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What It Is?

Discipline is most often associated with those actions that must be taken from time to time to correct employees' poor performance or for a violation of work rules and policy. Discipline also provides a tool for maintaining an expected work standard that must be taught and reinforced through communication in daily work activities. Depending on the circumstances, communication to employees may have to take the form of formal and decisive action. Supervisors must be able to recognize when disciplinary action is necessary and to determine the appropriate type and level of action. Early detection and analysis of a performance problem will most often provide supervisors an opportunity to take appropriate action. Purpose Discipline is used as a tool to maintain the expected level of employee performance. When used effectively, discipline provides the corrective adjustments that may be needed to manage performance and ensure the well being of all employees HRM Specialty Areas TRADITIONAL SPECIALTY AREAS Training/Development Conducts training needs analysis; designs/conducts/evaluates training programs; develops/implements succession planning programs. Compensation/Benefits Develops job descriptions; facilitates job evaluation processes; conducts/interprets salary surveys; develops pay structure; designs pay-for-performance and/or performance improvement programs; administers benefits program.

Employee/Industrial Relations Helps resolve employee relations problems; develops union avoidance strategies; assists in collective bargaining negotiations; oversees grievance procedures. Employment/Recruiting Assists in the HR planning process; develops/purchases HR information systems; develops/updates job descriptions; oversees recruiting function; develops and administers job posting system; conducts employment interviews, reference checks, and employment tests; validates selection procedures; approves employment decisions. Safety/Health/Wellness Develops accident prevention strategies; develops legal safety and health policies; implements/promotes EAP and wellness programs; develops AIDS and substance abuse policies. EEO/Affirmative Action Develops and administers affirmative action programs; helps resolve EEO disputes; monitors organizational practices with regard to EEO compliance; develops policies for ensuring EEO compliance, such as sexual harassment policies. HRM Research Conducts research studies, such as cost-benefit analysis, test validation, program evaluation, and feasibility studies. (cont. Exhibit 1b) Exhibit 1b HRM Specialty Areas (cont.) NEW HRM SPECIALTY AREAS

Work and Family Programs Develops and administers work and family programs including flextime, alternative work scheduling, dependent-care assistance, telecommuting, and other programs designed to accommodate employee needs; identifies and screen child- or elder-care providers; administers employer's private dependentcare facility; promotes work and family programs to employees. Cross-Cultural Training Translate the manners, mores, and business practices of other nations and cultures for American business people. Other crosscultural trainers work with relocated employees' families, helping them adjust to their new environment. Managed-Care As a company's health-care costs continue to escalate, employers are embracing managed-care systems, which require employees to assume some of the costs. Employers hire managed-care managers to negotiate the best options for employees. Managing Diversity Develop policies and practices to recruit, promote, and appropriately treat workers of various ages, races, sexes, and physical abilities

Human Resource Management Systems in hcl (HRMS) HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes. The field of human resources is one that is often overlooked in enterprise management. This situation is aided by the fact that

an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and within budget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed after all, the Human Resources department is simply expected to work, only attracting attention when there are problems. The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies. The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others. HRM software systems (from vendors such as Oracle and Ascentis) are broadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility: Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors. At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paperbased timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a clocking in system or a tracker connected to the desktop computers of the employees.

Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports. Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting. By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise. Benefit Administration Module: The benefit administration module provides HR personnel with the capacity to monitor and manage employee participation in a range of benefit programs. These programs can range from programs related to the wellbeing of the workforce (such as health insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing). HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic data of employees. The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also

automate the process of application for positions by capturing application data and entering it to a relevant database. Benefits of HRMS While these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole. HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise. In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole

Human resource BPO


The human resources (HR) department is critical for employee well-being in any business, no matter how small. Just as companies have realised the importance of customers and are taking proactive steps to ensure their satisfaction, they have also recognised the key role played by its employees in winning the battle of the marketplace. A motivated and innovative employee can work wonders for a company. Hence getting and retaining a motivated workforce has found its way on to the CEO's agenda. Also, the slowing economy has forced the workforce to be productive; once employees become productive, companies want to retain them at any cost. This has meant a shift in the focus of HR departments from routine activities to playing a more proactive role of constantly motivating and retaining employees. Usually, HR departments are inundated with work related to employees; some of these activities are routine, repairing little imagination and creativity. That is, most of the time the HR department does activities 'of' the employees and not 'for' the employees. Some such mundane HR responsibilities include payroll, benefits, hiring, firing, and keeping up-to-date with state and central tax laws. Companies the world over are spending resources and time on such critical activities (motivating and retaining the existing workforce) and hence prefer to outsource routine activities. Historically, reducing operating costs has been the main reason for outsourcing. However, access to best practices, latest technology, and faster turnaround are some of the other benefits that outsourcing provides. Outsour-cing has now become an important element of business performance transformation, as this allows resources to be concentrated on core competencies. Outsourcing allows HR to make a stronger and formidable contribution to the growth and well-being of the company. HR outsourcing is defined as "a process of outsourcing involving particular tasks like recruitment, making payroll, employee benefits administration, fixed assets administration, employee logistics management, training and development to a third party having expertise in these respective fields". The various HR functions in any organisation include: Payroll administration (producing cheques, handling taxes, dealing with sick time and vacations) Employee benefits (health, medical, life insurance, cafeteria, etc) Human resource management (workers' compensation, dispute resolution, safety inspection, office policies and handbooks) and others. Many of these functions are of an outsourceable nature. According to Hewitt Associates, over the past 20 years, the HR outsourcing marketplace has evolved beyond benefits administration. Companies are outsourcing more HR activities to achieve a fundamental shift from an administrative, tactical and compliance-driven function to a focus on the strategic acquisition, motivation and retention of talent. The transactional functions must be done right and can be handled with greater quality and efficiency by a provider who has the process and technology expertise. The market is growing at an amazing pace. Estimates of industry growth vary from a compound annual rate (CAGR) of 8.6 percent (Gartner Dataquest) to 12 percent (Yankee Group) from 2001 through 2007. Which means that the worldwide HR outsourcing market is set to grow from $21.7 billion in 2000 to about $58.5 billion in 2005. If forecasts are anything to go by, this is the fastest growing outsourcing segment. Reasons for outsourcing HR According to analysts, cost reduction is usually the most crucial reason for HR outsourcing as it can lead to savings of 30-40 percent for companies. The other reasons are: Cost-effectiveness Reduced administrative costs Capitalising on technological advances/expertise Improved customer service Redirecting HR focus toward strategy/planning Focus on core business Reduced corporate overheads Provision of 'seamless' delivery of services Insufficient staff. Process of outsourcing HR The process of outsourcing begins with identifying core and non-core activities, i.e. activities the companies need to do in-house, as against outsourceable activities. The next step is finding a suitable vendor who can carry out such activities on behalf of the company. HR outsourcing service providers can fall into one of four categories: Professional employer organisation (PEO) Business process outsourcing (BPO) Application service providers (ASP) e-services A professional employer organisation (PEO) takes legal responsibility for the employees. The PEO and business owner are partners, with the PEO handling HR aspects and the business owner handling all other aspects. BPO is a generic term and could refer to all fields and activities, but as far as HR is concerned, a BPO ensures that a company has access to the latest technology. Application service providers (ASPs) host HR software on the Web and rent it to users, while e-services are those HR activities that are Web-based. HR outsourcing, though a slow starter, is now one of the fastest growing BPO domains worldwide; in fact such HR activities such as payroll outsourcing were among the first to be outsourced. One of the reasons for the slow start could be the nature of responsibilities the HR department has. The HR department is critical for employee well-being in any business, no matter how small, and any mix-up here can cause major legal problems for the business, as well as major employee dissatisfaction. HR BPO companies HR BPO vendors add value to the company by either putting in new technology or applying existing technology in a new way to improve a process. This is to make sure that a companys HR system is supported by the latest technologies, such as self-access and HR data warehousing. Some HR BPOs offer all related services in the HR domain, i.e. they offer an end-to-end system to meet all the company's HR needs. Other HR BPO firms allow companies to choose from various offerings (a la carte); companies can pick and choose from the various services on offer. Typical services include: Payroll administration: Producing cheques, handling taxes, and dealing with sick time. Employee benefits: Health, medical, life, 401(k) plans, cafeteria plans, etc. HR management: Workers' compensation, dispute resolution, safety inspection, office policies and handbooks. As

mentioned above, HR outsourcing is the fastest growing outsourcing domain. Several major joint ventures have been inked between large corporations and service providers for end-to-end HR outsourcing

HR MANAGER - BPO INDUSTRY Ahmedabad


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HR MANAGER NEEDS TO HAVE FOLLOWING KNOWLEDGE: * GENERALISTIC HR DOMAIN; * RECRUITMENT STRATEGY, PLANNING, EXECUTION; * HANDLING OF INDUCTION & TRAINING PROGRAMS; * EMPLOYEE APPRAISAL; * PAYROLL MANAGEMENT; * COORDINATION WITH DIFFERENT VERTICAL HEADS FOR FUTURISTIC MANPOWER PLANNING; * EXISTING LABOUR LAWS INCLUDING PF & GRATUITY ACT; * PLANNING INTERNAL COMPETITIONS, TALENT SHOWS, PICNICS & OTHER EXTRA CURRICULAR ACTIVITIES. CANDIDATE NEEDS TO BE PREFERABLY FROM BPO DOMAIN FOR BETTER UNDERSTANDING OF THE NEEDS AND DEMANDS OF THIS SECTOR PEOPLE. CANDIDATE SHOULD BE ABLE TO DO JUSTICE TO THE DEMANDS OF ALL THE EMPLOYEES OF THE COMPANY, INCLUDING THOSE WORKING IN ODD HOUR SHIFTS. PEOPLE HAVING ONLY RECRUITMENT EXPERIENCE WILL NOT BE CONSIDERED. KEY REQUISITES ARE AS UNDER: *5 Years exp in BPO HR is very very important CANDIDATE SHOULD BE ABLE TO DO THE FOLLOWING: *Performance evaluations Succession Planning *Writing and implementation of HR Policies *Set company policies

Job analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

Job Analysis Methods

1. Direct observation 2. Work methods analysis 3. Critical incident technique (CIT model) 4. INTERVIEW METHOD QUESTIONNAIRE METHODS
Questionnaire methods includes 6 techniques as follows:

5. Position Analysis Questionnaire (PAQ model) 6. Functional job analysis (FJA model) 7. Work Profiling System (WPS model) 8. MOSAIC model 9. Common Metric Questionnaire (CMQ model) 10. Fleishman Job Analysis System (FJAS model) OTHER METHODS 11. Task Inventory 12. Job element method 13. Diary method 14. Checklists and rating scales 15. Competency profiling 16. Examining Manuals/reference materials 17. Technical conference 18.Threshold Traits Analysis System (TTAS model)