HRM Presentation by Sujoy

Preface

My Name is Sujoy Chowdhury, Since 2003 working with various

industry as HR & IR. This presentation I have made based on

my observations & experiences that I have acquiring from each

situation what ever I have faced last 14 years.

HUMAN RESOURCE MANAGEMENT

“Nurturing turns potential

into performance”

• What is the purpose and legal

context of human resource

management?

• What are the essential human

resource management practices?

Presentation by: Sujoy Chowdhury

Purpose of Human Resource Management

Human resource management attracts, develops,

and maintains a talented workforce.

Government legislation protects workers against

employment discrimination.

Employee rights and other issues complicate the

legal environment of work.

Labor relations and collective bargaining are closely

governed by law.


Purpose of Human Resource Management

involves attracting, developing, and

maintaining a quality workforce.

Basic Responsibilities of Human Resource Management

1. Attract a quality workforce—human resource planning,

recruitment, and selection.

2. Develop a quality workforce—employee orientation,

training, performance appraisal.

3. Maintain a quality workforce—retention and career

development.


PURPOSE OF HUMAN RESOURCE MANAGEMENT

Legal Aspects Of HRM

Discrimination When someone is denied a job or position for non job related reasons

Equal Employment Opportunity The right to employment and advancement without regard to race,

religion, sex, color or national origin

Affirmative Action An effort to give preference in employment to women or other minorities

Employment criteria justified by capacity to perform a job

Comparable Worth Persons performing jobs of similar worth should receive comparable pay

Bona-fide Occupational Qualifications Employment criteria justified by capacity to perform a job





The Payment of Wages Act, 1936. The wages of an employed person shall be paid to him without deductions of any kind except those authorized by or under this Act.

The Minimum Wages Act, 1948. The Minimum Wages Act, 1948 envisages providing minimum statutory wages for scheduled employments with a view to obviate the chances of exploitation of labor through payment of very low and sweating wages.

The Payment of Bonus Act, 1955.

The Payment of Bonus Act, 1965 is the principal act for the payment of bonus to the employees which was formed with an objective for rewarding employees for their good work for the organization.

The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959

The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959provides for compulsory notification of vacancies and submission of employment returns(ER-I and ER-II) by the employers to the employment exchanges.

The Workmen’s Compensation Act, 1923. The Workmen’s Compensation Act, 1923 provides for payment of compensation to workmen and their dependents in case of injury and accident (including

certain occupational disease) arising out of and in the course of employment and resulting in disablement or death.

The Employees’ State Insurance Act, 1948. The promulgation of Employees' State Insurance Act, 1948envisaged an integrated need based social insurance scheme that would protect the interest of workers in contingencies such as sickness, maternity, temporary or permanent physical disablement, death due to employment injury resulting in loss of wages or

earning



The Employees’ Provident Funds & Miscellaneous Provisions Act, 1952.

An Act to provide for the institution of provident funds, pension fund and deposit-linked insurance fund for employees in factories and other establishments. This Act is the biggest social security of Workers.

The Payment of Gratuity Act, 1972. An Act to provide for a Scheme for the payment of gratuity to employees engaged in factories, mines, oilfields, plantations, ports, railway companies, shops or other establishments and for matters connected therewith or incidental thereto.

The Trade Unions Act, 1926. Trade union is a voluntary organization of workers

pertaining to a particular trade, industry or a company and formed to promote and protect their interests and welfare by collective action.

The Industrial Employment (Standing Orders) Act, 1946.

The object of the Act is to require employers in

industrial establishments to formally define

conditions of employment under them.

The Industrial Disputes Act, 1947. The objective of the Industrial Disputes Act is to secure industrial peace and harmony by providing

machinery and procedure for the investigation and settlement of industrial disputes by negotiations.


Labor Relations & Collective Bargaining

Workplace Privacy

The right to privacy while at work

Independent Contractors

Hired on temporary contracts and are not part of the organization’s permanent work force

Labor Union

An organization that deals with employers on the workers collective behalf

Labor Contract

A formal agreement between a union and employer about the terms of work for union members

Indian labor union facts:

• Union membership rate in private industry was 6.6 percent in 2014; public

sector 35.7 percent

• Many of the fastest growing unions represent white-collar workers.

• 75% of Indian adults believe unions improve wages and working conditions;

• 87% believe unions are too involved in politics.



Human Resource Practices

Human resource planning matches staffing with organizational needs.

Recruitment and selection attract and hire qualified job applicants.

Socialization and orientation integrate new employees into the organization.

Training continually improves employee skills and capabilities.

Performance management techniques appraise individual accomplishments.

Retention and career development provide career paths and options.



Human Resource Practices

Human resource planning is the process of analyzing staffing

needs and identifying actions that should be taken to satisfy

them over time.


HUMAN RESOURCE PRACTICES

Recruitment And Training

Recruitment the process of attracting qualified job candidates to fill vacant

positions; realistic job previews try to provide candidates with accurate information on the job and organization.

Selection Choosing whom to hire from a field of qualified applicants

Realistic Job Previews Provide job candidates with pertinent information regarding a job and

organization

Reliability means a selection device gives consistent results over repeated measures

Validity Means scores on a selection device have links to future performance

Assessment Centers Examine how job candidates handle simulated job situations



Orientation And Training

Orientation the process of formally introducing new employees to their

jobs and socializing them with performance expectations.

Training keeping workers’ skills up to date and job relevant; important

training approaches include coaching and mentoring.

Coaching

An experienced person offers performance advice to a less experienced person

Mentoring

Assigns early career employees as protégés to more senior ones


MANAGEMENT TIPS

How to succeed in a telephone interviewAs per my Practice

• Prepare ahead

—study the organization; list our relevant strengths and capabilities.

• Minimize Distractions

—be in a quiet room, with privacy, without interruptions.

• Dress professionally

—this increases confidence, sets own interview tone.

• Practice your verbal skills

—what we say and how we sound affects our first impression.

• Have materials handy

—have all supporting documents within easy reach.

• Have questions ready

—be ready; don’t hesitate; ask questions during interview.

• Ask what happens next

—ask how to follow up, what information you can interview, formal application, in-depth interviews, employment testing, and reference checks.



Performance Appraisals

Performance Appraisal

The process of formally evaluating

performance and feedback to an employee

Two Purposes of Performance Appraisal

1. Evaluation—document and let people know how well they are

doing; judgmental role.

2. Development—identify how training and support can improve

performance; counseling role.




Critical Incident Technique Keeps a log of a person’s effective and ineffective job behavior

360 Degree feedback Includes superiors, subordinates, peers and even customers in

the appraisal process

Multi-person Comparison Rates employees against each other

Graphic Rating Scale Uses a checklist of characteristics or traits to evaluate

performance




Behaviorally Anchored Rating Scale

Uses specific descriptions of actual behaviors to rate various levels of actual

performance



Retention And Career Development

Career Development

Manages how a person grows and

progresses in their career

Career Planning

The process of managing career goals and

individual capabilities with opportunities for

their fulfillment


Thanking you…….

Sujoy Chowdhury

Contact : +91 9874042424

Email: [email protected]

HRM Presentation by Sujoy

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