BASICS OF HR MANAGEMENT ALL THE ORGANIZATION HAVE

1. WELCOME TO SEMESTER II
HUMAN RESOURCE
MANAGEMENT

2.  33 sessions

3.  Scope of HRM
 HR Planning
 Recruitment and Selection Process
 Performance and Potential Appraisal
 Training and Management Development
programs
 Compensation
 Employee Relations, Collective Bargaining,
Grievance Handling
 Contemporary trends

4.  Lectures
 Case Discussions
 Quizzes
 Q and A
 Class exercises
 Sharing of subject related words to build
vocabulary
 Live Project
 Presentations

5.  Keep a dedicated notebook for the subject
 Dedicate the last page to new words
 Share a new word related to the subject when
asked
 Read the relevant chapter on completion
 Read HR news in the papers; share in the
classroom
 Prepare case studies in advance

6.  Assimilation:
 Take in and understand fully
 The visit to the museum enabled the children
to assimilate the importance of the freedom
struggle in our history

7. What is HRM?

8. What is HRM?
 “The function performed in organisations that
facilitates the most effective use of people to achieve
organisational and individual goals.”
Ivancevich and Glueck

10. • Why do I need to study HRM?

11. Line Managers and Staff Managers

12.  Getting and keeping good people is critical to
the success of every organisation
 Acquiring their services
 Developing their skills
 Motivating them to high performance
 Maintaining their commitment

13. Irrespective of Industry

14. HRM Model:
American Society for Training and Development (ASTD)
 Selection and Staffing
 Human Resource Planning
 Training and Development
 Organisation/Job Design
 Organisation Development
 Compensation/Benefits
 Employee Assistance
 Personnel Research and Information Systems
 Union/Labour Relations

15. ROLE OF HR EXECUTIVES
 Designated function
 HR Operations
 Corporate HR

16. HRM FUNCTIONS
 HR Planning
 Job Evaluation
 Recruitment
 Selection tests
 Interviewing
 Hiring
 Medicals
 Antecedent Verification
 Employment forms

17. HRM FUNCTIONS
 Induction/Orientation (Onboarding)
 Employee Assistance/Counselling
 Wage / Salary administration
 Benefits administration
 Leave processing and administration
 Training and Development
 Performance Appraisal monitoring

18. HRM FUNCTIONS
 Promotion
 Transfer/Separation/Retirement
 Attitude surveys
 Exit interviews
 Compensation surveys and benchmarking
 HRIS

19. HRM FUNCTIONS
 Career Planning/ Development
 Safety programs ;
 Health/Medical services
 Statutory compliance: PF Act, Payment of wages Act
etc.
 Employee communications/publications

20. HRM FUNCTIONS
 Union/Labour relations
 Savings plans administration
 Employee engagement activities/attitude surveys
 Relocation services administration
 Organisation development

21. HRM FUNCTIONS
 Public Relations
 Library
 Travel/transport administration
 Community activities
 Administrative services:
canteen/telecommunication/mail/janitorial

22. HRM FUNCTIONS
 Policy making for all of the above
 Entire gamut of functions during acquisitions and
mergers

23. 
What could some challenges of Human
Resource Management be?

24. Economic and Technological Challenges
 Shift of jobs from agriculture and manufacturing to
services and telecommunication
 Reduced number of employees
 Attracting and retaining employees with the required
capabilities
 Pressure from global competitors: many units close
down
 Use of IT especially the internet

25. Workforce availability and quality
 Inadequate workers with the right skills
 Pressure to retain
 High demand for specific skills
 High cost of skill building

26. Growth in Contingent workforce
 Temping/contract workers
 Determining staffing needs
 Resentment among contract workers

27. Demographics and Diversity
 Racially diverse
 Language issues
 More women with young children, in the workforce
 Individuals with disabilities
 Age of population

28. Work and family balance
 Dual career couples
 Single parent households
 Nuclear families
 Employers need to have family-friendly initiatives
 Backlash from those employees without families

29. Organisational Restructuring , Mergers &
Acquisitions
 Right-sizing:
 Eliminating layers
 Closing facilities
 Merging with other organisations
 Outplacing workers
 Redesign of jobs/Counselling affected workers
 Cultural compatibility

30. Organisational Restructuring , Mergers &
Acquisitions contd.
 HR must understand integration issues
 Provide advice on employee sensitivities and
attitudes
 Motivate and retain

31. The Glass Ceiling

32.  Global Staffing
 Increased number of women in the
workplace: Safety, Gender Parity
 Technological changes
 Social changes
 Worker productivity
 Changing attitudes
 Demographics e.g. growing elderly
population

33.  HR Generalist
 HR Specialist

34.  Knowledge of business and organisation:
The core business: technological aspects
Financial aspects
Business realities
Strategic aspects

35.  Influence and Change Management
 Capable of guiding changes
 Influencing others

36.  HR Specific knowledge
 HR Planning
 Compensation structures
 Hiring practices
 Range of selection tools
 Appraisal systems
 Employment laws
 Tax laws
 Information systems

37.  Good communication
 Strong interpersonal skills
 Able to lead
 Able to withstand pressure from people
 Able to withstand pressure on the job
 Positive outlook and attitude
 Loyalty
 Discipline

38. HRM AT WORK: LINE AND STAFF
 Line : Core function that contribute directly to
business
 E.g. Chief Production Manager, Plant Supervisor,
Production Assistant

39. LINE AND STAFF
 Staff: Support function
 E.g. HR Executive, Finance Assistant

40. LINE VS. STAFF
 Relationship or Conflict?

41. DISCUSS IN GROUPS OF 3
 Every Manager is an HR Manager ! How
and why?

42. Tall and Flat structures
• Tall:
• Several levels of supervision
• Delays in processing
• Lower accountability
• More Centralised decision making

43. Tall and Flat structures
• Flat:
• More accountability
• Freedom to operate; high empowerment
• More efficient
• Suited to fast paced organisations

44. Organisation Chart of HR Department
• Formal Organisation: Defined set of roles,
reporting channel, accountability, responsibility,
frame work of work flow
• Informal Organisation: No structure or
procedure, common interests, ideas, information
sharing
• May contribute to or hinder the achievement of
goals

45. GLOBALISATION
• LIBERALISATION IN INDIA IN 1991
• Impact of Globalisation on HR

46. Impact of Globalisation on HR
 Global Population changes: Aging
population, declining birth rates in the
developed world
 Continued growth of population in
China, India, Africa, Latin America
 Joint ventures, mergers, focus on
customer base, consumer demand

47.  North American Free Trade
Organisation (NAFTA)
USA/Canada/Mexico :
 Eliminated barriers, ensured
standardisation of some HR practices
regarding safety and health, child
labour
 Being questioned now

48.  European Union (EU) : Economic
integration, Euro, established labour
standards, similarity of HR practices;
Brexit implementation lies ahead

49. Factors affecting Global HRM practice
 Legal and political factors
 Economic factors
 Cultural factors
 Staffing for Global assignments: expatriates, host
country nationals, third country nationals
 Legal issues in selecting global employees

50. Global HRM practices
 Pre departure training in cross
culture competence
 Expatriate support and
development
 International compensation
 Global Employee Relations
 Global Health and Safety standards
 Kidnapping and Terrorism concerns

51. Class Exercise: in groups of 3
 You began a start up about 5 years ago: define the
area of business
 It has been very successful and today you employ
45 people
 Draw the organisation chart for your company.
 You are expecting to grow even further this year
and plan to hire 15 people more. Make necessary
modifications in the structure.