Human Resources Manager

Human resources managers plan, direct, and coordinate the administrative functions of an organization. They oversee the recruiting, interviewing, and hiring of new staff; consult with top executives on strategic planning; and serve as a link between an organization’s management and its employees.

Human resources managers typically do the following:

Plan and coordinate an organization’s workforce to best use employees’ talents
Link an organization’s management with its employees
Administer employee services
Advise managers on organizational policies, such as equal employment opportunity and sexual harassment
Coordinate and supervise the work of specialists and support staff
Oversee an organization’s recruitment, interview, selection, and hiring processes
Handle staffing issues, such as mediating disputes and directing disciplinary procedures

Every organization wants to attract, motivate, and keep qualified employees and match them to jobs for which they are well suited. Human resources managers accomplish this by directing the administrative functions of human resource departments.

Their work involves overseeing employee relations, regulatory compliance, and employee-related services such as payroll, training, and benefits. They supervise the department’s specialists and support staff and ensure that tasks are completed accurately and on time.

Human resources managers also consult with top executives regarding the organization’s strategic planning. They identify ways to maximize the value of the organization’s employees and ensure that they are used as efficiently as possible. For example, they might assess worker productivity and recommend changes to the organization’s structure to help it meet budgetary goals.

Some human resources managers oversee all aspects of an organization’s human resources department, including the compensation and benefits or training and development programs. In many larger organizations, these programs are directed by specialized managers, such as compensation and benefits managers and training and development managers.

The following are examples of types of human resources managers:

Labor relations managers, also called employee relations managers, oversee employment policies in union and non-union settings. They draw up, negotiate, and administer labor contracts that cover issues such as grievances, wages, benefits, and union and management practices. They also handle labor complaints between employees and management and coordinate grievance procedures.

Payroll managers supervise the operations of an organization’s payroll department. They ensure that all aspects of payroll are processed correctly and on time. They administer payroll procedures, prepare reports for the accounting department, and resolve any payroll problems or discrepancies.

Recruiting managers, sometimes called staffing managers, oversee the recruiting and hiring responsibilities of the human resources department. They often supervise a team of recruiters, and some take on recruiting duties when trying to fill high-level positions. They must develop a recruiting strategy that helps them meet the staffing needs of their organization and effectively compete for the best employees.

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Human resources managers typically have an interest in the Helper and Persuader interest areas, according to the Holland Code framework. The Helper interest area indicates a focus on assisting, serving, counselling, or teaching other people. The Persuader interest area indicates a focus on influencing, motivating, and selling to other people.

If you are not sure whether you have a Helper or Persuader interest which might fit with a career as a human resources manager, you can take a career test to measure your interests.

Human resources managers should also possess the following specific qualities:

Decision-making skills. Human resources managers must be able to balance the strengths and weaknesses of different options and decide the best course of action. Many of their decisions have a significant impact on workers or operations, such as deciding whether to fire an employee.

Interpersonal skills. Human resources managers need strong interpersonal skills because they regularly interact with people. They often collaborate on teams and must develop positive working relationships with their colleagues.

Leadership skills. Human resources managers must be able to direct a staff and oversee the operations of their department. They must coordinate work activities and ensure that workers in the department complete their duties and fulfill their responsibilities.

Organizational skills. Organizational skills are essential for human resources managers. They must be able to manage several projects at once and prioritize tasks.

Speaking skills. Human resources managers rely on speaking skills to give presentations and direct their staff. They must clearly communicate information and instructions to their staff and other employees.

Accountants and auditors prepare and examine financial records. They ensure that financial records are accurate and that taxes are paid properly and on time. Accountants and auditors assess financial operations and work to help ensure that organizations run efficiently.

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Budget analysts help public and private institutions organize their finances. They prepare budget reports and monitor institutional spending.

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Economists study the production and distribution of resources, goods, and services by collecting and analyzing data, researching trends, and evaluating economic issues.

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Financial analysts provide guidance to businesses and individuals making investment decisions. They assess the performance of stocks, bonds, and other types of investments.

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Human resources specialists recruit, screen, interview, and place workers. They often handle tasks related to employee relations, compensation and benefits, and training.

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Logisticians analyze and coordinate an organization’s supply chain—the system that moves a product from supplier to consumer. They manage the entire life cycle of a product, which includes how a product is acquired, distributed, allocated, and delivered.

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Personal financial advisors give financial advice to people. They help with investments, taxes, and insurance decisions.

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Purchasing managers, buyers, and purchasing agents buy products for organizations to use or resell. They evaluate suppliers, negotiate contracts, and review product quality.

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Real estate brokers and sales agents help clients buy, sell, and rent properties. Although brokers and agents do similar work, brokers are licensed to manage their own real estate businesses. Sales agents must work with a real estate broker.

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Secretaries and administrative assistants perform routine clerical and administrative duties. They organize files, draft messages, schedule appointments, and support other staff.

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Human Resources Manager

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