Assessment 1: HR Executive Job Description, Work Plan, and Journal

This report comprehensively analyzes the role of an HR Executive, encompassing a detailed job description outlining responsibilities such as recruitment, training, operations, and employee engagement. It defines both team and personal goals, specifying key performance indicators (KPIs) and a structured work plan with timelines and individual responsibilities. The report also includes a journal section reflecting on organizational policies, communication strategies, and employee welfare, emphasizing the importance of aligning individual and team objectives. The author highlights personal strengths in communication and areas for improvement, such as negotiation skills, and discusses time management strategies and the importance of employee engagement. The report concludes with a list of references supporting the analysis.

Contents
Assessment 1:..............................................................................................................................................1
Job description:........................................................................................................................................2
Goals:.......................................................................................................................................................3
Work plan:...............................................................................................................................................4
Journal:....................................................................................................................................................4
References:..................................................................................................................................................5

Assessment 1:
Job description:
It is the explanation of job responsibilities and the duties that the person needs to fulfil on the job
position. It also includes the skills that are required to perform the duties.
Designation: HR executive
Reporting to: HR manager
Duties:
Recruitment:
 Reviewing resumes and applications of the candidates
 Conducting interviews and all over recruitment process
 Working with third party recruitment agencies
 Cold calling to the candidates
Training and development:
 Identification of training needs of the employees
 Contacting the trainers and developing the training programs
 Induction of the new employees and joining related issues
Operations:
 Developing salary statement
 Communicating and describing HR policies to the employees
 Making records of the employee’s presence
 Performance records and maintenance of the employees
 Handling employee leaves
 Keeping records of staff insurance
Employee engagement:
 Conducting various welfare activities

 Ensuring a safe workplace to the employees
 Engaging the employees in various activities
(Brandl, Madsen & Madsen, 2009).
Qualifications:
Diploma degree course in HR and HR analytics course is the added advantage
Skills requirement:
Some of the skills that are required for performing the HR Executive duties are:
 Communication skills
 Attractive personality
 Knowledge of the field
 Legal compliance knowledge
 Negotiation skills
 Understanding of SAP
 Observation skills
 Conflict resolution skills
Goals:
Goals at team level:
 Achieving the hiring targets collectively
 Improving the workplace environment and inter department communication
Personal level goals:
 Achieving monthly hiring targets
 Improving the negotiation skills
 Collaborating with more third party for recruitments

Work plan:
Activities Descripti
on
Goals KPI’s Timefra
me
Personal
Responsibil
ities
Team goals:
 Identificati
on of
potential
vacancies
in the
company
 Training
to the
employees
to use
communic
ation
portal
more often
 Allocating
the work
to
different
HR
executives
 Contacting
the college
campus
drives for
mass
In order
to
achieve
the team
goals, it
is
required
to
perform
some of
the
activities
that help
the HR
tea to
achieve
the team
goals
(Pilbeam
&
Corbridge
, 2010).
 Achieving
the hiring
targets
collectivel
y
 Improving
the
workplace
environme
nt and
inter
departmen
t
communic
ation
 Number of
hiring in a
month
 Effective
communic
ation
between
the
employee
 Number of
campus
drives
conducted
2
months
HR
manager
and top
manageme
nt

hiring
Personal goals:
 Making
cold calls
to the
potential
candidates
 Updating
and
posting
the ads on
online
portals
 Visiting
more and
more third
parties
 Training
of
negotiatio
n skills for
whole HR
departmen
t
Some of
the goals
are for
personal
developm
ent.
These
goals are
also
required
to be
complete
d in order
to
complete
the target
of the
team.
 Achieving
monthly
hiring
targets
 Improving
the
negotiatio
n skills
 Collaborat
ing with
more third
party for
recruitmen
ts
 Number of
hiring
 Improvem
ent in
negotiatio
n skills
 Number of
third party
collaborat
ed in a
month
1 month Self and
whole HR
team

Journal:
Policies and procedures of the organisation:
Following are some of the policies that the organisation follow in order to support the employees
to achieve their personal goals and team goals.
 Training policies: the company focuses on providing trainings to the employees and also
identifying the training needs in order to provide relevant trainings to the employee for
their personal and professional development.
 Communication policy: the company also believes in effective communication between
the departments and thus developed a portal for communication that helps the HR team to
interact with each and every employee (Franklin & Melville, 2015).
 Employee welfare policy: the HR department of the company focuses in providing better
environment to the employees to work for.
 Incentive policies: this is the policy of the company through which the incentives are
given to the employees who achieve their target. Even the team gets the incentives for
their target achievement as the team.
Every organisation believes in developing goals and setting the targets for the individuals that are
associated with the company as its employees and the teams that works in the organisations. The
reason behind setting the targets for individuals is that it helps in evaluating their performance in
the company and also helps the employees to have the clear idea of their roles in the
organisation. As far as the team goals are concerned, they are made to dissociate the major goals
of the company (Gist, 1987).
In order to evaluate the goals and its completion rate, it is required to set some of the KPI’s that
is Key performance indictors that helps in measurement of the goals achieved. These KPI’s are
the measures to analyse the performance rate of the employees and the teams.

When the goals are decided or set for the company, it needs a plan to achieve the goal. This plan
includes some activities and resources for the same. This plan is made with some of the activities
and the resource allocated to the same. There can be situations and contingencies that can affect
the working of the plan and it may be possible that the things do not happen the way they
thought to be (Korschun, Bhattacharya & Swain, 2014). Thus, it is required to make the plans in
such way so that the alternative action can be taken place at times. One of the major examples
that the company generally face is lack of employees or human resources. To face this challenge,
it is required to keep the hiring process up to date so that hiring can be done immediately when
required.
As far as my strengths are considered, I am the one who have good communication skills and
thus I can easily convince the candidates and present the job offers very creatively in front of
them. In terms of weakness, I am the person who is very bad at negotiating things. I can attract
people but cannot negotiate properly with the salary and thus many of the candidates resist
coming for the interviews. Thus, I always try to negotiate in mails rather than in speech.
Prioritizing deals with arranging things as per their importance. It has been analysed that the
activities that needs to be performed should be arranged as per their importance. This helps in
making the things sorted. As far as the process is considered, I first jot down the activities I need
to perform and then rank them accordingly. I sometimes eliminate the activities that are of less
importance when I have time constraint.
Developing the work plan can be effectively done if the standard process is followed for the
same. The process of work plan initiated with identification of goals and related activities that
needs to be performed in order to complete the goals. After that, the time and the resources need
to be allocated to each and every activity that needs to be performed (Lynton & Pareek, 1990).
In terms of managing the time and the work plan activities, it is required by the management of
the company to engage the employees in the overall process. Engaging the employees makes it
easy for the management to implement the overall process. This also motivates employees to
perform effectively within the given timeline.
As per my strength, I think that I can be the role model for the other employees as I can provide
them positive environment to work. The work plan that I have made in the above section also

justifies that I have tries to balance the efforts requirements by the employees to complete the
tasks and the time of achieving the goals of the organisation as early as possible.
It is required to maintain the work life balance of the employees. Allocation of the work
according to their capabilities helps the employees to complete the targets easily. As far as the
above work plan is considered, it has been analysed that it can be easily followed by the
employees without any work pressure.
References:
Brandl, J., Madsen, M. T., & Madsen, H. (2009). The perceived importance of HR duties to
Danish line managers. Human Resource Management Journal, 19(2), 194-210.
Pilbeam, S., & Corbridge, M. (2010). People resourcing and talent planning: HRM in practice.
Prentice Hall.
Franklin, N., & Melville, P. (2015). Competency assessment tools: An exploration of the
pedagogical issues facing competency assessment for nurses in the clinical
environment. Collegian, 22(1), 25-31.
Gist, M. E. (1987). Self-efficacy: Implications for organizational behavior and human resource
management. Academy of management review, 12(3), 472-485.
Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014). Corporate social responsibility,
customer orientation, and the job performance of frontline employees. Journal of
Marketing, 78(3), 20-37.
Lynton, R. P., & Pareek, U. (1990). Training for development (No. Ed. 2). Kumarian Press.