perspective
Context of the HR function
Overview of HRM and its role in the global
scenario
Meeting Human Resource Requirements
Talent Planning- Identifying roles,
responsibilities,
Talent Accessing
Induction & Placement - Creating the most conductive
environment
for the talent management
Employee Development
Performance Management and Career planning
To understand the role of managing Human
Resources to maintain an environmentally
sustainable business
To introduce the key activities associated
with the Human Resource Management
function.
1
ION
QUIZ 3 AT
NT
15% SE 10%
RE
P
PRESENTATION 2
QUIZ 2 10% 15%
QUIZ 1
10% END TERM
EXAM
40%
People in an organisation are
THE most important
resource, since it is THEY
who make or utilise the other
resources for the success of
the organisation.
" Successful corporate leaders recognise that their
competitive edge in today's market place is their people.
They also acknowledge that few organisations know
how to manage Human Resources effectively, primarily
because traditional management models are
inappropriate in our dynamic work environment. "
These systems operate throughout an employee's
membership of the Company, starting from the system of
Entry ( Recruitment and Selection ) through the
management of employment relationships (Rewards,
appraisal development, industrial relations, grievances and
discipline ) ; finishing with the These systems termination
of the relationship ( Retirement, resignation, redundancy
and dismissal ).
Identify the company Goal, Vision,
Mission, Strategy in line with their values
and culture
n
sit
n
80s 90s
tra
n
Leadership
Peripheral
n
io
2000s
at
60s/70s
m
or
sf
an
Tr
Re- Discover
2020s
Target Focal roles Skills
Audience
Peripheral Workers/ Record Keeper Labour Laws
Supervisors Controller Disciplinary
Industrial Sensitivity Training
Relations
ROLE OF HRM
CULTURA
E TECHNOLOGICAL
L I
UNION
X S N
T T
E E
R ECONOMI ORGANISATION R
AL
N C CULTURE &
N
A CONFLICT A
L L
POLITICAL - PROFESSIONALI
LEGAL SM
04/27/17 TE Murphy 27
There are three levels
of strategic planning -
Corporate
Strategy
Functional
Strategies
Corporate-level strategy
Identifiesthe portfolio of businesses
that, in total, comprise the company
and the ways in which these businesses
relate to each other.
Diversification strategy
Vertical integration strategy
Consolidation strategy
Geographic expansion strategy
Business-level/competitive strategy
Identifies
how to build and strengthen the
businesss long-term competitive position
in the marketplace.
Cost leadership
Differentiation
Focus
Functional strategies
Identify
the basic courses of action
that each department will pursue in
order to help the business attain its
competitive goals.
It is how an organization uses
its people to help form and
execute its business strategy
BUSINESS MASTERY
Business acumen
Customer orientation
External relations
in HR systems Creativity
PERSONAL CREDIBILITY
Trust
Courage
Lived values
It is the use of HRM policies to promote
the sustainable use of resources within
organisations and more generally
promotes the causes of environment
sustainability
04/27/17 TE Murphy 35
Includes the estimation of how
many qualified people are necessary
to carry out the assigned activities,
how many people will be available
and what, if any thing must be done
to ensure that personnel supply
equals personnel demand at the
appropriate point in the future.
Process of anticipating and making
provision for the movement (flow) of
people into, within, and out of an
organization.
Planning so that the organization has the
right number of people, right kind of
people, at the right time, in the right
place.
Organisational expansion &
diversification
Improves business planning
Input to strategic planning
Handle technological / Social
Changes
Helps prepare people for the
future
Helps evaluate effects of HR
policies and functions
Helps build a reservoir of
talent
2007 Thomson/South-
240
Western. All rights reserved.
This requires converting an HR plan into action. We do it
by :
FORECASTING
FORECASTINGSUPPLY
SUPPLY
Top-management support
Active involvement of line
managers and co-ordination
between line managers and HR
function.
An excellent up-to-date HRIS
Periodic review and revision of the
forecasting techniques and the
forecasts
Without long range planning
concentration becomes focused on
Quantitative
Quantitative
Methods
Methods
Forecasting
Forecasting Demand
Demand
Qualitative
Qualitative Methods
Methods
DELPHI
MANAGERIAL
TECHNIQUES
JUDGEMENT
Simplest way
Based on managerial judgement
Managers / Supervisors give their
requirements. Can be a bottoms up or
top-down approach
None of these processes are accurate
Most suitable for small organsiatons
The opinions (judgments) of
supervisors, department
managers, experts, or others
knowledgeable about the
organizations future
employment needs.
HR needs can be estimated by examining
past trends. Past rates of change can be
projected into the future or employment
growth can be estimated by its
relationship with a particular index
This is the quickest forecasting technique
Study the ratio of personnel to sales of
the organization
Then forecast future ratios making some
allowances for changes in the
organization or processes
Trend Analysis
The
final forecast represents a
composite group judgment.
It solicits estimates of personnel needs from
a group of experts, usually managers
The HR personnel act as intermediaries,
summarises the varous response and reports
the finding s back to the experts
The experts opinions are surveyed again
after they receive this feedback. Summaries
and surveys re repeated ntil the experts
opinion begin to agree
The agreement reached is the forecast of the
personnel needs
The distinguishing feature of the Delphi
Technique is the absence of interaction
among experts
Skill Inventories
Markov Analysis
Replacement Charts
Succession Planning
Skill Inventories & Qualification
Inventories
Files of personnel education, experience,
interests, skills, etc., that allow managers
to quickly match job openings with
employee backgrounds.
Markov Analysis
A method for tracking the pattern of
employee movements through various
jobs.
Replacement Charts
Listings of current jobholders and
persons who are potential replacements
if an opening occurs.
Succession Planning
The process of identifying, developing,
and tracking key individuals for
executive positions.
Sources of External Labor Supply
the job.
A process of Obtaining all pertinent job facts
JOB ANALYSIS
STRATEGIC CHOICES
GATHER INFORMATION
USES OF JOB DESCRIPTION
AND JOB SPECIFICATION
Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications
Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process
Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal
Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development
Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employees
employees rateof
rate ofpay
pay
Management
Nature of: Basis for:
Job Analysis
What
Whatemployee
employeedoes
does
Why
Whyemployee
employeedoes
doesitit Determining
Determiningjob
jobrequirements
requirements
How
Howemployee
employeedoes
doesitit
Job Description
Summary Employee
Employeeorientation
Summarystatement
statementofofthe
thejob
job orientation
List Employee
Employeeinstruction
Listof
ofessential
essentialfunctions
functionsofofthe
the instruction
job
job Disciplinary
Disciplinaryaction
action
Job Specification
Personal Recruitment
Personalqualifications
qualificationsrequired
required Recruitment
in
interms
termsof
ofskills,
skills,education
educationand
and Selection
Selection
experience
experience Development
Development
is a conscious effort to organise tasks,
duties and responsibilities into a unit of
work to achieve a certain objective. It is an
out growth of job analysis that improves
jobs through technological and human
considerations in order to enhance
organisation efficiency and employee job
satisfaction
Job design is a process that attempts to
satisfy both technological and human
considerations simultaneously.
Job-Based Approaches
Specialisation & Standardisation
Operations and production management
Person-based Approaches
Job enlargement
Job enrichment
Job rotation
Team-based Approaches
Sociotechnical enrichment
Quality systems/circles
Rearrange
existing tasks in
the job Add new
Add new tasks responsibility
Job Analysis
Productivity, QWL,
Legal Compliance
ROLE ANALYSIS
Job = List
Role Analysis of duties
= Job + Relationship
PURCHASE MANAGER
Maintaining
Quality Control Finance
Monitor
Suppliers
Budgeting
Review
HR
Production
Buying Raw Material Supervising Juniors
Transport Logistics
ROLE ANALYSIS WILL CONSIST OF
organization
Describing a job in terms of the
measurable, observable, behavioural
competencies an employee must exhibit
to do a job.
Traditional Job analysis focuses on
what is accomplished on duties and
responsibilities. More job focused.
Long lists of tasks and the skills / A Distilled set of underlying personal