You have just been hired to work in the human resource department of a small company. You heard about the job through a conference you attended, put on by the Society for Human Resource Management (SHRM). Previously, the owner of the company, Jennifer, had been doing everything related to human resource management (HRM).
You can tell she is a bit critical about paying a good salary for something she was able to juggle all on her own. On your first day, you meet the ten employees and spend several hours with the company owner, hoping to get a handle on which human resource processes are already set up.
Shortly after the meeting begins, you see she has a completely different perspective of what Human Resource Management–HRM is, and you realize it will be your job to educate her on the value of a human resource manager.
You look at it as a personal challenge—both to educate her and also to show her the value of this role in the organization. First, you tell her that Human Resource Management– HRM is a strategic process having to do with the staffing, compensation, retention, training, and employment law and policies side of the business.
In other words, your job as human resources (HR) manager will be not only to write policy and procedures and to hire people (the administrative role) but also to use strategic plans to ensure the right people are hired and trained for the right job at the right time
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