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Course plan
1. Introduction to HRM
2. Manpower Planning
3. Recruitment and Selection
4. Performance Management Systems5. Compensation and Benefits
6. Training and Development
7. Talent Management, Career andSuccession Planning
8. Employee Exit
9. Global HR, Strategic HR, Trends
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Human Resource Management
The design offormal systemsin an organization to ensure effective and efficient use of
human talentto accomplish organizational goals
HRM involves all management decisions and practicesthat directly affect the people ofan organization.
HRM consists of the policies, practices, and decisions that concern making effective and
efficientuse 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.
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ManagementPlanning Goals, Strategy, Forecasting
Organizing - Assigning tasks, delegating , establishing authority Staffing Recruitment and Selection
Leading All functions
Controlling All, specifically Production levels, QC, legal, finance
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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
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Evolution of HRM in India
Development
Period Status Outlook Emphasis Viewed As
1940s-
1960s
Beginning -
Personnel
Routine Technical Clerical
1970s-
mid1980s
Struggling for
Recognition
Professional,
legalistic,
impersonal
Regulatory Admn, IR
Mid 80s till
2000
Promising
shift from
Personnel to
HRD
Developmen
t
Standards, Process
Oriented, People
Managerial
Early 2000 Arrived Still
a long way to
go
Strategic/
Business
Set Practices&
Standards, Human
Values, productivitythrough people
Executive
Now Arrived Business
Partner
Systems and Process,
people development,
Bottom line Contribution
Strategic
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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
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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
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Operative Functions of HRM contdTraining 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 BargainingTalent Management
- Succession Planning
- Employee Development
Employee Exit
HR Admin - HRIS, Reporting, HR MetricesStatutory PF, Gratuity
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Scope of HRM
Prospects of HRM
Impact on productivity
Globalization
Nature of HRM
Managerial
AdministrativeEmployee hiring
Job analysis
Manpower planning
Rec. & selection
Employee remuneration
Performance appraisal
Compensation
Employee motivation
Reward & Recognition
ESOPS
Job enlargement
Job enrichment
Employee maintenance
Training & development
Employee welfare
Policies
Industrial relations
Labour laws
Collective bargaining
Human
Resource
Management
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The HR Professional
W.W.W. (What Went Wrong)
Personnel becoming HR
Seriousness of HR as a career
Soft Stance by HR
Only People Oriented Function
Lack of Business Knowledge
Speed of Changing Business Scenario
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Changing roles of HRM
TRADITIONAL CURRENT FUTURE
Responsibility Staff Maintenance Talent Managers Coaches
Focus Employee Relations Partnerships Players
Role of HR Transactional Transformational Architects & Builders
Initiatives Reactive and
Fragmented
Proactive and
Integrated
Business Oriented
(EX)
Key Investments Product Skill and Knowledge People and
Competencies
Accountability Cost Centre Investment Centre Revenue Centre
Behaviour referent Norms Values Vision
Prized management
skills
Negotiator Moderator Facilitator
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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
2. Operational Challenges
- have an Apt Organisation Structure Tall/Lean/Flat
- Optimum Utilization of Resources
- Maximum ROI on people Investment
3. People Challenges
- Young and Ambitious workforce
- Constantly Engage Top Performers Talent Inventory, Talent Management
- Top Heavy Organisation
- Mindset Change ( Growth is Promotion)
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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? customersatisfaction? repeat sales levels?
Are all employees alike and thus should be managed similarly, or should eachemployee 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
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Who Is Responsible for
Managing Human Resources?
A partnership of:
Top Management
Human Resource Professionals
Line Managers Employees
Consultants
HR specialty firms
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PM Vs HRD
Performance evaluation Quality based
competition
PM Goals Change agentHRD Goals
Process quality
evaluation
Restrictive job
designsShort product
cycles Innovation
Promotions based
on Specialization &
Experience
Service sector
growth Relationship skills
Occasional training Fast technological
changes
Continuous
learning
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Contd..PM Goals Change agent
HRD Goals
No processShortage of
Managerial talent
Effective
retention
Selection only on
Knowledge/ skills Importance ofattitude
Bring in/ nurture
Right attitude
Self-perpetuating
cultureChallenging
traditions Fresh thinking
Concerned for
money
Higher levels of
motivationFulfill higher
needs
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Thank you
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