See a Sample Human Resources Director Job Description

See a Sample menschenwrdig Resources Director Job DescriptionSee a Sample philanthropisch Resources Director Job DescriptionOverview of the HR Directors Job The menschenwrdig Resources Director guides and manages the overall provision of Human Resources services, policies, and programs for the entire company. The major areas directed are recruiting and staffingorganizational and space planningwertmiger zuwachs management and improvement systemsorganization developmentemployment and einhaltung to regulatory concernsemployee orientation, development, and trainingpolicy development and documentationemployee relationscompany-wide committee facilitationcompany employee and community communicationcompensation and benefits administrationemployee safety, welfare, wellness, and healthcharitable giving andemployee services and counseling. Depending on your organizations needs, the Human Resources Director often directs administration, including reception, and may even be responsible for faci lity security and upkeep in addition to space planning. The Human Resources Director originates and leads Human Resources practices and objectives that will provide an employee-oriented, high-performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Director coordinates implementation of services, policies, and programs through Human Resources staff reports to the CEO and serves on the executive management team and assists and advises company managers about Human Resources issues. Primary Objectives of the HR Director Safety of the workforce.Development of a superior workforce.Development of the Human Resources department.Development of an employee-oriented company culture that emphasizes quality, continuous improvement, and high performance.Personal ongoing development. Development of the Human Resources Department Oversees the implementation of Human Resources programs through Human Resources staff. Monitors administration to established standards and procedures. Identifies opportunities for improvement and resolves any discrepancies.Oversees and manages the workof reporting Human Resources staff. Encourages the ongoing development of the Human Resources staff.Develops and monitors an annual budget that includes Human Resources services, employee recognition, sports teams support, company philanthropic giving, and administration. Selects and supervises Human Resources consultants, attorneys, and training specialists, and coordinates company use of insurance brokers, insurance carriers, pension administrators, and other outside sources.Conducts a continuing study of all Human Resources policies, programs, and practices to keep management informed of new developments.Leads the development ofdepartment goals, objectives, and systems.Establishes departmental measurements that support the accomplishment of thecompanys strat egic goals. Directs the preparation and maintenance of such reports as are necessary to carry out the functions of the department. Prepares periodic reports for management, as necessary or requested, to track strategic goal accomplishment.Develops and administers programs, procedures, and guidelines to helpalign the workforce with the strategic goalsof the company.Participates in executive, management, and company staff meetings and attends other meetings and seminars.With the CEO and CFO, annually plans the companys philanthropic and charitable giving. Human Resources Information Systems HRIS Manages the development and maintenance of the Human Resources sections of both the internet, particularly recruiting, culture, and company information and intranet sites.Utilizes Human Resources Information Software (HRIS) to the companys recordkeeping and management advantage. Training and Development Defines all Human Resources training programs, and assigns theauthority/responsibi lityof Human Resources and managers within those programs. Provides necessary education and materials to managers and employees including workshops, manuals, employee handbooks, and standardized reports.Leads the implementation of theperformance management systemthat includesperformance development plans(PDPs) and employee development programs.Establishes an in-house employee training system that addresses company training needs including trainingneeds assessment,new employee orientationor onboarding, management development, production cross-training, the measurement of training impact, andtraining transfer. Assists managers with the selection and contracting of external training programs and consultants.Assists with the development of and monitors the spending of the corporate training budget. Employment Establishes and leads thestandard recruiting and hiring practicesand procedures necessary to recruit and hire asuperior workforce.Interviews management- and executive-level can didates serves as an interviewerfor position finalists.Chairs any employee selection committees or meetings. Employee Relations Formulates and recommends Human Resources policies and objectives for the company with regard to employee relations.Partners with management to communicate Human Resources policies, procedures, programs and laws.Determines and recommends employee relations practices necessary to establish a positive employer-employee relationship and promote a high level ofemployee moraleand motivation.Conducts investigations when employee complaints or concerns are brought forth.Monitors and advises managers and supervisors in theprogressive discipline systemof the company. Monitors the implementation of a performance improvement process with non-performing employees. Reviews, guides, and approves management recommendations foremployment terminations.Leads the implementation of company safety and health programs. Monitors the tracking of OSHA-required data.Reviews empl oyee appeals through the company complaint procedure. Compensation Establishes the company wage and salary structure,pay policies, and oversees thevariable paysystems within the company including bonuses and raises.Leads competitive market research to establish pay practices and pay bands that help to recruit and retain superior staff.Monitors all pay practices and systems for effectiveness and cost containment.Leads participation in at least one salary survey per year. Benefits With the assistance of the CFO, obtainscost-effective,employeeserving benefits monitors national benefits environment for options and cost savings.Leads the development of benefit orientations and other benefits training.Recommends changes in benefits offered, especially new benefits aimed atemployee satisfactionand retention. Law Leads company compliance with all existing governmental and labor legal and government reporting requirements including any related to the Equal Employment Opportunity (EEO), theAmericans With Disabilities Act (ADA), the Family and Medical Leave Act (FMLA), Employee Retirement Income Security Act (ERISA), the Department of Labor, worker compensation, the Occupational Safety and Health Administration (OSHA), and so forth. Maintains minimal company exposure to lawsuits.Directs the preparation of information requested or required for compliance with laws. Approves all information submitted. Serves as the primary contact with the company employment law attorney and outside government agencies. Protects the interests of employees and the company in accordance with company Human Resources policies and governmental laws and regulations. Organization Development Designs and directs and manages a company-wideprocess of organization developmentthat addresses issues such assuccession planning, superior workforce development, keyemployee retention, organization design, andchange management.Manages employee communication and feedback through such avenues a s company meetings, suggestion programs,employee satisfaction surveys, newsletters, employee focus groups, one-on-one meetings, and Intranet use.Directs a process of organizational planning that evaluates company structure, job design, and personnel forecasting throughout the company. Evaluates plans and changes to plans. Makes recommendations to executive management. Identifies and monitors the organizations culture so that it supports the attainment of the companys goals and promotes employee satisfaction.s culture so that it supports the attainment of the companys goals and promotes employee satisfaction.Leads a process of organization development that plans, communicates, and integrates theresults of strategic planningthroughout the organization.Manages thecompany-wide committeesincluding the wellness, training, environmental health and safety, activity, and culture and communications committees. Keeps the CEO and the executive team informed of significant problems that jeopardi ze the achievement of company goals, and those that are not being addressed adequately at the line management level. The Human Resources Director assumes other responsibilities as assigned by the CEO. To perform the Human Resources Director job successfully, an individual must be able to perform each essential responsibility satisfactorily. These requirements are representative, but not all-inclusive, of the knowledge, skill, and ability required to leadasthe company Human Resources Director. Reasonable accommodations may be madeto enable individuals with disabilities to perform the essential functions. Human Resources Director Requirements Broad knowledge and experiencein employment law, compensation, organizational planning, organization development, employee relations, safety, and training and development.Above average oral and written communication skills.Excellent interpersonal andcoaching skills.Demonstratedability to lead and developHuman Resources staff members.Demonstra ted ability to serve as a successful participant on the executive management team thatprovides company leadership and direction.Demonstrated ability to interact effectively with the company Board of Directors. Excellent computer skills in a Microsoft Windows environment. Must include Excel and skills in database management and record keeping.General knowledge of various employment laws and practices.Experience in the administration of benefits and compensation programs and other Human Resources programs.Evidence of the practice of a high level of confidentiality.Excellent organizational skills. Education and Experience Minimum of a Bachelors degree or equivalent in Human Resources, Business, Organization Development.Ten plus years of progressive leadership experience in Human Resources positions.Specialized training in employment law, compensation, organizational planning, organization development, employee relations, safety, training, and preventive labor relations, preferred.A ctive affiliation with appropriate Human Resources networks and organizations and ongoing communityinvolvement preferred.Possess ongoing affiliations with leaders in successful companies and organizations that practice effective Human Resources Management. Physical Demands These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the Human Resources Directors job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the Human Resources Directors job. While performing the responsibilities of the Human Resources Directors job, the employee is required to talk and hear. The employee is often required to sit and use their hands and fingers, to handle or feel. The employee is occasionally required to stand, walk, reach with arms and hands, climb or balance, and to stoop, kneel, crouch or crawl. Vision abilities required by this job include close vision. Work Environment While performing the responsibilities of the Human Resources Directors job, these work environment characteristics are representative of the environment the Human Resources Director will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the Human Resources Directors job. While performing the duties of this job, the employee is occasionally exposed to moving mechanical parts and vehicles. The noise level in the work environment is usually quiet to moderate. Conclusion This job description is intended to convey information essential to understanding the scope of the Human Resources Directors position and it is not intended to be an exhaustive list of skills, efforts, duties, responsibilities or working conditions associated with the position.

The Chain Gang

The Chain Gang The Chain Gang The Chain GangManufacturers can be resistant to change, but as a chief technology officer at Moog, George Small is charged with staying ahead of the technology curve. Smalls latest obsession is blockchain, the underlying technology behind the cryptocurrency Bitcoin, which he believes will change the face of manufacturing.The goal wasnt to find a new way to pay for manufactured goods, but to track them through the supply chain.More than two years ago, Small began researching blockchains benefits as a mora effective way to digitize and decentralize manufacturing. Blockchain involves a digital ledger that is continually updated to record and track transactions, accounting and asset movement. In the context of manufacturing, blockchain can establish an organized digital thread tracking the history of a parte from its digital design to production all the way to end of life. A blockchain can be shared with multiple parties that get access to the same informati on.All these paper processes that are being replaced will ultimately be digital and expand across enterprises, Small said. You can be tracking and tracing these individual operations at the shop floor, and instead of doing it in your ERP system, it could be recorded on a ledger you share across organizations, which is hard to do right now.With Smalls help, Moog became one of the first manufacturing firms to unlock blockchains promise. The company began a pilot project to replace insecure paper processes with an end-to-end digital paper trail to securely share digital designs with multiple manufacturers and designers. Thats a critical need for Moog, which designs and manufactures parts for such highly regulated products as aircraft, satellites, and medical devices.The company discovered that blockchain wasnt just a better record-keeping systemusing blockchain added accountability and reduced production costs. Cutting middlemen helped speed orders, and as a result parts were made and shipped quickly. Data tags added to transactions ensured parts were made with specified materials and qualified machines, which reduced manufacturing errors. The deep audit trail helped better manage provenance and intellectual property.Other manufacturers are also investigating the promise of blockchain technology to streamline their operations. They are discovering that blockchain could enable deal-making and provide a means for establishing trust between two companies on opposite sides of the globe.Most people associate blockchain with Bitcoin, but it is simply a file system that can operate without a centralized mechanism for establishing that the receiver can trust the authenticity of the file. Authentication is performed by a chain of computers using cryptographic and computing techniques, and only after that authentication is the transfer completed.The documents themselves can be anything Land titles, medical records, digital design files, or receipts. Or, many different kind s of files can be bundled together. The key is, once the data is recorded in a block, it cant be altered without the agreement of all the computers in the network. Instead, new information is tacked on to the end of chain. In this way, the entire history of the document can be traced.For manufacturers, blockchains can contain product specifications and designs, contracts between suppliers, and the terms of payment upon receipt of the finished product.The blockchain technology could potentially change the way how 3-D printing or manufacturing processes are structured, said Philipp Sandner, head of the frankfurt an der oder School Blockchain Center in Germany. It might also reduce counterfeiting and manufacturing fraud.Research firm IDC is projecting blockchain expenditure on manufacturing and resources in 2018 to be about $448 million, third only to financial services and distribution and services. That number will explode as mora blockchain projects come out of experimental phase.In its pilot blockchain project, Moog worked with ST Aerospace on secure 3-D printing of airline parts. ST Aerospace purchased a digital design directly from Moog, which was recorded in a ledger. Based on parameters specified in the blockchain, ST Aerospace could verify the design file as a genuine Moog part and identify the right materials and printing techniques it should use. The company could then immediately print the part on a 3-D printer in its Singapore facilities using the laser metal process. The design files pulled from Moogs database were protected by digital rights management and could elend be tampered within the process of establishing a contract and delivering the file from the U.S.The next stage demonstrated the possibility of settling the transaction via a smart contract, using a digital token in the place of hard currency. Since this was a pilot, no actual money was exchanged.From Moogs perspective, the digitization and distribution of the manufacturing process can help the company save on transportation and warehousing costs, while getting parts to customers almost immediately.Distributed manufacturing like this has been possible for some time thanks to the availability of additive manufacturing. But for parts used in the aerospace industry, it would not have saved much time. The Federal Aviation Administration and the European Aviation Safety Agency both require parts provenance today, which happens mostly on paper. Before a part could be printed, the paperwork would have to be put together, a process that could take days. Blockchain and additive manufacturing could synchronize those processes to meet regulatory requirements when shipping a design file for a part.The idea that a digital file could follow a physical item around like a shadow opens up some intriguing possibilities. To test one of those possibilities, a consortium of manufacturers and information technology companies called the Genesis of Things initiated an experiment.The expe riment, andrang by Carsten Stcker, CEO of Berlin-based Spherity, used a blockchain system to print 100 cufflinks using files ordered from a secure database, and delivered to specific 3-D printers in a farm in Germany that matched the parameters specified in the transaction.Before printing the cufflinks, the geometry, material, and structure were set as custom design parameters in the form of asset metadata in the print file. These parameterswhich included printers capable of making titanium products, meeting specified laser angles, and other detailswere contributed by trusted parties, and the transaction was validated by multiple computing nodes in the blockchain. The parts were printed by securely linking up the individual encrypted digital files with authorized 3-D printers with right materials and printing techniques.Each cufflink had a unique print that could not be cloned in a 2-D process, and the packaging had QR codes linked to product details such as design elements and mate rials used. Jointly, the goal was to minimize the risk of counterfeiting the product. The cufflink designs could be modified as the design files werent digitally rights managed, so parameters like assets, materials and 3-D printing techniques could be added to print files.The integrity of an execution environment was important, especially in manufacturing, where no one trusts each other, said Stcker. We recorded quality assurance parameters in digital twins of the cufflinks to establish supply chain transparency that added to the provenance.Since each cufflink printed was linked to a specific blockchain that followed it around, once that cufflink was sold, its designer could be looked up and automatically paid a royalty.On a larger scale, blockchain provides a blueprint for manufacturing companies to establish unified exchanges with common ledgers to share designs and settle deals directly, much like how Bitcoin enables people to freely exchange currency across borders. These networ ks could enable deal-making on a global level, and is especially relevant for designers and manufacturers looking for a more direct way to connect to customers.Right now the idea is that everybodys got their own database, Small said. Blockchain in the end is one way to have a common database that no entity owns. You can start connecting organizations in ways you could not before.Other groups are looking at blockchain files as a means of enabling machine shops to bid for jobs to make precision parts for companies anywhere in the world. Jeremy Goodwin, CEO of SyncFab, a distributed manufacturing company in San Leandro, Calif., hit on the idea after seeing factories in the San Francisco Bay area struggling financially, and figured blockchain could be a better, quicker, and cheaper way to bring those factories more business.SyncFabs procurement and manufacturing exchange enable machine shops to bid for jobs. A designer first establishes a request-for-quotation and provides the design as sets, indicates the processes required, such as general dimensions, materials, volume, and turnaround time. The designer also offers incentives that could create additional income for the shops if they take on tasks such as troubleshooting or PLM documentation off the hands of designers. The entire systembidding, tracking, asset management, and payment processis managed via a private blockchain.Theres a lot of older veterans, they hear blockchain, think it is Bitcoin and say its a fraud, said Goodwin, who is also an industry partner to the U.S. Department of Energys Clean Energy Smart Manufacturing Innovation Initiative. What if you tell them youre going to earn a comparable income stream? It is a built-in incentive component thats powerful in addition to the technology itself.Getting the income is not as straightforward as old-fashioned invoicing, however. Payments due as part of the smart contracts embedded in the blockchain agreement can be made via cryptocurrency, for instance, or a fledgling Internet-of-Things based machine-to-machine payment protocol. But established businesses are still subject to international financial and tax laws even if they do accept a cryptocurrency, and alternative payment methods are full replacements for hard cash.Other projects are underway on paper or at least close to implementation. IBM, which sells blockchain software and services, is working with automakers on a project to verify timestamped IoT data to ensure the right parts are used when assembling a car. In that application, the blockchain acts as a database to track parts and plays a role in speeding up automation. The system could also help repair shops verify parts when fixing a car.The U.S. Department of Defense has seen a growing number of counterfeit parts used in fighter jets and other equipment, and the National Institute of Standards and Technology is building a blockchain so that the DoD can pinpoint parts to the source manufacturer by tracking back over mu ltiple levels of suppliers. Blockchain could also help the U.S. Navy do just-in-time 3-D printing of parts on ships at sea, and also establish a oben liegend tendering process, said Sylvere Krima of the systems engineering group at NIST.Krima was also quick to point that blockchain is not security software, nor is it bulletproof. A private blockchain could be vulnerable to hackers. NIST conducted a blockchain study that found that theres no code of conduct to enforce user behavior, so that malicious parties could disrupt transaction flow. But theres also a good chance that irregularities would be ferreted out in the blockchain verification and authorization process.Another challenge to wider implementation is the energy required to mine public blockchains.You can implement a private blockchain where you dont need as much mining power. Its a lot less energy, you can arrange it to any existing IT infrastructure, Krima said. Thats a use benefit as you dont need huge servers or network bandwidth.For now, blockchain is a technology that is attractive to manufacturers looking to solve a problem, not those happy with existing processes. But its expected that as artificial intelligence and the Internet of Things grow in importanceespecially with the wider availability of cheap, ubiquitous computingblockchain applications will become relevant to even the most stodgy manufacturers.Blockchain is a tool that can simplify things, said Moogs Small. As you dig more and more into it, its a very digital intensive process and it lends itself to rethinking how the manufacturing value chain is laid out.Agam Shah is associate editor at Mechanical Engineering magazine.Readthe latest issue of theMechanical Engineering Magazine. For Further Discussion

You are less likely to meet your significant other at work now

You are less likely to meet yur significant other at work nowYou are less likely to meet your significant other at work nowIf you watch cable, it may seem as though everyones meeting their significant other at work. Superstore, Brooklyn Nine-Nineand even The Flash - the meet-cutes on the job abound in our binge-worthy TV shows.But though it may seem romantic, that kind of intimate relationship isnt oh-so likely in real life. Only about 20% of heterosexualcouples met as coworkers in the 90s, and now that numbers just above 10%. The probability of meeting at work is even lower for same-sex couples.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moraIn fact, a recent researchdraft by academics at Stanford University and the University of New Mexico found that, from the end of World War II through 2013, there was one way that at least heterosexual couples tended to meet, and its something we take for granted The intermediation of friends.Onesclosefriendsandfamilyhave, probably since the beginning of time, been the essential network foci that enable connections to other people,i.e.thefriendsofonesfriends, according to the research note.The internet has replaced our friendsIn other words, for decades and maybe centuries, our friends have been setting us up, and weve gone along with their blind dates and party introductions. But no more. Not since the Internet took over our dating lives.The report uses data from a 2017 survey to show that, beginning around 2013, the fruchtwein popular way heterosexual couples are meeting is online (same-sex couples have been more inclined toward the online space for decades).Meeting online has displaced every other way of meeting, including meeting at work,Michael Rosenfeld, one of the authors from Stanford, told Ladders via email. Second, greater awareness of sexual harassment as a problem has possibly put a damper on peoples initiatives to woo th eir coworkers.They have quite a few hypotheses on why apps and websites such as Tinder, eHarmony, and Match.com are replacing loved ones as our matchmakers. The pool of candidates is much larger online, they say, and matches may be potentially more discreet than dating a friends friend. Contrary to what most may think, online dating could seem safer to some people, who appreciate the chance to vet their date before meeting in-person. And dating apps tend to be up-to-date with good algorithms, compared to the social judgment of a friend that could perhaps be off.Whatever the true reason, it seems were not looking to our office mates for potential matches, nor are we seeking recommendations from our friends and family as often. Its all about the online space now, so dont believe your favorite sitcom.WefindthatInternetmeetingisdisplacingtherolesthatfamilyandfriendsonceplayedin bringingcouplestogether, the notes authors wrote.You might also enjoyNew neuroscience reveals 4 rituals that w ill make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will ersatzdarsteller your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people