a great hr should be

8/11/2019 A Great HR Should Be...

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HR is all about Human. The most important thing in HR is to "Value Human". A HR personnel is there to

manage, develop, train, retain, etc. the manpower of the company. Some of the basic skills or traits

which are required to become a good HR are:

-Communication

-Interpersonal relations with every level of management

-Listening skills

-Leadership skills

-Liaison

-Ready to accept challenge

-Diplomatic skills (this is very important)

- HR should be empathetic

- HR professional must possess emotional intelligence which will help him/her tackle different situations

in a work environment.

- Having an open mind helps a HR Manager or an Executive to enhance the relationship between

him/her and the employees.

- Communication Skills

(i) Verbal Communication Skills : Language proficiency(ii) Non-verbal Skills : Body Language, gestures, postures, eye contact.

- Interpersonal Skills : Social awareness

- Persuasive Skills

- Empathy

- Patience

- Read out human beings

- Analytical Skills

- Leadership qualities

- Good Grasping Skills

- Emotional Intelligence

- Team Spirit- Problem solving skills

- Decision making skills(most important)

Every decision is good or right at the time when it is taken. So as a HR person instead of making good

decision it is necessary to predict the outcome of the decision.

HR should be an ETHICAL Person who is balancing Employer & Employee.

If he wants to achieve success in his career, he should play Positive Politics - which will satisfy both the

ends.

Inborn talents & interpersonal skills will also help to attain success

1. Should be more disciplined.

2. Integrity to be his passion.

3. Always try to have a long term vision. No to resolve any issue for short term gain.

4. Honesty, Loyalty, belongingness.


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The following would be the Basic Deliverables, Characteristics, Knowledge & Skills expected

out of a HR Person:

BASIC DELIVERABLES FOR HRD DEPARTMENT

1. Define what is Right Person for each of the position.

2. Develop a process which will get the Right Persons into the organization.

3. Recruit & Select the employees in accordance to the process.

4. Constantly mentor these employees and see to that their job related skills are developed continuously

as required by the organization.

5. Keep them motivated towards Organizational Goal.

CHARACTERISTICS

1. Judgment of peoples attitudes & behaviors.

2. Empathetic (share someone else's feelings or experiences by imagining what it would be like to be in

their situation)

3. Earnest (sincere & serious) & committed in your work.

4. Diplomatic (Able to manage a difficult situation without upsetting anyone)

5. Change yourself according to the demand of time.

6. Strategist.( Able to forecast future, develop plans and achieve the results)

SKILLS:

1. Highly People Interactive personality.

2. Good communication & Convincing ability.

3. Strong grasping power.

4. Ability to analyze a situation & can able to resolve grievances.

5. Good Coordinating skills.

6. Good in Forecasting the future and preparing plans for it.

7. Learning & Leadership skills.

8. Motivating Skills.

KNOWLEDGE :

1. Excellent knowledge of Human Behavior.

2. Knowledge of related Laws & their procedures.


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Introduction:

To work in any profession, one should not only have Subject Matter Expertise but also personality,

behavior, decorum, mannerism, attitude, professional approach, and thinking to work efficiently and to

sustain in that given profession. Failing which, irrespective of your knowledge, education andbackground you will never be able to grow in that profession. This is also true for HR Profession. There

are some minimum expectations from HR Professionals, in the way they carry themselves, behave and

present themselves that can hamper or lift their image and professional graph. Some of those traits and

attributes are mentioned in this article. Though, to a large extent it covered all the attributes but still It

consider this list as INCLUSIVE and not EXCLUSIVE. The need is to benchmark your Personality and

Behavior. Respect can only be earned and not asked for.

Nine Qualities all HR Professionals Should Have

1) Clarity of ThoughtsIn most of the situations and circumstances, we come across two options; either

we want to do or we dont want to do; either we agree to it or we dont agree to it; either it is

acceptable or it is not acceptable; either you want or you dont want. It has been seen that many HR

Professionals are confused. They are not clear, where they want to take their company. They dont know

what role they like to play in the organization. They dont have clarity of role. They dont have clear

expectations, neither from themselves, or from their team or from their internal customers

(employees). With this confusion, they fail to take decisions. They fail to take stand.

2) Efficiency in Time ManagementHR professionals is expected to be efficient in time management.

They are expected to set time-frame and meet those expectations. Most of the time, I have seen that

they dont give any time limit. You approach them for any work and they respond by saying, Ok, it will

be done. But when? I agree that Good HR Professionals have many things to do. Recruitments,

Employee Relations, Talent Management, Career Development, Benchmarking, etc are the things, which

takes lots of time. But, all goals, all dreams, all activities, all commitments looks good and areachievable, if there is a closing date for that. For Example, I want my company to be in top-10 companies

in the world. Its a Vision. Its a good dream. But, if I dont specify, by which year or in how many years, I

want to achieve that goal, it will only remain as a dream and will never become a reality. Uncertainty,

Ambiguity, Open-Ended commitment, Confusion, these are things, that are not expected from any HR

Professional.

3) Compare Performances / Compare Situations & Circumstances but do not compare individuals /

PeopleKnowingly or unknowingly but quite often, instead of Circumstances and Situations, we tend to

compare two different people. Instead of analyzing the behavior of a person we tend to analyze them as

an individual and take this as our right. The very basic principle of science and management says that no

two individuals are same.

4) Knowledge about the Business and Industry Everybody should be aware of their strengths and

weaknesses. They should be aware as what they want in their life and career. It is a well known fact and

has been proved in various surveys that HR professionals dont care to understand the business of the

company and the industry that they are working in. According to the survey done by Virgin Management

Consultancy 67% HR Professionals in USA and 83% HR professionals in India do not know the nitty-gritty

of their companys business. They dont know from where the revenue is coming. They dont know the

business model of their company. I think, as it is important to know about the city and country that you


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are traveling to; it is equally important to know and understand the business of the company that you

are working with.

5) Vision and Goal for the Department, Team and Organization What you want to do for the

organization? Are you planning to implement a competitive compensation plan? Do you want to take

your company in the bracket of 25 Best Employers in the Country? Are you planning to acquire best of

the talent from market? Do you think that you need to control the growing Attrition Rate of your

company? Have you thought about Organization Development and Talent Management? Usually,

that is the confusion. HR professionals and HR heads dont have that vision. They want to do something

in HR but dont know what they can do or should do. They should have vision for the organization for HR

perspective and goals for their department and team. Its a must have. Until and unless you are sure

about your destination, you cannot take the path.

6) Love for Number / Data / Figures / Calculations / Analysis / ProjectionsYou talk to any person in

any other profession and tell them that you are in HR; two things will automatically flash in their mind

Theory and Politics. One reason why HR professionals in India have not been able to enter into the

Board Room and make their presence felt in the organization is because though they have ideas, they

have strategies and policies but they are not able to support those strategies with data. (It is becausethere is no mathematics and calculations involved in this subject that many people [mostly females] love

to join this profession).

For example, if I have a Retention Strategy and I want to implement in the organization. I need to

show, how much the implementation of that strategy will cost; by what percentage the company will be

able to increase the employee retention and decrease the attrition; which are the companies that are

using this particular strategy and how effective it has been in their cases. If, I am going with this data,

calculation and analysis, I am sure that my strategy will be implemented.

Hence, HR professionals need to be more analytical, data oriented and good in calculations. They should

not be subjective and theory oriented.

7) Enthusiasm to Share / Develop / Coach and MentorWe have heard and read in our schools and

colleges that Knowledge is a wealth; the more you distribute/share the more you gain. In this

profession of HRM & D; we are privileged and are in a very unique position where we can develop

people. We can develop their career. We can develop their life. We can help them in changing their

perception and behavior. We can groom them, so that they can be successful in their life. Dont you

think that we have very important and crucial role to play?? How many of us have actually thought of

those lines? Do, think about it, you have one life, give what you can. If 10 people will remember me

once I bid adieu to this world for helping them in developing their life, I will consider my life as

successful.

8) Self Discipline This again is a common quality that everyone should have, irrespective of their

respective professions, but it is more appreciable in HR Professionals and is like a must have. They need

to set standards for others to follow; they need to benchmark their own behavior and if they start

flowing with water, everything else will go for a toss and things will go out of control. I have heard,

people saying that I am doing this or that because others are also doing it but that is not expected from

HR Professionals. Discipline in life is a must to grow, prosper and being successful. So, set standards and

dont just flow.


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9) Trust WorthyThis is very important quality and must have for all HR Professionals. Candidates, at

the time of interview share important information with HR; Employees share lots information, personal,

professional, ideas, suggestions, future related, dreams etc. Imagine, if the HR professional keep sharing

that information with everyone in the team of HR; will that employee ever comeback to HR to share

anything with him. NEVER. HR professionals need to win that trust and then maintain and keep that

trust. This is very true for HR Professionals, who are working in Employee Relations. Relation of any

kind, be it with employees, is based on trust and honesty. If ever, you break that trust, you will never be

able to win it again.

You can read the complete article at:http://ezinearticles.com/?To-Work-in...so-Personality
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SOME USEFUL INFORMATION ON HR COMPETENCES AND HR KNOWLEDGE MANAGEMENT

AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE, YOU NEED TO KNOW:

-YOUR APTITUDE

-YOUR PASSION FOR SELECTED SUBJECTS

-YOUR KEEN INTEREST AREAS

-YOUR ASPIRATION [up the ladder in the organization or expert consultant in selected areas].

HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES:

1. HR MANAGER'S ACTIVTIES

The activities carried out by HR MANAGER will vary widely according to the needs of the organization,

the context within which they work and their own capabilities.

SERVICE

As a broad guideline, the HR provide services to the organization

-human resource planning

-recruitment / selection

-employee development

-reward systems

-employee relations

-health/safety management

-staff amenities-salary administration

-personnel administration

etc.

GUIDANCE

To varying degrees, HR MANAGERS provide guidance to the management, like

-recommendations on HR STRATEGIES

-culture change

-approaches to the improvements of process capability

-performance management

-reward management

-HR policies/ procedures

etc.

ADVICE

HR managers provide advice to line managers, and management in general


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-recruitment advertising

-selection short lists

-training needs

-health / safety

-handling people / problems associated

-industrial relations

etc.

2. HR MANAGER'S ROLES

As we digest the activities, it leads us to the ROLE OF HR MANAGER.

HR MANAGER plays different roles:

BUSINESS PARTNER ROLE

-share responsibility with their line management for the success of the business and the running of the

business.

STRATEGIST ROLE

-contribute to the long term / strategic organizational issues like

*people selection

*people requirement

*people development

*organization development

*quality of worklifeetc.

INTERVENTIONIST ROLE

-proactively contributes to the change management, people management, team development, new

technology introduction etc.

INTERNAL CONSULTANCY ROLE

-acts as a management consultant on HR ISSUES working alongside the line managers.

MONITORING ROLE

-monitors the implementation of HR policies / procedures.

3. HR MANAGER'S COMPETENCIES

The analysis of the activities and the roles leads us to the question.


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WHAT ARE THE COMPETENCIES REQUIRED FOR A SUCCESSFUL HR MANAGER?

The suggested competencies are:

-imitative

-personal effectiveness

-human relations handling skills

-leadership skills

-professional knowledge of HR

-adding value through people development

-continuing learning

-strategic thinking capability

-influencing

-negotiating skills

-interpersonal skills

-business / culture awareness

-service delivery-communication [ oral/ written ]

-presentation

etc.

ROLE / COMPETENCE MATRIX

STRATEGIC PARTNER

Organizational Awareness

Problem Solving

Customer ServiceStress Tolerance

Oral Communication

---------------------------------

LEADER

Decision Making

Planning & Evaluation

Conflict Management

Self-Management

Self-Esteem

Oral Communication-------------------------------

EMPLOYEE CHAMPION

Flexibility

Teaching Others

Learning

Interpersonal Skills


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Oral Communication

-------------------------------------

TECHNICAL EXPERT

Technical Competence

Legal, Government, & JurisprudencePersonnel & Human Resources

Information Management

Mathematical Reasoning*

--------------------------------------

Customer Service

Writing

Reading

Memory

Attention to Detail

Oral Communication-----------------------------------

CHANGE CONSULTANT

Teamwork

Reasoning

Influencing/Negotiating

Integrity/Honesty

Creative Thinking

HR KNOWLEDGE MANAGEMENT

As HR management becomes more and more complex, greater demands are placed on individuals who

make the HR field their career specialty. It is useful to know about the competencies required for

effective HR management.

A wide variety of jobs can be performed in HR departments. As a firm grows large enough to need

someone to focus primarily on HR activities, the role of the HR generalist emerges that is, a person who

has responsibility for performing a variety of HR activities. Further growth leads to adding HR specialists

who have in depth knowledge and expertise in a limited area. Intensive knowledge of an activity such as.

benefits, testing, training, or affirmative action compliance typifies the work of HR specialists.

Changes in the HR field are leading to changes in the competencies and capabilities of individualsconcentrating on HR management. The development of broader competencies by HR professionals will

ensure that HR management plays a strategic role in organizations. The following sets of capabilities are

important for HR professionals:

1. Knowledge of business and organization

2. Influence and change management

3. Specific HR knowledge and expertise


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1.

Knowledge of Business and Organization

HR professionals must have knowledge of the organization and its strategies if they are to contribute

strategically. This knowledge also means that they must have understanding of the financial,

technological, and other facets of the industry and the organization. As illustration, in some

organizations the top HR executive jobs are being filled by individuals who have been successful

operations managers, but have never worked in HR. The thinking behind such a move is that good

strategic business managers can rely on the HR specialists reporting to them, while bringing a

performance oriented, strategic view of HR management to the top of the organization. In other

organizations, top HR managers have come up through HR specialties, and have demonstrated that they

understand broader business and strategic realities, not just HR management functional issues.

Knowledge Base

-Strategic planning/ HRM role.

-Political changes impact-Economic changes impact

-Social changes impact

-Technology changes impact

-Workforce availability/ Quality

-Growth in contingent workforce

-Demographic issues

-Work / family balancing

-Organizational Restructuring

-Occupational shifts

-Global competition

-Business Process reengineering-Financial responsibility for HR results.

-Intellectual capital

etc.

2. Influence and Change Management

Another key capability that HR professionals need is to be able to influence others and to guide changes

in organizations. Given the many HR related changes affecting today's organizations, HR professionals

must be able to influence others.

Knowledge Base

-sales ability

-persuasion skills

-presentation skills

-negotiation skills

-interpersonal relations skills

-change, change, change.


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3. HR Specific Knowledge

The idea that "liking to work with people" is the major qualification necessary for success in HR is one of

the greatest myths about the field. It ignores the technical knowledge and education needed. Depending

on the job, HR professionals may need considerable knowledge about employment law, tax laws,

finance, statistics, or information systems. In all cases, they need extensive knowledge about equal

employment opportunity regulations and wage/hour regulations.

This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally,

those who want to succeed in the field must update their knowledge continually. Reading HR /

MANAGEMENT publications / websites is one way to stay informed.

Strategic Management: Knowledge of;

1. law making and administrative regulatory processes.

2. internal and external environmental scanning techniques.

3. strategic planning process and implementation.

4. organizational social responsibility (for example, welfare to work, philanthropy, alliances with

community based organizations).

5. management processes and functions , including marketing/sales/distribution etc.

6. techniques to sustain creativity and innovation.

Workforce Planning and Employment: Knowledge of;

7. Central /state/local. employment related laws and regulations.

8. immigration law (for example, visas for overseas employees].

9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis,

costs per hire, selection ratios, adverse impact).

10. recruitment methods and sources.

11. staffing alternatives (for example, telecommuting, outsourcing).

12. planning techniques (for example, succession planning, HR forecasting).

13. reliability and validity of selection tests/tools/methods.

14. use and interpretation of selection tests (for example, psychological/personality, cognitive, and

motor/physical assessments).


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15. interviewing techniques.

16. relocation practices.

17. impact of compensation and benefits plans on recruitment and retention.

18. international HR and implications of international workforce for workforce planning and

employment.

19. downsizing and outplacement.

20. internal workforce planning and employment policies, practices, and procedures.

Human Resource Development: Knowledge of;

21. applicable international, central, state, and local laws and regulations regarding copyrights andpatents.

22. human resource development theories and applications (including career development and

leadership development).

23. organizational development theories and applications.

24. training methods, program, and techniques (design, objectives, methods, etc.).

25. employee involvement strategies.

26. task/process analysis.

27. performance appraisal and performance management methods.

28. applicable international issues (for example, culture, local management approaches/ practices,

societal norms).

30. techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job

performance of program participants, and organizational outcomes such as turnover and productivity).

Compensation and Benefits: Knowledge of;

31. Central, state, and local compensation and benefits laws.

32. accounting practices related to compensation and benefits (for example excess group term life,

compensatory time).

33. job evaluation methods.


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34. job pricing and Pay structures.

35. incentive and variable Pay methods.

36. executive compensation.

37. non-cash compensation methods (for example, stock option plans).

38. benefits needs analysis i.e, life insurance, pension, etc.

39. benefit plans (for example, health insurance, education, health club).

40. international compensation laws and practices (for example, expatriate compensation, socialized

medicine, mandated retirement).

Employee and Labour Relations:. Knowledge of;

41. applicable federal, state, and local laws affecting employment in union and non-union environments,

such as anti-discrimination laws, sexual harassment, labor relations, and privacy.

42. techniques for facilitating positive employee relations (for example, small group facilitation, dispute

resolution, and labor/management cooperative strategies and programs).

43. employee involvement strategies(for example, alternate work schedules, work teams).

44. individual employment rights issues and practices (for example, employment at will, negligent hiring,

defamation, employees' rights to bargain collectively).

45. workplace behavior issues/practices (for example, absenteeism, discipline).

46. methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion

surveys, attitude surveys, focus panels).

47. unfair labor practices.

48. the collective bargaining process, strategies, and concepts (up to and after contract).

49. public sector labor relations issues and practices.

50. expatriation and repatriation issues and practices.

51. employee and labor relations for local nationals [ i.e. labour relations in other countries).

Occupational health, safety and security: Knowledge of:


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52. Central, state, and local workplace health and safety laws and regulations (for example, OSHA, Drug

Free Workplace).

53. workplace injury and occupational illness compensation laws and programs (for example, worker's

compensation).

54. investigation procedures of workplace safety, health, and security enforcement agencies (for

example, OSHA).

55. workplace safety risks.

56. workplace security risks (for example, theft, corporate espionage, information systems/technology,

and vandalism).

57. potential violent behavior and workplace violence conditions.

58. general health and safety practices (for example, fire evacuation, HAZMAT[hazardous materials],

ergonomic evaluations).

59. incident and emergency response plans.

60. internal investigation and surveillance techniques.

61. Employee Assistance Programs.

62. employee wellness programs.

63. issues related to chemical use and dependency (for example, identification of symptoms, drug

testing, discipline).

CORE Knowledge Required by HR Professionals:

64. needs assessment and analysis.

65. third party contract management, including development of requests for proposals.

66. communication strategies.

67. documentation requirements.

68. adult learning processes.

69. motivation concepts and applications.

70. training methods.

71. leadership concepts and applications.


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72. project management concepts and applications.

73. diversity concepts and applications.

74. human relations concepts and applications (for example, interpersonal and organizational behavior).

75. HR ethics and professional standards.

76. technology and human resource information systems (HRIS) to support HR activities.

77. qualitative and quantitative methods and tools for analysis, interpretation, and decision making

purposes.

78. change management.

79. liability and risk management.

80. job analysis and job description methods.

81. employee records management (for example, retention, disposal).

82. the interrelationships among HR activities and programs across functional areas.


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Distinguishing between an AVERAGE HR Professional with that of GREAT HR PRO

What separates an average HR professional from that of a GREAT HR Professional? How do these

management institutes prepare HR Professionals for future challenges?

From my experience, I think there are three traits that create a divide between average and great HR

Professional. These three traits are:

1) Analytical SkillsCost/Benefit Analysis: If you cannot show the management the benefit or the

optimal utilization of every dollar that it spends, you wont be able to sell your idea or initiative.

2) Cultural AssimilationThe basic fact is that every human being is unique and special in its own way

and you cannot accept it, cannot be emphatic and cannot help them assimilate to company culture, you

cannot succeed in your role.

3) Know your BusinessIf you do not know what is the business of the your company or who are the

competitors of the company and how does your company makes the money, you will never be able to fitinto company and therefore you cannot retain people.

As per your experience what you think distinguishes an average HR Professional from a great HR

Professional.


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Good HR Managers see themselves as Allies, not Policeman

QUALITIES:

1) Show empathy

2) Are approachable to employees

3) Communicate effectively

4) Flexible in administering policies and in their own work schedules. Policies are guidelines

5) HR managers have two distinct, and often conflicting, roles according for a consumer products

company.

They support the company to ensure they are optimising the value of the assignment and they support

the employee by ensuring they are able to maximize their value to the organization.

6) They actively listen to the employees.

7) Leadership -- taking people to a place that they would not normally go to on their own. That also by

good strategic planning.

8) Able to cope with change and operating difficulties.

9) Heart of organizational leadership.

10) By providing the right C (challenge, confidence, or coaching) to the employees.

11) Define a vision, articulate values, and infuse both into every aspect of employee management.


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Analytical approach is essential quality of HR bcoz HR has to analyze tangible factors as well as non-

tangible factors.

For analyzing non-tangible factors in team you should have rapport with your team.

First is an analytical skill.

In second is how to make rapport with team.

Human touch should be there.

SOME IMPORTANT SKILLS REQUIRED TO BE A GOOD HR MANAGER ARE

LISTENING ABILITY

KNOWLEDGE AUTHORITY

ABILITY TO GIVE CORRECT DIRECTIONS

BUILDING TRUST AMONGST YOUR FOLLOWERS

FEEDBACK

A good HR Person should have the following qualities in my opinion:

Should be a good Communicator

Should be very Diplomatic

Should be Empathetic to all

Should not show Favoritism towards any

Should be smart enough to assess any sticky situation

Should be polite and soft-spoken

And coming to references point. Organizations depend on Internal Job Postings for two reasons:

1.

Better Reliability

2.

Also to make the existing employees feel privileged for being given the chance to refer peopleand also to show them how much faith the Organization has reposed on them.


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Human Resources(HR) or Personnel Managerscontribute to the success of organisations by selecting

and recruiting the best staff and then managing and developing them effectively. Recruiting the right

staff requires a good understanding of the organisation's needs in terms of workforce skills and

experience, which means that HR managers may be involved in communicating with individual

departments of the organisation about overall recruitment policy and liaising with external recruiting

agencies. They would work with line managers to analyse and evaluate staff training needs and would

manage the training programme, perhaps delivering some training themselves or buying in training from

outside providers. Additionally, they may be involved with policies for equal opportunities, health and

safety, pay and conditions of employment. They may also design procedures to keep employee records,

maintain discipline, measure performance and handle complaints.

Personal qualities

HR managers need good 'people' skills and require the confidence and communication skills to deal in a

calm and tactful manner with a variety of situations, balancing the needs of the individual employee

against the business interests of the organisation. You may be required to operate in stressful situations

when handling issues such as discipline, redundancy or the personal problems of individual employees,

so you would need a measure of resilience and an understanding of the importance of confidentiality.Accuracy, attention to detail, co-operation and teamwork are as important as a fair and objective

attitude.

Good spoken and written communication skills are essential to avoid errors and misunderstandings

when dealing with employees' personal details.

HR Manager should not be :

1. Sarcastic and put other's down but he must be empathic[/b].

2. Exquisites (one who make excuses) rather cure himself from it bcoz successful person never make

excuses.

3. Bad listener but a good listener as listening shows a caring attitude towards another person, that

person feels important and can be easily motivated.


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Combining all the qualities that an HR should have, I can say that the HR should have versatile

qualities like;

-Strong Communication skill [ oral / written ]

-Good Knowledge about the existing policies

- Leadership Qualities

- Behavioral Skills

- Presentation skills

- Interpersonal skills

- People Handling Skills

- Interview Skills

- Negotiation Skills

- Team Work Skills

- Computer Proficiency

- Professional knowledge of HR Initiative

- Problem solving skills

- Decision making skills

- Assertiveness Work / family balancing- Strategic planning / HRM role

- Dedication to Continuous Improvement

- Employee Trust

- Business Ethics Business / culture awareness

- Personal effectiveness

- Human relations handling skills

- Stress Management

- Listening skills

- Ready to accept challenge

- Emotional intelligence

- Diplomatic skills- Convincing ability

- Grasping power

- Analytical Skills

- Motivating Skills

- Optimism

- Patience

- Creativity


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A man who keeps on increasing his inventory of simple, catchy and refreshing words and thought.

A man who strives for improvement and not for perfection

A creative personality stimulates the sub-ordinates or trainees to do something as desired.

A counselor who understands psychology and behavioral science.

A Philosopher who practices high thinking and lead good life practices

A consultant who suggests the ways to improve efficiency and quality.

A futurist to set organizational goals to keep pace with changing techno-social culture.

An innovator to develop latest teaching, training and development techniques.

An analytical examiner to evaluate personnel, training programmes, methodology and effectiveness.

A psychologist counsel the employees.

A Manager to encourage brain storming environment to enable participative learning atmosphere.

An economist to critically plan, budget and control the activities.

A Manager who institute discipline Task and Time.

An architect to shape employees to suit to present and future jobs.

A role model in set standards

Having an un-biased approach.

Always have a positive and constructive Attitude A good Communicator and also a Model in Communication Methods

A good Motivator by his Personality and action.

Who aims for zero Paper word and easy and simple procedures

His each action and word is a value-addition to the Organisation

Aim for Continuous Improvement on Quality thro cost Saving

Practices flexible and approachable Attitude.

Create an Enjoy Working Environment

Accepts the Change andimplements it for the advantage of improvements.

Multi-knowledgeable personality

Practices good Listening Skills

A Model for learning new things Accepts weaknesses and seeks the methods to nullify it.

Taking concern in sub-ordinates developments

Practices sweet words and avoids dominating kind of words

A good outward personality appearance. No compromise on it.

A good model for up-keep of housekeeping.


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a great hr should be

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