The Human Resource Manager (HRM) is expected to be the custodians of the leadership and the long term vision and action of the organisation. It is his duty to ensure that this legacy is carried on in collaboration with his colleagues.
The HRM is expected to provide leadership in the strategic management of people who work for the organisation and lead in the design of policies and strategies in this aspect of the management of the business.
To ensure that these policies and strategies are workable, the HRM must see to it that Labour Management Corporation [LMC] is fully established and understood by the social partners.
In a bid to achieve that, the HRM must ensure that internal customers (workers) welfare becomes the concern of any business to ensure the success of the enterprise. Nothing should be done to erode the confidence of workers in the business.
It is crucial for the members of the organisation to see themselves as stakeholders and shareholders, and the HRM has a responsibility to engage and ensure for the mentality of ownership to be thoroughly engrained in the psychology of the entire workforce.
Organisation’s Mission and Vision
The HRM also plays a crucial role in the realisation of an organisation’s vision and mission. To undertake this successfully, it is the duty of the HRM to serve as the technical mouthpiece of the organisation in the formulation of corporate objectives and strategies for growth and profit. As envisaged under the Labour Act 2003, Act 651(section 97) sharing of relevant information is at the heart of any innovation by a Delta to achieve such corporate strategies and objectives.
The HRM further serves as a guide and a partner to colleague Heads of Departments in the discharge of their responsibility during the formulation of departmental objectives. It is expected that departmental heads will engage in a conversation with personnel working with them in the setting of Key Performance Indicators [KPI], and also ensure that the KPI’s must be owned by the employee.
Performance Appraisal and Performance Enhancement Plan
The HRM from the KPI’s conduct a comprehensive Performance Appraisal to assess the worker’s performance to reward high performers and set up a Performance Improvement Plan for underperformers. No company can survive with inefficient workers, therefore if after the appraisal it is found out that some employees are incompetent and incapable of performing allotted KPI, the HRM upon review and assessment must advise that the worker is placed on a Performance Improvement Plan (PIP) and given support through training and coaching. Failure of which the employer can trigger section 62(a) of Labour Act 2003 (Act 651) and terminate the worker.
Productive/Performance Improvement Plan
- Matching Remuneration with Productivity
Finally, the issue of matching remuneration with productivity under section 98 (g) of Act 651 becomes imperative in ensuring that workers are paid for contributing their quota to the overall success of any organisation. It is, therefore, the duty of the HRM to put together procedures in the attainment of these objectives in shaping the reward systems.