60 Tips To Become An Efficient HR by Manager Sudakshina Bhattacharya HR Crest

HRCREST
60
TIPS
TO BECOME AN
FREE
GUIDE
EFFICIENT HR MANAGER
A RAPID READER
BY SUDAKSHINA BHATTACHARYA
HR CREST Release 2011, All Rights Reserved,
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60 TIPS TO BECOME AN EFFICIENT HR MANAGER
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60 TIPS TO BECOME AND EFFICIENT HR MANAGER

BY SUDAKSHINA BHATTACHARYA
2011 HR CREST. All rights reserved worldwide.
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60 Tips To Become An Efficient HR Manager

By Sudakshina Bhattacharya
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Copyright HR Crest, 2011, All rights reserved.
CONTENTS
1
2
3
4
5
6
7
Rapid Reader Introduction

HR Partnering
HR Role in Performance Management
Learning & Development
Employee Communication
Employee Rewards & Recognition
Overall HR Manager Effectiveness

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4
6
9
11
13
15
RAPID READER INTRODUCTION

In any work place the employees who really are considered as top talent or high potential
and high performers are essentially employees who are effective in their jobs and
assignments they work on.
While doing a job to meet the desired deadlines, standards and specifications are
critically important it is even more important to think through the way one does his/her
job to meet deadlines in order to make the outcome of the job effective. What good is
completing a task in hand within timelines if it mails to meet the desired requirement?
Whatever assignment you may undertake in your organization, it is important o
understand Why it is to be done and Whom will it impact. Once you have these two
aspects of the job clear, you will be able to work on it efficiently and be effective as an
employee.
Organization Effectiveness as a term is nothing if the employees in the organization are
not effective. As an HR Manager, it is your responsibility to nurture a work environment
that develops Effective Professionals. That is the HR Person's test of Effectiveness in
the role. The best of initiatives fail to make the right impact because people invest a lot in
designing them but very less to execute it with the focus of making it really effective! If an
Employee Communication Deck, however well designed, is not read and understood by
the employee, what is the point in doing that communication? The effectiveness of an
employee communication can only be achieved if the employees get the message that is
to be imparted.
As an HR Manager, you are required to wear several hats at the same time in the work
place. You would agree that you play different roles in a day's work. You are the
conscience keeper for the organization, you are required to manager change in the work
environment, you pilot HR initiatives, you are the Communication Champion for your
company and the list is really endless. It is a challenging task to be effective in each of
these roles that you play. Isn't it? And the only way to make all these roles worthwhile is to
achieve the desired outcomes of these roles. There lies the efficacy of the incumbent.
In this Rapid Reader, I have listed sixty practical tips that I have learnt from my
experience and I have tried in my assignments. I would like to believe that these tips will
be useful to refer to in most workplaces and situations by an HR Manager. These tips are
largely in the areas of HR Partnering, Performance Management, Learning and
Development, Employee Communication, Employee Rewards and Recognition and HR
Manager Effectiveness.
Trust you find these tips useful for your assignments and this 'Rapid Reader a helpful
companion during your days at work as an HR Manager.
Look forward to your comments and feedback at www.hrcrest.com

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HR PARTNERING
Amongst all the HR roles in an organization, HR partnering is one of the most visible roles
and sometime most rewarding too. This role offers immense opportunities to earn
accolades and as much risk to get brickbats. It is entirely up to you (if you are the
incumbent of this role), how you live this role in your organization. Well, and most of the
times, this HR role is the most challenging. The role of HR partnering involves managing
stakeholders efficiently, often multiple stakeholders ranging from the leadership team of
the organization to the employee posted at the remotest location in the geography. The
stakeholders in any organization are varied and demand different strokes for different
folks style of managing them. This makes the HR Partner's job complex and highly
demanding. To be effective in a role that demands high Customer Service Orientation,
one must be proactive and consistent at all times. As an HR Partner, first and foremost,
one must work towards gaining credibility in the work environment.
BE THE
EFFICACIOUS
HR BUSINESS
PARTNER.
1. For any work relationship to be nurtured, it is imperative to build

trust with people at work. As the HR Partner, you need to first build trust
with your stake holders and customers. This can happen if you
continuously work towards creating positive moments of truth through
your actions and delivery. Remember, HR partner role is all about timely,
consistently and accurately responding and delivering to customers'
needs. Here, your customers range from your business heads,
department heads, employees, your colleagues and your boss.
2. Preempt the HR requirement for the business that you support as the HR partner.
Being proactive about understanding the nature of support your business heads would
need from HR context, you start on a winning note. It creates room for you plan your work
and make it more effective as you understand the why part of your job better and
deliver accordingly.
3. The market place is competitive and your business is not devoid of competition. As
the HR partner, you can add value to the business by sharing competition data with you
business heads. Keeping yourself abreast about what is happening in the industry
(Industry trend, people changes, key movements in the industry) and what the
competition companies are doing to race ahead (Business plans, people agenda,
manpower acquisition plan) will help you earn that edge over your HR counterparts.
When you share such 'competition insights with your business heads, it paves way for
you and your respective business head (s) to arrive at the people agenda for the
respective business.
4. The only way to create a presence of HR in the business you support is by
understanding the team. The kind of skill sets, level of competence of team members
and the dynamics in the team are critically important for you to be aware of. This
analysis of the team will help you to engage with your business heads and ground the
team effectiveness' agenda. Ultimately, your job is to help the business function better
and who else but the employees who make that happen. This is a huge opportunity to
create an impact as an HR Partner.
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5. Focus on Increasing Employee performance thereby improving overall employee

productivity. Your focus area should be to help employees improve their performance at
work, in their jobs and in their assignments. Understanding the business requirements
will enable you to lead employees to work efficiently towards their KRAs. You can then
assess the employee productivity; this directly impacts the bottom line of the business.
This will also ensure you keep a check on the manpower requirement' of the business
and manage wage cost for the business.
6. Periodic Dashboards: Earmark a Dashboard day to share a structured MIS with
your business heads. Giving a monthly heads up on Recruitment progress, Training
report, Attrition data, Employees' confirmation statistics and other similar relevant data
and insights to your business heads will earn feathers in your cap. It will also help you
plan the HR initiatives for the next months.
7. Understanding the business and its challenges remain as one of the most desirable
qualities of an HR Partner. You can be only effective in your job if you understand how the
business functions and its challenges. You must invest substantial time to understand
the nuances of the business and the role that the employees play towards the growth of
the business. You can only then channelize the employees' effort towards the right
direction. Most HR people fail to earn credibility because they are unable to plug the 'real
needs' of the business. An esoteric hr initiative has no value. Every initiative has to make
an impact on the business environment and the employees.
8. If you have multiple stakeholders, 'one size fits all' approach does not work. You are
dealing with human beings and working professional styles of individuals are distinct, you
have to suit yourself accordingly. Remember, your business heads are your customers
and it is your responsibility to understand their working style and business requirements.
As the HR Partner, you can be really effective in stakeholder management when you
adapt different styles of managing your customers without losing your own style as an HR
person. For instance, some customer trusts data more than insight, some of them may
want you to proactively communicate to them about any new initiatives, some may want
you to take their approval for any HR activity etc. It is important for you to gauge these
subtle signs and manage them accordingly.
9. Watch out for your commitment and actually delivery to your customers. Often in
the rush of earning accolades a lot of HR Partners commit deadlines to their stake
holders and later realize they cannot stick to the deadlines of completing a particular task
or giving information within stipulated time. It is better to under commit and over deliver
at the work place. If your business head wants data regarding his team and you want to
be quick in responding, respond quickly with the data rather than telling him you will do it
within such and such time and then delay the actual delivery.
10. Help your business head to become better people managers. It is worthwhile to
mention that running the business efficiently is the primary job of a business head. Often,
managing people in the team becomes a secondary affair for them. Also, not every
business head is a good people manager. As the HR Partner, you can step in here and
add a lot of value. You can guide, support and assist him manage his people better at the
workplace.

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Copyright HR Crest, 2011, www.CareerBuildingGuide.com
All rights reserved.
HR ROLE IN
PERFORMANCE MANAGMENT
I have noticed a lot of HR Managers desire to change the Performance Management
system in the organization as their first HR assignment. It is no doubt one of the better
portfolios and immensely challenging one. The challenge of the performance
management system not only lies in the design of it but in its execution. This is an area
where HR Managers can add immense value. One needs to carefully determine the role
that one needs to play in the process for maximum effectiveness. One can earn a lot of
credibility as the HR Manager is this critical exercise is done well. Performance
management is a critical organization development intervention. This is an area where HR
Managers can add immense value. One needs to carefully determine the role that one
needs to play in the process for maximum effectiveness. One can earn a lot of credibility
as the HR Manager is this critical exercise is done well. Performance management
exercise is much more than only an evaluation process for employees. It is often a career
defining exercise for a lot of ambitious employees.
PLAY THE
PERFECT ROLE
IN PERFORMANCE
MANAGEMENT
SYSTEM.
1. Recognize that the key to a suitable performance management

system in your organization is the design of the PMS. Invest enough
time and knowledge to design a system that is most appropriate for
your organization. Deciding about rating scale, degree of flexibility,
opportunity to customize to suit diverse business environments,
maturity of the organization, life stage of the organization are all
important considerations to be made by you, the HR Manager before
launching a PMS program.
2. The next step is to ensure that KRAs or goal sheets of employees are adequately
designed. Often, this is a neglected process. Employees and their managers fill the goal
sheets in a rush and miss to firm them adequately. It is your job to educate the employees
the benefit of a proper goal sheet and the advantages of having a measurable goal
sheet/KRAs. This is the bedrock of the appraisal system; offer your expertise as the HR
Manager to your employees. You are also then leading the culture setting exercise in the
organization. A rushed KRA/goal setting exercise can spoil the appraisal exercise for the
employee and the organization. You would know, most employees feel disengaged with
the organization or their manager if they are unhappy with the Performance Appraisal
exercise.
3. Handhold employees to take this exercise seriously and show them what is in it for
them. Conducting Performance management workshops for all employees is an effective
way of cascading the importance of PMS exercise to the employees. The content of the
workshop should contain the features of the appraisal system, the promotion policies
(broadly), rating scales and the rationale etc. This platform should be used effectively to

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6
convey the importance of the PMS system to the employees and how this can affect their
career and their professional goals. As the HR Manager, you can guide the employees to
drive their performance discussions with their bosses rather than just get a rating at the
end of the year.
4. It is quite meaningless if the PMS process is not concluded in a captive timeline.
Employees lose interest in the process and somewhere the sincerity of the exercise is lost
if the process drags for a very long time. Depending upon the size of the organization, it is
for you to decide a timeline for employees and their managers to conclude the PMS
process. Defining milestones in the process is useful. Define timelines for self appraisal,
reporting managers' assessment and the final ratification. I know it is a difficult task as
these flow from the top but as an effective HR Manager, you can drive this and set an
example for the others.
5. PMS coverage dashboard works very effectively. Prepare a dashboard to highlight
coverage of the PMS process i,e what percentage of employees have reached the defined
process milestone and circulate to the respective department heads with a request for
their intervention to close the process within the prescribed timelines. Similarly, you can
have dashboards for every milestone e,g. managers' evaluation, business heads
ratification etc. You can customize the dashboards for every
department/business/function. When employees see comparative scores, the urge to
complete the process increases and hence help conclude the PMS exercise on time.
6. While a lot of organizations do not believe in the concept of a mid -term appraisal,
you can add real value by introducing this in your organization. As an HR manager if you
take your role of helping employees make a career in the organization seriously, you must
initiate a mid - term appraisal process and drive with sincerity. This is an opportunity for
employees to do a progress review of their KRAs, managers to realign KRAs, if required
and most importantly, convey the employees who are not on track to accelerate their
performance at work. This helps to hem the annual appraisal process with proper
evaluation.
7. Help Managers make an accurate assessment of their employees. Without taking a
decision yourself, yet leading the managers to take an accurate and suitable decision
about an employee's rating is an art every HR Manager must know of. It is not as if you
decide the employee's rating, the manager will decide but you can help him do so by
providing data, information and insights about the employee from the HR angle. Share the
past performance records, competency evaluation results, kind of training support
provided to him, his career aspirations, observation about him during the training
programs and other such occasions. Refrain from influencing the manager's decision.
Your role is to help him do a fair job since all employees are not equally capable of
representing their work suitably. Meritocracy and transparency shall prevail at all times,
you need to ensure that.
8. Track any spikes and critical changes in employees' rating, feedback etc. There are
occasions when you may notice some employees' rating dropping significantly compared
to his/her previous assessments; in such situations, you must engage with the respective
reporting manager to understand the reason for such changes. Similarly, you must
request for critical incidents report from the manager to substantiate significant rating
changes, even if there is an upward shift in the rating. You will not only be able to arrest
human biases here, you can actually add value to the fairness and meritocracy of the
PMS process.

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9. It is critical to ensure there is a correlation between business performance and

respective employees' performance. In an environment of multiple business
environments, it is a possibility that some businesses function better that the others. It is
for HR to establish such business performance linkages to the actual assessment data
that you receive from the respective business managers. There cannot be a scenario
where the employees assessments show an upward trend where as the businesses
statistics are not the same and vice-versa.
10. Introduce the culture of maintaining the Performance Diary to be maintained by
both employees and their respective managers. Performance diary is a log that employee
and their managers can maintain to capture and record Hits and Misses during the
year. This should be done maintained on a regular basis; human memory is short and
people tend to forget the critical incidents that happened earlier on in the year by the time
the year comes to a finish. This log works for the benefit of both the employee and the
manager during the Performance Appraisal process. This is an effective tool to reduce
recency effect in an appraisal exercise. The performance appraisal is more objective,
transparent and fair if both the employee and the manager have a reference of the
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LEARNING & DEVELOPMENT

A lot of HR managers assume Employee Learning and Development is L&D
department's responsibility. Employee development is everyone's responsibility; it is the
responsibility of the employee, the reporting manager, the HR manager and the
organization. Collectively, the objective is to develop employees' competency and skill to
enhance overall employee performance and in turn the business performance. As the HR
manager, there is a huge opportunity to pick up this collective organization agenda and
champion it yourself! Every employee who wants to rise and shine in an organization
seeks support in his skills and competencies development plan, most employees also
seek help in professional grooming. Who else but you, as the HR manager, can help him
with this agenda? As an HR professional, isn't it one of the better roles to play in an
organization? Your effectiveness as the HR manager will grow manifold if you can help
your employees become better skilled professionals! That is truly working towards
organization development!!
1. While training needs identification process, emphasize on
identifying real training needs. There is a difference between want to
BECOME THE have and need to have training. Look for real training needs, be
precise, don't be satisfied with broad training needs e,g.
L&D
communication skills, presentation skills etc. These are broad needs
CHAMPION.
that every employee will always need training on and easiest to put
down in the 'training needs' space or column in an appraisal form.
Get specific, question such needs and engage enough with the
employee and his /her reporting manager to understand the nature of
the training need and why is it necessary? Where will it impact in the employees' overall
performance at workplace and in turn the organization. Specific needs could be a
program on 'business writing skills or how to understand a financial proposal or learn
situational leadership skills' etc.
2. It is critical to 'bucket' the training needs of the organization. The broad 'buckets' that
you already know are 'behavioral training' and/or 'functional training' but you need to
drill it down a few notches more. Identify common threads in the training needs and
bucket them accordingly. For instance, if you really review the training needs of
employees, you will identify commonalities in many of these training needs. Bucket them
suitably so that you can custom design a program and plug all these needs. E,g. you will
notice a common thread in training needs like, 'negotiation skills', 'sales effectiveness',
'sales advancement skills', 'communication skills' etc. and interestingly, there are
common threads in inter departments also. Once you effectively bucket them you can
work towards a much tighter training budget and yet deliver programs that cover the
training requirements of the employees.
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3. Focus on getting customized training programs that suit the culture, vision and
values of your organization. Nominating employees to external programs should be
restricted to only very specialized skills (which are required for few employees in the
organization) and to very select employees (high end training programs for top
performers/top potential). The effectiveness of your role lies in your ability to identify,
nurture and build a pool of 'Knowledge Partners' who can design and facilitate programs
suitable to your organization on a continuous basis.
4. Introduce 'Certification Programs' for skill building. This is an effective way of skill
building, especially, when there are large numbers of employees doing similar jobs with
similar skill set. E,g. equity dealers, software programmers etc. The certification programs
may be multi layered and can be stitched with their confirmation /promotion etc.
5. As the HR manager, you can do wonders to nurture employees with talent. Scout for
employees in your organization with a natural flare and inclination to become facilitators.
You can have your own pool of facilitators/trainers who can impart training programs.
You have to invest in harnessing their talent and give them a platform to hone their skills.
With a healthy pool of internal trainers/facilitators you can manage the training budgets
economically and also engage employees with facilitation skills better.
6. The world thrives on online learning platforms today. You cannot be left behind.
Capitalize on this effective, economic and easy-to-access learning platform. On line
training platforms allow the employees the flexibility to participate and complete the
programs at their convenient time. This is sure fire winner for covering large number of
employees who need similar training programs. This is a more efficient way than
conducting classroom training programs for large number of employees.
7. When you design a training calendar for your employees, be mindful to make it easy
to use. A lot of organizations have a cumbersome training calendar that is rich in content
but very poor in navigation tools. Even if the calendar is on an excel sheet, make sure the
pages are well segregated with separate subjects, markers and linkages for employees to
view the 'bouquet of programs' available and also choose the 'most appropriate'
program for their skill/knowledge development. While a rich in content training calendar
is attractive, a repository of relevant training programs with easy to access keys work
better.
8. As an HR Manager, it is mandatory to assess the identified training needs objectively
before rolling out a training calendar. The focus should be to provide training program
details that are relevant to employees' needs rather than 'good training programs'
available in the market.
9. It is critical to establish; learning and development is not an HR Agenda alone. It is a
collective Organization agenda. You need to align your respective business heads to this
philosophy to make learning and development of employees effective and sustaining. The
buy - in at all level is critical.
10. Contribute substantially to urge employees to take ownership of their learning and
development. This is a crucial culture setting process.

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10
EMPLOYEE COMMUNICATION
Where is your organization at in its life-cycle? As more people are added to an
organization, employee communication needs increase exponentially. As an HR Manager,
it is noteworthy on your part to keep a tab on what structures, systems and processes has
your organization put in place to encourage and facilitate effective workplace
communication flow.
Well-designed employee communication surveys can determine how well your
communication systems and practices are contributing to your organization's
performance. This information will then help you in devising an effective workplace
communication plan. Whatever else you do, your workplace communication practices
impact every facet of your business. Looking closely at employee communication in your
organization is well worth your while, because even if you do not, your employees are.
1. Employee Communication is a two way process. As an HR Manager

you are required to listen to the employees as much as speak to them.
THE DUAL
ROLE OF
VOICE MASTER 2. You are really well placed in your role to cascade the organization
agenda to every employee. The effectiveness lies in the message
& LISTENING
reaching to the employee in the last mile or remotest corner of the
POST.
geography where the company has an office.
3. Your job is to ensure the timeliness and the accuracy of message that the leadership
team wants to communicate to the employees.
4. Simple yet creative ways of communication are the keys. As the HR Manager, you
must ensure that you keep the employees interested in organization announcements,
messages and dictums.
5. Creating and managing regular listening posts is a great way to keep your ears to the
ground and keep abreast of the employee insights. Ensuring the sensitivity of what you
hear your employees say and maintaining confidentiality of listening posts is critical.
6. 'Feeding back' the employee voices to the relevant quarters in the organization are a
key HR job. These can be different from just information of employees. It is important to
recognize that employees are human beings and they need to be listened exactly what
they speak. Ensuring your organization is listening to the employees.
7. Cutting down on the nodes of communication is critical to effective employee
communication. A common platform of addressing employees ensures a better reach
and maintains consistency of communication.

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8. Periodic 'exchange of communication' forums are well received by employees. Open

houses, town halls, focused group discussions are effective ways to listen to employees
and cascade organization messages.
9. Every communication channel that is opened needs to be closed with concrete
actions. Listening posts in organizations are only effective when the employees'
concerned are addressed to. This is a critical deliverable of an HR Manager.
10. Selecting employees across the organization to become 'Employee Communication
Champions' is a workable idea. It ensures informal communication flow naturally and
there is a structure of what is being communicated to the employees.
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EMPLOYEE REWARDS & RECOGNITION

Rewards and Recognition program in an organization is a reflection of organization
culture. Any organization that values employees' contribution, recognizes efforts and
celebrate achievements have a well established rewards and recognition program. As an
HR Manager, you play a critical role in making this happen in your organization. You truly
are the torch bearer for setting the right organization culture.
REWARD &
RECOGNITION
ANCHOR.
1. Rewards and recognition is based on meritocracy and transparency.

As the HR Manager, when you design, launch or execute Employee
rewards and recognition program, you must remember to base it on
these two key foundation pillars.
2. Selecting employees to reward on a formal platform is a daunting

task. Every effort is worth recognizing however, not every effort is worth
rewarding. This key differentiator is the crux of any R& R program. What
effort qualifies to be rewarded needs to be viewed in the light of its
impact in the organization.
3. Success of a Rewards and Recognition program is primarily because of the credibility

of the program. If employees feel the program rewards genuine efforts and achievements,
they will appreciate the recognition and the reward. Lot of organizations refrains from this
program because often HR team or HR Managers fail to create a compelling proposition
to have the R&R program.
4. A thorough process of nominations, short listing of nominations and final selection of
the employees to be rewarded is a pre requisite of any credible rewards and recognition
program. As the HR Manager, large part of your effort should be directed in getting this
key processes right in the program.
5. Non-monetary recognition and reward is as much impacting as the monetary ones.
6. R&R need not always be an annual event. It is about a culture, hence, mechanisms
and methods of recognizing employees' efforts and achievements on a continued basis
is as much necessary as the big annual events of glory and grandeur.
7. 'Rewards Committee' within the organization comprising of key business/department
heads, representatives from the senior management can bring authenticity to the
program and maintain fairness is selecting employees to be rewarded. An ancillary
benefit of this is also the buy in of the program at all levels.

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8. Teamwork is the coveted value most organizations believe in. Recognizing and
rewarding teams is a way of living this value in an organization environment. As HR
Manager, you must insist on recognizing teams as a part of the R&R program.
9. The 'Certificate of Recognition' must be an aspiration for the employees. Hence, only
efforts and achievements beyond the call and scope of duty should be rewarded.
Excellence, Success, Individual brilliance could be some examples of qualifiers for R&R
program.
10. Communicating the selection criteria, reason for being rewarded and the behavior
and/or the incident that is being recognized should be a part of the transparent
communication to all employees. This helps make a credible and fair Rewards and
Recognition Program.
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14
OVERALL HR MANAGER EFFECTIVENESS

The Rapid Reader introduction has the outline of HR Effectiveness sufficiently detailed
out.
1. Recognize yourself as the HR Manager. There are certain
competencies that have made you one. You are required to play a certain
part in the organization, figure that out.
EFFECTIVE
HR
MANAGER:
2. Scope your role properly and suit the organization needs. The key
deliverables for the year, quarter and the month.
3. Identify your priority areas that will help you create the most impact
in the organization.
4. Identify the priority areas for the organization and align your efforts towards those
areas. In today's ever changing business environment you need to be 'nimble footed' and
agile to keep shifting gears to direct your efforts so to match the organization needs.
5. Make a realistic HR plan. No point making an esoteric HR plan that does not
translate into effective HR deliverables that are acknowledged by the business heads and
the organization leadership.
6. Gain credibility with every action of yours as the HR Manager. Challenge the status
quo of the organization, improvise organization processes and focus on employees' skill
and knowledge development.
7. Strive to gain more knowledge in your sphere of work and develop your own HR skills
and competencies. Remember, skills soon become redundant in the changing
environment, work relentlessly to reinvent you at all times.
8. Speak more of the organization lingo and less of HR language. You work with people
who are not from your profession so it is better to learn the language the large part of the
organization speaks.
9. 'Networking' The eternal HR attribute. The better you're at networking within and
outside your organization, the more your effectiveness as the HR manager.
10. Let your stakeholders speak for you. That is how you know you have been effective in
your HR role. When your business heads start to value your contribution to their business
growth, you know you have been effective in your job.

www.hrcrest.com
15
ABOUT THE AUTHOR

Sudakshina Bhattacharya currently heads Human Resources function at a leading
financial institution based in India. The scope of her assignment gives her exposure to
Asia Pacific, Middle East, China and European markets.
Prior to her stint with the financial services sector, she has worked with the telecom
industry, hospitality industry, media and entertainment. She has been recently awarded
the HR Professional Of The Year by Asia Pacific HRM Congress. Her views on Human
resources practices and organization are often quoted in leading newspapers and
magazines.
HRCREST
Along with her current assignment, Sudakshina and her partner, Krsna manage a Human
Resources website named HR Crest. HR Crest is a preferred destination for people who
want to gain knowledge. It is a repository of articles and videos on many a topic of your
interest, to name a few:
Interview Tips
HR Manager Tips
In - Campus effectiveness
Public Speaking
Book Reviews
Performance Reviews
Career Guidance
With a healthy subscriber base, increasing traffic and articles, HR Crest is on a growth
trajectory. With regular contribution from the readers in the form of comments, articles,
views and suggestions, the site promises to be the one -stop - shop for all career and job
related advices apart from retaining the niche in Human Resources.
Sudakshina has recently launched her new book named Your Career, Build It Your Way.
This book has been reviewed as an authentic Career building guide for all professionals
starting or building their careers.
TO YOUR
SUCCESS.
Sudakshina Bhattacharya
Author of:
Your Career Build it Your Way
Director: HR Crest

www.hrcrest.com
16

60 Tips To Become An Efficient HR by Manager Sudakshina Bhattacharya HR Crest

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60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

60 TIPS TO BECOME AND EFFICIENT HR MANAGER

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60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

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Rapid Reader Introduction

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

RAPID READER INTRODUCTION

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

1. For any work relationship to be nurtured, it is imperative to build

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

5. Focus on Increasing Employee performance thereby improving overall employee

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

1. Recognize that the key to a suitable performance management

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

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60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

9. It is critical to ensure there is a correlation between business performance and

Visit CareerBuildingGuide.com To Download This Book or HR Crest For More.

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

LEARNING & DEVELOPMENT

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

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60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

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1. Employee Communication is a two way process. As an HR Manager

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

8. Periodic 'exchange of communication' forums are well received by employees. Open

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60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

EMPLOYEE REWARDS & RECOGNITION

1. Rewards and recognition is based on meritocracy and transparency.

2. Selecting employees to reward on a formal platform is a daunting

3. Success of a Rewards and Recognition program is primarily because of the credibility

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

Visit CareerBuildingGuide.com To Download This Book or HR Crest For More.

60 Tips To Become An Efficient HR Manager

60 TIPS TO BECOME AN EFFICIENT HR MANAGER

For More Tips & Tutorials, Products Visit www.hrcrest.com

OVERALL HR MANAGER EFFECTIVENESS

60 Tips To Become An Efficient HR Manager