Introduction
Significantly, it is vital to mention some of the functional areas embraced within the human resource field, which include recruiting and staffing, benefits and compensation, employee relations, as well as human resource compliance, organisational design, in addition to training and development, as well as human resource information systems and payrolls (Yanadori, 2014). In normal cases, this wide array of field tend to require on individual who has attained tremendous amounts of work within their career, to be more capable of integrating all these mentioned functions within their mission, vision as well relative business objectives of any given organisation (Rodgers, 2016). Below is elucidations of what some of the functional areas embrace.
Recruiting and staffing
The Human Resource (HR) professional works with hiring managers in a company to create action plans mostly for hiring a diversified workforce. This normally embrace, and not limited to: sourcing for candidates; posting open jobs; screening resume as well as applications; conduct telephone interviews; schedule in-houses interviews; conduct appropriate background checks on applicants; recommend appropriate compensation packages; make offers as well as prepare offer letters in addition to benefits information; conduct new employee orientation programs; as well as make sure that every new employee is enrolled within the organization’s benefits program.
Benefits
The HR ensures the appropriate coordination with the relative benefit brokers to frequently review every employer-sponsored benefit plans for the renewal as well as compliance; conduct open enrollment educational meetings with the employees; ensure that every employee is enrolled as well as terminated from every benefit program; and assist the management with the coordination of employee’s compensations (Rodgers, 2016).
Compensation
The HR is often involved in aiding hiring managers with starting and updating job descriptions as well as maintain them frequently; review the salary survey information to ensure that the organization is paying its employees competitively in the market; maintain internal hierarchy in relation to pay; develop as well as maintain salary administration plans for the company; make recommendations in relation to pay, meriting increases, salary structure maintenance among others; write as well as recommend variable compensation plans; ensure that the company is complying with the numerous wage as well as hour laws; implement as well as maintain creative performance evaluation systems for every employee (Yanadori, 2014).
Employee Relations
HR professionals are often associated with maintaining every employment-related issues within a company. As such, they tend to promote ‘open door’ environments with every employee as well as act as active ‘listeners’ employees’ needs besides concerns without disregarding and taking ownership for their relative issues. Additionally, they also appear to work alongside the management to proactively resolve any employee relation matters, conducting investigations as well as making recommendations for the relevant resolution; documenting disciplinary actions in addition to making recommendations while regarding non-monetary rewards as well as recognition. Thus, HR professionals are actively tangled in employee terminations as well as tend to comprehend the unemployment claims in addition to appealing processes. As such, most inclined to conduct exit interviews with terminating workers and providing information in relation to the continuation of the relevant benefits after employment.
HR Compliance
Most HR professionals ensure that companies are compliant with the relative employment-related regulations as well as requirements from the federal, state as well as local perspective. Hence, this often embraces ensuring employee policies as per the employee handbook; employee file maintenance, in addition to completion of every verification of employment, and reference checks among others for the past as well as present employees.
Organizational design
This function involves strategically aiding the management teams with furthering the linking mission, vision as well as business objectives of the company via a solid organisational structure, which is paramount (Rodgers, 2016). HR professionals will usually maintain every organizational chart; making recommendations as to alterations within the involved structure that can benefit the organization; comprehending how to manage the relevant ‘white spaces’ on the company charts; tracking turnover rates as well as reasons; developing career ladders in job specifications; succession planning, in addition to promoting active employee engagement activities within the entire organization.
Training and development
Most HR professionals recommend and develop as well as conduct training in addition to development programs for the whole company to embrace: anti-harassment as well as discrimination avoidance, diversity, business communication skills and client service skills among others. Additionally, most tend to work alongside managers to develop and implement on-the-job training prospects for every employee and track every training program as well as employee participation, in addition, to follow-ups with the managers and the employees to evaluate usage of the skills learnt and assessing the additional training resources and needs.
Human Resource Information Systems (HRIS) and Payroll
The HR frequently reviews the requirements of the company in relation to payroll as well as HRIS. Subsequently, they often evaluate and assess the requirement for necessary upgrades and newer systems among others. As such, the HR better comprehends the payroll regulations and is capable of processing payroll in addition to utilising the HRIS to the fullest extents.
While the functional areas, as mentioned above, appear to be the fundamental HR related areas, there exist other tasks in every area, which can be considered depending on the organisation (Yanadori, 2014). As such, this paper intends to look at the aspect of compensation as the chosen functional area in relation to the task’s requirement. This is because the compensation aspect plays a critical and huge role in aligning every employees’ behaviour with the organisation’s objectives. Hence, since the industrial age, there has been attributes such as the four Ms of company management that is Man, Material, Machine and Money, which are believed to contribute to an organisation’s success. As such, among these attribute, man has been mostly considered to be the most vital aspect that contributes to the organisational effectiveness as well as efficiency. Therefore, it is paramount that HRs acknowledge as well as announce the entire compensation to the relative employees, which ought to be done effectively so that the importance of what the HR is putting forth in compensations are clear and thus tend to attract and retain talent (Rodgers, 2016).
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171-175.
This source has been chosen since employee turnover is often recognised as a costly and a disruptive. Hence, the authors mention that the costs of employee turnover usually exceeds 100% of the yearly salary for most vacated positions. However, managers are usually unaware of the relative full range of the tools as well as tactics that are available for effectively managing the employee turnover. Additionally, Bryant & Allen elucidate more on the relative direct financial costs of losing employees, which mostly tends to result in work disruptions, losing the organisational memory along with the relevant tactics and strategies. Thus, other attributes also include losses in the productivity and client services, loss of mentors, as well as minimised diversity and turnover contagion where other highly valued employees tend to follow the leavers out the door. The article also mentions that even when the tougher labour markets appear to prevent numerous employees from moving, there are possibilities of ‘penting-up’ turnover. Thus, when the job markets tend to improve, several employees can engage in looking for newer alternatives. The authors conclude by mentioning that despite the significance of successfully managing employee turnover, numerous retention efforts can be grounded on managerial gut instincts rather than research evidence. This qualitative study has synthesised its research on the relative employee turnover into the practical strategies for the HR managers.
Hu, T. F. (2016). HRIR 6501: Compensation and Benefits Spring 2016.
Compensation is perceived as an aspect that belongs to a sophisticated topic, which provides the main reason for the source selection. Hence, the author instigates that compensation does not only embrace salaries but inclusive of the direct as well as indirect rewards and relevant benefits that are provided to the employee in return for their relative contributions to the company. Subsequently, this qualitative research identifies compensations and the relevant aspects that companies ought to develop within their compensations as well as rewards programs. Hence, the program is expected to outline equitable processes for compensating the employees. Nonetheless, well-structure programs tend to possess a good balance of wages, the benefits as well as rewards in support to the organisation in maintaining its competitive spirit in the contemporary labour markets as well as ensuring sustainability in the speculated future. Additionally, Hu mentions that the appropriate compensation, as well as benefit schemes, often ensure that the hard-working employees are properly rewarded fairly beside in the most cost-effective ways for a company. Hence, this, in turn, motivates the employees to effectively sustain their performance. Nonetheless, the relevant compensation, benefits as well as reward schemes, which HR professionals incline to manage are significant for retaining and motivating the employees, and attracting new individuals to the company as well. Therefore, salary and the incentive packages are just one of the major reasons why individuals apply for some specific jobs. Hence, the study concludes by mentioning that the more attractive compensation in addition to benefit schemes, which appear to generate and develop more interest in newer positions.
May, R., & Casey, P. (2014). Principles of an effective workers’ compensation system. Precedent (Sydney, NSW), (125), 31.
Notably, it is usually the ability to attain results that are most critical to the organisation’s success and because of this reason this source has been considered for review. The contemporary system of employees’ compensation is sophisticated as well as arcane in producing grief to HR professionals who must deal with it every single day. However, such often cumbersome regulations and laws are ultimately significant to the society they appear, in every form that it takes, within every industrialised nation. The authors look into the employee’s regulations over the years, which demonstrates the failures of historical alternatives to the formal employees’ compensation systems that tend to meet either the aims of social justice or the economic efficiency. Subsequently, within the research, there is the mention of designing processes that are initiated by determining the desired outcomes as well as goals of the organisation. Hence, this is usually considered as developing the organisation’s compensation philosophy. Thus, the philosophy can be formed by considering numerous aspects. Additionally, the balance of direct as well as indirect rewards, the sophistication and responsibility of roles and the employees filling it, and the focus on the internal and external equity are some of the aspects that have been explored within the research. May & Casey mention that in determining effective compensation systems, the uniqueness of every employee ought to be taken into consideration. Individuals possess varying needs and reasons for working and the most considerable compensation will often meet such individuals’ needs. Therefore, to an as larger extent, adequate and fair compensation schemes are in the minds of employees. Additionally, good compensation schemes embrace a balance between the internal equity as well as external competitiveness. Nonetheless, compensations and benefits possess an impact on the productivity as well as the happiness of employees, and the ability of the organisation to effectively and efficiently attain its goals. The authors conclude their research by mentioning that it is to the HR’s advantage to ensure that the employees are creatively compensated as well as knowledgeable of their benefits.
Summary and Recommendations
For compensation to be taken as a motivational aspect, it needs to be a variable, which the above-mentioned studies have clearly stated within their methodology. As such, the given studies have confirmed that compensation tends to vary proportionally to the outcome, target and goals that have mutually established. Nonetheless, the studies have considered compensation as a strategic matter (Yanadori, 2014). Therefore, HR professionals ought to design as well as develop compensations and reward systems to attract the right individuals for the right tasks. Subsequently, they would be expected to implement such systems effectively to ensure retention and utilise the system for talent management. Hence, compensation is one of the utilised technique for talent attraction as well as retention. Nonetheless, HR professionals are at liberty to utilise other talent management tools for instance measuring and talent mapping for the high potential, higher professionals and technical employees. As such, it is vital to develop compensations to motivate employees as team players, creative individuals as well as the productive workforce. Subsequently, the given studies have clearly pointed out the need to designing as well as developing rewards grounded on the profiles of the employees as well as nature of their work. Hence, rewards ought to be vital and meaningful to its relative recipients, for instance, the recipients have an option of choosing from a given range of rewards. In turn, this can make employees feel the rewards are personalised to them as they incline to produce their efforts to attain the company’s goals.
Subsequently, there are some relevant recommendations open for HR professionals to assist them in improving HR practice, which include: providing structured governance as well as business case development; developing progressive workforce planning capabilities; implementing the “right” HR values; reducing the administrative work for most HR business partners; implementing flexible Human Resource organization designs; improving employee-facing HR structures; measuring and assessing both HR operational as well as business metrics; developing and establishing internal HR skills; improving and advancing line manager capabilities and; outsourcing HR services strategically.

References
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171-175.
Hu, T. F. (2016). HRIR 6501: Compensation and Benefits Spring 2016.
May, R., & Casey, P. (2014). Principles of an effective workers’ compensation system. Precedent (Sydney, NSW), (125), 31.
Rogers, D. (2016). Compensation and benefits survey 2015. Journal of the Academy of Nutrition and Dietetics, 116(3), 378.
Yanadori, Y. (2014). Compensation and benefits in the global organization. The Routledge companion to international human resource management, 190.