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Duties and Responsibilities

 
Positions in the Department of Human Resources may be divided into two categories:
 
  1. Administrative Positions
  2. Executive Positions
 
First: Administrative positions in the HR Department include the following:
 
Planning
 
Administrative staff plan for the University’s human resource needs both in terms of numbers and qualifications to ensure realizing the University’s objectives. Planning means determining human resources for programs in advance. The Director of the HR Department would face many difficulties and problems if the University’s human resource needs were not projected beforehand to realize future objectives.
 
Organizing Positions
 
What is meant by ‘organizing positions’ in the HR Department is the distribution and allocation of duties and responsibilities among individual staff members in addition determining the interrelations between staff members with respect to various responsibilities and duties. The Director of the HR Department determines the organizational structure for the administration by designing a working relationships structure for work, staff members, and financial aspects of the organization.
 
Management Positions
 
What is meant here is ‘managing’ the efforts of the staff towards realizing the goals of the University. Management positions address various areas such as ‘motivation’, ‘directives’, etc. No matter which area, the goal in management positions is to motivate the staff to work satisfactorily and efficiently.
 
Supervisory Positions
 
Supervisory positions are related to supervising the organization of activities and coordinating in accordance with a specific work plan based upon analyzing objectives or basic activities that need to be organized including implementing the general plan of the University with the highest of efficiency.
 
Second: Executive Positions in the Department of Human Resources
 
Attracting Human Resources
 
Attracting qualified staff is considered among the first priorities in executive positions in the HR Department. The University’s human resource needs in terms of both numbers and qualifications are determined, while keeping in mind the objectives and goals of the University. Within the scope of these positions are the following duties:
 
  • Projecting the University’s human resource needs.
  • Determining the resources needed to attract the necessary human resources for the University.
  • Selecting human resources and administering the necessary tests to determine the competencies that match the University’s needs such as psychological tests for the workplace, interviews, etc.
  • Appointing individuals. 
Developing Staff Skills
 
After appointing the necessary staff, in terms of both numbers and qualifications, it is necessary to provide skills development on a continuous basis to develop competencies and enhance the level of performance. This is achieved through on-going training to ensure that work runs smoothly.
 
Training is considered fundamental to the sustainability of the University in order to confront technological developments in work methods and productivity issues that make it necessary to gain certain competencies and skills. This is not possible without training and developing the University’s existing human resources at every administrative level.
 
Compensation and Incentives
 
This requires determining a equitable structure for salaries and/or incentives, which conforms to the work and efforts of University staff. The Director of the HR Department therefore needs to focus on economic aspects when setting up a proper pay system and must:
 
  • Evaluate positions
  • Determine pay systems
  • Design an incentives system
  • Determine compensation policies
 
Supporting Human Resources
 
Human resources are supported through providing health insurance, cultural exposure, entertainment, social activities, and even support when ending services.
 
HIRING
 
This includes advertising positions, selecting candidates, and preparing and sending out contract offers. We undertake this task only after consultation with various University colleges and departments to determine their needs according to the University’s strategic plan in general, and each college’s or department’s plan in particular. This allows us to recruit the best candidates to join the University’s team.
The University’s policy is to hire based upon qualifications, regardless of race, gender, or religion and to provide work opportunities to those with special needs so that they may participate in building the UAE community. The University is governed by higher rules and directives, which prioritize offering employment opportunities first to Emirati nationals, then to GCC members, next to nationals from other Arab countries and finally to non-Arabs based upon qualifications and competitiveness.
 
COMPENSATION FOR EMPLOYEES
 
This is an area that HR studies carefully and develops in terms of salaries, wages, and package so that the University remains competitive in the job market and able to attract and retain highly talented and qualified individuals. This is done by utilizing the expertise and qualifications found both inside and outside the University in studying comparable salary scales and then making the necessary recommendations.
 
BENEFITS
 
With the aim of providing a comfortable work environment for employees, the University provides benefits, compatible with other international universities, to all of its employees and competes at the regional and local levels through offering the following: 
 
ACADEMIC STAFF MEMBERS
 
 
  • University housing of the most modern standard appropriate to the contracting party’s family size.
  • A furniture allowance for employees, which allows them to choose furniture according to their own taste.
  • Annual air tickets for the employee and members of his/her family.
  • A shipping allowance at the beginning and end of service.
  • Educational allowance for children in private schools.
  • Educational coverage at the University of Sharjah for children who meet the admissions requirements.
  • Health insurance for the employee and his/her family members.
  • Health insurance and a retirement plan for UAE nationals.
 
ADMINISTRATIVE STAFF MEMBERS
 
  • Housing allowance according to position grade.
  • Annual air tickets according to position grade.
  • Educational allowance for private school for up to two children (AED6000) per child.
  • Educational coverage at the University of Sharjah for children who meet the admissions requirements.
  • Health insurance for the employee and his/her family members.
  • Health insurance and a retirement plan for UAE nationals.
 
The above mentioned benefits and related details for both faculty and administrative staff members are governed by University by-laws and regulations.
 
The University of Sharjah offers these benefits for its employees in an effort to establish a positive atmosphere between high work performance and a pleasant home environment.
 
TRAINING AND DEVELOPMENT

Training and professional development at the University focus on helping faculty and staff obtain the skills and knowledge necessary for success in this fast-paced world.
 
Since education is the University’s main role, students are its number one priority. Specialized training for University employees helps the University to achieve its aim of graduating top qualified students to serve the community. The Department of Human Resources shoulders a great part of the responsibility for providing such training.
Holding training sessions, symposiums, and workshops is considered one of HR’s most important functions and it works in strategic partnership with both: 
  1. The Center for Continuing Education and Community Services
  2. The Sharjah Government Department for the Development of Human Resources.
This partnership allows HR to determine the training needs of University faculty and staff and encourage them to participate in training programs. Further, HR sends representatives to many locally sponsored training sessions, held both inside and outside the UAE, so as to ascertain the usefulness of various training sessions for University employees. HR carries this expense, regardless of how high, because it views improving institutional efficiency and effectiveness and building the competency of the University’s faculty and staff as an essential mechanism for achieving the University’s strategic goals.