hrm session 1-2

7/31/2019 HRM Session 1-2

1/17

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

hrm session 1-2

Documents