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MM Bagali, HR, MBA, HRM, HRD, Research HR module 1

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MM Bagali, HR, MBA, HRM, HRD, Research

MM Bagali, HR, MBA, HRM, HRD, Research

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  • 1. WelcomeModule 1Human Resource Management mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com
  • 2. mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com
  • 3. Old Myths and Misconceptions
  • 4. Anyone can do HR
  • 5. People go into HR because they like people
  • 6. HR focuses on costs
  • 7. More theory
  • 8. HRs job is to be policy police and the health-and-happiness patrol
  • 9. HR is staffed by nice people
  • 10. Certain Assumptions and Hypothesis on HR
  • 11. Theory is one at its place, Practical is anotherat its place
  • 12. HR contribution cant be measuredHow HR has impacted and where
  • 13. HR is just commonsense
  • 14. HR cant predict the productivity andcontribution-to-be-done by employees
  • 15. HR is less in Quantitative, hence enter HR field
  • 16. Performance Appraisal is used as another tool
  • 17. Training employees cant be measured againstROI
  • 18. HR Returns are late, and sometimes, never
  • 19. New Realities
  • 20. HR departments are not designed to providecorporate therapy or as social or health-and-happiness retreats. HR professionals mustcreate the practices that make employeesmore competitive, not morecomfortable
  • 21. HR activities are based on theory andresearch. HR professionals must master boththeory and practice
  • 22. The impact of HR practices on business resultscan and must be measured. HR professionalsmust learn how to translate their work intofinancial performance
  • 23. HR practices must create value by increasingthe intellectual capital within the firm. HRprofessionals must add value, not reducecosts
  • 24. HR practices do not exist to make employeeshappy but to help them becomecommitted. HR professionals must helpmanagers commit employees andadminister policies
  • 25. HR professionals must see their current workas part of an chain and explain their work withless jargon and more authority
  • 26. HR work is as important to line managers asare finance, strategy, and other businessdomains. HR professionals should joinwith managers in championing HR issues
  • 27. Biggest Challenges for HR Chief
  • 28. “Which of the HR issues represent your biggestchallenges “Survey reported at HR Executive, USA, May 2012,p: 40716 HR chiefs participated
  • 29. Which of the HR issues represent your biggest challenges• Talent Acquisition• Succession Planning• Change Management• Compensation and Benefits• Training and Development• Talent Retention• Health Care• Legal issues• Technology• Layoffs/ Hiring freezes• M/A
  • 30. 7 Biggest Challenges for HR Chief Talent Career Planning Employee Acquisition Talent Engagement Retention Managing Critical Compensation Leadership Workforce package DevelopmentSources: Economic Times, 3rd September, 2012, p: 4. Deloitte Compensation Survey, 2012
  • 31. Research Reporting in HR frommm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com
  • 32. March 2011 to March 2012http://hbr.org/magazine March 2011 April 2011 May 2011 June 2011 July – Aug Sep 2011 2011 Jan- Feb March 2012 Dec 2011 Nov 2011 Oct 2011 2012
  • 33. Strategic HRM• Transforming HR through Technology• Virtual Organization : Challenges and Issues• Employer Branding as Strategic Tool• Leadership
  • 34. Talent Acquisition• Emerging trends in Global mobility• Attracting Talent• Engaging Talented Employees
  • 35. Performance Management• Competency Mapping and Management• Workforce Productivity• Competency Model for Education Sector
  • 36. Learning and Development, including Knowledge Management• Training Designs• Building Learning Culture
  • 37. Compensation / Rewards / Pay• Pay…. JD redefined• Market based Pay structure• Retention bonus strategies
  • 38. Coaching• Cross Cultural coaching• Executive coaching
  • 39. Diversity• Managing diversity• Managing MNC: HR way• Multiculturalism
  • 40. Latest 6 monthsApril 2012 May 2012 June 2012 – Best Practices – Productivity – Leadership – Performance Management – Social Sites – Employee Conflicts – Leadership issues – Building Great Teams July- Aug 2012 Sep 2012 Oct 2012 – Cultural Studies – Entrepreneurial Leadership – Compensation
  • 41. Leading People. Leading Organizations mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com
  • 42. Talent Acquisition and People Flows • Sourcing and Recruiting (External and Internal) • New Hire Engagement • Women workforce issues
  • 43. Learning and Development (Including Knowledge Management) • Creating a learning culture • Learning Design • Knowledge Management
  • 44. Compensation, Reward and Recognition • Areas like : JD, Pay ranges/band, Variable pay • Executive Compensation • Skill and Knowledge based Pay
  • 45. Talent Development, Engagement and Retention • Talent Development Strategy • Succession Planning
  • 46. Employee Advocacy and Relations • Employee Satisfaction / Engagement/ • Harassment and Laws • Gender Equity
  • 47. Functions- Role of HRM
  • 48. Employee and labor relationsEmployment lawJob analysis and job designOrganizational developmentPerformance managementStaffing: recruitment and selection, including organization entrySocialization
  • 49. Total rewards (compensation, benefits)Training and developmentWorkforce planning and talent managementWorkplace health, safety and security
  • 50. Thus, HRM• Man-power Planning• Recruitment• Selection• Training / Development• Performance Management• Rewards and Appraisal• Employee Relations• Wellness
  • 51. Managing a diverse workforceDownsizing/rightsizingCareer planningHuman resource information systems (HRIS)Internal consultingMergers and acquisitionsSustainability/corporate social responsibility
  • 52. Understanding theFive Questions That matterfor HR’s future
  • 53. 1st Question: Alignment : Why does any HR program matter to the business, and is HR truly aligned to the business to provide value
  • 54. 2nd Question: Leaders: Why must HR foster leadership within the organisation to drive success
  • 55. 3rd Question: Talent: Why does HR need to look at future talent / skills necessary
  • 56. 4th Question: Reward: Why-How must HR provide incentives that are meaningful to employees
  • 57. 5th Question: Agility: Why HR must adopt cloud technology
  • 58. Human Resources Hope to see you, thanks a lot, bye bye
  • 59. Quizzzzzing
  • 60. Testing 1: According to recent research, what is the top driver of job satisfaction? Job security Compensation Opportunities to use skills and abilities
  • 61. Testing 1: According to recent research, what is the top driver of job satisfaction? Job security 18% Compensation 35 % Opportunities to use skills and abilities47 %
  • 62. Testing 2: Human resource Management includes various activities including production forecasts 1. True 2. False
  • 63. Testing 2: Human resource Management includes various activities including production forecasts 1. True 2. False
  • 64. Testing 3: One of the HR managers Biggest bugaboos regarding Performance Management is : …….
  • 65. Testing 3: One of the HR managers Biggest bugaboos regarding Performance Management is : Assigning ratings
  • 66. Testing 4: A Recent Study (2012 May) by the Ladders, A New York based Job Matching Services, reports: ………….. time to decide on candidates Good fit
  • 67. Testing 4: A Recent Study (2012 May) by the Ladders, A New York based Job Matching Services, reports: 10 seconds time to decide on candidates Good fit.
  • 68. Match the Theories1. Systems theory • A. Recognizes pieces, purpose, and relationships that can maximize systems and subsystems2. Economic theories for HRD • B. Scarce resources, sustainable resource, human capital theory3. General Systems theory • C. How systems connect and disconnect and have to do with input, process, output, feedback loop4. Futures theory • D. True picture of facts, potential flux of facts, and decision making agility required next
  • 69. Answers……..Match the Theories1. Systems theory • A. Recognizes pieces, purpose, and relationships that can maximize systems and subsystems2. Economic theories for HRD • B. Scarce resources, sustainable resource, human capital theory • C. How systems connect and3. General Systems theory disconnect and have to do with input, process, output, feedback loop • D. True picture of facts, potential flux4. Futures theory of facts, and decision making agility required next
  • 70. Human Resources Hope to see you, thanks a lot, bye bye mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com