A high-profile HR manager

A local company released an advertisement to recruit a HR manager.

The headhunting exercise was given to a famous consultant in Dubai. Despite this, it faced difficulties finding the required candidate!

Why? The problem was with the job profile.

The mistake was that an external consultant from abroad designed the job description. He did not know the company, culture and management style.

The profile read thus: "The candidate's key thrust areas would be to introduce innovative HR practices; evolve appropriate training methodologies; develop competency-based job evaluation and modelling; build a team by harmonising diverse ideologies; design and monitor potential appraisal, assessment centre and manage psychometric testing; implement a goal-oriented performance appraisal system and conduct organisational development studies, process intervention and role analysis.

"The candidates should be Arabic speaking, exceptionally bright, with around 10 years in HR. He should have excellent communication/interpersonal skills and an exposure to all facets of HR. Experience in a multinational company or highly professional HR environment is necessary."

Of course, the job profile looks interesting and attracting. But one can doubt whether this entire programme is going to happen in this group.

Reviewing the job description, one can surmise that the company does not need such a high profile HR person at present.

The profile does not match the organisational reality. The company's business language is English. The company does not have a board or an executive committee to handle decision-making.

Everything is decided by the managing director. He is the son of the owner. The company does not have a basic management practice. There are no personnel policies. There is no salary administration policy, or proper salary structure. There are variations in pay practice. There is an absence of consistent pay practice. At present, the personnel manager represents an administrative function. What is the solution to introducing innovative HR practices? Before selecting a HR manager:

1. The top management should initiate and pave the way for change.

2. The HR department should become a strategic support function and allowed to play a vital proactive role.

3. The MD needs collective advice and treat HR as his partner.

4. Basic management concept - the structure, policies, procedures and system - should be designed and implemented. Then, proceed to the HR programme.

5. More than the language capability, HR manager must be mature in attitude. He should be a fast learner, conductor and counsellor. More importantly, he should not be a controller but an integrator.