Functions & Practices of Human Resource Management

Human resources functions are significantly different from HR practices. Functions are
comprised of transactional activities that can be handled in-house or easily outsourced.
Practices are part conceptual, part implementation of an HR strategy, comprised of
systems that follow the normal or customary way of doing business. The term "best
practices" refers to the HR systems that have the greatest impact on the workforce and
the organization.

Human resources transactional functions include benefits administration, record

keeping and new employee and payroll processing. The extent to which HR department
staff handle these transactional functions depends on their expertise, size of the
workforce and the departmental budget.

In many cases, the department's budget can support outsourcing these transactional
functions, thus leaving time for HR staff to devote its attention to HR strategic
management instead of focusing on personnel administration-type duties.

Recruitment and Selection

HR recruitment and selection practices generally are based on the organization's
mission and the workplace culture. For example, employers that recognize the value of
workplace diversity embrace recruitment practices designed to attract a diverse
applicant pool. Recruitment practices underlie recruiting activities and functions such as
sponsoring career fairs at colleges and universities with diverse student populations,
advertising job vacancies across several venues to reach a broad audience.

Achieving Work-Life Balance

Implementing flexible work schedules, providing employees with telecommuting options
and training supervisors to spot signs of workplace stress suggests the organizational
culture supports employees achieving work-life balance. Managing scheduling logistics,
modifying technology for remote access and conducting training sessions are
essentially transactional functions. However, these functions ultimately create a results-
oriented work environment because they enable greater efficiency and, thus, increase
the time employees have to devote to family obligations and personal endeavors.

Training and Development

Training and development are HR management functions that include new-employee
orientation, job skills training, leadership training and professional development. These
activities improve employees' job skills in their current positions and equip them with
skills and expertise for cross-functional work that can increase their value to the
organization. Professional development supports an organization's succession planning
strategy by preparing future leaders for higher-level jobs and more responsibility. HR
management training and development functions reflect promotion-from-within practices
and support employees' work goals.
Compensation and Benefits
Compensation and benefits often are viewed together, presenting a comprehensive
view of how employers reward their employees. However, a look at compensation by
itself offers a clearer picture of HR management practices because total employee
wages, including salary, benefits and related taxes, can comprise up to 70 percent of an
employer's cost to operate her business, according to a 2019 report. Benefits alone can
account for 30% of total labor costs, and are rising at a rapid rate, largely due to
increases in health care benefits.

References (2)
HRMP: Four Basic Functions of Human Resource Management
Paycor: The Biggest Cost of Doing Business -- Labor Costs
Resources (2)
EmpXtrack: Top 10 HR Best Practices
Ceridian: Better Human Resource Management - An Introduction to Ceridian's Best
Practices Case Studies
About the Author
Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject
matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the
Health Care Industry," and she has been cited in numerous publications, including
journals and textbooks that focus on human resources management practices. She
holds a Master of Arts in sociology from the University of Missouri-Kansas City. Ruth
resides in the nation's capital, Washington, D.C.

https://smallbusiness.chron.com/functions-practices-human-resource-management-59787.html

What Is the Difference Between HR Activities vs. HR Practices?

by Michelle Reynolds
Coordinated HR practices and activities create a force that can actualize business
success.
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The activities performed by human resources teams should directly correlate with HR
practices. If they don't, the disconnection can illustrate the concept of being up a creek
without a paddle: It is possible to function this way but it is not very effective. Thriving
HR departments exist as fine-tuned water craft impelled to harvest and prepare the best
catch within their capabilities. That catch -- your employees -- becomes, in turn, the rod
that is motivated by HR’s activities to bring in business.

HR Practices
Human resources practices are strategic in nature. They represent a vital
guidance system that coordinates with your executive business plan. HR
practices form the foundation supporting the way your company’s human capital
will operate on your behalf. For example, HR practices include formulating a
method for measuring and analyzing the effects of a particular employee rewards
program. Other examples include the creation of a program to reduce work-
related injuries, and building a framework to ensure employment laws are
adhered to.

Leadership Contribution
HR practices are the means through which your human resources personnel can
develop the leadership of your staff. This occurs through the practice of developing
extensive training courses and motivational programs, such as devising systems to
direct and assist management in performing ongoing performance appraisals. Human
resources practices also include constructing avenues through which employees will
have opportunities for advancement. For instance, the design of a mechanism enabling
the regular promotion of employees offers an opportunity for your staff members to grow
toward leadership positions.

HR Activities
HR activities embody the directives set forth through HR practices. For example, the
activity associated with the practice of providing consistent employee training would be
the actual presentation of the information outlined by your training program. HR activity
examples include engaging in taking competitive surveys to ensure your workers are
fairly compensated and managing employee attendance and overtime. Further HR
activity examples include recruitment, hiring and firing and the administration of health
benefits.

Two Steps
To offer thorough human resources involvement in your business, HR professionals
must understand, generate and implement an integrated approach to practices and
activities. The process can be viewed as having two-steps: First, establish practices
designed to achieve the goals of your business in efficient, safe and legal ways; and,
second, execute the practices through associated activities, enacting improvements
when necessary. HR practices should create a natural flow to HR activities. When this
occurs, your human resources department should be functioning at optimum levels for
the benefit of your business.
References (3)
Forbes: Corporate Strategy: How HR Can Become a Player
EmpTrack: Top 10 HR Best Practices
Academia.edu: Armstrong’s Handbook of Human Resource Management Practice
About the Author
Michelle Reynolds has been writing about business, careers and art since 1993. She
was the publisher of a newsletter, “Working Parents Monthly," as well as a graphic
design guidebook. Reynolds also served as human-resources director at a resort/spa
for eight years. She is an artist and promotes the arts and other artists through
ElegantArtisan.com, a website she developed and maintains.

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