F U T U R E O F H R

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F U T U R E O F H R

  1. 1. FUTURE OF HR<br />SUBMITTED TO:- SUBMITTED BY:-<br />Ms. SHWETA KHANNA DIKSHA CHAUHAN<br /> DIVYABHAN SINGH<br /> RAJESH SAINI<br /> VIJAY YADAV<br /> VIKAS GARG<br /> VIKAS SEHRAWAT<br /> VINOD KUMAR<br /> VISHAL SISODIA <br />
  2. 2. WHAT IS HRM<br /><ul><li>Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.
  3. 3. Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organization.</li></li></ul><li>FUNCTION OF HR<br />I. Managerial Functions: <br />a. Planning<br />b. Organizing<br />C. Directing<br />d. Controlling<br />II. Operative Functions:<br />a. Procurement <br />b. Development <br />c. Compensation <br />d. Integration <br />e. Maintenance <br />
  4. 4. OBJECTIVE OF HR <br /> • To help the organization reach its goals • To ensure effective utilization and maximum development of human resources. • To ensure respect for human beings. To identify and satisfy the needs of individuals.<br /> • To achieve and maintain high morale among employees.• To provide the organization with well-trained and well-motivated employees<br /> • To inculcate the sense of team spirit, team work <br />
  5. 5. SCOPE OF HR<br />1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.<br />2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.<br />3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc<br />
  6. 6. SHIFTS THAT ARE RE-SHAPING HR ROLES<br /> FROM TO<br />Local markets, operations Global market, Operations<br />Manufacturing, clerical work Service, Knowledge work<br />Hierarchy Networks<br />Intermediaries; face-to-face Direct access,Virtual relationship <br />Stability, efficiency, control Change,Creativity,Flexibility<br />Full time job Part time and Project work <br />Customer service Shareholder, stakeholder Value<br />Work done by employees Work done by many contributors<br />Fixed work location Diverse work locations<br />Loyal service Marketable knowledge, Skills<br />
  7. 7. EMERING LEAGL ISSUE AT WORK<br />NEW TECHNOLOGY ISSUES<br />AGE CONSCIOUSNESS IN THE WORKPLACE<br />GLOBALISATION OF EMPLOYMENT LAW<br />TRAINING FOR LEGAL COMPLIANCE<br />WORKPLACE SAFETY<br />
  8. 8. VIEW OF THE FUTURE<br />TOP 5 BUSINESS CHALLENGES<br />Developing new markets<br />Improving profitability<br />Market share growth<br />Becoming the recognized global market leader<br />Building shareholder value<br />TOP 3 HR CHALLENGES<br />Attracting and retaining talented people<br />Improving organizational capabilities<br />Developing leadership skills<br />
  9. 9. VIRTUAL COUNTRY HR<br />HR almost replaces social welfare, education systems and provides financial management and estate planning services, etc.<br />Corporate (strategic) HR<br />sets standards and monitors the corporate culture<br />helps Marketing build the corporate brand<br />Divisional (operational) HR<br />total care of employees so they are free to focus on performance<br />Actively involved in local communities to reinforce the company culture and image<br />
  10. 10. NEW CRITERIA FOR RATING “HR"<br />Profit generated per employee (compared to industry benchmark)<br />Salary/wages costs compared to industry median (reflecting value of corporate reputation/intangibles in labour market )Number of talented candidates applying for advertised (and unadvertised) vacancies<br />Time taken to satisfy customer orders, inquiries, complaints (compared to agreed service standards)<br />Incidence of customer complaints caused by employee behavior<br /> Percentage of revenue/profits coming from initiatives taken in last 3 years<br />Cost of re-work<br />Cost/risk due to time lost through injuries, absences, disputes<br />
  11. 11. CHANGING “HR” ROLES<br /> PAST FUTURE<br />HR ROLE WAS CLEARLY PEOPLE/LEADERSHIP ROLES <br />DIFFERENTIATED IS DISTRIBUTED AND DIFUSE<br />mechanistic Knowledge management (Personnel Admin) Relationship management, team <br />ritualistic, legalistic (IR) work<br />CEO’s eyes and ears Legal compliancewith the troops<br />distinct professional career paths Change management<br /> No distinct HR profession - new hybrid roles emerge<br />
  12. 12. PARTS OF HR<br />STRATEGIC MANAGEMENT:-The ongoing process companies use to form a vision, analyze their external environment and their internal environment, and select one or more strategies to use to create value for customers and other stakeholders, especially shareholders<br />Strategic management is:<br />Performance oriented<br />Ongoing in nature<br />Dynamic rather than static<br />Oriented to the present and the future<br />Concerned with conditions both outside and inside the firm<br />Concerned with performing well and satisfying stakeholders<br />
  13. 13. HUMAN RESOURCE PLANNING<br />Definition: It is the process by which management determines how an organization should move from its current manpower position to its desired manpower position.<br />Objectives of HRP:-<br />To ensure optimum use of existing HR<br />To forecast future requirements for HR<br />To provide control measures<br />To link HRP with Organizational Planning<br />To determine levels of Recruitment and Training <br />
  14. 14. HUMAN RESOURCE MANAGEMENT<br />
  15. 15. CONCLUSION<br /> So on the basis of this presentation we can say that HR profession is the very important function of any organization. <br /> Without the help of HR people organization cannot achieve their desired goals.<br />
  16. 16. THANK YOU<br />

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