HR function, the foundation for organisational growth

The human resource (HR) management function is undermined in many institutions, claiming it ‘adds nothing’ to organisations. However, with the fast-changing work environment and work dynamics, firms that still have such kind of thinking could be missing an opportunity to achieve overall growth that should come with a satisfied workforce. A number of HR experts, practitioners and CEOs interviewed by Business Times, related HR function to an engine that drives every organisation’s growth saying a company devoid of effective HR management, is devoid of development. Realising the importance of the HR function in organisations, the government recently upgraded HR managers to the rank of directors and specialists as opposed to junior officers previously. In a bid to develop the profession, HR practitioners formed a forum five years ago and hold a national conference annually to highlight the role the function plays in organisations, according to Stephen Karangwa, the Chairperson of Rwanda Human Resource Management Organisation (RHRMO). Uwera says HR units are not supported by top management. (Jean D. Mugabo) “Any company’s development is driven by productive employees, therefore, this requires specialised management to ensure that everyone realises their potential to perform maximally as per their skills,” Karangwa said. Steven Nemeye, the human resource management specialist at the Ministry of Trade and Industry, says human capital is important to organisational growth, arguing that poor HR management is a threat to a firm’s and country’s development. HR management and organisational growth According to Isaac Maloba, an HR expert at Leadership Impact Solutions Eastern Africa, the cardinal role of HR managers is to maximise the potential of human resources in organisations, resulting into the overall growth of an organisation. “In most cases, people look at time and money as the most vital resources of a company forgetting the human resources, but the latter’s productivity is vital. Many CEOs always say they do not want to waste money or time because they are precious. However, few will feel guilty when the human resource is not fully utilised to get the maximum value from them,” he says. He says organisations should know how to optimally use the human resource, as well as keep raising their potential. “One may join the company with potential for greatness, but it takes the firm to develop and bring out that potential through coaching, power delegation and proper posting to make sure that they sparkle to deliver better results.” Théobald Hategekimana, the director-general of the University Teaching Hospital of Kigali (CHUK), says the HR function is central to delivery of an institution’s goals and targets. “The role of HR is huge - from the recruitment phase to the employees’ performance and beyond. A good HR manager motivates staff, plans for capacity building, helps in each one’s job description, works on employee performance contracts and provides guidelines for evaluation,” he notes. Hategekimana says when the HR function is performed well, employees will deliver, leading to organisational growth. Maloba says successful companies globally focus on HR management through effective recruitment, retention and motivation. “In many companies, worker retention is a challenge, and managers are indifferent yet, those recurrent turnovers impede the company’s growth. Firms must devise ways to retain employees by, for instance, improving working conditions to make employees feel at home since they spend more part of the day at work than any other place,” he points out. On what employees look for in a company, Maloba explains; “One may think a company needs a lot of money to retain employees, this is not true... Some will go where the money is, but majority prefer more comfort, identity, motivation, confidence and trust. If work conditions are not good, employees will look for a friendlier environment in other companies, even when they are earning millions.” Challenges and way forward Evelyne Uwera, the HR manager at the Netherlands Development Organisation, says challenges abound in HR management, ranging from lack of support by top management to skills gap among HR practitioners. “Right policies are needed to recognise the role of HR function, but practitioners must also strive to earn their space. HR managers are frustrated in many organisations while dealing with workers – the major capital of any organisation. Firms can have money and other assets, but workers are the engine driving the organisation,” she says. Janvier Fatisonga, an HR specialist and lecturer at the University of Tourism, Technology and Business Studies (former RTUC), says there is need for awareness about the role of the HR function targeting top managers in organisations to raise their understanding of HR role. He argues that it is only when the role is understood and appreciated by CEOs that they provide a conducive environment for HR managers to exercise their functions. “Some bosses target results from employees without considering their empowerment and motivation. Managing people takes hard work, putting in mind that worker’s strengths differ. However, everyone’s talent can be nurtured if an organisation budgets for capacity building,” he says. Maloba says regular workshops can help sharpen skills of practitioners to narrow the skills gap in HR management in Rwanda. “Capacity building is crucial to every organisation’s growth...We should shift from a strict disciplinarian, procedural and frustrating mindset, where the boss is like a father at home, ordering employees around. That can’t help boost morale and increase productivity, ensuring sustainable growth. So, employees should be treated as partners in development,” he said. Karangwa points out that RHRMO has been collaborating with higher learning institutions to retool the HR managers and practitioners. He says 15 graduate HR professionals have attained at master’s degrees in the field in the recent past, adding that the organisation is working on partnerships with international institutions to offer professional courses to upgrade skills of the HR practitioners,” he says. Rwandans give views on HR best practices Faustine Ntezirizaza Raissa Kabasinga Faustine Ntezirizaza, HR director, Gakenke District The HR function requires one to understand all the various roles within an organisation. This mean an HR person must be able to do a job analysis, evaluate employee skills, knowledge and attitude to help the organisation achieve its mission and goals. An HR manager also is like a talent hunter and moulder…they seek and nurture young and fresh graduates to fit company needs; and are always at hand to work on employee grievances in an impartial and professional manner. Raissa Kabasinga, journalist HR managers should act as leaders to others... They should foster developmental ideas that benefit employees and the organisation as whole to achieve the bottom line. Diendonne Ntihabose Justine Irakarama Diendonne Ntihabose, architect The HR department should ensure employees are involved in planning and activities in the organisation. They should be involved at all levels, participate in staff meetings. When firms hire new workers, they should train them to improve their skills in line with organisational capacity requirements. Good performance should always be rewarded. Justine Irakarama, Butaro Hospital Human resource management is a challenging job that needs skills and knowledge. HR people should understand how to take care of different people in any given company. In order to ensure smooth running of activities, the HR unit should work with other employees, rather than isolating themselves and sticking to their office… they should interact with others to be able to detect discontent and find solutions early enough.

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HR function, the foundation for organisational growth