If you enjoy working with others, you can find helpful experience in managing school teams, planning banquets or picnics, working in your school's dean's or counselor's office, or reading books about personnel practices in businesses. You might also contact and interview the personnel director of a local business to find out more about the day-to-day responsibilities of this job. Part-time and summer employment in firms that have a personnel department are very good ways to explore the personnel field. Large department stores usually have personnel departments and should not be overlooked as a source of temporary work.
Personnel and labor relations specialists or human resources specialists are the liaison between the management of an organization and its employees. They see that management makes effective use of employees' skills, while at the same time improving working conditions for employees and helping them find fulfillment in their jobs. Most positions in this field involve heavy contact with people, at both management and nonmanagement levels.
Both personnel specialists and labor relations specialists are experts in employer-employee relations, although labor relations specialists concentrate on matters pertaining to union members. Personnel specialists interview job applicants and select or recommend those who seem best suited to the company's needs. Their choices for hiring and advancement must follow the guidelines for equal employment opportunity and affirmative action established by the federal government. Personnel specialists also plan and maintain programs for wages and salaries, employee benefits, and training and career development.
In small companies, one person often handles all the personnel work. They may be responsible for all aspects of personnel management, including hiring, employee relations counseling, corrective action, administration of benefits, and termination. The personnel department of a large organization may be staffed by many specialists, including recruiters, interviewers, job analysts, and specialists in charge of benefits, training, and labor relations. In addition, a large personnel department might include personnel clerks and assistants who issue forms, maintain files, compile statistics, answer inquiries, and do other routine tasks.
Personnel managers and employment managers are concerned with the overall functioning of the personnel department and may be involved with hiring, employee orientation, record keeping, insurance reports, wage surveys, budgets, grievances, and analyzing statistical data and reports. Industrial relations directors formulate the policies to be carried out by the various department managers.
Of all the personnel specialists, the one who first meets new employees is often the recruiter. Companies depend on personnel recruiters to find the best employees available. To do this, recruiters develop sources through contacts within the community. In some cases, they travel extensively to other cities or to college campuses to meet with college placement directors, attend campus job fairs, and conduct preliminary interviews with potential candidates.
Employment interviewers interview applicants to fill job vacancies, evaluate their qualifications, and recommend hiring the most promising candidates. They sometimes administer tests, check references and backgrounds, and arrange for indoctrination and training. They must also be familiar and current with guidelines for equal employment opportunity (EEO) and affirmative action.
In very large organizations, the complex and sensitive area of EEO is handled by specialists who may be called EEO representatives, affirmative-action coordinators, or job development specialists. These specialists develop employment opportunities and on-the-job training programs for minority or disadvantaged applicants; devise systems or set up representative committees through which grievances can be investigated and resolved as they come up; and monitor corporate practices to prevent possible EEO violations. Preparing and submitting EEO statistical reports is also an important part of their work.
Job analysts are sometimes also called compensation analysts. They study all of the jobs within an organization to determine job and worker requirements. Through observation and interviews with employees, they gather and analyze detailed information about job duties and the training and skills required. They write summaries describing each job, its specifications, and the possible route to advancement. Job analysts classify new positions as they are introduced and review existing jobs periodically. These job descriptions, or position classifications, form a structure for hiring, training, evaluating, and promoting employees, as well as for establishing an equitable pay system.
Occupational analysts conduct technical research on job relationships, functions, and content; worker characteristics; and occupational trends. The results of their studies enable business, industry, and government to utilize the general workforce more effectively.
Developing and administering the pay system is the primary responsibility of the compensation manager. With the assistance of other specialists on the staff, compensation managers establish a wage scale designed to attract, retain, and motivate employees. A realistic and fair compensation program takes into consideration company policies, government regulations concerning minimum wages and overtime pay, rates currently being paid by similar firms and industries, and agreements with labor unions. The compensation manager is familiar with all these factors and uses them to determine the compensation package.
Training specialists prepare and conduct a wide variety of education and training activities for both new and existing employees. Training specialists may work under the direction of an education and training manager. Training programs may cover such special areas as apprenticeship programs, sales techniques, health and safety practices, and retraining displaced workers. The methods chosen by training specialists for maximum effectiveness may include individual training, group instruction, lectures, demonstrations, meetings, or workshops, using such teaching aids as handbooks, demonstration models, multimedia programs, and reference works. These specialists also confer with management and supervisors to determine the needs for new training programs or revision of existing ones, maintain records of all training activities, and evaluate the success of the various programs and methods. Training instructors may work under the direction of an education and training manager. Coordinators of auxiliary personnel specialize in training nonprofessional nursing personnel in medical facilities.
Training specialists may help individuals establish career development goals and set up a timetable in which to strengthen job-related skills and learn new ones. Sometimes this involves outside study paid for by the company or rotation to jobs in different departments of the organization. The extent of the training program and the responsibilities of the training specialists vary considerably, depending on the size of the firm and its organizational objectives.
Benefits programs for employees are handled by benefits managers or employee-welfare managers. The major part of such programs generally involves insurance and pension plans. Since the enactment of the Employee Retirement Income Security Act (ERISA), reporting requirements have become a primary responsibility for personnel departments in large companies. The retirement program for state and local government employees is handled by retirement officers. In addition to regular health insurance and pension coverage, employee benefit packages have often grown to include such things as dental insurance, accidental death and disability insurance, automobile insurance, homeowner's insurance, profit sharing and thrift/savings plans, and stock options. The expertise of benefits analysts and administrators is extremely important in designing and carrying out the complex programs. These specialists also develop and coordinate additional services related to employee welfare, such as car pools, child care, cafeterias and lunchrooms, newsletters, annual physical exams, recreation and physical fitness programs, and counseling. Personal and financial counseling for employees close to retirement age is growing especially important.
In some cases—especially in smaller companies—the personnel department is responsible for administering the occupational safety and health programs. The trend, however, is toward establishing a separate safety department under the direction of a safety engineer, industrial hygienist, or other safety and health professionals.
Personnel departments may have access to resources outside the organization. For example, employer relations representatives promote the use of public employment services and programs among local employers. Employee-health maintenance program specialists help set up local government-funded programs among area employers to provide assistance in treating employees with alcoholism or behavioral medical problems.
In companies where employees are covered by union contracts, labor relations specialists form the link between union and management. Prior to negotiation of a collective-bargaining agreement, labor relations managers counsel management on their negotiating position and provide background information on the provisions of the current contract and the significance of the proposed changes. They also provide reference materials and statistics pertaining to labor legislation, labor market conditions, prevailing union and management practices, wage and salary surveys, and employee benefit programs. This work requires that labor relations managers be familiar with sources of economic and wage data and have an extensive knowledge of labor law and collective-bargaining trends. In the actual negotiation, the employer is usually represented by the director of labor relations or another top-level official, but the members of the company's labor relations staff play an importa