contemporary issue in hrm
TRANSCRIPT
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Introduction
Practices
Conclusion
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Why Human Resources Is Important: The
HRM Process
Explain how an organizations human resources can
be a significant source of competitive advantage. List the activities necessary for staffing the
organization and sustaining high employee
performance.
Discuss the environmental factors that most
directly affect the HRM process.
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Human Resource Planning; Recruitment/ Decruitment;Selection; Orientation; Training
Contrast job analysis, job description, and job specification. Discuss the major sources of potential job candidates.
Describe the different selection devices and which work bestfor different jobs.
Describe what a realistic job preview is and why itsimportant.
Describe the different types of training and how thattraining can be provided.
Human Resource Planning; Recruitment/ Decruitment;Selection; Orientation; Training
Contrast job analysis, job description, and job specification.
Discuss the major sources of potential job candidates.
Describe the different selection devices and which work bestfor different jobs.
Describe what a realistic job preview is and why itsimportant.
Describe the different types of training and how thattraining can be provided.
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HRprofessionalas
changeagent
Changingworkforce
demographics
Make HRactivitiesEthical
ManagingDiversity
BalancingWorklife
Changedemployee
expectations
HRMin
M & As
Attitudetowardsunions
HRmanageras
strategist
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HR outsourcing is the outsourcing ofperipheral but necessary administrativetasks such as payroll, benefits,education/training, recruiting personnel,administration, to realize economies of scaleand achieve standardization of services.
Rapidly changing market dynamics andglobal competitive pressures have caused
organizations to spend more time focusing ontheir core business. Organizations are fastrealizing that they can't be all things to allpeople.
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HR outsourcingcanhappenin HR functions,likepayrolladministration (producingchecks,handlingtaxes,dealing withsick-timeandvacations),employeebenefits(Health,Medical,
Lifeinsurance,Cafeteria,etc),humanresourcemanagement (hiringandfiring,backgroundinterviews,exitinterviewsand wagereviews),riskmanagement,etc.
Outsourcinghas
become
acommon
res
ponse
to
manage peopleandtechnologyresourcesstrategically,enhanceservices,andmanagecostsmoreeffectively.
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Benefits:
Helpsin SavingMoney
Gainincreasedefficiencyandbetterserviceinthe
performancefunctions,etc.
P&G vs. IBM
P&Ghassigneda 10-year, $400 milliondeal withIBM
tohandleemployeeservices.IBM willsupportalmost
98,000 ofP&Gemployeesinnearly 80 countries with
servicessuchas payroll processing,benefits
administration,compensation, planning,relocation
services,travelexpensemanagement,etc.
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Someofthe HR outsourcingservices providersin
India:
Indianlife Hewitt(ILH),
FIDELITY,
EXULT,
MAFOI,etc.
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Becomeanagentforchangebyexpanding
yourroletohelp yourorganization
successfullyevolve,adaptandgrow.
Be prepared withthe practicalknowledgeneededtohelp managetheissues
accompanyingtoday'scontinuouslychanging
workplace. Learnkeystrategiesforresolving
conflictandinterdepartmentalstruggles. Develop theskillstohelp yourstaffadjustto
new technology,andtoincreaseandimprove
management-employeecommunication.
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Change Agent Objectives:
Understandthedriversbehindchange.
Understandtheimpactofchangeonyourself
andothers.
Understandtheuseofachangemodelandachange process.
Understandtheroleofthechangeagentin
managingandsustainingchange.
Understandstrategiestosuccessfullynegotiatechange.
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Core Competencies for the Change
Agent Role:
.
Designs and Implements Change Process Possesses Marketing and Representational Skills
UnderstandsBusiness Process and How to Change
Improve Efficiency and Effectiveness
Understands Public Service Environment
Understands Team Behavior
Possesses the Ability to Build Trust Relationships
Uses Consultation and Negotiation Skills Including
Dispute Resolution
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HR professionalshould playtheroleofachange
agentinthreeareas:
- Initiatives,
-Processes &
-CulturalChanges.
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Themajorchallengethathasresultedfromchanging workforcedemographicsconcernsdualcareercouples,couples whereboth partnersareactively pursuing professionalcareers.
Thechangein workforcedemographicsrelatesto
thegrowingnumberofemployees whoareyoung. Enterprises which werenewlyestablished prefer
youngmenand womenonly.
Forexample,BangalorebasedInfosyshasemployees whoseaverageageisjust 25 years.
Facilitieslike pickingup employeesfrombusstop, providingbreakfast(whoaresingle),providing Dormitories,gymnasium,etc.areneededtobe providedtothe workforce whichhasmoreyoungemployees.
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Thedemographicchangesinthe workforceare:i. Increasingnumbersofworkingmothers
ii. Asteadydeclineofblue-collaremployees whoare
giving wayto white-collaremployees,and
iii. Increasingawarenessandeducationamong
workers.
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The HR managersroleinbuilding Ethicalclimateintheorganizationissignificant.
The HR managerneedstocarefullyscreen
applicationforthejobs, weedoutthose whoare
pronetoindulgeinmisdemeanorsandhirethose
whocanbuildavaluedrivenorganization.
Hiringethicallystrongemployeesisonlythe
beginning.The HR managerneedstoinstitute
mechanismstoensureethicalconductof
employees. The HR managerbyhimself/herselfshouldsetan
exampleforethicalbehavior.
Dishonest people cannot make others Honest
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Employeesoforganizationsarebecomingincreasingly Heterogeneous.Asdaysgoby
Diversityisgoingtobeanimportantissueforthe
HR managerforthefollowingreasons:
Thenumberofyoung workersinthe workforceis
increasing
More womanarejoiningthe workforce
Workforcemobilityisincreasing
Internationalcareersandexpatriatesarebecoming
common. Internationalexperienceisbecominga prerequisite
forcareer progressiontomanytop levelmanagerial
positions.
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How to manage Diversity?Thisbecomeamajorchallengefor HR managers
tomanagediversity.Followingaresome
guidelinestomanagediversity:
Top managementcommitmenttovaluediversityisaprerequisite.
Organizediversitytraining programmes.
Propercommunications.
Apprenticeship programmes.
Provideanurturingclimate.
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Balancing workandlifeassumesrelevance when
bothhusbandand wifeareemployed.
Work-lifebalanceisbecomingamajorchallenge
to HR managerasmore womenaretakingupjobstoaddtofinancesoftherefamiliesorbecome
careerists.
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HR staffhavebusinessacumen.TheycanthinkstrategicallyandexertinfluenceonthestrategicthinkingofExecutives.Businessacumenisstatedinthe positiondescriptionandformallyassessedduringrecruitment.
Instrategy whole-of-businessalways trumpsthe
narrow functionalview.IfHR wantstobeabusiness partneritshouldoperatea whole-of-businessmodel.
Forany HR investment,thekeyquestionisWhatisthebusinessrequirementhere?
HR managerisexpectedtoactasastrategist.beingastrategic partner,he/shemustanswer.
How tocreateanorganisation toaccomplishabusinessgoals?
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Businessobjectivesmaybestatedin
several ways- as Financialtargets
Balancescorecards
Visions
Missions
Goals
When HR professionalactsasastrategic
partner,
he/she
works
with
line
managers
toinstituteandmanagea processthat
createsanorganisation tomeetbusiness
requirements.
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CORPORATE-LEVEL STRATEGIES:
1. Growth strategy
Internal growth
Horizontal integration
Vertical i
ntegratio
n
Mergers,etc.
2. Stability Strategy
3. Retranchment strategies
Turnaround
Divestment
Liquidation, etc.
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Apartfromregular practices,thesearesome
contemporary/new practices whichusuallysome
organizationdo.
Forthedevelopmentoftheorganization,the HRmanager/department playsamajorrole.
TheroleofHR managerstartsfromthe
recruitment,training,developmenttoincentive
benefits,developmentofpaystractures,etc.
The HR managerroleisnotrestricted withthat.
Now adayscompaniesthinkaboutthere
developmentgrowth.
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