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HRM Overview.pdf

  2. LEARNING OBJECTIVES 1. Understand the relevance of Human Resource Management for the individual, the organization & business. 2. Become familiar with basic Human Resource Management policies & processes like selection, recruitment, performance appraisal, compensation, training & development 3. Learn current trends in HRM like organizational development, change management, changing role of HR etc. 4. Understanding role of HR mainly from Line manager perspective
  3. BOOKS TO REFER  Human Resource Management by Raymond A Noe  Human Resource Management By K Aswathapa  Human Resource Management – P. Subba Rao  Human Resource Management by D. K. Bhattacharya  Human Resource Management by Julie Beardwell &Tim Clayed  Managing Human Resource by George W Bohlender & Scott Snell  Human Resource Management by Derek T, Laura Hall & Stephen Taylor  Key Concepts in Human Resource Management by John Martin
  4. WHAT IS HRM?  According to Leon Megginson, the term human resources can be defined as ,“the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes and beliefs of the individuals involved.”  According to P Subba Rao,“HRM is managing the functions of employing, developing and compensating human resources resulting in creating and developing human relations and utilization of human resources with a view to contribute proportionately to the organizational, individual and social goals.”
  5. DEFINITIONS  Human resource management can be defined as a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations. It was defined by Boxall and Purcell (2003) as ‘all those activities associated with the management of employment relationships in the firm’.  A later comprehensive definition was offered by Watson (2010): HRM is the managerial utilisation of the efforts, knowledge, capabilities and committed behaviours which people contribute to an authoritatively co-ordinated human enterprise as part of an employment exchange (or more temporary contractual arrangement) to carry out work tasks in a way which enables the enterprise to continue into the future.
  6. EMPLOYMENT CYCLE Human Resource planning Recruitment and selection, Induction Training and development, career planning Employee engagement, retention Performance management Compensation and benefits, Succession planning, Exit management Recruitment to Retirement
  7. HRM FUNCTIONS Human Resource planning Recruitment and selection Induction and Onboarding Training and development Compensation and benefits Performance management Employer branding Talent Management Human resource development Corporate Social Responsibility Industrial relations and labor welfare Leadership Development Succession planning Change management Organization development
  8. OBJECTIVES OF HRM  To create and utilize an able and motivated workforce, to accomplish the basic organizational goals.  To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization.  To create facilities and opportunities for individual or group development so as to match it with the growth of the organization.  To maintain high employee morale by sustaining and improving various conditions and facilities.
  9. CONTD…  To strengthen and appreciate the human assets continuously by providing appropriate training.  To identify and satisfy individual and group needs by providing adequate wages, incentives, benefits and social security.  To provide fair, acceptable and efficient leadership.  To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment.  To provide an opportunity for expression and voice in management.
  10. SIGNIFICANCE OF HRM  HRM is the effective use of an organization’s human resources to improve its performance.  Human resources are the key differentiating resources of any organization.  HR provides the foundation for the organization’s competitive advantage by effectively leveraging these resources.
  11. HR … CHANGING PRIORITIES Transformational 5-10% Strategic role Traditional 15-30% Processes Transactional 65-75% Policies, payroll
  12. HR … CHANGING PRIORITIES Transformational 25-30% Traditional 50-60% Transactional 15-20% Outsource Process redesign IT enablement
  13. TRANSFORMATIONAL ROLES OF HRM Strategic Partner Change Management Employee development and well-being Cultural change Knowledge management Organization development PEOPLE AS COMPETITIVE ADVANTAGE
  14. HRM TODAY Virtual HR (OUTSOURCING) Performance Management Talent Management Change Management Technology Business Partnering (strategic) Fostering Learning WLB (health & wellness) Keeper of Values, Ethos Conflict Resolutions Directional Growths Emerging shift in HR Role.. The How is changing not the why.
  16. DAVE ULRICH’S “HUMAN RESOURCE CHAMPIONS’’ Old Myths New Realities Anyone can do HR HR departments are not designed to provide corporate therapy or as social or health happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. HR deals with the soft side of business and is therefore not accountable The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance. HR focuses on costs, which cannot be controlled HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value, not reduce costs HR’s job is to be the policy police and the health-and-happiness patrol The HR function does not own compliance, managers do. HR practices do not exist to make employees happy but to help them become committed. HR professionals must help managers commit employees and administer policies.
  17. Old Myths New Realities HR is full of fads Professionals must be see their current work as par of an evolutionary chain and explain their work with less jargon and more authority HR is staffed by nice people At times, HR practices should force rigorous debates. HR professionals should be confrontative and challenging as well as supportive HR is HR’s job HR work is as important to line managers, as are finance, strategy and other business domains. HR professionals should join with managers in championing HR issues. Dave Ulrich’s “Human Resource Champions’’
  19. Human Resource Management Human Resource Department Focus Implementation/applicatio n of HR tools and practices Development of HR tools and practices Owner Line Management HR department leadership Outcome Creation of value through effective management of competencies Effective Human Resource Management practice HR IS NOT JUST HR’S JOB BYTHE WAY!!!
  20. PEOPLE MANAGEMENT SHEET  Talent Management  Performance Management  Compensation and benefits  Employee Retention  Team Building  Management Practices