Changing Persona of HRM
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Transcript of Changing Persona of HRM
8/8/2019 Changing Persona of HRM
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SRIIOMSRIIOMHR GURUKULHR GURUKUL Session 3 (04Session 3 (04--0505--2010)2010)
Faculty: Dr. Ashoke K. MaitraFaculty: Dr. Ashoke K. Maitra
Presentation By: Raajeev S. Madurkar
Ek Tu Hi Nirankar
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Changing persona of HRM
1. It is action-oriented Effective HRM focuses on actionrather than on record keeping, written procedure, or
rules. Certainly, HRM uses rules, records, and policies,
but it stresses action. HRM emphasizes the solution of
employment problems to help achieve organizational
objectives and facilitate employees development and
satisfaction.
2. It is people-oriented Whenever possible, HRM treats
each employee as an individual and offers services and
programs to meet the individuals needs. McDonalds,
the fast-food chain, has gone so far as to give an
executive the title vice president of individuality.
3. It is globally oriented HRM is a globally oriented
function or activity; it is being practiced efficiently and
continuously in Mexico, Poland, and Hong Kong. Many
organizations around the world treat people fairly, with
respect, and with sensitivity. Thus, American
practitioners can review best-in-class HRM practices inBrazil to determine if some principles can be applied or
modified to work in the United States.
4. It is future-oriented Effective HRM is concerned with
helping an organization achieve its objectives in the
future by providing for competent, well-motivated
employees. Thus, human resources need to be
incorporated into an organizations long-term strategic
plans.
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Todays workforce have to be good Change Agents
What Makes a Good Change Agent?Change processes and change projects have become major
milestones in many organizations history. Due to the dynamics in the external environment, many organizations find themselvesin nearly continuous change. The scope reaches from smaller change projects in particular sub business units up to corporation-
wide transformation processes.
By Dagmar Recklies
Levels of Change Leadership Skills, derived from Jim Canterucci:
Level I
Accepts the need for change, communicates and defends the need for change throughout the organization, creates
an open and receptive environment
-------- Small change initiatives with clear direction
Level II Defines and initiates change, identifies leverage points for change in processes and work habits
--------Change projects at local level
Level III Leads change, translate the vision of the organization into the context of a specific change initiative and bring this
message to the entire organization, redirects approaches in the face of new opportunities-------- Transformation of a central vision into change initiatives and organization-wide communication
Level IV Manages complex change, understands the cultural dynamics of the current state of an organization, creates a
strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality
-------- Generates change with a high degree of transformation
Level V Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order
to support dramatic actions and change efforts, transforms the organization
-------- Ability to revolutionize organizations
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Tom Peters Thriving on Chaos'
A central theme of Thriving onC
haos is change management.
Thriving on Chaos: ³The winners of tomorrow will deal proactively with chaos, will look at the chaos per se as the source
of market advantage, not as a problem to be got around. Chaos and uncertainty are (will be) market opportunities;
capitalizing on fleeting market anomalies will be the successful business ¶s greatest accomplishment.´
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In search of excellence Thomas J Peters and Robert N.
Waterman Jr.
Based on a study of forty-three of Americas best-run companies from a diverse array of business sectors, In Search of Excellence
describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these
organizations successful.
Based on research into America's most successful companies, the authors identify eight management principles
common to each of them:
1. A bias for action, active decision making - "getting on with it."
2. "Close to the customer - learning from the people served by the business.
3. Autonomy and entrepreneurship - fostering innovation and nurturing "champions."
4. Productivity through people - treating rank and file employees as a source of quality.
5. Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment.
6. Stick to the knitting - stay with the business that you know.
7. Simple form, lean staff - some of the best companies have minimal HQ staff.
8. Simultaneous loose-tight properties - autonomy in shop-floor activities plus strong centralized values.
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Frontiers of Management Rosabeth Moss Kanter
The essays in F rontiers of Management all, with the exception of the World C lass excerpt, taken
from the Harvard Business Review over the last 15 years cover familiar Kanter themes, from
strategy, innovation, customer focus and empowerment to strategic alliances, compensation
systems and community responsibility. Reading them, she hopes, will help managers create the
conditions inside their companies that make productive change "a natural way of life." Such
"change-adept" organizations, as she dubs them, view change not just as a departure from the past
(the conventional definition) but see projects as a way of improving their fitness for thriving in
competitive markets in the future.
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Managing diverse talent
As we enter the twenty-first century, human capital has taken center stage in the business strategies of enlightened
organizations. Attracting, retaining, and effectively using people are increasingly the top priorities of leaders in all kinds of
organizations, from high-tech firms to universities, from government agencies to heavy manufacturing firms.
Even though theory and research suggest that diversity can be a resource to enhance organizational performance, there is
a crucial distinction between merely having diversity in the workforce and developing the organizational capacity to
leverage diversity as a resource. The challenge of diversity is not simply to have it but to create conditions in which its
potential to be a performance barrier is minimized and its potential to enhance performance is maximized.
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Types of Competencies
The word competencies is used in many contexts, with very different meanings. Basically,
competencies fall into three categories or types:
1. Organizational competencies unique factors that make an organization competitive.
2. Job/Role competencies things an individual must demonstrate to be effective in a job, role,
function, task, or duty, an organizational level, or in the entire organization.
3. Personal competencies aspects of an individual that imply a level of skill, achievement, or
output.
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Targeting the Right People
Here's a list of the important job skills a job
seeker must have in order to land a good job
and keep it.
The ability to research
Logical thinking
Technologically literate
Communication skills
Organizational skills
Interpersonal skills
Professional Growth
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New Recruitment Methodology
Recruitment has become the most challenging human resources
(HR) function across all industries today. For a specialized field
such as oil and gas, the challenges are enormous. Why is it so
difficult to attract new talent? There are three main reasons.
First, industrial activity across the world is at an all-time high,
which has created more jobs and thus shrunk the availability of personnel.
Second, the oil and gas industry has been hurt over the past 20
years because of its cyclicality and public perception.
Third, the baby boomer generation is approaching retirement
and the younger generation is not in sufficient numbers or
experienced enough to fill the gap.
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Bibliography
http://google.com
http://www.mercer.com/summary.htm?idContent=1380965
http://www.corpchange.com/archives/article_archives/a19_are_you_a_change_leader/a19_are_you_a_c
hange_leader.htm
http://www.pfdf.org/leaderbooks/l2l/summer99/kanter.html
http://www.bizsum.com/articles/art_in-search-of-excellence.php
Byham, W.C. (1996). Developing dimension-/competency-based human resource systems. Pittsburgh, PA:
Development Dimensions International.
http://www.articlesbase.com/careers-articles/job-skills-in-todays-workforce-1240220.html
Introduction to Human Resource Management and the Environment