Scholarly Activity HR Representative, Interview Example

A HR Representative should receive training in a variety of areas, for example, developing and administering HR functions, running payroll management, HR policies and practices, work and employee associations, staffing and retention, and workforce counseling. He or she should also get training in self-esteem building, and negotiations relating to agreements and additional disputes, planning and implementing workforce training and improvement programs, in order for them to do work their work better (Sims, 2002). Even though a HR Representative gets training in just a few statutes such as ADA, FMLA, ADEA, and Title VII, which colleges view as most important, he or she should get training in literary all available statutes and keep up with the modern-day statute amendments because of the evolving Human Resources environment. This helps them to do their work competently.

The statute that is most often encountered by a HR Representative is the ADEA Statute. This is because the ADEA defends people who are 40 years and above from service discrimination founded on age. These protections pertain to both workers and job candidates. The ADEA allows companies to favor employees who are older founded on age, even while doing so unfavorably influences a younger employee who is 40 years or older. Therefore, a HR Representative should have an in-depth understanding of how the ADEA statute functions to avoid discrimination charges being laid against the company (Tomal & Schilling, 2013).

The majority of employee problems related to the ADEA statute take account of promotions, hiring, firing, negative evaluations, and company layoffs. A HR Representative should know what to do when such problems arise and find remedies to the problems quickly, for instance, back pay, taking into service, promotion, recall, front pay, liquidated damages, along with other actions, which will make a person whole (Tomal & Schilling, 2013).

A HR Representative has to deal with various types of employee relation issues day in day out. These issues can effect in work arrangement differences, loss of efficiency, and reduced morale. Therefore, a HR Representative should maintain employee relationship by putting workforce policies, which establish regulations concerning performance, behavior, authority, and conflict of interest into practice. Managing workforce relations issues assist companies in correcting improper behavior, along with promoting a controlled and dynamic workplace. (Dalton, Hoyle & Watts, 2011).

A HR Representative interacts with legal counsel from time to time. He or she is supposed to know which type of work situation requires interacting with an in-house counsel, hired external counsel, or opposing counsel representing the member of staff by looking at the complexity of an issue. This in turn, gives him or her knowledge of the legal counsel most efficient in dealing with specific types of disputes. A HR Representative is supposed to comprehend the types of dispute resolution mechanisms such as negotiation, mediation and arbitration when attempting to resolve employee relation concerns. This gives the HR Representative and the company an opening in resolving disputes amicably before either or both parties take any drastic measures incase a resolution is not reached (Tomal & Schilling, 2013).

A new HR Representative should know that he or she is supposed to handle the fresh responsibilities best by recognizing a few things. A HR Representative should comprehend that he or she is a company asset, and a business becomes triumphant if he or she manages every one of its resources well, as well as its people. This is because the job comes with its challenges, but an efficient HR Representative is supposed to support the companies’ workforce to do a commendable job, which in turn produces companies that triumph (Sims, 2002).

References

Dalton, M., Hoyle, D. G., & Watts, M. W. (2011). Human relations. Australia: South-Western Cengage Learning.

Sims, R. R. (2002). Organizational success through effective human resources management. Westport, Ct: Quorum Books.

Tomal, D. R., & Schilling, C. A. (2013). Managing human resources and collective bargaining.