Personnel & ASPA
Personnel was the name used prior to 1983. The focus was on customers, product quality and competition. ASPA was the American Society for Personnel Administration. When names change, the focus and priorities begin to drift.
EO10925, signed by President John F. Kennedy on 6 March 1961 included a provision that government contractors "take affirmative action to ensure that applicants are employed, and employees are treated [fairly] during employment, without regard to their race, creed, color, or national origin".
In 1964, Congress passed Public Law 88-352 (78 Stat. 241). The Civil Rights Act of 1964 prohibits discrimination on the basis of race, color, religion, sex or national origin. Provisions of this civil rights act forbade discrimination on the basis of sex, as well as, race in hiring, promoting, and firing.
On September 24, 1965 President Lyndon B. Johnson issued Executive Order 11246, prohibiting employment discrimination based on race, color, religion, and national origin by those organizations receiving federal contracts and subcontracts.
The
percentage of workers belonging to a union (or "density") in the
United States peaked in 1954 at almost 35% and the total number of union
members peaked in 1979 at an estimated 21.0 million.
The union membership rate was 10.1 percent in 2022,
down from 10.3 percent in 2021. The 2022 unionization rate (10.1 percent) is
the lowest on record. In 1983, the first year for which comparable data are
available, the union membership rate was 20.1 percent.Jan 24, 2023
Dealing with Labor Unions was a large part of Personnel work in the 1950s. The increase in US Right to Work States led manufacturing companies to relocate to these mostly southern states and adopt “union free” policies that replaced micro-management with employee teams.
SHRM Doctrine
When Personnel became Human Resources to support Globalism in the 1980s, ASPA was replaced by SHRM and micro-management by HR was reintroduced to enforce federal labor laws and Diversity Equity and Inclusion. Now in 2024, DEI is on the decline and so is Globalism and SHRM will need to adapt. The current state of HR is explained below:
SHRM, Society for Human Resources Management, explains the role of the HR staff as they see it now and it is outlined in the article below.
The overarching goal of HR is to help employers build and maintain positive relationships with their employers, and vice versa. These days, HR professionals can choose to be either generalists or specialists. Generalists possess a wide range of skills and can handle multiple aspects of the HR needs at a company. On the other end of the spectrum are the specialists, who have deep expertise in one area of HR, like recruitment or benefits administration.
Curious about what goes on in a modern HR department? Keep reading to explore seven of the many ways HR contributes to employee – and company – success.
SHRM changed the emphasis of Personnel and published the following outline that included more attention to regulatory compliance and virtue signaling and less on employee development and productivity.
What
does HR do? 7 important functions of human resources
Depending on the size of the company, an HR professional might perform one or several of the key functions of human resources outlined in the list below:
1.
Recruiting, hiring and retaining talent
Talent
acquisition is one of the more well-known functions of any HR department.
Making sure the workforce capabilities and performance
match organizational goals is crucial for the health of the company. HR managers
have to keep their finger on the pulse of the company to ensure personnel
levels can meet demand. They must also be strategic when hiring for new roles
or restructuring teams and make hard decisions about staffing.
Recruiting
candidates: Finding
the right person starts with accurate and detailed job descriptions. HR must
analyze the market and set a competitive salary range before promoting
available positions on any number of platforms. Typically, HR professionals
will screen applications and resumes before deciding which candidates should
move forward in the hiring process. From there, HR sets up one (or several)
interview(s) with employees, managers, senior leadership and other key players.
Hiring
employees: HR
managers are usually in charge of performing background checks, onboarding new
employees and explaining payroll, benefits and company policies. There is a
considerable amount of important legal paperwork, recordkeeping and
administrative responsibility involved in the hiring process. Making sure all
the information is present, correct and properly protected is critical to the
security of the employees and company.
Retaining
talent: HR
is also partially responsible for employee
retention,
which is often overlooked in the discussion around talent acquisition. According to research from the Society for Human Resources
Management (SHRM), employees identified the following five factors as the
leading contributors to their job satisfaction:
Respectful
treatment of all employees at all levels
Trust
between employees and senior management
Opportunities
to use their skills and abilities at work
Compensation/pay Job security
2.
Employee engagement
The
importance of setting up two-way dialogue and engagement between employees and
HR or senior leadership cannot be overstated. It is the only way to build and
maintain a vibrant
company culture,
one where everyone is united around shared goals, mission and values.
Encouraging employees to discuss concerns or report a situation ensures that
problems can be worked through as soon as possible, instead of snowballing into
a potentially damaging situation.
Here
are some HR activities that can build rapport and trust among leadership,
management and employees:
Recognizing
individual and group achievements
Sharing
successes and failures
Asking
for feedback and listening to concerns
Organizing
company-wide gatherings
Communicating
new policies, decisions and strategic goals in a timely manner
Mediating conflicts or tensions between employees.
3.
Performance management
Performance management is the process of maintaining or
improving job performance. Typically, this is done through the use of
assessment tools, coaching and counseling, and providing
continuous feedback.
How a company chooses to evaluate, coach and reward their employees varies depending on the unique characteristics of their workforce distribution, size and other factors. For example, a corporation with 40,000 employees across multiple states might use specialized software for remote team management. Whereas a small organization with 20 employees who all work in-person at a central location would have no need for such a tool.
4.
Compensation and benefits
Calculating
fair compensation rates and putting together a comprehensive list of benefits
is another big part of an HR manager’s job. After all, this is what employees
are getting in exchange for their hard work. The goal is to create a
competitive and attractive offer that aligns with the candidate’s experience
and expectations. Many universities, including UMass Global, work with
employers to embed
education into their benefits packages.
Compensation
refers to an employee’s yearly salary or hourly wage, while benefits vary
widely and
can include things like:
Health
insurance (e.g., medical, dental, vision)
401k
opportunities
Education
benefits
Parental
leave
Paid
holidays Paid time off
Sign-on
bonuses
Referral
bonuses
Relocation
assistance
Stock options
5.
Development and training
Offering
ample opportunities for individuals to learn new skills and further improve
their existing talents is advantageous to the company and employees alike.
Robust professional
development programs can
have positive effects on employee productivity, enhance performance, increase
opportunities to promote
from within,
and reduce turnover rates. When employees feel like their organization is
investing in their growth, they are more likely to engage with and shape the
company culture for the better.
HR
is also responsible for providing training sessions that align with the
organization’s strategic goals and legal responsibilities. For example, HR
departments often coordinate company-wide informational sessions or seminars
around important topics like:
Diversity,
inclusion and equity in the workplace
Recognizing
and reporting sexual harassment
Mandated
reporting
Emerging
technology
Industry and marketing trends
6.
Risk management
Another
key function of human resources is identifying, assessing and resolving short-
and long-term risks before they become a real threat. This serves to protect
both the employees and the company. While risk management isn’t typically the
sole responsibility of HR professionals, they play an important role in the
process.
Some
examples of how an HR department mitigates organizational risk include:
Properly
training managers and collecting anonymous feedback from their direct reports
Implementing
measures to maintain or increase diversity
Working
with IT to ensure data and sensitive records are secure and private
Accurately
tracking, updating and protecting employee records
Investigating complaints and allegations of harassment, racism, sexism, favoritism, etc.
7.
Audits and legal compliance
The
laws on matters such as labor, benefits, fair compensation, hiring and firing
are complex. They also vary by state and are subject to change periodically.
Knowing and following state, federal and local regulations is necessary for the
success of any organization.
According
to the SHRM,
most lawsuits can be traced to issues related to hiring, performance
management, employee discipline or termination. Other high-risk areas include:
Outdated
labor and employment law posters
Poorly
maintained or inadequately protected personnel fields
Insufficient
record retention
Inaccurate
wage/hour/time records
A savvy HR department avoids any notion of wrongdoing by conducting regular compliance audits to evaluate internal policies and procedures and ensure best practices are being followed.
https://www.umassglobal.edu/news-and-events/blog/key-functions-of-human-resources
Comments
SHRM will need to drop the DEI and Woke culture and return to supporting a Meritocracy. HR needs to drop the Gestapo role and add employee development with testing and feedback, so employees can find out what they are good at and love to do. This will empower employees to take control of their own careers.
In 1983, the American Society for Personnel Administration ASPA became the Society for Human Resource Management SHRM. This was in response to the call for Globalism, as manufacturing was leaving the US.
SHRM has overplayed regulatory compliance and established HR as the Gestapo of US corporations. It was vulnerable to overreactions to laws and became a destructive enforcer of social justice and Democrat Party political initiatives.
We are about to enter a new phase that should include the re-shoring of manufacturing in the US.
Employee development needs to begin with skills and personality testing to establish a base-line. Employees must assume responsibility for their own development, but require help from a training coordinator. I used the APT test that compared scores with successful employees. I also used the Meyers Briggs, DICS, SIMA, Inner-directed v Outer-directed, and Personality Styles tests.
Norb Leahy, Dunwoody GA Tea
Party Leader
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