Session 3 & 4 role & challenges of hr professionals


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  • 35. Administrative roles Policy maker: HR manager helps management in formulation that governs the human resource in the organization that is policies relating to talent acquisition, employee retention, medical facilities etc. Administrative expert : refers to HR manager is required to maintain database about the employees relating to their pay scale, position held by employee in organization, details about the facilities provided to employees in organization. Advisor: HR managers acts as advisor for various departments. He guides departments on preparation of reports, providing information regarding labor laws etc. House keeper: HR manager is know as house keeper as he is in charge of maintaining all the HR related records of organization and ensure effective utilization of available resources in organization. 36.  Counsellor: HR manager discusses various problems of employees relating to work, career, health, family and advices them on minimizing and overcoming problems. Welfare officer: as welfare officer it is the duty of the HR manager to address to quires of employees and try to fulfill their basic expectation from organization.E.g ( infrastructure facilities) Legal consultant: HR manager plays the role of grievance handling, settling of disputes, enable the process of joint consultation etc. Operational roles: HR manager is vested with the responsibility of hiring efficient employees for organization and should be able to provide effective career opportunities for employees in company. 37.  Trainer developer, motivator: HR manager are required to design effective training program for employees to increase their level of flexibility to adjust to changes and motivate employees through attractive wage policy to retain potential employees in company. Coordinator : HR manager should try to build cordial relation between different department in company through the means of enhancing personal relation and ensure smooth flow of information among departments. Mediator : HR manager acts as mediator in situation of conflict between employees, employer and employees, trade union and management in companies. Employee champion: changing face of business has also led to changes in role of HR manager. He is not only required to perform the basic functions of HRM but also try to attract and retain employees by regular up gradation of HR practices and making job profile which give scope for career development of employees. 38.  Strategic roles: Change agent: HR manager is required to update employees at regular interval of time, it creates flexibility among the employees to adjust to changes. He is held with the responsibility of taking initiative that focus on creating high performance teams, reducing cycle time for innovation. Strategic partner: HR manager should be able to build an effective workforce that must deliver efficient performance catering to the needs of consumers or potential customers.
  • Session 3 & 4 role & challenges of hr professionals

    1. 1. HRM Session 3 : Role of HR Executives& Challenges to HR Professionals Source : Personnel Management by Edwin B. Flippo (pg:10-22) Sonali R. Saldanha, Asst. Prof (FMS ), NIFT - Mumbai
    2. 2. Role of HR Executives The Service Provider The Facilitator The Consultant The Auditor
    3. 3. Role of HR ManagerAdministrative Role Operational Role Strategic RolePolicy Maker Recruiter Change AgentAdministrative Expert Trainer Strategic PartnerAdvisor DeveloperHouse Keeper MotivatorCounsellor Co-ordinatorWelfare Officer MediatorLegal consultant Employee Champion
    4. 4. Qualities of a HR Manager Fair and Firm - in matters of promotions, demotions, transfers, layoffs, enforcing discipline. Sense of vocation – To create a finer social and industrial order in the organisation. Tact and Resourceful – in dealing difficult situations, have a open mind, objectivity and adjustability Personal integrity – man who can be trusted allowing fellow members to confide in him Sense of social responsibilities – social obligations to various groups like shareholders, customers, workers, suppliers, Govt etc.
    5. 5. Qualities of a HR Manager Sympathy and Considerate – concern for employee welfare Knowledge of labour, constitution, Govt Policies, Acts, economic conditions at a prevailing given time. Communication skill Advisor Problem Solver Mediator
    6. 6. Challenges faced by current crop of HRprofessionals Changing mix of the work force Changing personal values of the work force Changing expectation of citizen-employees Changing levels of productivity Changing demands of government
    7. 7. Changing mix of the work force Increased no. of minorities entering occupations requiring greater skills  Are they equipped with required levels of skills & education Increasing levels of formal education for the entire work force  Jobs don’t match with the personnel  Frustration, absenteeism, grievances, turnover More female employees  Is it better?  Increased consumer spending  Adaptability to unemployment  Overall rise in productivity  Increased tendency to acquire professional education & training
    8. 8. Changing mix of the work force More married female employees More working mothers  How best to help them  Flexi hours  Job sharing  Child care Blue collar to white collar shift  White collar employees do not tend to form unions  Have greater expectation in terms of individual treatment  Difficult of evaluate performances  Leads to participative appraisal systems like “management by objectives”
    9. 9. Surprise greetings As a working mother with an office in my home, I pride myself on maintaining a professional image. One key to that image is my answering-machine greeting, which is often the first contact clients have with me. I worked on making it sound upbeat and enthusiastic, and thought I had succeeded until a friend left this message: "Judy, this is Pam. I love your greeting, but do you know that you can hear your little boy in the background saying, Mommy, I gotta go potty?"
    10. 10. Changing personal values : Earlier days
    11. 11. Changing personal values : Now
    12. 12. How to tackle changing personal views Assign repetitive, less challenging jobs to those willing Pay for the skills possessed than skills demanded by job Fringe benefits Flexi time  Flexible starting time usually a band  Core working time where all are present  Flexible leaving time  Issues : no of hours worked, monitoring, customer confusion  Benefits  Enhanced productivity  Reduced employee tardiness & absenteeism  Improved moral & reduced turn over
    13. 13. Changing expectation of citizen employees External rights of citizenship penetrating business enterprises Freedom of speech  Whistle blowing  When is it acceptable  Proven desire to improve organization or protecting public Right to privacy  How much to divulge while joining an organization?  Organizations are prying on employees life  Employee perceives invasion of privacy when  personal info distributed without permission  Personality info rather than productivity data is disclosed  Personal info distributed to outsiders
    14. 14. Changing levels of productivity Productivity changes because of  Laws & regulations regarding environmental protection, health & safety .. Have increased cost of doing business  New employees into business increased because of laws  Influx of female & minorities makes productivity dive in the initial periods  Mangers having short term goals tend to concentrate more on marketing and ignore vital research, development & new plant investments  Maturing economies shift from manufacturing to service and achieving higher productivity levels in a service economy becomes difficult  Adverse relationships with labor unions  Employee alienation & poor employee attitudes
    15. 15. Changing demands of government Government rules keep on changing regarding the operative functions of HRM HR needs to keep himself updating and reacting proactively Balancing organization objective and government legislations becomes a challenge
    16. 16. Some more challenges for the new age HR professional
    17. 17. HR Management Challenges Globalization of Business  The threat of terrorism- How does this impact what we do? Economic and Technological Changes  Occupational shifts from manufacturing and agriculture to service industries and telecommunications.  Pressures of global competition causing firms to adapt by lowering costs and increasing productivity. Technological Shifts and the Internet  Growth of information technology Changing demographics
    18. 18. Fastest Growing Jobs to 2010ce: U.S. Bureau of Labor Statistics,
    19. 19. HR Management Challenges Workforce Availability and Quality Concerns  Inadequate supply of workers with needed skills for “knowledge jobs”  80% of manufacturing jobs report shortage of qualified workers  Education of workers in basic skills  Not enough specific skills, not enough technology skills Growth in Contingent Workforce  Represents 20% of the workforce  Increases in temporary workers, independent contractors, leased employees, and part-timers caused by:  Need for flexibility in staffing levels  Increased difficulty in firing regular employees.  Reduced legal liability from contract employees  Boeing Strategy- manage employment cycles in suppliers and partners
    20. 20. Quality of work life QWL is the level at which the members of an org. can satisfy their personal requirements through their experience in the org. Its main obj. is to focus on creating a good working environment as a result of which employees work together in a cooperative way and contribute their best in achieving the organizational goals Employee expectations are  Fair & reasonable Pay  Safer Environment  Employee Benefits  Job Security  Job satisfaction  Empowerment  Career Opportunities