Course plan

Introduction to HRM 2. Manpower Planning 3. Recruitment and Selection 4. Performance Management Systems 5. Compensation and Benefits 6. Training and Development 7. Talent Management, Career and Succession Planning 8. Employee Exit 9. Global HR, Strategic HR, Trends
1.

Human Resource Management

The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals

HRM involves all management decisions and practices that directly affect the people of an organization.
HRM consists of the policies, practices, and decisions that concern making effective and efficient use of the employees of an organization in order to achieve the organizations objectives. The policies and practices involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

Management
Planning Goals, Strategy, Forecasting

Organizing - Assigning tasks, delegating , establishing authority Staffing Recruitment and Selection

Leading All functions

Controlling All, specifically Production levels, QC, legal, finance

HRM in India

Arthasashtra JD of supervisor, PLP for goldsmiths IAC, kerela Tata Group, Jamshedpur even b4 it was mandatory by law

Pioneers - Udai Pareek and T V Rao

Evolution of HRM in India

Period 1940s1960s
Development

Status Beginning Personnel Struggling for Recognition Promising shift from Personnel to HRD Arrived Still a long way to go Arrived

Outlook Routine

Emphasis Technical

Viewed As Clerical Admn, IR

1970smid1980s Mid 80s till 2000

Professional, Regulatory legalistic, impersonal Developmen t Standards, Process Oriented, People

Managerial

Early 2000

Strategic/ Business

Set Practices& Standards, Human Values, productivity through people Systems and Process, people development, Bottom line Contribution

Executive

Now

Business Partner

Strategic

Importance of HRM
Why has HR and HRM risen in Importance

Globalization - Open Economy 1992 - Increased Competition from MNCs

Job/Work Trends - IT Sector - Service Jobs

- Post 2000 Competitive Forces and Budget cuts

- Indian Manufacturing companies rising to global standards

People Trends - Diversified Workforce, best practices from MNCs

- From Workers to Knowledge Workers

- War for Talent (Tech and Money is available, Talent isnt) - Bargaining Power with people/employees - Cultural Integration

Operative Functions of HRM

Recruitment and Selection - Manpower Planning n Forecasting - Job Analysis - Recruitment and Selection - Internal Mobility

Compensation and Benefits - Benchmarking - Compensation Structuring

- Incentives and Benefits

- Compensation Budgeting

Performance Management Systems - Process in-charge - create a PMS that is devoid of bias and subjectivity - Normalization - System of linking PMS to promotion, reward and recognition - Reward and Recognition

Operative Functions of HRM contd

Training

and Development - Induction - Competency Profiling - Training Need Analysis - T&D

Employee

Welfare

- Health - Safety
Relationship

Management

- Acts as sounding board

- Grievance Handling
- Fostering Open Management System - Trade Unions - Collective Bargaining
Talent

Management
- Succession Planning - Employee Development

Employee Exit - HRIS, Reporting, HR Metrices

HR Admin

Statutory

PF, Gratuity

Scope of HRM
Prospects of HRM Impact on productivity Globalization Nature of HRM Managerial Administrative Employee hiring Job analysis Manpower planning Rec. & selection

Industrial relations Labour laws Collective bargaining

Human Resource Management

Employee remuneration Performance appraisal Compensation

Employee maintenance Training & development Employee welfare Policies

Employee motivation Reward & Recognition ESOPS Job enlargement Job enrichment

The HR Professional
W.W.W. (What Went Wrong)
Personnel

becoming HR of HR as a career

Seriousness Soft Only

Stance by HR People Oriented Function of Changing Business Scenario

Lack of Business Knowledge

Speed

Changing roles of HRM

TRADITIONAL
Responsibility
Focus Role of HR

CURRENT
Talent Managers
Partnerships Transformational

FUTURE
Coaches
Players Architects & Builders

Staff Maintenance
Employee Relations Transactional

Initiatives
Key Investments Accountability Behaviour referent Prized management skills

Reactive and Fragmented

Product Cost Centre Norms Negotiator

Proactive and Integrated

Skill and Knowledge Investment Centre Values Moderator

Business Oriented (EX)

People and Competencies Revenue Centre Vision Facilitator

Challenges of HR
1.

Business Challenges: - Enhancing Business knowledge and expertise - Linking HR Strategy to Business Strategy - Containing costs Downsizing Outsourcing and employee leasing (HR and Other) Enhancing productivity Operational Challenges - have an Apt Organisation Structure Tall/Lean/Flat - Optimum Utilization of Resources - Maximum ROI on people Investment

2.

3.

People Challenges - Young and Ambitious workforce

- Constantly Engage Top Performers Talent Inventory, Talent Management

- Top Heavy Organisation - Mindset Change ( Growth is Promotion)

HRs Changing Role: Questions That Are Being Asked

What is the effect of HR on the bottom line of the firm? Is there a significant relationship between compensation and worker turnover in our organization? Does worker training and development enhance retention? customer satisfaction? repeat sales levels? Are all employees alike and thus should be managed similarly, or should each employee be developed and managed uniquely? What brings out the best in each worker? What makes them maximally productive and valuable to the organization? What value would you attribute to each worker? How much is each employee worth? Can some HR tasks be performed more efficiently by line managers or outside vendors? Can some HR tasks be centralized or eliminated altogether? Can technology perform tasks that were previously done by HR personnel?

Many HR departments continue to get smaller

Who Is Responsible for Managing Human Resources?

A partnership of:

Top Management Human Resource Professionals Line Managers Employees Consultants HR specialty firms

PM Vs HRD
PM Goals Change agent HRD Goals Performance evaluation Quality based competition Process quality evaluation

Restrictive job designs

Short product cycles

Innovation

Promotions based on Specialization & Experience

Service sector growth

Relationship skills

Occasional training

Fast technological changes

Continuous learning

Contd..
PM Goals No process

Change agent

HRD Goals

Shortage of Managerial talent

Effective retention

Selection only on Knowledge/ skills

Importance of attitude

Bring in/ nurture Right attitude

Self-perpetuating culture

Challenging traditions

Fresh thinking

Concerned for money

Higher levels of motivation

Fulfill higher needs

Thank you