Tell managers that checking on a compliance or policy matter is the easiest decision they’ll make all week.
Its professional certification designations of SHRM-CP and SHRM-SCP seek to replace longtime standards PHR and SPHR.
The initiative appears to be in line with SHRM's focus on increasing the number of executive-level members.Read More
I was recently promoted to handle all human resources at our 100-employee company, but I also still serve as top assistant to our company president. This has sparked a debate, with some senior leaders arguing we don't need a fulltime HR function. Our president now isn't sure whether to keep the HR function or just keep me as his assistant. How do I convince top brass that HR is more than just keeping track of personnel files and benefits?
— Caught in the Not-So-Friendly Crossfire, HR director, publishing/communication/advertising, Owosso, Michigan
I will be transitioning soon from the Caribbean to the U.S. What must I do to prepare to quickly gain employment in the human resources field? Are there special regulations, systems and methodology on which I need to focus?
—On the Move, HR professional, Aruba
After six years as a human resources professional, I have wandered from my original career path. I had intended to eventually become a generalist, but in my last two jobs I've been asked to do mostly recruiting, mostly because my managers didn't want to do it. I recently was laid off and now get job offers only for staffing/recruiting positions. How do I break into other areas: employee relations, training and performance management?
—Unwilling Recruiter, services, England
At an average midcareer salary of $104,000, financial planners out-earn the rest of the top 10 professions. Those in HR leadership positions average just over $99,000.Read More
How do we methodically measure the true value of our human resources function?
—Method Actor, general manager, human resources, automotive, Lahore, Pakistan
Job board giant CareerBuilder listed some of the most unusual interview experiences based on an online survey of more than 3,000 employers.Read More
As part of an expansion, our company plans to shift the human resources and finance departments to different floors, away from the business. We're not changing our HR focus or team structure, but I'm worried we'll lose the tight interaction HR has with business units. Another concern: if HR becomes a destination, instead of a quick Q&A in the hallway, employees and managers may feel less comfortable approaching us. How do we sustain our collaborative culture during this transition?