What is Human Resources Processes?

HR PROCESSES:
The modern Human Resources Organization and the effective HR Management is based on strong, simple and effective HR Processes. The HR Processes are always divided into the functional areas and the HR Managers are responsible for the design, development and re-design of the HR Processes as the HR Strategy can be implemented.

Overview Elements

HR strategy - A long term perspective that addresses the big questions about
how the best return can be obtained from the human resources available now and in the future.
Organization development - Managing the hard (structure, systems) and soft (culture, values) features of the organization.

Day-to-Day Elements

People resourcing - Getting the right number of the right sorts of people in the right place at the right time and ethically getting rid of them when they are not needed.
Learning & Development - Creating environment in which employees and others associated with the organization (contractors, owners, governors, associates) get the necessary knowledge, skills and attitudes.
Performance management, reward and recognition - Creating structures that attract, retain and motivate staff; controlling employee costs.

Employee relations - Creating a workforce that is appropriately supportive, involved and engaged with the business.


The real art of Human Resources is in the right connection of all processes as they provide the right support to managers and employees in the organization. The role of Human Resources is about keeping the human capital competitive on the market and the logical grouping of HR Processes helps to connect and manage the individual processes.

Each organization divides the HR Processes differently, but the main HR Processes are always in the same group in each company as it is the market HR Best Practice.


The term ‘front-line managers’ is rather more specific and normally refers to line managers in the lower layers of the management hierarchy – that is, where the employees who report to them do not themselves have any managerial or supervisory responsibility. Front-line managers are often promoted from within and are unlikely to have formal management education.

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