2. Introduction
Human Resource Management is the
organizational function that deals with issues
related to people such as compensation, hiring,
performance management, organization
development, safety, wellness, benefits, employee
motivation, communication, administration, and
training.
6. Planning
Planning is necessary to give the organization its
goals and directions to establish best procedure to
reach the goals.
Planning staff levels requires that an assessment
of present and future needs of the organization be
compared with present resources and future
predicted resources. Appropriate steps then be
planned to bring demand and supply into balance.
7. Organizing
After objectives have been established and plans been
developed then HR manager must design and develop
organisation structure to carry out various operations. Such
as-
Grouping of personnel activities
Assignment of different groups of activities to different
individuals
Delegation according to task assigned
Co-ordination of activities of different individuals.
8. Directing
The directing function of the HR manager involves
encouraging people to work willingly and effectively for
the goals of the organization.
The efforts of all the employees have to directed
towards achieving Organizational goals.
9. Controlling
Controlling helps to evaluate and control the
performance of the department in terms of various
operative functions.
The errors and mistakes of the employees have to be
resolved by providing appropriate solution. The same
mistake should not be repeated next time in the
Organization.
11. Recruitment
The process by which a job vacancy is identified and
potential employees are notified.
The nature of the recruitment process is regulated and
subject to employment law.
Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.
12. Training and Development
Provides new skills for the employee
Keeps the employee up to date with changes in
the field.
Aims to improve efficiency.
14. Reward system
The system of pay and benefits used by the firm to
reward workers
Money not the only method
Fringe benefits
Flexibility at work
Holidays, etc.
15. Motivation
To retain good staff and to encourage them to give of
their best while at work requires attention to the
financial and psychological and even physiological
rewards offered by the organization as a continuous
exercise.
16. Records and statistics
Keeps employee training records
Achievement records
Transfer and promotion records
Absenteeism and labour turnover records
18. Separation
Ensure the release of retirement benefits
Requirements of the employee like Experience
certificate, Appreciation letter etc.
19. Difference Between HRM and PM
S.No Dimension PM HRM
1 Employment contract Careful dimension of
written contract
Aim to go beyond
contract
2 Rules Importance of devising
clear rules
Impatience with
rules
3 Guide to
management action
Procedures Business need
4 Behaviour referent Norms/ customs &
practices
Values/mission
5 Managerial task
vis-à-vis labour
Monitoring Nurturing
6 Key relations Labour Customer
7 Initiatives Piecemeal Integrated
8 Speed of decision Slow Fast
20. Difference Between HRM and PM
S.No Dimension PM HRM
9 Management role Transactional Transformational
10 Communication Indirect Direct
11 Management skill Negotiation Facilitation
12 Selection Separate Integrated
13 Pay Job evaluation Performance related
14 Conditions Separately
negotiated
Harmonisation
15 Labour management Collective
bargaining
contracts
Individual contracts
16 Job categories and
grades
Many Few
17 Job design Division of
labour
Team work
21. Difference Between HRM and PM
S.No Dimension PM HRM
18 Conflict handling Temporary Climate & culture
19 Training &
Development
Controlled courses Learning
Organization
20 Focus for attention
for interventions
Personnel
procedures
Cultural &
structural
strategies
21 Respect for
employees
Labour – a tool –
expendable &
replaceable
People are assets &
to be used for
benefit of
organization
22 Shared interests Organization
interest is
uppermost
Mutuality of
interests
23 Evolution Precedes HRM Latest
23. SHRM Definition
Link all HR Activities to the Organization's
Strategic Objectives
“Strategic HRM is an approach that defines how the
organization’s goals will be achieved through people by
means of HR strategies and integrated HR policies and
practices.”
24. Basics Of Strategic HRM
HR Programs to enhance overall organizational
performance
HR in organization strategic planning from start
Pro-actively participate in big picture decision
making
Redesign organizations and the work processes
Measure financial results of all HR activities
25. Roles of the HR Manager
Four key roles for HR managers:
(1)Strategic Partner
(2)Administrative Expert
(3)Employee Advocate
(4)Change Agent
26. (1)Strategic Partner
Ability to translate business strategy into action
HRM part of the business team
Know the business: The Bottom-Line
Add value
Measure performance
Provide Professional advise
Make the line managers job easier
27. “A business with HRM involved at
strategic level has a competitive
advantage”
28. (2)Administrative Expert
Efficiency of HRM (Cost)
Effective management of HR Activities (Quality)
Re-engineer HR processes using technology and innovation
Create value
Measure HR activity results in terms above
29. (3)Employee Advocate
Meet the needs of employees
Being fair and principled
Assuring employees their voice is being heard
Assist employees find new resources so that they can
perform their jobs better
30. (4)Change agent
Agent for change & cultural transformation - Catalyst for
change
Leading Change (Including in HR)
Problem Solving
Communication
Influencing and convincing skills
Cultural Transformation
Culture of excellence
Excellent leadership, planning, processes, people, customer satisfaction,
measurement and analysis
32. Role of Globalization in HR Policy and Practice
The Globalization is defined as the process of moving resources
like Technology, People, Finance, Products, Services etc.,
beyond national scale to other countries or to other markets
around the globe.
The HR policies and practices in the globalized world need to
have a cohesive and coherent strategy.
Ethnocentric staffing involves using parent country nationals
to staff higher level foreign positions.
Polycentric staffing uses host-country nationals throughout
the organization.
Geocentric staffing focuses on best among the host-country
nationals, parent country nationals and third country nationals to
fit into the position.
33. Manpower hiring has transformed into Polycentric in
nature to exploit the markets as they believe local talent
have the better understanding of local market
requirements.
It is very important for HR manager to understand the
Political and Legal frame to start a business operation in
any country as it will help to draft the policies in
accordance with the rules and regulations.
Issues arising about Remuneration at local talent differ
from parent country where it is headquartered.
Editor's Notes
Welcome!
We’re here today to review the important subject of Strategic Human Resource Management (SHRM)
More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy...
Strategic HRM focuses on the linking of all HR activities with overall organisations’ strategic objectives.
“Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.”
Human Resource managers must:
Focus on developing HR programs that enhance organizational performance
Involve HR in Big Picture organizational strategic planning from start
Pro-actively participate in big picture decision making on mergers, acquisitions, and downsizing
Redesign organizations and the work processes to enhance overall organizational performance
Measure and document the financial results of all HR activities
HR Managers have many many roles to play in an organisation, however the 4 KEY roles are
Strategic Partner
Administrative Expert
Employee Champion
Change Agent
Let us run through these roles in a little more detail and discuss.
Where the HR Manager has gained a seat at the management table and adds value through direct impact on quantifiable business objectives.
Every HR decision, plan, or process has to be aligned with the core business strategy.
The HR Manager needs to quickly develop business acumen, must be able to add value to the organization’s overall strategic objectives by employing a shared mind-set and accountability to key performance indicators.
To add value, HR must innovate and continue to step outside of traditional roles and proactively seek out opportunities to learn the business.
To participate and contribute in business discussions, HR business partners must not only ensure smooth systems and processes, but consider the strategic impacts of talent and organization choices.
It is all about creating and delivering value aligned with the organization’s objectives.
HR must first be strategic business partners who just happen to manage the most valuable assets of the organization—its human capital.
“A business with HRM involved at strategic level has a competitive advantage”
The difference between efficient and effective is that efficiency refers to how well you do something, whereas effectiveness refers to how useful it is.
For example, if a company is not doing well and they decide to train their workforce on a new technology.
The training goes really well - they train all their employees in record time and tests show they have absorbed the training well.
But overall productivity doesn't improve. In this case the company's strategy was efficient but not effective.
To be an Employee Champion requires the HR Manager to be the employees voice in management decisions
The HR Manager needs to be on “everyone’s” side
An approach to be Fair & Principled is needed
Good employee relationships will help and keep HRM’s finger on the pulse and consider Employee responses to any changes
It is a tricky balance to achieve, but is critical to the organisation’s health
A change agent is a person who acts as a catalyst for change within the organisation
Start by leading change within the HR Department and Function itself
Develop new Problem Solving Communication & Influence Skills
The HR FUNCTION MUST CHANGE, AND LEAD THE CHANGE
The HR Function must change to be more critical & more strategic
The HR Manager needs to lead the Organisation’s Cultural Transformation and have a transformational effect on the organizations workplace culture
To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…
To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…
To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…