Human Resource Management

This article discusses the importance of salary survey in HR management and the challenges faced by HR professionals in Singapore. It also provides a benchmark table for HR professionals' salaries in Singapore and job descriptions for benchmark jobs.

Running head: HUMAN RESOURCE MANAGEMENT
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Human resource management
Name:
Institution:

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Question 1a
Workers’ pay and compensation frequently represent the largest expense for most
corporations around the globe. As business globalises and grows beyond their national borders,
there is a huge need for a transnational perspective that accounts for drastic fluctuations in the
prices of labour between the career and market levels. The organisation ought to strike a balance
between the efficient and cost, and HR professionals around the world need the most
comprehensive, reliable and up-to-date information to inform their decision in salary
negotiations and planning (Nankervis, Baird, Coffey & Shields, 2016, pp. 13). The world of
work is constantly evolving and this means that HR professionals will also need to stay ahead of
the changes. Numerous factors such as global and regional businesses, improving workforce
diversity and technological changes are impacting the HR leaders and professionals. The
qualities and skills which HR professionals need currently comprise the business acumen,
collaboration, intercultural, influence, resilience and agility. The largest gaps which the next
generation managers will require to close are around key professionals attributes and skills
(Fareed et al., 2016).
The salary survey is done with many owners to examine salary ranks for particular job
classes and is usually piloted either by sector, region or career grouping for comparability drives
(Robert, 2018). Salary survey can offer important info to entice, back and hold workers within
the setting of a general HR and organisation plan. Thus, if used and designed appropriately, a
pay survey can offer crucial benchmarking data for matching the benefits and salary (Robert,
2018).
To benchmark the SG-Local (SGL) with its Headquarters in Singapore, the following
table by Robert Walters’s salary scale of HR professionals will be utilised. The benchmark jobs
in the HR department will include; HR business partners, organisation development,
compensation and benefits, HR generalist, training and development, recruitment, and HRIS
(Robert, 2018).

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Role Permanent wage per annum SGD ($)
3-6 YRS’ EXP 6-12 YRS’ EXP 12+YRS EXP
2017 2018 2017 2018 2017 2018
Commerce and
industry in Singapore
HR business
consultant
70-110K 70-110K 110-200K 110-200K 200-350K 200-350K
Organisation
development
70-100K 70-100K 100-250K 100-250K 250-320K 250-320K
Compensation and
benefits
60-120K 60-120K 120-220K 120-220K 220-350K 220-350K
HR generalist 50-100K 50-100K 100-200K 100-200K 200-400K 200-400K
Training and
development
55-90K 55-90K 90-165K 90-165K 165-250K 165-250K
Recruitment 50-100K 50-100K 100-140K 100-140K 140-250K 140-250K
HRIS 45-75K 45-75K 75-120K 75-120K 120-170K 120-170K
The job description of above benchmark jobs
HR business consultant works as an internal consultant by examining internal company
current HR packages and commending a solution. He/she is responsible for advanced,
specialised and administrative duties in a designated human resource program or area.
Organisation development plans, develops, administers and implement HR programs for
the company’ workers. He/she integrate and develop human resource programs and links project
to realize strategic business and operational objectives.
Compensation and benefits; the job description is to manage an organisation
compensation and reward programs. Because they are designed to attract and retain valued
workers, the work of these professionals is important in the organisation's HR subdivision.

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Recruitment: receiving a request from the human resources department for novel job
availability. Interviewing the potential job candidates and performing other assessment of job
candidate’s skills.
Training and development conduct the job evaluation reviews, liaising with directors and
questioning employee at all ranks to recognise and evaluate training and development needs.
Also, providing and supervising the training of persons or group of workers.
HR Generalist manages the administration of workforce’s procedures, policies, and
programs.
HRIS is responsible for processing worker data, producing HR-related reports and
making sure compliance with the relevant local and national guidelines. HRIS is the IT of the
human resource field. They are the software, database, and computer system the firm uses to
uphold their human resources such as time off, payroll, benefits and employee records.
The reasons the above jobs are used as a benchmark is because they continue to be steady
across the sector in terms of seniority and tasks. Therefore, they can be matched from one
organisation to another. Owners can determine to what level of duty they are holding their
workers and whether the wages on offer are regular with the same position across the trade.
Question 1b
Singapore’s work rules have traditionally been owner-friendly. In the initial times of
Singapore’s advancement, this was important to entice International Corporation to the country.
But in the previous decade, there has been a move towards better worker rights and more so
guard of the Singapore core labor force. An example of better worker rights is an introduction
of paternity leave and extension of maternity leave periods which hitherto did not exist. In
addition, Singapore’s occupation regulation once secured blue collar employees but currently, it
has extended to defend subordinate managers and professionals receiving below a specific
monthly salary. This plan shift brings tasks to human resources specialists. One of the shifts is
an increased level of unionization in Singapore in the current era, and considerable in 2015,
regulation was presented to permit experts and leaders to be jointly represented. Thus, HR
experts face the contests since unions are extra bodies that HR specialists have to look accord to

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it. The overseas manpower supply has been constricted in Singapore since 2009, partly due to
communal response on the escalating number of overseas workers in Singapore. Therefore, the
HR professional has to advertise works to Singaporeans for at least 14 days before permitting
occupations to be occupied by foreigners. This adds extra duties to HR professionals. HR
professionals can anticipate further concerns as Singapore work guideline’s pro-employee move
remains.
As Singapore continues to attract foreign workers, the recruitment and selection process
becomes complex as the managerial competence, training and adaptability are required for the
overseas ideal candidate. Training is part of the roles in the HR department. Therefore, training
the successful expatriates is not always easy.
Human resources are also involved in the repatriation process of assisting workers to
create the shift to their home nation. Many workforces’ encounters reverse culture shock upon
returning to their country, which is a mental occurrence that can lead to distress, irritability,
vulnerability and confusion (Osman-Gani & Paik, 2016, pp. 5). HR professionals in the
multinational company have to do localised compensation strategy so as to maintain
companywide pay scales and policies while providing the best balance of cost-of-living
compensation. The HR also experiences challenge in overseas performance evaluation in
determining how the performance of the expatriate should be done (Fogarassy, Szabo & Poor,
2017). A specialist has to observe the international labour environment and also to involve in the
logistics of international assignments, such as making sure that an employee can legally work in
the country.
Bloomberg BNA released benchmarks and analysis of HR department between 2015 and
2016. According to the study, HR enrollment level developed to all-time of 1.4 per 100 staffs
(Valerie, 2017). Therefore, if ration of HR to an employee is 1.4 is to 100 employees, the SGL
Company requires 210 HR professionals in 15,000 employees.

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References
Fareed, M., Noor, W. S., Isa, M. F., Shahzad, A., & Laeeq, H. (2016). The Role of Human
Capital Development and High-Performance Work System in Sustaining the Human
Resource Professionals' Effectiveness: A Lesson from Pakistan's Telco Companies.
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_the_Human_Resource_Professionals%27_Effectiveness_A_Lesson_from_Pakistan
%27s_Telco_Companies/links/5a28e975a6fdcc8e8671cdcc/The-Role-of-Human-Capital-
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Fogarassy, C., Szabo, K., & Poor, J. (2017). Critical issues of human resource planning,
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Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management:
strategy and practice. Cengage AU, pp. 12-22.
Osman-Gani, A. M., & Paik, Y. (2016). Factors influencing the retention of international IT
talent: An empirical investigation in Singapore. International Journal of Human
Resources Development and Management, 16(1-2), 1-17. [Online]. Available
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[Accessed on 9 October 2018].

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Robert, W. ( 2018). Salary survey 2018. GREATER CHINA & SOUTH EAST ASIA, [Online].
Available from:https://www.robertwalters.com/content/dam/robert-walters/global/files/
salary-survey/salary-survey-2018-southeast-asia-greater-china.pdf, [Accessed on 9
October 2018].
Valerie, B. (July, 2017), HR staffing is at 1.4 per 100 employees, an all-time high [Online].
Available from:https://www.hrdive.com/news/report-hr-staffing-is-at-14-per-100-
employees-an-all-time-high/447480/, [Accessed on 9 October 2018].