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Human Resource Management
HRM
• The comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce–human resources–in ways that contribute to organizational effectiveness.
• A Management function concerned with hiring, motivating and maintaining people in the organization.
Definition
Human Resource Management is Planning, organizing , directing & controlling the Procurement, development, compensation, integration , maintenance and separation of human resources to meet Individual, organizational and social objectives. – Edwin Flippo
Wings of Human Resource Management
A Systems View of Human Resource Management
The Organizational System
.
.
The financefunction
The financefunction
The marketingfunction
The marketingfunction
The operationsfunction
The operationsfunction
Other fundamental organizational
functions
Other fundamental organizational
functions
The human resourc
e functio
n
The human resourc
e functio
n
A Systems View of Human Resource Management
The Organizational
System
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.
.
Goals of Human Resource Management
Complying withlegal and social
obligations
Complying withlegal and social
obligations
Facilitatingorganizationaleffectiveness
Facilitatingorganizationaleffectiveness
Enhancingproductivityand quality
Enhancingproductivityand quality
Promotingindividual growthand development
Promotingindividual growthand development
The human resource
function in contempora
ry organization
s
The human resource
function in contempora
ry organization
s
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The Scope Of Human Resource ManagementHRPersonal AspectIndustrial Relation aspect
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.
.
Functions of HR
MANAGERIAL FUNCTIONS
Planning
Organizing
Directing
Controlling
OPERATIVE FUNCTIONSStaffing DevelopmentCompensation Motivation Maintenance Integration
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.
.
Operative functions of HR
STAFFING
Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility DEVELOPM
ENT
Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback
COMPENSATION & MOTIVATION
Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits
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.
.
Operative functions of HR (contd.)
MAINTENANCE
Health, Safety, Welfare, Social security
INTEGRATION
Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining
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Approaches/ Models to HRM
.
.
.
The Guest Model The Guest Model
The Fombrum ModelThe Fombrum Model The Harvard ModelThe Harvard Model
The Warwick ModelThe Warwick Model
Approaches to Human Resource
Management
Approaches to Human Resource
Management
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The Fombrum Model
.Human Resource
Development
Appraisal
Rewards
Selection
Organizational
Effectiveness
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The Harvard ModelHRM Policy ChoicesWork SystemReward SystemHR FlowCommitmentCompetence.Cost - effectivenessLong term ConsequencesIndividual,OrganisationalSocietal Well BeingStake
Holders Interest
s
Situational
Factors
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The Guest Model.
HRM Practices
Hiring Training Appraisal Compensa-tionRelations
HR Outcomes
CommitmentQualityFlexibility
Behavioral
Outcomes
MotivationCo-operationOrganisational citizenship
Performance Outcomes
ProductivityInnovationQualityTurnoverAbsenteeism
HRM Strategies
Financial
Outcomes
ProfitsROI
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MANPOWER PLANNING
MANPOWER PLANNING
The process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.- Coleman
Importance of Manpower Planning
Better view of HR Dimensions of Business decisions.
Forecasting future requirements.
Anticipate problems.
Planning
Human Resource Planning Process
1. Deciding goals or objectives.
.
.
The Scope Of Human Resource Management
Managing diverse
workforce
Managing diverse
workforce
Managing labor
relations
Managing labor
relations
Managing the work environm
ent
Managing the work environm
ent
Managing new
employment
relationships
Managing new
employment
relationshipsEffective and efficient human resource practices; human
resource goal attainment
Effective and efficient human resource practices; human resource goal attainment
Human resource planningHuman resource planning
Recruiting human resourcesRecruiting human resources
Selecting and placing human resourcesSelecting and placing human resourcesBasic
compensation and
benefits
Basic compensatio
n and benefits
Performance managementPerformance management
Career Planning and Development
Career Planning and Development
Training and Development
Training and Development
Strategic human resource perspectiveStrategic human resource perspective
IncentivesIncentives
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2. Estimating future organizational Structure & Manpower Requirements.
3. Auditing Human Resources.
4. Job Analysis.
5. Developing a Human Resource Plan.
The Human Resource Planning Process
Forecasting the demand of human resources
Forecasting the supply for human resources
Forecasting Techniques
Managerial Judgment.
Ratio Trend Analysis.
Human Resource Planning System
. Long Rang
e objectives
& Plans
.Overall HR Requirement for HR
Inventory of Present HR
Net New HR
Requirements
Action
program for Recruiting &
Selection
Work Force requirement
s
.Inventory by
occupationa
l catego
ries
Replacement
s or additi
on
Short term Goals
& plans
Evaluation
Plans of
Developme
nt.
OrganI
ation
Sub unit
s
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Regression Analysis.
Forecasting the Supply of Human Resources
Supply Forecast measures the number of people likely to be available from and within an organization.
Supply Analysis covers:
Existing Human resource.
Internal Source of Supply.
External source of Supply.
Forecasting the Supply of Human Resources
Sources for labor supply forecast information.
an organization’s records related to the internal supply of human resources
external information about the supply of human resources
Methods to forecast future labor supplies
input from supervisors and managers in the organization.
Executive succession
involves systematically planning for future promotions into top management positions.
includes slotting replacement candidates into successor roles before their anticipated positions open.
Factors Affecting HRP
Organization type & Strategy.
Organizational Growth Cycle & Planning.
Environmental Uncertainties.
Outsourcing.
Nature of Jobs.
Forecasting Information.
Time Horizons.
Job Analysis
Job: Collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as regular assignment to individual employees.
Job Analysis: “ The Process of determining, by observation and study, and reporting pertinent information relating to the nature of a specific job”
Contents of Job Analysis
Job Identification.
Significant Characteristics of the Job.
Operations of a particular worker.
The materials and equipment a worker uses.
How a job is performed.
Required Personnel Attributes.
Job Relationship.
Job Analysis –Elements
Job Description: Written record of the duties, responsibilities and requirements of a particular Job.
Job Specification: Written records of requirements sought in an individual worker for a given job.
JOb Design: Division of total task to be performed into manageable and efficient units.
Purpose of Job Analysis
Organisation & Manpower Planning.
Recruitment & Selection.
Wage & Salary Administration.
Job Re- engineering.
Training & MDP’s
Performance Appraisal.
Health & Safety.
Recruitment
The Process of attracting, screening, and selecting a candidate for a job.
Factors Affecting Recruitment
External Forces-
Supply & Demand
Unemployment Rate.
Labor Market.
Political – legal
Sons of Soil.
Job AnalysisJob AnalysisJob DescriptionA Statement containing items –Job titleLocationJob summaryDutiesMachines, tools, equipmentSupervisionWorking ConditionHazardsJob SpecificationA statement of qualification-EducationExperienceTrainingJudgmentInitiativeEmotional Characteristics
Power Point Slides by Megha sahay
Image
Internal Forces:
Recruitment Policy.
HRP
Size of the Firm
Cost
Growth & Expansion
Internal Vs External Recruitment
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Methods of RecruitmentRecruitmentInternal SourcesPresent EmployeesEmployee ReferralsFormer EmployeesPrevious ApplicantsExternal SourcesAdvertisementEmployment ExchangeCampus RecruitmentWalk in & Write insConsultantsContractorsCompetitorsE- RecruitingProfessional / Tirade Associations
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Philosophies of RecruitingProvides complete job related information to the applicants so that they can make right decisions before taking up jobs. Realistic Job Previews (RJP)Determines whether an applicant’s preferences for work match the characteristics of the job.Job Compatibility Questionnaire (JCQ)
Power Point Slides by Megha sahay
. .
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Alternatives to Recruiting
HelpWanted
Overtime
Temporary
Workers
Employee
Leasing
Part-Time Workers
SELECTION
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Final Selection
Training and Development
Introduction
Training and development represent a fundamental investment in the employees who work for an organization, with the overall goal of improving their ability to make contributions to the firm’s effectiveness.damental investment in the employees who work for an organization, with the overall goal of improving their ability to make contributions to the firm’s effectiveness.
..
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Employment Tests
Cognitive ability testsPsychomotor ability testsPersonality testsSelf-report inventories
Measures of cognitive (mental) abilities such as general intelligence expressed as IQ scores.Measures of physical abilities such as strength, eye-hand coordination,.
Measures of personal traits, or tendencies to act, which are relatively stable personal characteristics.Measures of applicant’s responses to statements that may or may not apply to that person.Projective
techniqueMeasures applicant’s subjective response to an ambiguous stimulus (inkblot).Integrity
testsAttempt to assess an applicant’s moral character and honesty.
DEFINITIONA Short- term Process utilizing a systematic & organizes procedure for learning knowledge & Skills for a specific purpose.Long Term learning opportunity designed for the growth of managers wrt. Theoretical & philosophical concepts.
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egha Sahay
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TRAINING AND DEVELOPMENT - DIFFERENCE
Employee training.Is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.Is intended to help the organization function more efficiently.Is aimed at improving employee productivity.Is used to accommodate changes in the workplace.
DevelopmentRefers to teaching managers and professionals the skills needed for both present and future jobs.Helps managers better understand and solve problems, make decisions, motivate employees, and capitalize on opportunities.
Powerpoint Slides By M
egha Sahay
NEED OF TRAINING
Increase Productivity.Improve Quality.Increase Knowledge, Skills & Ability (KSA) of personnel.Improve Organization Culture & Work Environment.Prevents Obsolescence.Personal Growth.
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egha Sahay
STEPS IN DESIGNING TRAINING PROGRAMMES
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egha Sahay
Follow – Up ( Determine Training Effectiveness)
IDENTIFICATION / ASSESSMENT OF TRAINING NEEDS
Diagnoses present problems and future challenges to be met through T&D.Should Analyze-
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egha Sahay
Establishes framework.Focus on Goals & ResourcesFocuses on task or job.Determines Specific worker behaviorReviews KSA of the employees
Methods for assessing Training Needs
Organisational Goals & objectives.
Making Skill Inventories.
Measuring Organizational climate indices.
Measuring Efficiency Index.
Exit Interviews.
Quality Circles.
MBO.
Performance Appraisal.
Work Sampling.
Interviews
IDENTIFICATION / ASSESSMENT OF TRAINING NEEDS
Identifying the Training needs involves following steps- Pow
erpoint Slides By Megha
Sahay
List the duties & ResponsibilitiesList standards of work performance Compare actual performance against the standards.Determine the Trouble area.Determine the kind of training
Questionnaires
Attitude Survey.
Rating Scales.
Management development Programmes
Management development Program are the generalized training for managers/ Executives for future roles and positions in the organization.
A development opportunity for the managers to deal with the complexity and dynamic change in the business environment.
TRAINING METHODS/ TECHNIQUES
On the- job MethodsOrientationJob InstructionApprentice TrainingJob Rotation CoachingOff the Job MethodVestibuleLectureSpecial studyConferenceCase StudyRole PlaysSimulationProgrammed Instruction.
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egha Sahay
Objective of Management Development
To improve individual’s managerial effectiveness.
Emphasize on following areas
Knowledge change.
Attitude change.
Behavior change.
Performance change.
Change in personal characteristic/ Trait
Types of Management Development
Self Development
MANAGERIAL SKILL MATRIX – ROBERT KATZ
Powerpoint Slides By M
egha Sahay
Off the Job ( Case study, incident, Role play, In- Basket, Sensitivity, simulation, Grid training)
On the Job ( Coaching, Job Rotation, Participation, Syndicate)
Leader Centered
Students Centered
Training & Development At Infosys
Focused not only on Process & Quality, also emphasizes values and ethics aimed at creating more than just brilliant technology professionals.
To Match the aptitude with the business requirement identified five basic streams of employees – ( Ref Box II)
1. Project Management.
2. Technical.
3. Customer Interface.
4. Program Management.
5. Domain consulting.
Identification of Training Need At Infosys
Behavioral & Technical Competency.
Behavioral Competency Assessment via A Framework. (Exhibit IV)
Analytical Ability
Innovation
Team working
Team Leadership
Communication/ Business communication
Customer Orientation
Planning & Organizing
Change Management
Commercial Orientation
Strategic Thinking.
Identification of Training Need At Infosys
Technical Competency Framework.
Quality Planning & Practice
Technical Knowledge.
Programming.
Testing.
Design.
Analysis.
Presales.
Types of Training
Technical Training
Quality Process Training.
Personal Effectiveness.
Management Development Program.
Technical Training
By Education & Research Dept.
14.5 Week Integrated Training.
Classroom / e learning
Quality Process Training
Statistical Process Control
Auditor’s Training.
Defect Prevention.
Configuration Management.
Management Development Program
Strategic Leadership
Change Leadership
Operational Leadership
Talent Leadership
Relationship and Networking Leadership
Content Leadership
Entrepreneurial Leadership
Performance Appraisal Systems
An objective assessment of an individual’s performance against well defined benchmarks.
Objectives
Employee performance Feedback & guidance for development.
To assess training and development needs.
Management decision like promotion, increments etc.
Performance Appraisal
Job AnalysisPerformance StandardsJob Requirements into acceptable & unacceptable performancePerformance AppraisalDescribes Job related Strength & Weakness of individual
Audit/ Evaluation of HR function.
Career Planning & development based on potentialities.
Need of Assessment
Approaches to performance Appraisal
Casual Approach
Unsystematic.
Based on Criteria like seniority, personal relations.
Traditional Approach
Systematic
Employee characteristic & Contribution.
Behavioral Approach
Systematic
Mutual Goal Setting
360 Assessment
Need of Assessment
Things to Consider-
Whose performance to assess?
Who are the Raters?
Areas of Assessment.
Methods of Evaluation
Methods Of Performance Appraisal
Traditional Methods
Rating Scale
Checklist
Comparative Evaluation
Grading
Forced Choice Description Method
Forced Distribution Method.
Critical Incident
Behaviourly Anchored Rating Scales (BARS )
Essay Method
Field Review
Cost Accounting Method
Methods Of Performance Appraisal
Rating Scale
Methods Of Performance Appraisal
Forced Choice Description Method
Methods Of Performance Appraisal
Forced Distribution Method
Methods Of Performance Appraisal
Modern Methods
MBO
Assessment Centre
Psychological Appraisals
360’ appraisals.
Coping with the Appraisal Challenge
Create a culture of excellence.
Align organization objectives to individual.
Clear career/ growth plan for talented individual.
New challenges to revive careers that have reached the plateau stage.
Career Planning.
Employee Empowering.
Teamwork.
Remove bureaucracy/ organisation Restructuring
Problems of Appraisal
Halo Effect.
Leniency or Severity .
Central tendency.
Similarity Error.
Rater Error.
Primacy and Recency Effects.
Perceptual Set
Performance Dimension order
Spillover Effect
Status Effect.
Organization Development
Organization Development
• OD is an effort, planned organization wide and managed from the top to increase organization effectiveness through planned intervention in the organization. (using behavioral science knowledge)
• OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of the organization.
Characteristics
• Planned Strategy to bring organizational Change.
• Collaborative approach to change.
• Emphasis on ways to improve performance.
• Systems approach.
Organisation Structures
• Describes how the overall work of organization is divided into subunits and how these subunits are coordinated for task completion.
Focus on
• Division of Labour.
• Combination of labour.
• Co- ordination.
Factors affecting Organization structure
• Environment.
• Operations
• Strategy.
• Technology.
• Organization size.
Types of Organisational Structure
• Formal & Informal Organization
• Line & Staff organization.
• Tall & Flat organization
• Functional Structure.
• Divisional Structure.
• Matrix Structure.
Functional Structure
PresidentMarketing MangerHR ManagerOperation Manager
Advantages-Promotes Skill SpecializationReduces DuplicationEnhances Career DevelopmentFacilitates communication & Performance.
Disadvantages-Routine tasks.Limits Horizons/ Scope.Reduce Interdepartmental communication
Divisional Structure
DirectorVP Product AVP Product BVP Product C
Advantages:-Promotes an orientation toward overall development.Diversification & Growth of skills & Training.Promotes Delegation of authority.Recognizes sources of interdepartmental dependencies.Disadvantages:Inefficient Utilization of Skills & resources.Limits Career Advancement.Multiple Role Demand may create stress.
Business Process
• A group of logically related tasks that use the firm's resources to provide customer-oriented results in support of the organization's objectives
Matrix Structure
President.Project Coordinator AProject Coordinator BProject Coordinator CVP Research StaffVP ManufacturingVP Finance
Advantages:Specialized Functional knowledge to all projects/ product.Reservoirs of Specialist hence employee flexibility.Better Coordination.Disadvantages:Difficult to introduce.Increase role ambiguity.Lowers performance.Politics.
Characteristic
• Systems Approach.
• Global Perspective on Business Processes .
• Radical Improvement.
• Integrated Change
• People Centred.
• Focus on End-Customers
• Process-Based
Business Process Re-engineering (BPR)
The fundamental re-thinking and radical re-design, made to an organization's existing resources. It is more than just business improvising.
Review update, Analyze
Infosys Technologies Training For Retaining
ABOUT INFOSYS
• In 2006, Infosys technologies limited was one of the India’s biggest IT companies and provided IT services globally.
• In 2005, it earned revenues of US $1.6 billion and had over 49,000 employees worldwide.
• It was the first Indian company to be listed on the NASDAQ in 1999.
• The American Society had rated Infosys world’s best for Training and Development and gave Excellence in Practice Award continuously for 2002- 03-04.
BACKGROUND NOTE
Reengineering - ProcessPrepare the organizationSpecify Organization Strategy & ObjectivesAnalyze the work process.Restructure the organization around the new business process
Identify & Analyze the core business processDefine Performance objectives.Design new process.
Work unit changeSimple task to multitasking.Empowerment.Change of organization structure.Employee development
Review & monitoring
• In 1987, it established its first international office in California, US.
• In 1988 & 89, Infosys bagged major order of Reebok and Digital Equipment based in US.
• IN 1993, Infosys successfully completed its Initial Public Offering (IPO) and it shares become one of the most popular scrips in stock exchange across India.
• In 1995, it become largest software exporter in India.
• 1n 1996-97 it opened office in UK and Canada.
• In 1999, Infosys achieved annual revenues of US $100million. It also opened offices in Germany, Sweden, Belgium & Australia and two software development centers in US.
• In same year it received the highest level of certification CMM level.
• In 2005, it has crossed US $1.6 billion in annual revenues.
• In 2006, Infosys were heaving 50000 employees.
ENTERING INFOSYS
• In 2005, Infosys received 1.3 million application, out of which only 15,000 peoples were hired.
Emphasis on training
Increased demand for IT professionals in the last two decades.
Dynamic nature of the industry.
Reducing attrition rates.
Web based learning initiative “Virtual Campus”.
Tie ups with elite educational institutions:
Illinois Institute of technology.
Indian Institute of management.
Birla Institute of technology and Science.
Satyam established “Satyam Learning Center”.
Training at Infosys
Infosys identified 5 basic streams of business requirements before training Infoscions.
1. Project management.
2. Customer Interface.
3. Technical stream.
4. Program management stream.
5. Domain consulting stream.
Both behavioral and technical competencies were considered before providing training.
Behavioral competency framework
Technical Competency Framework
Infosys imparted 4 types of training
1. Technical training.
2. Quality process training.
3. Personal effectiveness & management development program.
4. Infosys leadership systems.
Types of Training at Infosys
Quality Process Training
Personal Effectiveness & Managerial Training
GLOBAL BUSINESS FOUNDATION SCHOOL
Global business foundation school was a formal, planned and intense program to enhance the technical and behavioral competencies of fresh recruits.
It consist of generic and conceptual courses, platform specific courses, mini projects for application. In addition to technical courses, fresh entrants were also exposed to courses on communication skills, interpersonal skills, customer interaction etiquettes management development and quality systems.
American society for training and development had rated Infosys as worlds best in employee training and development and had conferred excellence in practice award for its global business foundation school
DESIGN CRITERIA
Acts as an engine that supports Organizations growth.
Ensure specific role based competency.
Meet requirements at the time and location of need.
Acts as a strong foundation for building long term career.
Deliver learning that maximizes relevance and applicability in real-life situations.
EVALUATING THE PROGRAM
LEVEL 1: Participants reaction.
LEVEL 2: Participants learning.
LEVEL 3: Impact on competency development.
LEVEL 4: Impact on business.
Campus Connect
• Focus on aligning needs of the industry, the engineering colleges, faculty & students
• Aids in reducing training cost
Infosys U
Facts & Figures :-
- 350 Acre Campus At Mysore
- Investment of $65.4 Million
- 2350 Rooms, 58 Training Rooms & 183 Faculty Rooms
- Yearly Capacity of 15000 Freshers
• 14.5 Week Residential Program
• Improving Technical Skills
• Improving Soft Skills
• Work Life / Social Life
• Training Results
Conclusion
• To sustain in the competitive IT environment innovation is the key. Infosys came up with the innovative idea of training center where they train their employees.