Occupational Outlook Handbook Home Page| Handbook Contents... | UMSL Govt. Docs... | UMSL Libraries... | UMSL Home... |
Attracting the most qualified employees available and matching them to the jobs for which they are best suited is important for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Instead, personnel, training, and labor relations specialists and managers, commonly known as human resources specialists and managers, provide this link. These individuals recruit and interview employees and advise on hiring decisions in accordance with policies and requirements that have been established in conjunction with top management. In an effort to improve morale and productivity and limit job turnover, they also help their firms effectively use employees' skills, provide training opportunities to enhance those skills, and boost employees' satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the office, most involve frequent contact. Dealing with people is an essential part of the job.In a small organization, one person may handle all aspects of personnel, training, and labor relations work. In contrast, in a large corporation, the top human resources executive usually develops and coordinates personnel programs and policies. (Executives are included in the Handbook statement on general managers and top executives.) These policies usually are implemented by a director or manager of human resources and, in some cases, a director of industrial relations.
The director of human resources may oversee several departments, each headed by an experienced manager, who most likely specializes in one personnel activity such as employment, compensation, benefits, training and development, or employee relations.
Employment and placement managers oversee the hiring and separation of employees and supervise various workers, including equal employment opportunity specialists and recruitment specialists.
Recruiters maintain contacts within the community and may travel extensively-often to college campuses-to search for promising job applicants. Recruiters screen, interview, and, in some cases, test applicants. They may also check references and extend offers of employment to qualified candidates. These workers need to be thoroughly familiar with the organization and its personnel policies to discuss wages, working conditions, and promotional opportunities with prospective employees. They also need to keep informed about equal employment opportunity (EEO) and affirmative action guidelines and laws, such as the Americans With Disabilities Act.
EEO representatives or affirmative action coordinators handle this area in large organizations. They investigate and resolve EEO grievances, examine corporate practices for possible violations, and compile and submit EEO statistical reports.
Employer relations representatives-who usually work in government agencies-maintain working relationships with local employers and promote the use of public employment programs and services. Similarly, employment interviewers-sometimes called personnel consultants-help match jobseekers with employers. (For more information, see the statement on employment interviewers elsewhere in the Handbook.)
Job analysts, sometimes called position classifiers, perform very exacting work. They collect and examine detailed information about job duties to prepare job descriptions. These descriptions explain the duties, training, and skills each job requires. Whenever a large organization introduces a new job or reviews existing jobs, it calls upon the expert knowledge of the job analyst.
Occupational analysts conduct research, generally in large firms. They are concerned with occupational classification systems and study the effects of industry and occupational trends upon worker relationships. They may serve as technical liaison between the firm and industry, government, and labor unions.
Establishing and maintaining a firm's pay system is the principal job of the compensation manager. Assisted by staff specialists, compensation managers devise ways to ensure fair and equitable pay rates. They may conduct surveys to see how their rates compare with others and to see that the firm's pay scale complies with changing laws and regulations. In addition, compensation managers often oversee their firm's performance evaluation system, and they may design reward systems such as pay-for-performance plans.
Employee benefits managers handle the company's employee benefits program, notably its health insurance and pension plans. Expertise in designing and administering benefits programs continues to gain importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefit plans increase in number and complexity. For example, pension benefits might include savings and thrift, profit-sharing, and stock ownership plans; health benefits may include long-term catastrophic illness insurance and dental insurance. Familiarity with health benefits is a top priority at present, as more firms struggle to cope with the rising cost of health care for employees and retirees. In addition to health insurance and pension coverage, some firms offer their employees life and accidental death and dismemberment insurance, disability insurance, and relatively new benefits designed to meet the needs of a changing work force, such as parental leave, child care and elder care, long-term nursing home care insurance, employee assistance and wellness programs, and flexible benefits plans. Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits.
Employee assistance plan managers-also called employee welfare managers-are responsible for a wide array of programs covering occupational safety and health standards and practices; health promotion and physical fitness, medical examinations, and minor health treatment, such as first aid; plant security; publications; food service and recreation activities; car pooling; employee suggestion systems; child care and elder care; and counseling services. Child and elder care are increasingly important due to growth in the number of dual-income households and the elderly population. Counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Career counseling and second career counseling for employees approaching retirement age also may be provided. In large firms, some of these programs-such as security and safety-are in separate departments headed by other managers.
Training is supervised by training and development managers. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm. Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance. Other factors include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge. In addition, advances in learning theory have provided insights into how adults learn, and how training can be organized most effectively for them.
Training specialists plan, organize, and direct a wide range of training activities. Trainers conduct orientation sessions and arrange on-the-job training for new employees. They help rank-and-file workers maintain and improve their job skills and possibly prepare for jobs requiring greater skill. They help supervisors improve their interpersonal skills in order to deal effectively with employees. They may set up individualized training plans to strengthen an employee's existing skills or to teach new ones. Training specialists in some companies set up programs to develop executive potential among employees in lower-level positions. In government-supported training programs, training specialists function as case managers. They first assess the training needs of clients, then guide them through the most appropriate training method. After training, clients may either be referred to employer relations representatives or receive job placement assistance.
Planning and program development is an important part of the training specialist's job. In order to identify and assess training needs within the firm, trainers may confer with managers and supervisors or conduct surveys. They also periodically evaluate training effectiveness.
Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods include on-the-job training; schools in which shop conditions are duplicated for trainees prior to putting them on the shop floor; apprenticeship training; classroom training; programmed instruction, which may involve interactive videos, videodiscs, and other computer-aided instructional technologies; simulators; conferences; and workshops.
The director of industrial relations forms labor policy, oversees industrial labor relations, negotiates collective bargaining agreements, and coordinates grievance procedures to handle complaints resulting from disputes under the contract for firms with unionized employees. The director of industrial relations also advises and collaborates with the director of human resources and other managers and members of their staff, because all aspects of personnel policy-such as wages, benefits, pensions, and work practices-may be involved in drawing up a new or revised contract.
Industrial labor relations programs are implemented by labor relations managers and their staff. When a collective bargaining agreement is up for negotiation, labor relations specialists prepare information for management to use during negotiation, which requires familiarity with economic and wage data as well as extensive knowledge of labor law and collective bargaining trends. The labor relations staff interprets and administers the contract with respect to grievances, wages and salaries, employee welfare, health care, pensions, union and management practices, and other contractual stipulations. As union membership is continuing to decline in most industries, industrial relations personnel are working more with employees who are not members of a labor union.
Dispute resolution-that is, attaining tacit or contractual agreements-has become increasingly important as parties to a dispute attempt to avoid costly litigation, strikes, or other disruptions. Dispute resolution also has become more complex, involving employees, management, unions, other firms, and government agencies. Specialists involved in dispute resolution must be highly knowledgeable and experienced, and often report to the director of industrial relations. Conciliators, or mediators, advise and counsel labor and management to prevent and, when necessary, resolve disputes over labor agreements or other labor relations issues. Arbitrators, sometimes called umpires or referees, decide disputes that bind both labor and management to specific terms and conditions of labor contracts. Labor relations specialists who work for unions perform many of the same functions on behalf of the union and its members.
Other emerging specialists include international human resources managers, who handle human resources issues related to a company's foreign operations, and human resources information system specialists, who develop and apply computer programs to process personnel information, match jobseekers with job openings, and handle other personnel matters.
Personnel work generally takes place in clean, pleasant, and comfortable office settings. Many personnel, training, and labor relations specialists and managers work a standard 35- to 40-hour week. However, longer hours might be necessary for some workers-for example, labor relations specialists and managers-when contract agreements are being prepared and negotiated.Although most personnel, training, and labor relations specialists and managers work in the office, some travel extensively. For example, recruiters regularly attend professional meetings and visit college campuses to interview prospective employees.
Personnel, training, and labor relations specialists and managers held about 513,000 jobs in 1994. They were employed in virtually every industry. Specialists accounted for 3 out of 5 positions; managers, 2 out of 5. About 9,000-mostly specialists-were self-employed, working as consultants to public and private employers.The private sector accounted for about 85 percent of salaried jobs. Among these salaried jobs, services industries-including business, health, social, management, and educational services-accounted for 4 out of 10 jobs; labor organizations-the largest employer among specific industries-accounted for 1 out of 10. Manufacturing industries accounted for 2 out of 10 jobs, while finance, insurance, and real estate firms accounted for about 1 out of 10.
Federal, State, and local governments employed about 15 percent of salaried personnel, training, and labor relations specialists and managers. They handled the recruitment, interviewing, job classification, training, salary administration, benefits, employee relations, and related matters of the Nation's public employees.
Personnel, training, and labor relations specialists and managers held about 513,000 jobs in 1994. They were employed in virtually every industry. Specialists accounted for 3 out of 5 positions; managers, 2 out of 5. About 9,000-mostly specialists-were self-employed, working as consultants to public and private employers.The private sector accounted for about 85 percent of salaried jobs. Among these salaried jobs, services industries-including business, health, social, management, and educational services-accounted for 4 out of 10 jobs; labor organizations-the largest employer among specific industries-accounted for 1 out of 10. Manufacturing industries accounted for 2 out of 10 jobs, while finance, insurance, and real estate firms accounted for about 1 out of 10.
Federal, State, and local governments employed about 15 percent of salaried personnel, training, and labor relations specialists and managers. They handled the recruitment, interviewing, job classification, training, salary administration, benefits, employee relations, and related matters of the Nation's public employees.
The number of personnel, training, and labor relations specialists and managers is expected to grow faster than the average for all occupations through the year 2005. As in other occupations, job growth among specialists is projected to outpace job growth among managers. In addition, many job openings will result from the need to replace workers who leave this occupation to transfer to other jobs, retire, or for other reasons. However, the job market is likely to remain competitive in view of the abundant supply of qualified college graduates and experienced workers.Most new jobs for personnel, training, and labor relations specialists and managers will be in the private sector as employers, increasingly concerned about productivity and quality of work, devote greater resources to job-specific training programs in response to the growing complexity of many jobs, the aging of the work force, and technological advances that can leave employees with obsolete skills. In addition, legislation and court rulings setting standards in occupational safety and health, equal employment opportunity, wages, and health, pension, family leave, and other benefits will increase demand for experts in these areas. Rising health care costs, in particular, should spur demand for specialists to develop creative compensation and benefits packages that firms can offer prospective employees. Employment of labor relations staff, including arbitrators and mediators, should grow as firms become more involved in labor relations, and attempt to resolve potentially costly labor-management disputes out of court. Increasing demand for international human resources managers and human resources information systems specialists may spur additional job growth.
Employment demand should be strong in management and consulting firms as well as personnel supply firms as businesses increasingly contract out personnel functions or hire personnel specialists on a contractual basis to meet the increasing cost and complexity of training and development programs. Demand should also increase in firms that develop and administer the increasingly complex employee benefits and compensation packages for other organizations.
Demand for personnel, training, and labor relations specialists and managers also is governed by the staffing needs of the firms where they work. A rapidly expanding business is likely to hire additional personnel workers-either as permanent employees or consultants-while a business that has experienced a merger or a reduction in its work force will require fewer personnel workers. Also, as human resources management becomes increasingly important to the success of an organization, some small and medium-size businesses that do not have a human resources department may employ workers to perform human resources duties on a part-time basis while maintaining other unrelated responsibilities within the company. In any particular firm, the size and the job duties of the human resources staff are determined by a variety of factors, including the firm's organizational philosophy and goals, the labor intensity and skill profile of the industry, the pace of technological change, government regulations, collective bargaining agreements, standards of professional practice, and labor market conditions.
Factors that could limit job growth include the widespread use of computerized human resources information systems that make workers more productive. Similar to other workers, employment of personnel, training, and labor relations specialists and managers, particularly in larger firms, may be adversely affected by corporate downsizing and restructuring.
According to a salary survey conducted by the National Association of Colleges and Employers, bachelor's degree candidates majoring in human resources, including labor relations, received starting offers averaging $25,800 a year in 1995; master's degree candidates, $38,700.According to a 1994 survey of compensation in the human resources field, conducted by Abbott, Langer, and Associates of Crete, Illinois, the median total cash compensation for selected personnel and labor relations occupations were:
Regional human resources directors $98,900 Industrial/labor relations directors 79,500 Compensation and benefits directors 75,300 Benefits directors 74,300 Employee/community relations directors 68,000 Training directors 64,400 Plant/location personnel managers 57,200 Recruitment and interviewing managers 55,000 Training generalists 54,600 Compensation and benefits supervisors 47,000 Benefits supervisors 45,900 Classroom instructors 45,900 Training material development specialists 42,000 E.E.O./affirmative action specialists 42,000 Employment interviewing supervisors 40,600 Employee/plant nurses 40,300 Safety specialists 39,400 Employee assistance/employee counseling specialists 39,100 Job evaluation specialists 37,900 Human resources information systems specialists 35,900 Employee services/employee recreation specialists 35,200 Benefits specialists 32,000 Personnel records specialists 26,600According to a survey of workplaces in 160 metropolitan areas, personnel specialists with limited experience had median earnings of $25,000 a year in 1993. The middle half earned between $22,700 and $28,600 a year. Personnel supervisors/managers with limited experience had median earnings of $52,800 a year. The middle half earned between $46,300 and $58,600 a year.In the Federal Government in 1995, persons with a bachelor's degree or 3 years' general experience in the personnel field generally started at $18,700 a year. Those with a superior academic record or an additional year of specialized experience started at $23,200 a year. Those with a master's degree may start at $28,300, and those with a doctorate in a personnel field started at $34,300. Beginning salaries were slightly higher in areas where the prevailing local pay level was higher. There are no formal entry-level requirements for managerial positions. Applicants must possess a suitable combination of educational attainment, experience, and record of accomplishment.
Labor relations specialists in the Federal Government averaged $54,000 a year in 1995; personnel managers, $52,100; equal employment opportunity specialists, $50,800; position classification specialists, $48,300; and personnel staffing specialists, $46,000.
All personnel, training, and labor relations occupations are closely related. Other workers with skills and expertise in interpersonal relations include employment, rehabilitation, and college career planning and placement counselors; lawyers; psychologists; sociologists; social workers; public relations specialists; and teachers. These occupations are described elsewhere in the Handbook.
For information about careers in employee training and development, contact:
American Society for Training and Development, 1640 King St., Box 1443, Alexandria, VA 22313.For information about careers and certification in employee compensation and benefits, contact:
American Compensation Association, 14040 Northsight Blvd., Scottsdale, AZ 85260.Information about careers and certification in employee benefits is available from:
International Foundation of Employee Benefit Plans, 18700 W. Bluemound Rd., Brookfield, WI 53045.For information about careers in arbitration and other aspects of dispute resolution, contact:
American Arbitration Association, 140 West 51st St., New York, NY 10020.For information about academic programs in industrial relations, write to:
Industrial Relations Research Association, University of Wisconsin, 7226 Social Science Bldg., 1180 Observatory Dr., Madison, WI 53706.Information about personnel careers in the health care industry is available from:
American Society for Healthcare Human Resources Administration, One North Franklin, 31st Floor, Chicago, IL 60606.For information about personnel and labor relations careers in government, contact:
International Association of Personnel in Employment Security, 1801 Louisville Rd., Frankfort, KY 40601.
Occupational Outlook Handbook Home Page| Handbook Contents... | UMSL Govt. Docs... | UMSL Libraries... | UMSL Home... |