GLOSSARY

GLOSSARY

HUMAN RESOURCES:

The division of a company that is focused on activities relating to employees. 

These activities normally include recruiting and hiring of new employees, orientation and training of current employees, employee benefits, and retention. Formerly called personnel.

http://www.businessdictionary.com/definition/human-resources.html#ixzz3LERs4WlR

HUMAN RELATIONS (HR):

 

A department in an organization responsible for the management of hiring qualified personnel for the purpose of filling vacant positions. Activities involved with the department include advertising and posting, recruiting, staffing, interviewing, hiring, terminations, layoffs, career training, and performance reviews of company employees.

http://www.businessdictionary.com/definition/human-relations-HR.html#ixzz3LETLnxka

HUMAN BEHAVIOR : The capacity of mental, physical, emotional, and social activities experienced during the five stages of a human being's life - prenatal, infancy, childhood, adolescence, and adulthood. Includes the behaviors as dictated by culture, society, values, morals, ethics, and genetica. 

http://www.businessdictionary.com/definition/human-behavior.html

ORGANIZATION: 

A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are open systems--they affect and are affected by their environment.

http://www.businessdictionary.com/definition/organization.html

Human Resource Professional

I have participated in knowledge sharing activities like the chat,facebook and foro of sena, I have been able to give insight into the company sponsoring me : "laboratory baxter " internal culture, I have gotten to know potential talent that might someday be a good fit for our organization and my personal life.

That future  holds me?

Over six years ago, I studied social work,in the university republicana,in bogota colombia, the relationship between Human Resources  psicology and economy,in view of this resurgent interest by estudy.I thought I should re-study my university, plus add some current thoughts at the end Enjoy.

Is very important having the ability to interact with colleagues around the world about the challenges facing human resource in colombia,in my live,in your live. Talent has always been important, but it has increasingly become more critical because so many organizations are doing much more complex, knowledge-based work and operating globally. 

FUNCTION OF HUMAN TALENT

Human resource management  is a function in organizations designed to maximize employee performance in service of their employer’s strategic objectives,is primarily concerned with how people are managed within organizations, focusing on policies and systems. 

The departments and units in organizations are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding.

Human resources is also concerned with industrial relations, that is, the balancing of organizational practices with regulations arising from collective bargaining and governmental laws,is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, human resources now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

In startup companies, human resources duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various human resources tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of human resources, as evidenced by several field-specific publications. human resources is also a field of research study that is popular within the fields of management and industrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.

In the current global work environment, most companies focus on lowering employee turnover and retaining the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of the newcomer not being able to replace the person who was working in that position before. human resorces departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.

HUMAN TALENT IN A GLOBALIZED WORLD

The following is a test created by me about my perception of the human talent in gobalizacion.

HUMAN TALENT IN A GLOBALIZED WORLD

At present, companies are forced to change for very different reasons: Development of new products or services, new management trends, financial issues, strategic alliances, acquisition of new technologies, changes in the socio-economic scenario of the market, government policies, global competition natural disasters, exploitation of new market opportunities, incorporation of new cultural trends, among others. Similarly, organizational change, depending on their focus of action, may be emphasized in the infrastructure, in the formal structure of the organization, technology, processes, products or services, culture, or finally in human behavior.

Those changes are guide to become a vanguard company, which could represent a task a bit hard and extent.  One of the long term changes is the Human Resources Management; the hardest part of the process of change is the "human side" of the company. When we ignore the human dimension evaporates and disappears process energy exchange. this becomes really important because the human part of the company represents the life of the company without this life, there is nothing corporately.

The ensure the safety and health at work of employees is one of the factors that make human resources encourage a good working environment. What would be achieved with this is the increasing development of good working people. Apart from that field, the oxygenate workfare employees so that part of something that you want to watch good sitting and working together can achieve a successful performance bilaterally.

Human resources oxygenate and optimize processes in many different companies in the globalized world, because human talent is reflected in each internal process undertaken for the good of the company.

Have become the backbone of every company in the world, since there is no any firm in the world that does not have its section of human resources and that party is responsible for the vast majority of internal processes that deal with internal customers of the company and their welfare and safety.

The creation of healthy work environments for employees is also a task of this department because in general terms to employees depend on the department. All in order to grow the company, responsibly and with a respected identity internally and externally.

As a manager of human resources, I believe that a successful company is one that cares about creating good internal image that is reflected in the perception that they have all the other companies in the same.

CUSTOMER SERVICE

Today I will share some tips on how you should give the customer a good attention, as client, it is not only the person outside the company that wants to purchase a product or service, but is also a worker who needs to be heard by the company when it passes by a work-related trouble or situation.

External Clients

First of all, it’s important to make sure that your customer service team has the right skills for your managing customers’ needs.  Here  we have some: 

Empathy, patience and consistency. Some customers will be irate. Others will be full of questions. And others will just be chatty. You must know how to handle all of them and provide the same level of service every time.

Adaptability. Every customer is different, and some may even seem to change week-to-week. You should be able to handle surprises, sense the customer’s mood and adapt accordingly. This also includes a willingness to learn– providing good customer service is a continuous learning process.

Clear communication. Ensure you convey to customers exactly what you mean. You don’t want your customer to think he’s getting 50% off when he’s actually getting 50% more product. Use authentically positive language, stay cheerful no matter what and never end a conversation without confirming the customer is satisfied.

Work ethic. Customers appreciate a rep who will see their problem through to its resolution. At the same time, you must have good time management skills and not spend too much time handling one customer while others are waiting. Stay focused on your goals to achieve the right balance.

Knowledge. Ultimately your customers rely on you for their knowledge of your product. Stay informed enough to respond to most inquiries and know where to turn if the questions become too detailed or technical for you to answer. But don’t be afraid to say “I don’t know” either. Customers will appreciate the honesty and your efforts to find the right answer.

Thick skin. The customer’s always right… right? The ability to swallow one’s pride and accept blame or negative feedback is crucial. Whether your team works directly with customers or looking for feedback on social media, they’ve got to keep the customer’s happiness in mind.

Internal Clients

Respect to such clients, I will share something I read in a magazine article:

"There's a remarkably close and consistent link between how internal customers are treated and how external customers perceive the quality of your organization's services. A commitment to serve internal customers invariably shows itself to external customers. It's almost impossible to provide good external service if your organization is not providing good internal service." – Benjamin Schneider, University of Maryland. 

Now, focus your attention on these 9 tips that are key to perform a good job as managers of human talent:

1. SET CLEAR EXPECTATIONS. 

As an internal provider of service, you are responsible for setting clear guidelines about what internal customers can reasonably expect. Last minute requests are typically due to poor planning on the part of the internal customer. However, if someone reaches out to you with a request while you’re working on something time sensitive, talk with them and identify how important his or her task is relative to yours.  If they have unrealistic expectations, explain your workflow, priorities, processes, and timelines. Then, reinforce your goal is to provide top-notch service for them.

2. ALWAYS KEEP CUSTOMERS INFORMED ON PROJECT PROGRESS.

Nobody likes to be blindsided by delays or last minute requests for additional information. I like to err on the side of over-communication. If you’ve finished a portion of the request, let them know the status, and when you plan to complete the rest of the project.

3. GET TO KNOW YOUR TEAMMATES.

Go to lunch with co-workers in other departments or schedule quick calls just to check in and see what’s happening in their department. At Media current most of our team works remotely, so it takes a little more effort to get to know everyone, but it’s worth it.

4. GET THE “BIG PICTURE.”

Develop an understanding of how the whole organization works. How does what you contribute fit into the big picture? What do other departments need from you to meet their goals? Think outside of your function and department.

5. PUBLICIZE YOUR SCHEDULE.

Keep your calendar updated with your schedule for the current week.

6. ALWAYS CLOSE THE LOOP.

When you receive an email that requires additional work or research, let the person know that you received it and you’ll work on it. Do not let it sit in your inbox for days until you get around to working on it.

7. MAKE YOUR CO-WORKERS FEEL VALUED.

Recognize them with a smile and call them by name. When someone approaches your desk stop what you’re doing, make eye contact, and be attentive to what they have to say.

8. DEVELOP A POSITIVE ATTITUDE.

Your attitude is reflected in everything you do. It not only determines how you approach your job and your co-workers, but it also determines how they respond to you. Avoid complaining. Do whatever it takes to get the job done—and done right.

9. SOLVE PROBLEMS.

Great customer service professionals are quick on their feet. Don’t procrastinate, develop a plan of attack, and handle the situation as quickly and efficiently as possible.

I hope you like this info....

PAYROLL

Now I'll tell you some details about the payroll.

Roles and responsibilities for administration of employee pay are set by each school or department. Most payroll administrative duties, including approval for all changes in pay, are handled at the departmental level. Below is an overview of the tasks involved in administering employee pay at Stanford. Ask your supervisor or manager for the specific procedures and contacts for your school or department.

Entering New Employee Payroll Records

Each employee's payroll record is comprised of three parts:

• A PeopleSoft Human Resources Management System record establishing the type of job held, the rate of pay and the type of pay (salary or hourly)
• An Oracle Labor Distribution record establishing the account (PTA) or accounts to be charged for the employee's pay
• An Axess Timecard record used to track the employee's time worked and/or leave taken

New employee records must be created by the entry deadline for the employee's first pay period of work to ensure timely receipt of pay. Entering the record as early as possible will additionally ensure that the employee has access to create a free SUNet ID, which is required to access most Stanford systems. For specific entry deadlines for each pay period, see Resources: Payroll Schedules & Deadlines.

PeopleSoft Employee Record

Entry of the employee's job record in PeopleSoft sets in motion the other parts of the employee's system record. This entry allows the employee to begin to access systems to setup a free SUNet ID and to use Axess self-service to enroll in direct deposit, declare withholding allowances and view online pay statements. Twice weekly feeds to the benefits administrator create benefit enrollment records for benefits eligible employees. Reference HR Administration Web Site.

Managing Employee Personal Elections

Provide new employees with the New Employee Information Form

 which includes information about direct deposit enrollment and withholding allowance declaration. Entries completed by 5pm on the last day of each pay period will take effect on the paycheck for that period. Employees are encouraged to sign up for the free direct deposit program to ensure timely receipt of pay on payday. Reference How To: Enroll / Update / Cancel Direct Deposit andHow To: Declare or Change Withholding Allowances.

Changing or Correcting Employee Pay

• If an employee is due additional required pay (regular salary or hours reported prior to the deadline for the pay period), the administrator should request an Off-Cycle Check from Payroll. Reference How To: Request Off-Cycle Check.
• If an employee is due discretionary pay, request the addition of this pay to the employee's next regular paycheck by submitting a one-time payment request to Payroll. Reference How To: Request One-Time Payment.
• If an employee has been overpaid, immediately send a HelpSU ticket to Payroll for further instruction. Include the employee's name, employee id number and the overpayment amount in the HelpSU ticket. Reference How To: Adjust for Overpayment to Employee.

Safety and health at work

Another issue that is more important, when talking of human resources is the safety and health at work. I will share with you some of what is about.

Workplaces claim more than 2.3 million deaths per year, out of which 350,000 are fatal accidents and close to 2 million are work-related diseases. In addition, 313 million accidents occur on the job annually; many of these resulting in extended absences from work. The human cost of this daily adversity is vast and the economic burden of poor occupational safety and health practices is estimated at 4 per cent of global Gross Domestic Product each year.

The safety and health conditions at work are very different between countries, economic sectors and social groups. Deaths and injuries take a particularly heavy toll in developing countries, where a large part of the population is engaged in hazardous activities, such as agriculture, fishing and mining. Throughout the world, the poorest and least protected - often women, children and migrants - are among the most affected.

Risk assessments

Your employer has a 'duty of care' to ensure, as far as possible, your health, safety and welfare while you're at work. They should start with a risk assessment to spot possible health and safety hazards.

They have to appoint a 'competent person' with health and safety responsibilities usually one of the owners in smaller firms, or a member of staff trained in health and safety.

Businesses employing five or more people

For businesses employing five or more people, there must also be:

• an official record of what the assessment finds (your employer has to put plans in place to deal with the risks)
• a formal health and safety policy which includes arrangements to protect your health and safety (you should be told what these are)

Your employer's duty of care in practice

All employers, whatever the size of the business, must:

• make the workplace safe
• prevent risks to health
• ensure that plant and machinery is safe to use
• ensure safe working practices are set up and followed
• make sure that all materials are handled, stored and used safely
• provide adequate first aid facilities
• tell you about any potential hazards from the work you do - chemicals and other substances used by the firm - and give you information, instructions, training and supervision as needed
• set up emergency plans
• make sure that ventilation, temperature, lighting, toilet, washing and rest facilities all meet health, safety and welfare requirements
• check that the right work equipment is provided and is properly used and regularly maintained
• prevent or control exposure to substances that may damage your health
• take precautions against the risks caused by flammable or explosive hazards, electrical equipment, noise and radiation
• avoid potentially dangerous work involving manual handling (and if it can't be avoided, take precautions to reduce the risk of injury)
• provide health supervision as needed
• provide protective clothing or equipment free of charge (if risks can't be removed or adequately controlled by any other means)
• ensure that the right warning signs are provided and looked after
• report certain accidents, injuries, diseases and dangerous occurrences to either the Health and Safety Executive for Northern Ireland or the local authority, depending on the type of business