Managing Human Capital

Script Group
Lecture 2
Date: 10-03-2024

Name: Maryam Noor

Student ID: 20185

Topic 1 : HR (FRAME WORK):

Humanistic HR Framework:
Enhancing Employee Well-being and Engagement

In a humanistic HR framework, the emphasis is placed on fostering a workplace environment

that prioritizes the well-being and holistic development of employees. This approach recognizes
the value of each individual within the organization and aims to create conditions where
employees feel valued, supported, and empowered to contribute their best. Here’s a breakdown
of the key elements of a humanistic HR framework, along with real-world examples:
1. Employee-Centric Policies and Practices:

Description:
Humanistic HR revolves around policies and practices designed to cater to the needs and
aspirations of employees. This involves flexible work arrangements, employee development
programs, and a focus on work-life balance.
Example: Offering remote work options or flexible scheduling to accommodate employees'
personal commitments, such as childcare or continuing education classes.

2. Emphasis on Employee Growth and Development:

Description: Humanistic HR prioritizes the continuous growth and development of employees

through training, mentorship programs, and opportunities for career advancement.

Example: Providing regular skill-building workshops or sponsoring employees to attend

industry conferences to enhance their professional skills and knowledge.

3.Transparent Communication and Feedback Mechanisms:

Description: Open and transparent communication channels are crucial in a humanistic HR

framework to ensure that employees feel heard, valued, and informed about organizational
decisions and changes. This includes regular feedback sessions and accessible avenues for
voicing concerns.
Example: Conducting quarterly town hall meetings where senior leadership shares company
updates and invites employees to ask questions or share feedback openly.
4. Recognition and Appreciation:

Description: Acknowledging and appreciating employees' contributions is vital for fostering a

positive work culture. Humanistic HR emphasizes recognizing employees' efforts and
achievements through various means, such as verbal praise, rewards, or employee recognition
programs.

Example: Implementing an "Employee of the Month" program to publicly recognize

outstanding performance and contributions, accompanied by a small reward or incentive.
5. Promotion of Diversity, Equity, and Inclusion (DEI):

Description: Humanistic HR is committed to creating an inclusive and equitable workplace

environment where diversity is celebrated, and every employee feels respected and valued.

Example: Establishing diversity training programs and forming employee resource groups
(ERGs) focused on various aspects of diversity, such as ethnicity, gender, or sexual orientation.

By adopting a humanistic HR framework, organizations can cultivate a positive work culture

that fosters employee well-being, engagement, and ultimately, organizational success. This
approach acknowledges the importance of treating employees as individuals with unique needs,
aspirations, and talents, thereby creating a conducive environment for both personal and
professional growth.
Learning &
Talent
HR Framework Acquisition
& Recruiting
Development

HR Strategy Employee Compensation &

Relations Benefits

HR
HR Policies & Performance Information
Procedures Management Systems
(HRIS)
Name: Abdul Mateen
Student ID: 19930

TOPIC 2 : HR (STRATEGY):

Human Resource (HR) strategy refers to the long-term plan formulated by an organization to
effectively manage its human capital in alignment with its overall business objectives. Here's an
overview of what an HR strategy typically entails:

1. Alignment with Business Goals:

The HR strategy should be closely aligned with the organization's overall strategic goals and
objectives. This involves understanding the company's mission, vision, and values and
developing HR initiatives that support and contribute to achieving these goals.

2. Talent Acquisition and Recruitment:

A key aspect of HR strategy involves attracting, selecting, and retaining top talent. This may
include developing employer branding initiatives, implementing effective recruitment
processes, and employing innovative techniques to attract candidates who fit the organization's
culture and requirements.
3. Employee Development and Training:

HR strategies focus on nurturing and developing employees' skills and competencies to enhance
their performance and career growth. This may involve implementing training and development
programs, mentoring initiatives, and providing opportunities for continuous learning and skill
enhancement.

4. Performance Management:

An effective HR strategy includes processes for setting performance expectations, providing

regular feedback, and evaluating employee performance. This may involve establishing
performance metrics, conducting performance reviews, and implementing performance
improvement plans when necessary.
5. Employee Engagement and Retention:

HR strategies aim to create a positive work environment where employees feel motivated,
engaged, and valued. This may involve initiatives such as employee recognition programs,
wellness initiatives, and fostering a culture of open communication and feedback.
6. Compensation and Benefits:
HR strategies include designing competitive compensation and benefits packages that attract
and retain employees. This may involve conducting salary surveys, benchmarking against
industry standards, and offering a range of benefits such as healthcare, retirement plans, and
flexible work arrangements
7. Diversity, Equity, and Inclusion (DEI):

HR strategies increasingly focus on promoting diversity, equity, and inclusion in the workplace.
This may involve implementing policies and practices that support diversity recruitment,
fostering an inclusive work culture, and addressing unconscious bias in hiring and promotion
processes.
8. HR Technology and Analytics:

Leveraging technology and data analytics is an integral part of modern HR strategies. This may
involve implementing HRIS (Human Resource Information Systems) for managing employee
data, utilizing analytics to make data-driven decisions, and adopting digital tools for
recruitment, training, and performance management.

Name: Ammara Abubaker

Student ID: 20325

TOPIC 3: BUSINESS PARTNERING MODEL :

The business partnering model is a strategic approach where various departments within an
organization collaborate closely to achieve shared objectives and drive overall business success.
This model emphasizes alignment, collaboration, and mutual support among departments,
rather than operating in isolation.

EXAMPLES:

1. Finance and Marketing Collaboration

Example:
The finance department partners with marketing to allocate budgets effectively for marketing
campaigns.

Finance provides data-driven insights on past campaign performance and forecasts future
revenue. Marketing uses this information to tailor campaigns to target audiences effectively.
Together, they optimize marketing spend, ensuring maximum return on investment (ROI) and
aligning marketing efforts with financial goals.

2. Operations and Supply Chain Integration:

Example:
Operations collaborates with the supply chain to streamline inventory management processes.

Operations shares production schedules and demand forecasts with the supply chain team. The
supply chain team leverages this information to adjust procurement and distribution strategies,
ensuring optimal inventory levels and minimizing stockouts or excess inventory. This
partnership results in efficient operations and cost savings.

3. Human Resources and Sales Alignment:

Example:

Human resources partners with sales to develop a performance-based incentive program.

HR designs a sales incentive program that aligns with organizational goals and motivates sales
teams. They work closely with sales managers to identify key performance metrics and reward
structures. This collaboration fosters a culture of performance excellence and enhances sales
team motivation, ultimately driving revenue growth.

4. IT and Customer Service Collaboration:

Example:
The IT department collaborates with customer service to enhance the customer experience
through technology.

IT develops a customer relationship management (CRM) system that integrates customer data
from various touchpoints. Customer service agents use this system to access comprehensive
customer profiles and provide personalized support. This collaboration improves customer
satisfaction, loyalty, and retention by delivering consistent and responsive service across
channels.

These examples demonstrate how the business partnering model promotes synergy and
efficiency across different functional areas within an organization, leading to improved
performance, innovation, and competitive advantage.
Name: Muhammad Bilal
Student ID: 20329

Topic # 4 ORGANOGRAPH COMPETENCY:

Organograph competency refers to the ability of an individual or organization to effectively
structure, analyze, and communicate complex organizational structures or processes in a clear
and understandable manner. Employing a humanistic approach involves recognizing the
importance of empathy, understanding, and inclusivity in conveying information, ensuring that
the audience feels valued and engaged throughout the communication process.
In simpler terms, organograph competency means being able to explain how an organization
works, its hierarchies, processes, and functions, in a way that anyone can easily grasp and relate
to.

Humanistic Approach:

When explaining organographs, it's crucial to remember that behind every organizational chart
or process flow, there are people. Therefore, adopting a humanistic approach involves not only
presenting diagrams and structures but also considering the human element within them. This
could involve highlighting the roles and contributions of individuals, acknowledging their
efforts, and ensuring that everyone feels respected and understood.

Example:

Let's consider a scenario in a company where a new employee is joining. Instead of bombarding
them with complex organograms filled with jargon, the HR department takes a humanistic
approach. They provide a simple, visually appealing organograph that outlines the company's
structure, but they also accompany it with brief descriptions of each department and its key
functions. Additionally, they introduce the employee to key team members, helping them
feel welcomed and integrated into the organizational culture from day one.

Easy and Crisp Language:

Organograph competency also demands using language that is easy to understand and concise,
avoiding unnecessary technical terms or convoluted explanations. This ensures that the
information is accessible to everyone, regardless of their background or level of expertise.

Example:
Imagine a company conducting a training session on its organizational structure for its
employees. Instead of overwhelming them with dense presentations filled with corporate
jargon, the trainer uses simple language and clear visuals to explain how different departments
interact, who reports to whom, and how decisions are made. This approach ensures that
everyone leaves the training with a clear understanding of how the company operates.

Professionalism:

While simplicity is key, maintaining a level of professionalism is also essential when discussing
organographs. This means presenting information accurately, respecting confidentiality when
necessary, and addressing any questions or concerns with professionalism and integrity.
Example:

During a company-wide meeting discussing a restructuring plan, the CEO presents an updated
organograph to illustrate the proposed changes. The presentation is concise yet comprehensive,
providing employees with a clear understanding of how the restructuring will affect their roles
and responsibilities. Throughout the meeting, the CEO maintains a professional demeanor,
encouraging open dialogue and assuring employees that their input is valued.

In summary, organograph competency involves effectively communicating complex

organizational structures and processes using a humanistic approach, easy and crisp language,
and maintaining professionalism throughout. By prioritizing clarity, empathy, and inclusivity,
organizations can ensure that everyone understands and engages with their organizational
dynamics.

Name: Syed Jehanzaib Ali

Student ID: 20224

Topic 5 : KASB (Knowledge, Ability, Skills, Behavior)

Knowledge:

Knowledge refers to the understanding and awareness of facts, information, concepts, and
principles relevant to a particular field or task. It encompasses both theoretical understanding
and practical know-how. From a functional competency perspective, knowledge is essential for
individuals to effectively perform their roles and contribute to the organization's success.

Example:

In a customer service role, knowledge would involve understanding the company's products or
services, policies, and procedures. For instance, a customer service representative should be
knowledgeable about the features of different products, the company's return policy, and how to
troubleshoot common customer issues.
Skills:

Skills are the abilities acquired through practice, experience, and training that enable individuals
to perform specific tasks effectively. These can be technical skills, such as proficiency in using
software or machinery, or soft skills, such as communication and problem-solving.

Example:

In a sales role, skills would include effective communication, negotiation, and persuasion
techniques. For instance, a salesperson should be skilled in building rapport with customers,
identifying their needs, and presenting solutions that address those needs persuasively.

Abilities:

Abilities refer to innate or acquired talents and capabilities that enable individuals to perform
tasks or solve problems. These can include cognitive abilities, physical capabilities, and
personal attributes.

Example:

In a leadership role, abilities would include strategic thinking, decision-making, and emotional
intelligence. For instance, a manager should have the ability to analyze complex situations,
make sound decisions under pressure, and empathize with team members to foster a positive
work environment.

Behavior:

Behavior encompasses the actions, attitudes, and demeanor displayed by individuals in various
situations. It reflects how individuals interact with others, approach tasks, and handle
challenges. Positive behaviors contribute to effective performance and organizational success.

Example:In a team collaboration setting, behaviors such as active listening, cooperation, and
constructive feedback are crucial. For instance, team members should actively listen to each
other's ideas, collaborate to solve problems, and provide feedback in a respectful and supportive
manner to foster a productive and harmonious work environment.

In summary, from the functional competency perspective, knowledge, skills, abilities, and
behaviors collectively contribute to individuals' effectiveness in performing their roles and
achieving organizational goals. These elements are interconnected and essential for personal
and professional development.
Name : Shahzaib Ahmed
Student ID : 19765

Topic 6 Functional Competency:

Functional competency is a crucial aspect of human resource management (HRM) that pertains
to the knowledge, skills, and abilities required to perform specific tasks or functions within the

Key Components of Functional Competency:

Recruitment and Selection:

In the realm of recruitment and selection, HR professionals need to demonstrate competency in

sourcing top talent, conducting thorough interviews, assessing candidates based on both
technical skills and cultural fit, and effectively negotiating job offers. They should also stay
updated on recruitment trends, utilize innovative sourcing methods, and leverage technology to
streamline the hiring process.
Training and Development:

Functional competency in training and development involves designing and delivering

comprehensive training programs tailored to employees' needs, facilitating engaging learning
experiences, and evaluating the effectiveness of training initiatives through rigorous assessment
methods. HR professionals must also possess strong communication and facilitation skills to
convey complex concepts and motivate employees to participate actively in learning activities.
Performance Management:

Performance management is another critical area where functional competency is essential. HR

professionals should be adept at setting clear performance expectations, providing constructive
feedback, conducting performance appraisals, and identifying opportunities for employee
development and growth. They must also have a deep understanding of performance metrics
and be able to analyze performance data to identify trends and areas for improvement.
Employee Relations:

Functional competency in employee relations involves cultivating positive relationships

between employees and management,
addressing workplace conflicts and grievances, and promoting a culture of open communication
and collaboration. HR professionals should be skilled at resolving conflicts impartially,
fostering a supportive work environment, and implementing policies and procedures that
promote fairness and equity.

Compliance and Legal Knowledge:

HR professionals must also possess functional competency in compliance and legal knowledge
to ensure that organizational practices and policies adhere to relevant labor laws, regulations,
and industry standards. This includes staying updated on changes in employment legislation,
understanding the implications of legal requirements on HR practices, and mitigating legal risks
through proactive measures and sound compliance strategies.

Importance of Functional Competency in HRM:

Functional competency is essential for HR professionals to effectively fulfill their roles and
responsibilities within organizations. By possessing the necessary knowledge, skills, and
abilities across various HR functions, HR professionals can:

• Drive organizational success by attracting, retaining, and developing top talent.

• Enhance employee engagement and performance through effective performance management
and training initiatives.

• Foster a positive work culture built on trust, respect, and open communication.

Ensure compliance with legal requirements and mitigate risks associated with non-compliance.

• Contribute to strategic decision-making by providing valuable insights and expertise on HR-

related matters.

Continuous Learning and Development:

Given the dynamic nature of HRM and the evolving needs of organizations, continuous learning
and development are essential for HR professionals to maintain and enhance their functional
competency. This includes participating in professional development activities such as
workshops, seminars, and certification programs, staying updated on industry trends and best
practices, and seeking opportunities to expand their knowledge and skills in emerging areas of
HRM.

Name: Sualiha Anwar

Student ID: 20267.

Topic 7 Behavioral Competency:

Behavioral competency in Human Resource Management (HRM) refers to the set of skills,
attributes, and characteristics that individuals demonstrate in the workplace, particularly in the
context of managing people and fostering organizational success.
Some common behavioural competencies in HRM include:

1. Communication Skills :
The ability to effectively convey information, actively listen, and foster open dialogue with
employees, managers, and other stakeholders.

2. Interpersonal Skills :
Building and maintaining positive relationships, resolving conflicts, and fostering a
collaborative work environment.

3. Leadership :
Inspiring and motivating others, providing guidance and direction, and effectively managing
teams to achieve organizational goals.

4. Emotional Intelligence :
Recognizing and understanding emotions in oneself and others, and using this awareness to
navigate interpersonal relationships and manage conflicts effectively.

5. Adaptability :
Being flexible and responsive to change, embracing new ideas and approaches, and
demonstrating resilience in the face of challenges.

6. Problem-solving :
Analyzing complex issues, identifying creative solutions, and making sound decisions to
address organizational challenges and improve processes.

7. Ethical Conduct :
Upholding principles of integrity, honesty, and fairness in all HR practices and interactions,
including confidentiality and compliance with legal and regulatory requirements.

8 . Cultural Competence :
Understanding and respecting diversity, equity, and inclusion in the workplace, and promoting
an inclusive organizational culture where all employees feel valued and respected.

Name: Fareed Zahid

Student ID: 19766

HR WORKS ON:

Topic 8(a): Organizational Structure

Organizational structure refers to the framework that outlines how activities are organized,
coordinated, and controlled within an organization. It defines the hierarchy, roles,
responsibilities, and relationships among individuals and departments. When considering HR
works within organizational structure, it involves designing a framework that supports the
management of human resources effectively. Here's a detailed description of organizational
structure concerning HR works:

Hierarchical Structure: Traditionally, organizations adopt a hierarchical structure where

authority flows from the top down. In the context of HR, this means there is typically a Chief
Human Resources Officer (CHRO) or a similar executive position overseeing the HR
department. Below the CHRO, there may be various levels of managers, such as HR managers,
specialists, and coordinators, depending on the size and complexity of the organization.

Functional Structure: In a functional organizational structure, departments are grouped based on

the functions they perform. In this setup, HR is its own department, responsible for functions
such as recruitment, training and development, compensation and benefits, employee relations,
and compliance. Each function may have its own team led by a manager or director who reports
to the CHRO.

Matrix Structure: Some organizations adopt a matrix structure where employees report to both
a functional manager (e.g., HR manager) and a project or team manager. In HR, this might
occur when HR specialists are embedded within other departments or teams to provide HR
support tailored to specific projects or initiatives.

Flat Structure: In contrast to hierarchical structures, flat structures have fewer layers of
management and often emphasize collaboration and flexibility. In HR, this might mean a
smaller HR team with broader responsibilities, where individuals have more autonomy and
direct communication with senior management

Centralized vs. Decentralized: Organizations can have centralized or decentralized HR

functions. In a centralized structure, HR decisions and policies are made at the corporate level
and then implemented across the organization. In a decentralized structure, HR responsibilities
are delegated to individual business units or departments, allowing for more localized decision-
making and customization of HR practices to suit specific needs.

Virtual Structure: With advancements in technology, some organizations operate virtually,

with employees working remotely from different locations. In this scenario, HR functions may
rely heavily on digital tools and platforms for communication, collaboration, and managing
employee data.

Cross-Functional Teams: Many organizations are adopting a team-based approach where

employees from different departments collaborate on projects or initiatives. In HR, this could
mean forming cross-functional teams to address specific challenges or develop new HR policies
and programs.

Agile Structure: Agile methodologies, commonly used in software development, are

increasingly being applied to other areas of business, including HR. An agile HR structure
emphasizes flexibility, rapid iteration, and responsiveness to changing needs, allowing HR
teams to adapt quickly to evolving workforce dynamics and business requirements.

Name: DANISH
Student ID: 19771

TOPIC 8 (b):
HR DEPARTMENTAL STRUCTURAL:

1. HR Leadership:
At the top of the HR departmental structure is the HR leadership team, which typically includes
the Chief Human Resources Officer (CHRO) or HR Director. They are responsible for
overseeing the overall HR strategy, policies, and initiatives.

2. HR Business Partners:
HR Business Partners are assigned to specific business units or departments within the
organization. They serve as the primary point of contact for managers and employees, providing
HR support, guidance, and strategic advice tailored to the needs of their assigned areas.

3. Talent Acquisition (Recruitment):

This department is responsible for attracting, sourcing, and hiring qualified candidates to fill job
vacancies within the organization. They manage the recruitment process from job posting to
onboarding new hires.
4. Employee Relations:
The Employee Relations team handles employee grievances, disputes, and disciplinary actions.
They ensure compliance with labor laws and company policies, promote positive employee
relations, and resolve conflicts in the workplace.

5. Learning and Development (Training):

The Learning and Development department designs and delivers training programs to enhance
employee skills, knowledge, and performance. They identify training needs, develop training
materials, and coordinate employee development initiatives.

6. Compensation and Benefits:

This department manages employee compensation, including salaries, wages, bonuses, and
incentives. They also administer employee benefits programs such as health insurance,
retirement plans, and paid time off.

7. HR Operations:
HR Operations handles administrative tasks such as payroll processing, HRIS (Human
Resources Information System) management, data entry, and record-keeping. They ensure the
smooth functioning of HR processes and systems.

8. Employee Engagement and Wellness:

This department focuses on promoting employee engagement, morale, and well-being. They
organize employee events, wellness programs, and initiatives to enhance work-life balance and
employee satisfaction.

9. HR Analytics and Reporting:

The HR Analytics team collects, analyzes, and interprets HR data to provide insights and
recommendations for HR decision-making. They generate reports, dashboards, and metrics to
track key HR metrics and trends.

Name :Abdul Rehman

Student ID: 19860

Topic 8(c): Individual Structure.

Human resources (HR) typically work on an individual structure by focusing on tasks such as
recruitment, performance management, employee development, and addressing workplace
issues. This involves activities like hiring the right people, setting goals, providing training,
conducting evaluations, and handling conflicts or concerns to support individual growth and
contribute to organizational success.
JOB SIZE:

Name: M. SHAHZAIB
Student ID: 19769

Topic 9(a) Experience/Exposure:

Certainly! Let's define experience and exposure within the context of job size without using the
specified elements:

1. Experience:

Experience in job size refers to the accumulation of knowledge, skills, and competencies gained
by an individual through their work history and tenure in a particular role or field. It
encompasses the practical understanding and proficiency acquired over time, reflecting the
depth of involvement and learning within the job context.

2. Exposure:

Exposure within job size signifies the range and diversity of experiences encountered by an
individual in their professional capacity. It includes the breadth of tasks, challenges, and
responsibilities faced within the role, exposing the individual to various aspects of the job and
contributing to their overall understanding and skill development.

In essence, experience reflects the depth of involvement and learning over time, while exposure
encompasses the breadth of experiences encountered within the job role, collectively shaping
the individual's professional growth and competence.

Name: Muhammad Faisal

Student ID : 19887

Topic 9 (b) : Role , Responsibilities and Team:

JOB SIZE:
Job Sizing is the process by which the grade for a particular role is established. It is an
assessment of a role not a person. This page provides the detail for how to size roles that are
vacant or soon to be vacant.

1.Project Management:
In project management, "job size" could refer to the scale or scope of a project. This includes
factors such as the number of tasks, the duration of the project, the resources required, and the
complexity involved.

2. Construction and Manufacturing:

In industries like construction and manufacturing, "job size" often refers to the physical
dimensions or volume of work to be completed. This could be the square footage of a building
to be constructed, the number of units to be manufactured, or the quantity of materials to be
processed.
3.Software Development:
In software development, "job size" might refer to the scale of a programming task or feature.
This could be measured in terms of lines of code, the number of user stories or requirements, or
the estimated effort required to complete the task (e.g., in story points in Agile methodologies).

4.Financial Services:
In finance, "job size" could refer to the monetary value or scale of a transaction or investment.
For example, it could be the size of a loan, the amount of capital to be invested, or the value of a
portfolio.

5.Human Resources:
In HR, "job size" might refer to the level or complexity of a position within an organization.
This could include factors such as the responsibilities, authority, and impact of the role.

6.Sales and Marketing:

In sales and marketing, "job size" could refer to the potential revenue or value of a deal or
customer. This could be measured in terms of the contract amount, the size of the customer's
budget, or the projected lifetime value of the customer.

7.Customer Service:
In customer service, "job size" might refer to the complexity or difficulty of resolving a
customer issue. This could be based on factors such as the nature of the problem, the level of
expertise required to solve it, and the time it takes to resolve.

ROLE:
1.Entry-Level Positions:
These roles are typically at the lower end of the organizational hierarchy and often involve tasks
that are more routine or administrative in nature. Examples include administrative assistants,
data entry clerks, and customer service representatives. Job size in entry-level positions may be
characterized by limited decision-making authority and a narrower scope of responsibilities.

2.Mid-Level Positions:
Mid-level roles generally involve more responsibility, autonomy, and complexity compared to
entry-level positions. Individuals in mid-level positions may be responsible for managing
projects, teams, or departments within an organization. Examples include project managers,
team leaders, and department supervisors. Job size in mid-level positions often includes a
broader range of responsibilities and decision-making authority.

3.Senior-Level Positions:
Senior-level roles are typically characterized by significant responsibility, authority, and
strategic impact within an organization. Individuals in senior-level positions may be responsible
for setting strategic direction, making high-stakes decisions, and overseeing large teams or
business units. Examples include directors, vice presidents, and C-suite executives such as
Chief Executive Officers (CEO) and Chief Financial Officers (CFO). Job size in senior-level
positions often includes leadership of critical business functions and accountability for
organizational performance.

4.Specialized or Technical Positions:

Some roles within an organization may be highly specialized or technical in nature, requiring
specific expertise or skills. Examples include software engineers, research scientists, and
financial analysts. Job size in specialized or technical positions may be characterized by deep
domain knowledge, specialized skills, and a focus on solving complex problems within a
specific area of expertise.

5.Individual Contributor vs. Managerial Roles:

Job size can also vary based on whether a role is primarily focused on individual contributions
or managerial responsibilities. Individual contributor roles may involve direct participation in
tasks or projects, while managerial roles may involve overseeing the work of others, making
strategic decisions, and driving organizational performance.

RESPONSIBILITIES:
1.Operational Responsibilities:

•Executing day-to-day tasks and activities necessary for the functioning of the department or
organization.

•Following established procedures and protocols to ensure smooth operations.

•Completing routine administrative tasks such as data entry, filing, and record-keeping.

2.Project Management Responsibilities:

•Planning, organizing, and executing projects to achieve specific objectives within defined
constraints such as time, budget, and resources.

•Coordinating with team members, stakeholders, and vendors to ensure project milestones are
met.

•Monitoring project progress, identifying risks, and implementing mitigation strategies as

needed.

3.Leadership and Management Responsibilities:

•Providing direction, guidance, and supervision to team members to ensure alignment with
organizational goals and objectives.

•Setting performance expectations, conducting performance evaluations, and providing

feedback to team members.

•Making strategic decisions to drive organizational growth, efficiency, and effectiveness.

4. Client or Customer Management Responsibilities:

•Interacting with clients, customers, or stakeholders to understand their needs, address concerns,
and provide solutions.

•Building and maintaining relationships with clients to ensure customer satisfaction and
retention.

•Responding to inquiries, resolving complaints, and managing expectations in a professional

and timely manner.

5.Financial Responsibilities:

•Managing budgets, expenses, and financial resources allocated to the department or project.

•Tracking financial performance metrics, analyzing variances, and making recommendations

for cost-saving measures.

•Ensuring compliance with financial regulations, policies, and procedures.

6.Strategic Responsibilities:
•Contributing to the development and implementation of strategic plans and initiatives to
achieve long-term organizational objectives.

•Conducting market research, analyzing industry trends, and identifying opportunities for
growth and innovation.

•Participating in strategic decision-making processes and providing insights and

recommendations based on expertise and experience.

7.Technical or Functional Responsibilities:

•Applying specialized knowledge, skills, and expertise to perform tasks or solve problems
within a specific area or discipline.

•Staying up-to-date with advancements in technology, industry standards, and best practices
relevant to the role.

•Providing training, mentoring, and support to colleagues or team members to enhance technical
proficiency and effectiveness.

TEAM:
1.Team Size: This refers to the number of individuals within a particular team. A larger size
might indicate a more focused or specialized area of team size might indicate a broader scope of
work or a need for more resources to accomplish tasks. Conversely, a smaller team
responsibility.

2.Team Composition: This refers to the roles, skills, and expertise represented within a team.
A diverse team composition with members possessing a range of skills and experiences can
enhance problem-solving abilities and creativity. However, a more specialized team
composition might be necessary for tackling specific technical or domain-specific challenges.

3.Team Dynamics: This refers to the interactions, relationships, and collaboration among team
members. Effective team dynamics are crucial for productivity, morale, and achieving team
goals. Factors such as communication, leadership, and conflict resolution skills can influence
team dynamics.

4.Team Roles and Responsibilities: This refers to the division of labor and allocation of tasks
within the team. Clarifying roles and responsibilities ensures that each team member
understands their contributions to the overall objectives and facilitates effective coordination
and accountability.
5.Team Leadership: This refers to the individuals responsible for guiding and managing the
team. Effective leadership is essential for setting direction, facilitating collaboration, resolving
conflicts, and motivating team members to achieve their best performance.

6.Team goals and Objectives: This refers to the collective aims and targets that the team is
working towards. Clear and measurable goals help align the efforts of team members and
provide a sense of purpose and direction.

Name: Arsalan ul haq

Student ID: 19867

Topic 9(c) HR range of experiment (generalist VS specialist):

In comparing generalists versus specialists in an experiment, the human resources (HR) range
encompasses a spectrum of considerations spanning recruitment, participant selection,
experimental design, data collection, analysis, and interpretation. This comprehensive approach
ensures the validity and reliability of the findings. Within this framework, a diverse range of
HR practices is essential to effectively address the research objectives and hypotheses.

Recruitment:

Recruitment constitutes the initial phase of the experiment, where individuals meeting specific
criteria are sought to participate. The HR range involves strategies to attract both generalists
and specialists, ensuring a balanced representation within the study cohort. This may involve
targeted outreach to academic institutions, professional associations, online platforms, or
recruitment agencies specializing in diverse talent pools. By employing various channels,
researchers can broaden the reach and diversity of potential participants, enhancing the
robustness of the study outcomes.

Participant Selection:

Participant selection is a critical aspect of experimental design, influencing the internal validity
and generalizability of findings. The HR range encompasses screening mechanisms to identify
individuals possessing relevant expertise and experience in either generalist or specialist
domains. This may entail the development of standardized criteria or assessments to evaluate
participants' knowledge, skills, and competencies. Additionally, demographic factors such as
age, gender, educational background, and professional experience may be considered to ensure
the representativeness of the sample population.

Experimental Design:
Experimental design encompasses the structure, procedures, and protocols implemented to
investigate the research hypotheses effectively. The HR range includes decisions regarding the
allocation of participants to experimental conditions, randomization techniques, control
measures, and counterbalancing strategies. By carefully managing these variables, researchers
can minimize confounding factors and extraneous influences, thereby enhancing the internal
validity and reliability of the study outcomes.

Data Collection:

Data collection involves the systematic gathering of information through various instruments,
measures, or procedures. The HR range encompasses the selection and training of personnel
responsible for administering assessments, conducting interviews, or facilitating experimental
tasks. This may involve recruiting qualified researchers, assistants, or observers with expertise
in data collection methodologies and ethical guidelines. Furthermore, the HR range extends to
the development and validation of instruments tailored to assess the specific constructs under
investigation, ensuring the accuracy and consistency of data gathered from participants.

Analysis:

Analysis entails the statistical examination of collected data to test research hypotheses and
derive meaningful conclusions. The HR range encompasses the expertise of statisticians, data
analysts, or research methodologists responsible for analyzing complex datasets. Advanced
statistical techniques such as analysis of variance (ANOVA), regression analysis, or structural
equation modeling may be employed to explore relationships between variables and identify
significant differences between generalists and specialists. Additionally, sensitivity analyses
and robustness checks may be conducted to assess the robustness of findings and mitigate
potential biases or outliers.

Interpretation:

Interpretation involves synthesizing the results of the analysis within the broader context of
existing literature, theoretical frameworks, and practical implications. The HR range
encompasses the expertise of researchers, subject matter experts, and interdisciplinary
collaborators who contribute diverse perspectives and insights. By engaging in rigorous peer
review processes and scholarly discourse, researchers can enhance the credibility and validity of
their interpretations, fostering greater confidence in the implications of the study findings.