1. HUMAN RESOURCE
MANAGEMENT

2. Competitive challenges and HR
1. Going global
2. Embracing new technology
3. Managing change and organisation
culture
4. Developing human capital
5. Responding to the market
6. Containing costs
 Downsizing
 Outsourcing and employee leasing
 Enhancing productivity

3. Other challenges faced
 Demographic and Employee concerns
 Demographic changes
 Diversity of backgrounds
 Age distributions
 Gender distribution
 Rising level of education
 Cultural changes
 Concern for employee rights
 Changing attitude towards work
 Balancing work and family

4. Functions of HR
MANAGERIAL OPERATIVE
FUNCTIONS FUNCTIONS
Planning Staffing
Development
Organising
Compensation
Directing
Motivation
Controlling Maintenance
Integration

5. Operative functions of HR
STAFFING Job analysis, HRP, Recruitment,
Selection, Placement, Induction,
Internal Mobility
Competency profiling, Training and
DEVELOPMENT development, Performance &
potential management, Career
management, 360 degree feedback
Job design, Work scheduling, Job
COMPENSATION evaluation, Compensation
& MOTIVATION administration, Incentives and
benefits

6. Operative functions of HR (contd.)
Health, Safety, Welfare,
MAINTENANCE Social security
Employment relations, Grievance,
INTEGRATION Discipline, Trade unions,
Participation, Collective
bargaining

7. Scope of HRM
 Labour or Personnel aspect –
Recruitment, Selection, Transfer,
Promotion etc.
 Welfare aspect – Housing, Lunch room,
Health and Safety, Transport,
education etc.
 Industrial relation aspect – Union
Management relations, Negotiation,
Grievance handling etc.

8. HRM Environment - External
Technology
Professionalism Economic
HRM
Social & cultural Political & legal
Union

9. HRM Environment - Internal
Policies
HRM
Organisational
Mission
Conflict

10. HRM Policies
 Policy – is predetermined course of action
established to guide the performance of work
towards accepted objectives.
 Importance -:
(1) Clear Thinking
(2)Uniformity & Consistency of Admin.
(3)Sence of Security
(4)Control

11. Types of HR Policies
 Originated policies – Made by top
Management.
 Appealed policies – Made on request to handle
certain situation, or if certain aspects are
missing in the main policy.
 Imposed policies – Imposed by Govt & Legal
authorities.
 General policies – Do not relate any issue, may
represent the priority of Top Mgmt. (WPM).
 Specific Policy – Related to specific issues
like Recruitment, Transfer, Promotion etc.

12. System Approach to HRM
 Systematic functioning as per the external
environment.
 Org can’t change external environment but
try to use it to the fullest extent.
 Need to fulfill various demands i.e.
(4) Customer demand – Quality product,
Reasonable price.
(5) Employee demand – Higher wages, stable
employment.
(6) Govt demand – Payment of taxes, Compliance
of various laws.
Thus, proper management of all the activities is
crucial.

13. HRM and Relations with other
Departments
 Departments – Marketing, Finance,
Production
 Relationship on the basis of – Growth &
Development, Procurement, Benefits.

14. Human Resource Planning
 Meaning – Assessment of Human Resource
Requirements & also the time & stages of
requirement.
 Right person ---At Right place ---At Right
time.
 Definition – HRP is defined as the process by
which management determines how an org
should move from its current manpower
position to its desired manpower position.

15. Objectives of HRP
 To ensure optimum use of existing HR.
 To forecast future requirement for HR.
 To provide control measures to ensure
that necessary HR are available as and
when required.
 To asses the surplus and shortage of
HR. (Downsizing).
 To anticipate the impact of technology
on jobs and HR.

16. Objectives of HRP – Contd.
 To determine the level of Recruitment
and Training.
 To estimate the cost of HR and Housing
needs of employees. (Or HRA).
 To provide the basis of MDP.
 To meet the needs of expansion and
diversification programmes.

17. Importance of HRP
 Future Personnel needs
 Creating highly talented personnel
 International Strategies
 Foundation of personnel function
 Resistance to change and move

18. Factors Affecting HRP
Organisational
growth cycle
& planning
HRP
Environmental
Outsourcing
Uncertainties

19. HRP Process (contd.)
 HR Programming-:
 Once the Org’s HR Demand and Supply
are forecast, the two must be
reconciled or balanced in order that
vacancies can be filled by the right
employee at the right time.
 HR Plan Implementation-:
 Implementation requires converting an
HR plans into action. (Recruitment,
Training, Succession plan etc.)

20. HRP Process
Environment
Org objectives & policies
HR Need Forecast HR Supply Forecast
HR Programming
HRP Implementation
Control & Evaluation
Surplus Shortage

21. HRP Process (Contd.)
 Environmental Scanning - :
3) Economic factors
4) Technological Changes
5) Demographic changes
6) Political and legislative issues
7) Social concerns

22. HRP Process (Contd.)
 Org objectives and policies-:
 HR plans need to be based on org
objectives, this implies that the
objectives of the HR plan must be
derived from Org objectives.

23. HRP Process (Contd.)
 HR Demand forecast-:
 The process of estimating the future quantity
and quality of people required.
 The basis of forecast will be annual budget
and long term corporate plans.
 Demand forecasting must consider several
factors like internal (Budget constraints,
employee separations, production level) and
external (Competition, laws, change in
technology).

24. HRP Process (Contd.)
 Demand forecasting techniques are-:
 Managerial judgment
 Ratio trend analysis
 Delphi technique
 Regression analysis
 HR Supply forecasting-:
 Supply forecasting measures the number of
people likely to be available from within and
outside an org.

25. HRIS
 HRIS is a database system that keeps
important information about employees
in a central and accessible location.
 The information provided by HRIS can
help the organisation to gain
competitive advantage. (SWOT of org.)

26. Information categories of HRIS
 Basic non confidential information-:
Employee name, Org name, Work
location
 General non confidential information -:
Social security number, Position related
information (codes, tittles, effective
date)

27. Info categories of HRIS (contd.)
 General information with salary -:
Current salary, Effective date, Amount
of last change, Reason for last change.
 Confidential information with salary -:
Information of previous category,
Educational data

28. Info categories of HRIS (contd.)
 Extended information with salary -:
Information of previous category, Bonus
information, Projected salary increase
information, Performance evaluation
information.

29. Job Analysis
 Job analysis is the process of collecting
job related information. Such
information helps in the preparation of
job description and job specification.
Job Analysis
Job Description Job Specification

30. Job Analysis (contd.)
 Job description -: A statement
containing items such as Job title,
Location, Job summary, Working
condition etc.
 Job specification -: A Statement of
human qualifications necessary to do
the job. Usually contains items such as
Education, Experience, Training,
Communication skills etc.

31. Purposes of Job Analysis
 HRP
 Recruitment & Selection
 Training & Development
 Remuneration
 Safety & Health
 Performance Appraisal

32. Methods of Collecting Job Data
 Observation
 Interviews
 Questionnaire
 Technical Conference Method

33. Process of Job Analysis
Strategic Choices
Gather Information
Process Information
Job Description
Job Specification

34. Process (contd.)
 Strategic Choices –:
2. Employee Involvement
3. Level of Details
4. When and How often
5. Past oriented and Future oriented
 Gather Information –:
8. What type of Data to Collected (machine,
tools & work activities)
9. Data collection methods
10. Who to collect Data (Trained analyst,
Supervisors, Job incumbents)

35. Process (contd.)
 Information Processing -:
How collected information will be used
in forming Job Description and Job
Specification.
 Job description –:
 Job Specification -:

36. Recruitment
 The process of finding and attracting
capable applicants for employment. The
process begins when new recruits are
sought and ends when their applications
are submitted. The result is a pool of
applicants from which new employees
are selected.
 Recruitment is a process of inviting
applications from prospective
employees.
 Recruitment is a positive process.

37. Sources of Recruitment
 Internal Sources -:
Transfer , Promotions.
 External Sources-:
Press Advertisements , Educational
Institutions, Placement Agencies,
Employment Exchange, Labour
Contractors, Recruitment at factory
Gate.

38. Recruitment Process
Recruiting Required Personnel
Search for Perspective Employees
Internal Sources
External Sources
Evaluating effectiveness of process

39. Recruitment Process
 Personnel Requisition -: Requisition for
recruitment from other deptt., Contains
info like no of person required, duties to
be performed, desired qualification,
time of appointment, info about job.
 Locating and developing sources of
required no and type of employees.
 Identifying the prospective employees
with required characteristics.

40. Process (contd.)
 Communicating the info about the org,
the job and the terms and condition of
service.
 Encouraging the identified candidates
to apply for jobs in the org.
 Evaluating the effectiveness of
recruitment process.

41. Alternatives to Recruitment
 Overtime
 Employee Leasing
 Temporary Employment

42. Selection
 Selection is the process of picking
individuals (out of the pool of job
applicants) with requisite qualifications
and competence to fill jobs in the
organisation.
 Selection is a negetive process.

43. Selection Procedure
 Preliminary Interview
 Application blank
 Selection Test
 Employment Interview
 Reference Check and Background
Analysis
 Medical Examination
 Final Approval
 Evaluation

44. Test and Interview
 Psychological tests -: Aptitude test
 Informal Interview
 Formal Interview
 Depth Interview
 Stress Interview

45. Induction Or Orientation
 Planned introduction of employees to
their jobs, their co – workers and the
organisation.
 Orientation also called Induction, is
designed to provide a new employee with
the information he or she needs to
function comfortably and effectively in
the organisation.

46. Objectives of Induction
 To help new comer overcome his natural
shyness and nervousness in meeting new
people in the environment.
 To develop among the newcomers a
sense of belonging and loyalty to the
organisation.
 To develop a close and cordial
relationship between newcomers and the
old employees and their supervisor.

47. Objectives (contd.)
 To ensure that the newcomers do not
form negative or false impression and
attitude towards the organisation or
the job because first impression is the
last impression.
 To give newcomers necessary
information such as leave rules, rest
period, locker room etc.

48. Advantages of Formal Induction
 Helps in build up a two way channel of
communication between management and
workers.
 Proper induction facilitates informal
relations and teamwork among
employees.
 Effective induction helps to integrate
the new employees into the organisation
and to develop the sense of belonging.

49. Types of Induction Programme
 Formal
 Informal
 Individual
 collective

50. Contents of Induction Programme
 History and operation of company
 Products and services of company
 Policies and procedures of company
 Grievance procedure
 Benefit and services for employees
 Opportunities for training and
development, promotion, transfer etc.

51. Placement
 Placement refers to the allocation of
people to jobs. It includes initial
assignment of new employees and
promotion, transfer, or demotion of
present employees.

52. Placement Problems
 Difficulty with the placement is that
we tend to look at the individual but
not at the job.
 Job in this context may be classified
into three categories.
4. Independent
5. Sequential
6. Pooled

53. Training & Development
 Training is an attempt to improve
current or future employee
performance by increasing an employees
ability to perform through learning,
usually by changing the employee’s
attitude or increasing his or her skills
and knowledge.
 Training refers to the process of
imparting specific skills. (Employees)

54. T&D
 Development refers to learning
opportunities designed to help
employees grow. (Executive)
 Education is theoretical learning in
classroom.

55. T&D
 The need for training and development
is determined by the employee’s
performance deficiency computed as
follows-:
Training & Development need = Standard
Performance – Actual Performance

56. Difference between T & Edu
 Training -:
1. Application base,
2.Job Experience,
3. Specific Task,
4. Narrow Perspective.
 Education -:
1.Theoretical Orientation,
2. Classroom learning,
3. General Concepts,
4. Broad Perspective.

57. Inputs in T & D
 Skills
 Education
 Development
 Ethics
 Attitudinal Changes
 Decision making and Problem solving
skills

58. T & D as a source of Competitive
Advantage
 T & D offer competitive advantage to a
firm by removing performance
deficiencies, making staff stay long,
minimising accidents, Scrap & damage
and meeting future employees needs.

59. Training Program
Need Assessment
Deriving Instructional Objectives
Designing Training & Development Program
Implementation of Training Program
Evaluation

60. Training Process
 Need Assessment -: Diagnoses the present
problems & future challenges to be met
through training and development.
 Need Assessment Methods -: As follows
 Group Assessment –
5. Org goals & objectives.
6. Personnel skill inventories
7. Exit interviews
8. Customers Satisfaction data

61. Training process
 Individual Analysis -:
2. Performance Appraisal
3. Interviews
4. Questionnaires
5. Attitude Surveys.
 Issues in need assessment -:
8. Org Support
9. Org Analysis
10. Task and KSA analysis
11. Person Analysis

62. Training Process
 Deriving an instructional objectives -:
It help to know the inputs for the training
program and as well as for the measures of
success that would help assess effectiveness
of the training program.
 Designing training & development program -:
1. Who are the trainees?
2. Who are the trainers?
3. Methods & techniques?
4. Level of training?
5. Learning principles?
6. Where to conduct the program?

63. Training process
 Implementation of training program
 Evaluation

64. Types of training
 On the job -:
2. Orientation Training
3. Job instruction
4. Apprentice training
5. Internship
6. Job rotation
7. Coaching

65. Types of training
 Off the job -:
2. Vestibule
3. Lecture
4. Role playing
5. Simulation
6. Laboratory training