going to offer you a seat;

- they are going to start asking you questions. Again, don't panic. Reply as you can and ask questions of your own if you have any. It's ok to do that doing the interview. Concentrate and reply as you feel like doing. Don't invent answers or reply what you think they might want to hear. Even if they reject you in the end, it means that maybe you wouldn't have been happy there or the job wasn't for you. And don't give up no matter what searching a new job if you don't get this one. There's always something for everybody out there.

- they are going to ask you in the end if you have further questions. Go ahead and ask if you have any more questions. Just don't keep them for 30 minutes more. Try to keep it short - 2-3 questions that are most important to you should be enough.

- they will thank you for the interview and tell you what happens next - how you will get the feedback and if there are further steps should you pass this one;

- they may keep you at the end for a little more to give you individual tests (language, IT, etc.) depending on the position. However, this is not mandatory for all positions;

- you can go home and relax.

See :) it wasn't that difficult. I will come back in my next posts with details about each step of the way.

What's "succession planning"? Why is it necessary?

Succession planning is a strategic HR term encorporating a large list of actions necessary to be initiated in all companies. Every responsible manager should worry about succession planning. Plainly explained it means that each manager should select a successor to take his position should he be promoted on a different position or should he leave the company.

Succession planning is normally initiated by HR who meets with all managers (in individual meetings)and together they go through the following steps:

1. The manager assesses his/her job and main tasks in a mature and responsible manner;
2. The manager appoints one person from his/her team to be the successor. The successor most of the time desn't know it. It's advisable to announce the decision to the successor only if we are talking about a very mature person. If not, the successor may end up following his manager around and watching his every step hoping that the position becomes vacant.
3. HR and the manager decide together upon a series of trainings and tasks that the successor needs to be involved in. Normally it is a medium to long term plan. The training doesn't happen in 2 weeks. It's a long process that can take even years.
4. The successor is gradually introduced to new tasks, shadowing his manager from time to time and participating in carefully planned training sessions.

More than one successor can be appointed and their evolution can be monitored over time to see which one is the best to be promoted in the end. Also, HR uses to split successors into categories depending on the amount of training and the time needed to be ready for the job. Several successors may be included in different categories - some ready in a few weeks, some in years.

I want to leave my company. What is "notice period" and why is it necessary?

What is "notice period"?The notice period consists in a standard number of days that the employee still needs to work for the company after announcing his/her decision to quit the job.

Where can I find my notice period?
Read your labor contract. It should mention the notice period. If you have lost it or haven't received it, ask your manager or human resources.

Is it mandatory?
Yes, unless you negotiate with your manager. Notice period can be cancelled or reduced.

Can they keep me more than the standard number of days I have in my contract?
No. Resignation is not a request but an informing action passed to your employer. After the notice period has passed you no longer have any obligations and may go home.

Can they say they haven't received my resignation today and extend the period?
Yes. That's why you need to make sure your hand it in in writing. Make sure you register it officially and preferably have your manager's signature. Keep a copy so you know when the notice period ends.


Do I get paid for the notice period?
Yes, you have the same rights as any other employee.

What happens If I decide to leave and don't come for work, even if I have notice period?
You can get unauthorised absence in your timesheet, HR may start a disciplinary action and your contract may end on disciplinary grounds. This can affect you if you go to an interview and the recruiter decides to ask for references from your previous employer.

How long is the notice period?
It depends from country to country. It's normally mentioned in local labor law and in your contract. It normally depends on the country and on the position. I will tell you the case of Romania where I work - it's 20 working days for a regular employee (which is a full month more or less) and 45 working days for managers (which is about 2.5 months). Of course, the period can be discussed and you may end up with less if you agree with your manager.

Why are they keeping me in the company? Why is it necessary?
Because the company needs to find a replacement for you. If they let you leave just like that, the rest of the team will have more work to do or some of the work will not get done at all. Also, they will most probably keep you for the entire period to make sure that they hire someone for your position and that the new colleague has time to learn from you about your job. So expect to train someone on the job during your last days.

Human Resources Mysteries: Why Do Employees Come to HR When They Have a Silly Question?

I will start with the silly question definition - it's a question or request that has only vague connection to HR, which is NOT in the scope of HR but with which people have no idea where to go to or refuse to go to because they hope HR will solve it quicker.

Here are some silly questions and requests that I have personally received:
- Why does the coffee have chlorine taste?
- Why don't we change the water provider? This one's headquarters is 400 km away. It should be more efficient to get a local one.
- Someone should remove the icicles outside. They are a hazard to the employees.
- Someone should clear the snow for us to be able to park;
- You should build a larger parking space for employees;
- You should buy some benches and umbrellas for outside to create a nice spot for the employees to rest during break;
- There's no more toilet paper;
- Can you do anything about the noise in the open space?
- Someone has stolen my food from the fridge;
- The toilet brush from the ladies bathroom downstairs is missing;
- I want to change my email address to sarah.mitchell...All my clients know me by Sarah (this from an employee NOT called Sarah) - the name I used is not real, but the situation is;
- When will the company buy more fridges for us?
- The dishwasher is broken and the sink is full of dirty dishes. Who should fix this issue?
- There are no more parking spots;
- You should create a database of all cars in the company just to know who owns which car;
- You should install cameras in the kitchen. I am tired of my food being stolen (this I received at least 10 times);
- We should recycle plastic cups; can HR do something about it?
- I noticed some tiles falling off the kitchen wall. Can you do something about it?
and many many more...

Everybody has the silly impression that HR is responsible with everything that is connected with employee happiness - which is NOT true. Most of the items above are in the scope of the administration of the building, maintenance or someone else depending on the company.

So why do employees come to HR or all these? I can see a few reasons:
1. Because we are the people they meet at the beginning when they have Induction training and we tell them a lot of information. That's how they get the idea that we know everything and that we are responsible for everything;
2. Because we let them to. HR are most of the times nice, try to help employees and employees take advantage. If HR would be more firm and send them away, making them feel guilty each time they come with stupid items, they wouldn't do it again.
3. Because we have to put up with all this. HR is instructed to be nice to employees, to take care of their problems. Most of the times our managers don't allow HR to have an office (sometimes HR works in an open space with the employees), don't allow us to have a schedule for employees (we can't say we are available for you between 12 and 2 pm everyday - NO, we must be available anytime and they may interrupt us from important work anytime) and because HR courses brainwash us and tell us that HR must be in the service of the employees since they pay for our salaries.

I think that it depends on every HR professional to make his/her life better and avoid all these situations which may wreck your nerves sometimes. Send the employees nicely but firmly to the correct responsible or to their manager the first time they come with a silly question. Don't be so nice the second time.

But what do you do when a manager comes to you with a silly question? Tough... Send them nicely to the correct responsible and hope it's going to be the last time...

Recruitment and Selection Strategy: How Important Is Attaching a Cover Letter While Applying for Any Job?

Question by Netra Patel on LinkedIn,

It depends a lot on the job. If someone is applying for a skilled worker position like carpenter or welder, the recruiter is not going to care much about a cover letter. They will most probably ask all candidates to come for real work tests to see who is better at doing the job. So, don't bother with a cover letter unless they ask for it in the ad placed for the job.

If you are applying for an entry level position that you expect a few hundred others to apply too (like let's say call center agent), use a cover letter, but keep it as short as possible - you may even include it in your resume at the beginning under the "Professional objective" section. The recruiter is probably going to have time to read maximum 3-4 words out of it. Imagine the time someone needs to go through 500 resumes. They will search just for some keywords then reject the resume or move it to the pile of candidates to go through first tests (i.e. language skills tests or Excel written tests and so on depending on the position). Most probably your CV/resume will be in front of the recruiter for about 1 minute max, so don't waste your time on a long cover letter that nobody will read, but focus on having a good structured CV.

And finally, if you are applying to a middle level to senior or management position, it is advisable to use a cover letter. The recruiter will give more attention to each candidate and will have the time to read it. Make sure you adapt it to the job so that the recruiter knows that you want to work for their company and are really interested in the job. If you can find a contact person's name (I mean the recruiter or a manager in the company) use it to make it more personal.

All in all, a cover letter should have maximum 3 paragraphs. Nobody will have time to read more unless there are only a few candidates applying for a top management position. First paragraph - mention what job you are applying for and where you found it, when it was published etc, second paragraph: mention why you see yourself as the best candidate for the job, what skills and knowledge you bring to the company, third paragraph - thank them for the time taken to read your application and mention that you are available to offer details and to meet them for an interview.

Take care and good luck with the applications,
Geo

How often and how should a manager and an employee communicate?

First of all, talking about the types of communication - two main ones can be identified - spontaneous communication and regular scheduled communication. Spontaneous communication as well as regular can be informal (most of the times) and formal.

Informal spontaneous communication is the communication that takes place every day withing the office. You say hello, you ask for a piece of paper, you ask for a signature, you talk a bit about your family, about your dog, you go for a coffee, nothing special, just regular day to day talk which occurs with no planning and no predetermined purpose. This type of communication is useful to get to know people better, to understand their likes and dislikes, their family matters. Since you spend at least 8 hours at work you need to know your manager and you as a manager need to know the employee beyond a job description. People are not machines and need to socialize and communicate in order to be able to spend productive time together.

Formal spontaneous communication occurs normally when something related to the business or to the employee's job needs to be transmitted and wasn't planned. This means that the manager communicates some new results, new tasks, something has happened and the employee needs to find out - either good or bad. This type of communication builds authority. As I mentioned it is not planned so it can also occur any time.

Informal regular communication is the type that appears during planned team buildings or evenings out. They are planned events taking place normally outside the office allowing people to learn more about each other and building a strong team. It's important to organize such type of communication for people to become a team. They are not just friends (relationship improved by spontaneous informal communication), but they are a team. It's useful during these activities to organize group tasks like games and sports matches in order for people to work together but without the constraints of the office. How often should this happen? As often as possible - once a month, once in 3 months, but not less often than once a year because new members of the team join in the meantime and need to be introduced to the team.

Formal regular communication is the most important for the business. This should occur in two ways: individual and in a team. The manager should take the time to organize regular meetings in a formal environment where employees can share ideas, can participate in decision making, can share feedback, can ask for advice or bring up negative issues concerning their own individual work or the team. Individual meetings should occur not less often than once in 2 weeks (preferably once a week) because the employee has a lot of tasks and he may need support with some and he can't wait for more than 2 weeks. Group meetings can occur a little less often, but not less than once a month. Normally team results are prepared at the end of the month so the beginning of each month is a good time to organize a team meeting.

Human Resources Mysteries: Is Human Resources a Good Career Option?

Depending on what your skills and aspirations are, it can be a great career option.

Please consider the following:

Pluses:
- you have the possibility to implement a lot of great measures to motivate and help the employees;
- you have the possibility to represent your company in public meetings, conferences, at the University, at job events, you get to talk to the media, to students, to teachers, you can even get to present your company in the same auditorium where you used to study - this time in front of the students;
- the management asks for your opinion concerning recruitment plan, training opportunities, employee motivation, labor requirements, performance management, employee surveys and action plans - your opinion matters;
- you can influence the image of the company when communicating to candidates and job portals;
- you can influence the well being of the company by recruiting and developing the best people;
- you can create a great work environment by organizing team buildings and various other smaller team activities;
- you can help people by offering them advice or simply listening to their problems and at least trying to improve their life;
- you get to talk to a lot of people, to learn new things, to make friends.

Minuses:
- working with a lot of people every day can turn you in an anti-social person; you need to really be a great people's person if you want to survive; human resources is not for those who want to work alone in a closed office in front of their computer;
- sometimes people drive you crazy with silly questions and actions: they lose their badge, they don't like their photo in the database and absolutely need another one taken, they forget to fill in and sign things and you have to chase the around, they don't read the procedures and make mistakes that you have to help fix all the time, they forget their passwords, they create chaos and you have to be a moderator for disciplinary actions, they forget their locker key at home and come to you for another one for the day, they lose, forget, ignore and don't pay attention to details and make your life a living hell;
- most of the times when something's wrong, they come to HR, even if it's not HR's job (someone took their parking space, someone stole their food from the fridge, there's no more coffee in the machine, they don't like the carpet in their office, they want to suggest removing plastic cups from the kitchen etc etc.); all this because you did their Induction training and they don't know who to go to;
- bureaucracy can be a killer in HR; legal paperwork takes ages to complete, has strict deadlines and is not valid if a word or number is missing; so you must be really careful about the paperwork you prepare and register with the authorities;
- payroll, unless outsourced can drive you crazy - lots of numbers to insert in the system - hours, absences, sickness, bonuses, advances, vacation, new hires, leavers, taxes, contract changes; you must be a patient and attentive to details person;
- if you work as a recruiter, the huge number of resumes to read and people to interview can become overwhelming; you may end up at home after 14 interviews with no desire whatsoever to see anybody, to be called by anybody - you can even turn up to consider water dripping down the pipes tooooo noisy :) ;
- candidates not coming to the interview after you bothered to read the resume, prepare tests, schedule the meeting, prepare questions etc. can make you really mad sometimes, especially if recruitment deadlines are tight;
- reporting in HR is also annoying - everybody asks for HR data in all sorts of formats, most of the time it's the same information in 5 different templates that the 5 requesters can't seem to agree upon and want it their way;

All this being said, inform yourself and choose wisely. HR can be rewarding but also crazy. You decide...

Useful Job Description for the Position of Training (Learning & Development) Specialist

Here's a JD that I created for one the the employees in my team.
You can use it. It is created for a medium - size company, but can be adapted to small and large companies:

Key Responsibilities:
§  Coordinating the Learning and Development process;
§  Organizing external trainings;
§  Organizing and delivering internal trainings on soft skills and technical skills.
Typical Activities
§  Preparing the Yearly training plan;
§  Preparing and requesting L&D funds for all trainings that are held in the company;
§  Organizing requested external trainings;
§  Coordinating Succession Planning process:
o   Interviewing interested employees and creating a pool of potential candidates ready to fill back office positions and team leader positions;
o   Creating a training plan for the pool of selected candidates and delivering periodical trainings;
o   Developing and delivering adequate internal trainings for the selected candidates in order to prepare them for promotion;
§  Monitoring the training needs of all employees by keeping a close relationship with all managers;
§  Identifying pool of potential trainers to be developed in each team;
§  Preparing L&D reports;
§  Delivering Induction training for all new employees;
§  Improving current training material;
§  Assuring the correct and fair manner of implementing L&D procedures in the company.
Key Relationships
  • Internal clients – contract managers
  • External clients
  • Employees
Measures of Success
  • Successful implementation of HR initiatives;
  • Succession planning procedure implemented and pool of candidates ready to be promoted always available;
Person Specification
Essential
  • Graduate caliber with minimum 2 years experience in human resources (recruiting and L&D fields);
  • Ability to critically analyze status quo and propose creative solutions;
  • Maturity, high personal standards;
  • Strong analytical, organizational and project management skills;
  • Ability to influence both internally with colleagues and externally with clients;
  • Proactive and assertive;
  • Communication and presentation skills (especially in front of large groups);
  • Fluent in English;
  • A second language (French/Italian/Spanish/German) – great advantage;
  • Train the Trainer diploma – great advantage.

Useful Job Description for the Position of Recruitment & Selection Specialist

Here's a JD that I created for one the the employees in my team.
You can use it. It is created for a medium - size company, but can be adapted to small and large companies:

Key Responsibilities:

§  Coordinating the recruiting process;
§  Covering all new job openings as well as back fill requests according to specified deadlines;
§  Maintaining a good relationship with Universities and student organizations;
§  Promoting the Company via Internet ads, Job Fairs, other recruiting related activities;
§  Developing the list of recruiting channels;

Typical Activities

§  Working closely with the managers in order to receive and update job descriptions for all open positions;
§  Discussing and selecting the best recruiting channels for each open position;
§  Creating and placing ads on all selected recruiting channels;
§  Developing the current recruiting channels;
§  Promoting the company in students’ organizations, Universities and making the company more visible on the market;
§  Selection and screening of CVs/resumes;
§  Keeping the CVs database up to date;
§  Organizing and holding initial face to face interviews and testing sessions;
§  Coordinating the recruiting and selection processes;
§  Creating recruiting reports;
§  Providing training for all collaborators involved in the phone screens process;

Key Relationships
  • Internal clients – contract managers
  • External clients
  • Employees
Measures of Success
  • Successful implementation of HR initiatives;
  • All open positions and back fills covered within deadlines;
Person Specification
Essential
  • Graduate caliber with minimum 2 years experience in human resources (recruiting);
  • Ability to critically analyze status quo and propose creative solutions;
  • Maturity, high personal standards;
  • Strong analytical, organizational and project management skills;
  • Ability to influence both internally with colleagues and externally with clients;
  • Proactive and assertive;
  • Communication and presentation skills (especially in front of large groups);
  • Fluent in English;
A second language (French/Italian/Spanish/German) – great advantage

Recruitment and Selection: Are You a Recruiter?

Here are some questions and tasks you can give to candidates at the interview if you are selecting a person for the human resources department to perform the function of recruiter:

1.       Please write below what recruiting and selection means to you.
2.       Can be recruiting considered a motivation factor?
3.       What are the main tasks involved in the job of a recruiter?
4.       What recruiting channels do you know?
5.       Please describe in details the recruiting process for the following project:

You need to hire 10 German and English speakers (German fluent, English medium) and 5 English speakers (English fluent) for a new client on the following positions:
1 team leader – English speaker
2 senior agents – 1 German, 1 English
1 administrative support – German
11 agents – 8 German, 3 English
           What are the steps you take, the channels you use and the time frames you consider suitable.

6.       Please describe in details the recruiting process for the following project:
You have a team leader position that is filled in by somebody in the team - promotion. How do you back fill the open position remaining in the team after the promotion? 

7.       Please describe in details the recruiting process for the following project:
You need to hire 3 fluent Italian speakers (with medium English) and Linux/UNIX skills.

8.   You are interviewing a candidate that says he has team leader potential but no real team leader experience. What questions would you ask that person in order to see their real potential for a TL position?

9.   One of your colleagues from sales asks you the following question: we would like to see if Iyour city has potential for hiring 5 fluent Portuguese speakers; if yes, what would be the time frames and the salaries that the candidates might accept. What do you do in order to answer this question?
10.   You need to hire 5 great sales agents. What questions would you ask at the interview?
11.   You need to assess if a candidate has good attention to details skills. How do you do that?

I will come back with more...

Insight on Labor Law

For all foreign managers willing to work for multinationals based in Romania, this presentation of labor law will be useful. It includes all important changes that occurred in July 2011 in the Romanian labor code:


Romanian Labor Law

www.comialarm-resurseumane.go.ro/HR/Romanian_Labour_Law_Regulations_July_2011.ppt 

Human Resources Mysteries: Should You Outsource Your Payroll?

First of all, one short description of outsourcing. It's a relatively new term and from my experience most candidates that I see for an interview have heard of it but don't know what it means or don't know how to explain it clearly.

Outsourcing means giving one of your internal services to an external provider. What can you give? Accounting, HR, IT and many more. What do I mean by "giving"? Signing a contract with an external provider who with his internal means will provide a service that we as a company no longer do internally.

What advantages does outsourcing have? Well, the service is provided by an already-trained team, the provider has all the software needed internally and they are responsible for licenses and legal requirements. Moreover, outsourcing can be a huge cost saver if the provider team is located in a low cost country like India, Romania, Bulgaria and so on.

So, should you outsource your payroll?

No, if you are a small company with 5 employees. Payroll for you can be easily done in an Excel file or even in Open Office Calc (free spreadsheet software) by someone handling HR or accounting. There's no point in paying additional money to an external provider.

Yes, if you are a larger company - 50, 100 employees or even more. There's not a clear line to be drawn between numbers. You don't outsource when you have exactly 50 employees. It's just your decision. Outsourcing the payroll can be beneficial for a larger company because it saves you the headache. The provider has a proper software, a proper team and the proper relationship with the authorities, all of this making payroll simple for you.

Engagement Strategies: Employee Motivation Idea - Employee of the Year Selection

Here's a proposal for you to think about - how can you select the employee of the year for a team as fair as possible. Prepare an Excel file, include the names of the people in the teams, insert the criteria and give weights to each of them.

Here's a file you can use:
http://www.comialarm-resurseumane.go.ro/HR/Employee_of_the_Year_Criteria_Excel97-2003.xls

Take into consideration the following criteria:
- mid-year rating grade - rates from 1 to 5 were considered, 1 being the best, 5 the worst;
- annual rating grade - given in October so you can have the final Employee of the year selected by December.

Additional criteria:

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Team Work
Employee consistently demonstrates the spirit of teamwork by offering support to fellow employees whenever a need arises for a collective effort in accomplishing a task or goal.  Employee takes a positive approach in interacting with fellow employees.

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Reliability
Employee is always on time for work, doesn't waste time on too long breaks, his colleagues and his manager can always trust that he/she will perform the activity he/she was entrusted with, will respect deadlines and will promote quality of work

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Innovation
Employee has developed an original idea or suggestion that has a positive effect on the operations, policy and/or procedure.  The end result of the idea or suggestion is a reduction in cost(s) to the operation or increased efficiency or accountability.

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Personal development interest - Learning & Development
This criteria defines the person's interest in developing themselves, his/her interest in being part of trainings and in improving the knowledge

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Professionalism
Employee conducts himself or herself in a manner consistent with the values and goals of the company.  Employee demonstrates an above average knowledge of their job responsibilities and delivers a high quality job performance and services.

Customer focus
Employee consistently recognizes and meets the needs and requirements of internal/external (where applicable) customers.  Employee demonstrates compassion in dealing with the customer, being mindful of how his or her attitude and actions are perceived.  Employees use problem-solving techniques, when necessary, to satisfy the customer’s needs and reflects a positive image of the institution.


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Quality
Employee consistently uses a systematic approach to accomplishing his/her responsibilities, taking care to minimize errors.  Employee acknowledges and takes pride in ownership of the day-to-day processes for which he/she is responsible and utilizes initiative where necessary to meet overall goals.

Engagement Strategies: Criteria to Check Motivation of Employees

Here are some criteria that you can use use to check motivation of your employees. You can create surveys to see where you need to work on improvement. They have been placed into groups according to Maslow's pyramid of needs.
Lower needs must be fulfilled first:

Criteria to check motivation of employees


Criteria
Category
Conditions for physical recreation
Physichological
Conditions of periodical recreation (trips, parties, etc.)
Physichological
Conditions of serving lunch
Physichological
Average time spent at work
Safety
Bonus and rewards system for holidays (Christmas, Easter, etc.)
Safety
Bonus system for results recognition
Safety
Budget for travelling
Safety
Company headquarters
Safety
IT support
Safety
Meeting efficiency
Safety
Other material benefits (car, bonuses, etc.)
Safety
Overtime compensation system
Safety
Recreation spaces
Safety
Safety of position
Safety
Salary increase system
Safety
Salary level
Safety
The Office
Safety
Transportation facilities
Safety
Work atmosphere
Safety
Degree of information upon company results
Belonging
Initial training
Belonging
Quality of collaborating with HR
Belonging
Quality of collaborating with IT
Belonging
Quality of collaborating with other departments
Belonging
Quality of collaborating with top management
Belonging
The way knowledge is transmitted within the company
Belonging
Degree of responsibility on the job
Self-esteem
Feedback from direct manager
Self-esteem
Recognition of my results
Self-esteem
Respect the employee is treated with
Self-esteem
Work itself
Self-esteem
Internal opportunities to develop your career
Self-actualization
Opportunities to develop technical/specialist skills
Self-actualization
Promotions system within the company
Self-actualization
Support offered during the activity
Self-actualization
Training system offered periodically
Self-actualization