1.PRESENTED BYAMIT GOYAL PURAB MALHOTRA AKANKSHA KHANNA SUGANDHA VIDGE:63 74 75 80

2. GLOBALIZATION: globalization refers to the tendency of firms to extend their sales,ownership and manufacturing to new markets abroad. TECHNOLOGICAL ADVANCEMENT: many of the improvements that make firms world class involve technology. ROLE OF THE GOVERNMENT: the government has enacted various legislations to bring about an equlibrium between the capitalists and the labourforce. WORKFORCE DIVERSITY: workforce is becoming more diverse as women, minority groups members and older workers enter the workforce. 3. Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. It is a pattern of human deployment and HRM activities undertaken to support the implementation of corporate strategies for better organisational performance. It is the study of linkages between strategies and HRM activities. 4. Process of SHRM HRM Practices Managerial OperationalHuman resource needs MissionGoalSkills Behavior CultureHR Capabiliti es Skills Behavior AbilitiesHR outcome Behavior Outcome absenteei sm Productivi ty MoraleFirms outcome Productivity Quality Performanc eCompetetive advantage 5. Linkage between strategic planning and HRM: Administrative linkage Strategic planning HRM One-way linkage Two-way linkage Strategic planningHRM Integrative linkageStrategic planningStrategic planningHRMHRM 6. 1.Matching model 2.Control based model 3.Resource based model 4.Barneys model 5.SHRM Model Of Bamberger 7. Fombrun et al held that HR systems and the organisation structure should be managed in a way which is congruent with organisational startegy. Corporate strategy + hrm strategy = competetive advantage Strong linkage within the subsystems of the hrm strategy Political forcesMission strategyEconomic forcesCultural forcesfirmOrganistaionalstructureHRM strategy 8. When organizations hire people, they have only a potential or capacity to work. To ensure that each worker exercises his or her full capacity, managers must organize the tasks, space, movement and time within which workers operate. But workers have divergent interests in terms of pace of work, rewards and job security. Workers own counter-management behaviour then causes managers to control and discipline the interior of the organization. This can be explained by the following three methods: Individual Control Bureaucratic Control Technological Control 9. This model is based on the unique resources and capabilites to give you a sustainable competitive advantage. The sum of peoples knowledge and expertise, and social relationships, has the potential to provide non-substitutable capabilities that serve as a source of competitive advantage. 10. Barney argues that four characteristics of resources and capabilities Value rarity Inimitability non-substitutabilityare important in sustaining competitive advantage. 11. Acquisition and development are concerned with the extent to which the HR strategy develops internal human capital as opposed to the external recruitment of human capital Locus of control is concerned with the degree to which HR strategy focuses on monitoring employees compliance with process-based standards. outcomeCOMMITMENTCOLLABORATIONPATERNALISTICTRADITIONALWorkforce locus of controlprocess internalexternal Acquisition of employees 12. Internal analysis based on Culture Competencies Composition high CONSULTING WORKFORCEANCILLIARY WORKFORCEUnique resource sCORE WORKFORCECOMPULSARY WORKFORCElow lowhigh value 13. HR scorecard It measures the effectiveness of HR activities. Steps involved 1. Formulating the business strategy 2. Consulting with the value chain of the organisation 3. Laying out the strategy map 4. Identifying the organisational outcomes to be achieved 5. Strategically fit hr functions 6. Deciding the metrics for measuring the impact of the required behavior and capabilities 7. Strategic comparison with the strategic objectives met. 14. FIRMS INFRASTRUCTURESUPPO RT ACTIVI TIESMARGINHRM PRACTICES & FUNCTIONSVALUETECHNOLOGY DEVELOPMENT MARGIN CORE ACTIVI TIESINBOUND LOGISTIC SOPERATIO NSOUTBOUN D LOGISTIC SSALES +MARKETIN GSERVIC ES 15. SHAREHOLDE R VALUE FINANCIALPROFITREDUCED COSTSREVENUES CUSTOMERFAST SERVICELOW PRICE INTERNALOPERATIONS EMPLOYEEEFFECTIVE RESTRUCTURI NG AND DESIGNINGCOMMITED WORKFORCE 16. Green HR is a strategy used primarily for reducing the carbon footprint of each employee and talent retention. 17. Recruitment-Online ApplicantTracking AndRecruiting Performance Management (PM) and Performance Appraisal (PA) Training and Development Employee Administration Employment Relations Grievance and Discipline 18. Conducting an energy audit Conducting annual survey Recycle Reduce commuting Buying green Detoxify Implement green manufacturing processes Implement green policies Communicating about Going Green issues Explore opportunities for implementing alternative energy sources 19. GreenRecruitment means a paper-free recruitment process with a minimal environmental impact. Applications are invited through online mediums like e-mail, online application forms or the Global Talent Pool. If possible, telephone or video-based interviews are conducted to minimize any travel-related environmental impact. 20. Moreinspired problem solving Increased desirability as an employer Less stressed budget Improved employee retention 21. Soft Choice from Canada. Suzlon Energy Tata Metaliks Limited (TML) ITC Ltd. Tamil Nadu Newsprint and Papers Limited (TNPL) Wipro TechnologiesHCL TechnologiesOil and Natural Gas Company (ONGC) IndusInd Bank IDEA Cellular 22. ITC Ltd Sustainable Initiatives at ITC Green ProductsPremium Business Paper: For the first time in India ITC has launched an environment friendly multipurpose paper "Paperkraft Premium Business Paper", for office and home use using a new technology 'Ozone Treated Elemental Chlorine Free Technology' replacing Elemental Chlorine which was conventionally used in the bleaching process during paper manufacture. 23. IHRM is the process of procuring, allocating and effectively utilizing human resources in an international business or in a multinational organization. 24. IHRM is a set of activities aimed at managing organizational human resources at international level to achieve organizational objectives and achieve competitive advantage over competitors at national and international level. IHRM includes HRM functions such as recruitment, selection, training and development, performance appraisal and dismissal done at international level and additional activities such as global skills management, expatriate management and so on. 25. IHRM involves employment of the right people at the right positions, irrespective of geographic locations. It requires the development of a long-term HR plan to make sure of an effective alignment of the HR strategies with the corporate objectives. It requires the development of a diversified range of skills for employees, especially for those who need to work beyond national boundaries. It necessitates the determination of compensation for host-, home- and third-country nationals on the basis of country-specific factors. It requires the creation of centralized reporting relationships around the world for faster information sharing. 26. The main objective of international human resources management is to enable the firm, the multinational enterprise (MNE), to be successful globally. This entails being competitive throughout the world efficient locally responsive flexible and adaptable within the shortest of time periods capable of transferring learning across their globally dispersed units. 27. Ethnocentric: strategic decisions made at the headquarters with limited subsidiary autonomy Polycentric: each subsidiary is a distinct national entity with some decision making autonomy. Geocentric: global approach, view that each part of the organisation makes unique contributuion Regiocentric: staff moves within the designated region rather than globally 28. 1.Management of expatriatesSelection of expatriates Expatriate training Expatriate evaluation Expatriate remuneration Expatriate failure 2. Management of repatriates 3. Comparison of HRM practices in a variety of different countries 4. Management of international assignments to women 29. INFOSYS Due to the interlinked and fantastic international HRM structure they were rated Best companies to work for by HAY group Infosys international business strategy revolves around 5 elements: World-class operating model. Focusing on human resources. Providing managed software solutions. Exploiting a well established off shore development model. Maintaining an equitable client and business mix. The company believes that in order to succeed in the competitive environment it is necessary to recruit, train, and retain talented employees. Infosys aims at recruiting the best available talent, training them according to the industry demands and retaining them in a culture that promoted informal learning and free flow of ideas. 30. Its a U.S. based company SBI wants to expand and operate its business in Germany SBI must adopt IHRM policies that will enable the company to operate effectively in Germany, where the firm wants to invest. These activities comprise of reward and performance management, sourcing, product development, HR planning, employee communications and involvement; and recruiting of its employees. 31. HRM policies that will be beneficial to the company and meet the needs of the employees in Germany The IHRM implementers and managers must ascertain the extent to which HRM policies and strategies must be localized to be in line with Germanys HRM policies SBI must appraise the degree to which the local cultural, economic, social, legal and political factors will invade on any approaches undertaken to employ standardized HR policies whereby integration is an essential factor in companys HRM strategy.