Life as an HR generalist is different every moment. Even though the pattern may seem repetitive the uniqueness lies in every situation. A day begins with the communication through emails and meetings on HR processes. Ideally it would take an account of few escalations which have been received as of date and needs to be resolved on a priority basis. The trouble shooting begins with detecting the bottleneck and strike a solution to it. The risk mitigation is done for the future processes and avoid every collateral damages that might have happened in the meantime. For e.g.: During the performance appraisal an employee was explained the future goals but did not understand it, hence asked no questions. After the letters are distributed the employee expects a greater hike and a promotion. The employee is willing to resign if these requests are not considered. Hence, the discussion in the meeting held earlier, needs to be referred to make sure that the employee was made aware of the role which would be offered in the letter. Hence the training program was discussed along with the goal and career path in the horizontal shift was shared. Tradeoff needs to be shaped to ensure the engagement level through the performance measures. The employee needs to agree to the conditions mentioned and find the benefits in them, accordingly. Such escalations once managed needs to be followed up with counselling to ensure no damages have happened to the engagement level of both the manager and the reportee. This communication would be recorded in the employee file.
The day would further unfurl into managing other escalation due any disciplinary breach or any non-adherence. Once the escalation has been managed for the day, certain HR initiatives and organizational developmental program would be focussed. Incase any program needs to be initiated, prepare towards it and implement as planned. For e.g.: If a new banding and grading structure is supposed to be implemented within next quarter, tasks including collecting data and preparing for the broad banding exercise. Discussions with the business leaders and coordinating focus group meetings with the employees would be scheduled. The expectation of the employees and requirement from the management team would be drafted accurately. This would further require several communications to be shared across every level in the continuum. The mapping of the new grades and the salary structure needs to be explained to every employee through town halls and mass mailer.
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