HR Compensation Manager

The HR Compensation Manager directs the organization's compensation program. Their responsibilities include developing job descriptions, analyzing jobs, conducting salary surveys and job evaluations, and establishing a salary structure. They suggest revisions to the compensation plan and procedures, administer bonus and incentive programs, and manage the performance appraisal system.
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Human Resource Champions

David Ulrich's international best seller "Human Resource Champions" challenges HR professionals to define their value or face the inevitable outsourcing of their function. Ulrich identifies the distinct roles of HR as strategic player, administrative expert, employee champion and change agent. He also shows HR managers how they can change, learn, move, and act faster than the competition.
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Stay-at-home moms

Stay-at-home moms are on-duty 24/7, wear several hats and work many jobs in the home. Compensation software and services provider Salary.com recently set out to estimate the worth of stay-at-home moms in the marketplace. Based on a schedule of up to 100 hours a week, they have estimated that a fair wage for the typical stay-at-home mom would be $131,471 for executing all of her daily tasks.
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HR employment

According to the U.S. Department of Labor, overall employment of human resources, training, and labor relations managers and specialists is expected to grow faster than the average for all occupations through 2014. In addition to openings due to growth, many job openings will arise from the need to replace workers who transfer to other occupations or leave the labor force.
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Generations working

There are four distinct generations working side-by-side in the workplace: traditionalist (1922-1945), baby boomer (1946-1964), generation x (1965-1980), and generation y (1981-2000). Research shows that people communicate based on their generational backgrounds. Understanding each generation may help reduce confrontations and misunderstandings, resulting in happier, more productive workers.
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The 360 method

The 360 evaluation feedback method was first used in the 1940s. Analogous to the multiple points on a compass, the 360 method provides each employee the opportunity to receive performance feedback from his or her supervisor, peers, staff members, co-workers and customers. The 360 method has produced a fair amount of debate regarding its success, effectiveness, and validity.
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Experienced human capital

A recent AARP national survey of 1,500 workers age 45 to 74 showed that nearly 70% plan to work in some capacity during their retirement years. Companies can leverage this tremendous source of experienced human capital. Mature, older workers can be positioned as mentors or assigned to cross-generational teams so that workers of all ages can learn from and appreciate each other.
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