HR is awesome, and here’s why!

Human Resources is one of the most difficult, yet one of the most under-appreciated roles in the corporate setup. HR professionals have to deal with a number of challenging issues on a daily basis. They ensure the smooth functioning of the organisational machine by reducing the friction between its different parts, as it were.  Not convinced yet? Here are a few reasons why we think HR is awesome!

• It’s the duality of the role: HR professionals are required to straddle the roles of an employee and an employer, which makes them accountable to other employees of the company as well as the senior leadership. They have to balance the priorities of the organisation’s human capital goals while ensuring that employee morale does not get affected. This can lead to numerous conflicts, which a good HR professional can handle adeptly.
  
  
• They fix conflicts: Conflict resolution is one of the key tasks for an HR professional. In the modern workplace, where inclusivity and diversity are priorities for any forward-thinking organisation, differences in background, culture, or gender can cause a variety of conflicts. It is up to HR to resolve them in a fair, amicable, and time-bound manner, making sure that the integrity of the organisation and its values isn’t compromised.
  
  
• They help you grow in the organisation: While recruitment from external sources is an important HR function, a good HR professional is always on the lookout for internal solutions to fill roles, and to that end, must conduct regular training and orientation programs to enable employees to pick up skills that might help them grow into new roles within the organisation. This can be a great motivator for employees and spur them to perform better in their existing roles.

• They keep employees happy: Unlike other performance indicators, employee satisfaction can be very hard to quantify. Maintaining high standards of employee satisfaction is an ongoing process, and requires tremendous amounts of hard work from HR professionals. They have to figure out how best to measure this metric, whether through surveys, focus groups, exit interviews etc., and subsequently, how to enhance it, by addressing problems that employees might be facing and building bridges between the top leadership and lower hierarchies in the organisational structure.