Human Resource Management in increasingly becoming a most vital function of a modern Human Resource Manager, Provide your thoughts?

offcours hr is very important and it is science to how to use it and official some expert said it is likes asset of co.

The most valuable asset  to a company is it's human resources, thus bad human resources management will provide a failed company while good human resources management will provide a good company.

Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."

Until fairly recently, an organization's human resources department was often consigned to lower rungs of the corporate hierarchy, despite the fact that its mandate is to replenish and nourish what is often cited—legitimately—as an organization's greatest resource, it's work force. But in recent years recognition of the importance of human resources management to a company's overall health has grown dramatically. This recognition of the importance of HRM extends to small businesses, for while they do not generally have the same volume of human resources requirements as do larger organizations, they too face personnel management issues that can have a decisive impact on business health. As Irving Burstiner commented in The Small Business Handbook, "Hiring the right people—and training them well—can often mean the difference between scratching out the barest of livelihoods and steady business growth'¦. Personnel problems do not discriminate between small and big business. You find them in all businesses, regardless of size."

Thanks for invitation

I think HR manager now needs to be more modern & flexible because job duties increase for the position for multi function that he now hiring & developing employees so that they become more valuable to the  organization.

Human Resource Management includes conducting job analyses, planning personal  needs,  recruiting the right people for the job, orienting and training, managing wages and  salaries, providing benefits and incentives,  evaluating  performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive  knowledge of  the  industry,  leadership, and effective negotiation skills.

I fully support Mr. Rami Abbas.

The most important asset for a company is the people. good people can convert a company from bottom to top performer and vice versa.

In past we had example like Apple that how Steve jobs created it, and then change of management happened with such out good ppl and company was near to collapse, then Steve came again place good ppl and same company still shining.

Recently Yahoo is a great example that how was the company in past and the current CEO appointed 2 years back fired the good ppl and now company is at verge of collapse.

Here is a sampling of strategies that I have seen implemented as HR groups work to respond to environmental and organizational changes, become more valuable, and deliver results.

• Business unit assignment. Some companies are assigning HR employees to specific business units as a way of enabling them to develop a focused relationship with a small part of the business. This relationship can be enforced when the HR person has a direct reporting relationship with the leader of the business unit. In these situations, the central HR group usually provides information and services to the "distributed" HR representatives, who then deliver the service personally to the business unit. One advantage of this structure is that it fosters the flexibility and creativity mentioned above, as the local HR people can modify and tailor processes and services to meet the needs of their assigned business units.
• Centers of excellence. As organizations grow by merger and acquisition, they often find themselves with multiple HR groups. These can be duplicative or complementary. When they are duplicative, they can be subject to (painful) downsizing and consolidation, leaving behind a department that is unable to serve all areas of the business as well as they had been accustomed, which can, in turn, undermine the credibility of HR. An effective response to this issue is to utilize the multiple HR groups differently. One approach that seems to work well is to develop "centers of excellence," where the HR groups in different parts of the company develop their expertise in a particular area and serve the needs of the larger company in that area-HR groups operating within this model can see each other as resources rather than competitors, and the company benefits from high levels of expertise in a number of areas.
• Consulting model. A number of HR departments with whom I've worked have adopted a consulting model of providing service. They view their internal customers as clients, learn consulting skills, and take their client satisfaction as a measure of their success. In one large high-technology firm, internal clients whose needs cannot be met by the internal HR group can go to external service providers directly-even for basic HR needs.
• Job rotation. One way to bring the perspective of the business into HR-and vice versa-is to rotate line managers into the HR function for periods of time. These individuals often serve as reality checks for the HR group, and then bring an increased understanding of the value of HR back to their line function when the rotation is over. This approach seems to work best when the duration of the assignment is sufficient to allow the rotated individual enough time to become proficient in some area(s) of HR and when he or she is working closely with experienced HR people who can help them learn. Sending HR people into other areas of the business can serve a similar purpose.
• Increasing line managers' capabilities. Part of the future HR model is that responsibility for HR activities is shared between line management and HR people. This approach allows the manager to be more fully involved in the development and direction of employees, with HR as a resource; it requires, however, that those managers have the capabilities needed to work through issues with employees successfully. Many companies are therefore increasing line managers' access to information. Many of today's HR information systems and integrated HR systems put tools and data on each manager's desktop.

Agreed.

People who previously hired for talent have discovered a crucial loophole in this procedure. Hence companies have shifted to developing what they call a company culture, and hire people keeping that culture in mind.

Despite the importance of other resources but human resources may be the most important of these resources, so it became necessary to organizations planning for the development of these resources and attention for reasons including:1. The need to maintain high skills within the organization.2. solution to the problem of unemployment3. low productivity, especially in developing countries.Planning is the first step to overcome the problems of human resources, it helps and facilitates the organization's ability to survive, and as a means of development, and provides more room for growth and bridging the need of the Organization of Human Resources.The fact that human resources are the transformation of material resources to the final of the goods and services of the product, and the quality of the conversion depends on a combination of knowledge, skills and attitudes available to the human resources process

In recent years, several business trends have had a significant impact on the broad field of HRM. Chief among them was new technologies. These new technologies, particularly in the areas of electronic communication and information dissemination and retrieval, have dramatically altered the business landscape. Satellite communications, computers and networking systems, fax machines, and other devices have all facilitated change in the ways in which businesses interact with each other and their workers. Telecommuting, for instance, has become a very popular option for many workers, and HRM professionals have had to develop new guidelines for this emerging subset of employees.

Changes in organizational structure have also influenced the changing face of human resource management. Continued erosion in manufacturing industries in the world, coupled with the rise in service industries in those countries, have changed the workplace, as has the decline in union representation in many industries (these two trends, in fact, are commonly viewed as interrelated). In addition, organizational philosophies have undergone change. Many companies have scrapped or adjusted their traditional, hierarchical organizational structures in favor of flatter management structures. HRM experts note that this shift in responsibility brought with it a need to reassess job descriptions, appraisal systems, and other elements of personnel management.

A third change factor has been accelerating market globalization. This phenomenon has served to increase competition for both customers and jobs. The latter development enabled some businesses to demand higher performances from their employees while holding the line on compensation. Other factors that have changed the nature of HRM in recent years include new management and operational theories like Total Quality Management (TQM), rapidly changing demographics, and changes in health insurance and federal and state employment legislation.

Hence we can conclude that Human Resource Management in increasingly becoming a most vital function of a modern Human Resource Manager