2. Introduction
Historically, the HR Department was viewed as
administrative overhead.
HR processed payroll, handled benefits
administration, kept personnel files and other
records, managed the hiring process, and provided
other administrative support to the organization
The role of Human Resources is changing as fast as
technology and the global marketplace
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3. Introduction
The positive result of these changes is that HR
professionals have the opportunity to play a more
strategic role in the business.
The challenge for HR managers is to keep up to
date with the latest HR innovations -technological,
legal, and otherwise.
How HR managers can anticipate and address
some of the most challenging HR issues.
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5. Technological Changes And HRM
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Technology includes tools, machinery, equipment, work procedures
and employee knowledge and skills. The impact of technology on HR
can be profound, as the following things clearly reveal:
New skills, knowledge, experience and expertise required to gain
the edge over rivals.
Downsize operations, cut organisational layers and cut the extra
fat to survive in a competitive world
Collaborate and achieve teamwork
Relocate work from the office to the home
Internet and intranet revolution
6. MANAGING WORKFORCE DIVERSITY
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The workforce is becoming increasingly diverse now and organizations
are doing their best to address employee concerns and to maximize
benefits of different kind to employees with diverse educational,
cultural and religious backgrounds. The diversity issues, mainly,
include the following:
Composition In terms of age, caste, education, culture,
region, religion
Minority groups, Economically backward groups
Displaced persons
Child labour
Contract labour
Women employees
7. High-Performance Work Systems
High-performance work systems are organizations that have the best
possible fit between their social system and technical system.
Self-managed teams and decentralization of decision making
Selective hiring of new personnel
Comparatively high compensation including performance and
commitment incentives (e.g., financial incentives)
Management planning and measurement (e.g., improved systems to
measure employee performance)
Extensive training
More cooperative labour relations (e.g., a more consultative
partnership style of labour relations with unions)
Technology (e.g., better IT)
Employment security
Reduced status distinctions and barriers, including dress, language
and office arrangements
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8. Knowledge Workers
Knowledge workers are
employees whose main
contribution to the
organization is specialized
knowledge.
The reliance on knowledge
workers affects
organizations’ decisions
about the kinds of people
they are recruiting and
selecting.
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9. Employee Empowerment
Employee empowerment means giving employees
responsibility and authority to make decisions regarding
all aspects of product development or customer service.
HRM practices such as performance management,
training, work design, and compensation are important
for ensuring the success of employee empowerment.
For empowerment to succeed, managers must be trained
to link employees to resources within and outside the
organization.
The use of employee empowerment shifts the recruiting
focus away from technical skills and toward general
cognitive and interpersonal skills.
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10. Focus on Strategy
High Quality Standards:
To remain competitive in
today’s economy,
organizations need to
provide high-quality
products and services.
Total quality management
(TQM) refers to a company-
wide effort to continuously
improve the ways people,
machines, and systems
accomplish work.
TQM has several core
values.
Mergers and Acquisitions:
Mergers: Two companies
becoming one.
Acquisitions: One
company buying another.
HR professionals have to
sort out the differences in
the two companies’
practices with regards to
compensation, performance
appraisal, and other HR
systems.
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11. Focus on Strategy
Downsizing:
Downsizing presents a
number of challenges and
opportunities for HRM.
All employees should be
informed:
Why the downsizing is necessary
What costs are to be cut
How long the downsizing will last
What strategies the organization
intends to pursue
HRM can provide downsized
employees with outplacement
services to help them find new
jobs.
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12. Focus on Strategy
Expanding into Global
Markets:
In order to meet challenges,
companies must
Develop global markets
Keep up with competition
from overseas
Hire from an international
labor pool
Prepare employees for
global assignments.
Employees who take
assignments in other countries
are called expatriates.
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13. Focus on Strategy
Reengineering:
Reengineering is a complete
review of the organization’s
critical work processes to
make them more efficient and
able to deliver higher quality.
Reengineering affects HRM in
two ways:
The way the HR department
accomplishes goals may
change
The HR department must
help design and implement
change
Outsourcing:
Outsourcing refers to the
practice of having another
company provide services.
HR departments help with a
transition to outsourcing and
many HR functions are being
outsourced such as:
Payroll administration
Training
Recruitment
Selection
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14. Traditional HR vs. Strategic HR
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Point of distinction
Focus
Role of HR
Initiatives
Time horizon
Control
Job design
Key investments
Accountability
Responsibility for HR
Traditional HR
Employee Relations
Transactional change
follower and respondent
Slow, reactive, fragmented
Short-term
Bureaucratic-roles, policies,
procedures
Tight division of labour;
independence,
specialisation
Capital, products
Cost centre
Staff specialists
Strategic HR
Partnerships with internal and
external customers
Transformational change leader
and initiator
Fast, proactive and integrated
Short, medium and long (as
required)
Organic-flexible, whatever is
necessary to succeed
Broad, flexible, cross-training
teams
People, knowledge
Investment centrer
Line managers
15. Technological Change in HRM
Advances in computer-
related technology have
had a major impact on
the use of information
for managing HR.
A human resource
information system
(HRIS) is a computer
system used to acquire,
store, manipulate,
analyze, retrieve, and
distribute information
related to human
resources.
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17. What is Challenge ?
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A call to take part in a contest or competition……
What is a Challenge for HRM ?
Now a days HR duties & responsibility has become a challenge for
HRM to compete with global competitors(MNCs) & to sustain in the
diversified economy.
18. HRM Challenges…
Globalization
Handling Multicultural / Diverse Workforce
Employee Selection
Training & Development
Balance with Work Life
Retaining Talents
Conflict Managing
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19. How “Globalization” affects to HRM
challenge….
How to face competition from MNCs is a worry for
domestic firms.
As globalization spreads, more foreign firms are
entering domestic market and the challenge
Before domestic firms are going to be much more
severe in the years to come.
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20. Handling Multicultural / Diverse
Workforce
Dealing with people from different ‘age’, ‘gender’, ‘race’,
‘educational background’, ‘location, income’, ‘parental
status’, ‘religious beliefs’, ‘marital status’ and
‘ancestry’ and ‘work experience’ can be a challenging
task for HR managers.
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21. Conflict Managing
HR managers should know how to handle employee-
employer and employee-employee conflicts without
hurting their feelings.
Although it is almost impossible to avoid conflicts
among people still handling them tactfully can help
HR managers to resolve the issues. They should be
able to listen to each party, decide and communicate to
them in a convincing manner in order to avoid future
conflicts.
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22. Retaining Employee…
Globalization has given freedom to working
professionals to work anywhere in the world.
Now that they have endless lucrative opportunities to
work, hiring and retaining the best industry talent is
no joke.
Providing excellent work environment and offering
more remuneration and perks than your competitors
can retain and motivate them.
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23. Balance with work life…
Balancing work and life assumes relevance when both
Husband and wife are employed.
Programmes aiming at work-life balance include:
Child care at or near the workplace
Job sharing
Sick leave policies
Flexible work timing
Care for sick children and employees.
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24. Employee Selection
External Factors:
Recommendations
Political influence
Personal bias
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Internal Factors:
Cost of recruitment
Job analysis
Human resource planning
26. Technology and HRM Practices
Technology changes the way HR departments contact
employees, store files and analyze employee
performance.
Used well, technology makes HR practices more
efficient.
Good HR practices maximize the benefits and
minimize the problems.
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27. Technology and HRM Practices
Companies use all types of technology in human
resource management.
Companies can either use an external software
package or create their own, depending on their
needs
Companies now use Internet-based employee
applications or other technology in human resource
management for finding new employees.
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28. Recruiting Transformed by the
Internet
Before the internet and email, connecting with job
seekers meant phone or a letter.
In the 21st century, it's routine for companies to post
openings online, and require job seekers to apply
through an online applicant tracking system.
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29. Ease of Communication
With email, text and messaging apps it's easier than
ever for HR staff to stay in touch with the rest of the
company.
If a manager wants to share a new schedule with a
project team, one email with an attachment or a
conversation on Slack can share the word with a dozen
people at once
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30. Inventory management tools and
human resource management
Owners of the business are concerned with the profits
made by the business and the entrepreneurs with
business perceptiveness describe that the customer
satisfaction, operational efficiency and leading edge
contributes in the performance of an organization.
Customer needs must be met by customization and by
providing outstanding customer instances.
For this purpose, organizations use HR IT tools to
provide a universal set of products and diversify the
business by providing improved products and services.
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31. Career development and
human capital management
Informational technology tools for career development
are responsible for the learning and management of
personal development of entrepreneurs as well as
development of the employees.
Performance evaluation and career progression is
interlinked with each other and can be a key
motivating factor for the employees to work effectively
and efficiently.
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32. TECHNOLOGIES
USE OF SOME TECHNOLOGY IN HUMAN
RESOURCES MANAGEMENT
Big Data
Cloud
Mobile Technology
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33. ROLE OF TECHNOLOGY IN CHANGING THE
HRM PRACTICES
Recruiting
Training
Data Storage and Retrieval
Performance Management
Ethics and Employee Rights
Motivating Knowledge Workers
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34. NEGATIVE IMPACTS
NEGATIVE IMPACTS ON EMPLOYEES AND
ORGANIZATIONS IN CHANGING THE
TECHNOLOGY
job opportunities may shrink - a large number of
employees become unemployed.
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36. Global vs. Local HRM Practices
In an organization, if the HRM is concerned only with
the interests of domestic employees, it can be termed
as domestic or local HRM or simply HRM.
On the other hand, if the HRM takes care of interests
of global employees along with domestic employees, it
is termed as Global Human Resources Management
(GHRM)
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38. Ethics
Ethics are moral principles that govern a person's
behavior or the conducting of an activity.
Its about being loyal towards your duty, organization
and society in terms of physiological contract.
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39. Ethical culture in work life
Honest communication
Fair treatment
Special consideration
Fair competition
Responsibility to organization
Corporate social responsibility
Respect for law
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40. HR Dilemmas
Right v. Right “Selecting the best option”.
It’s right to tell the truth, but it is also right to be kind
and considerate of peoples’ feelings and emotions.
It’s right to apply rules and procedures equally, without
favoritism, but it is also right to give special treatment
to hard-working, dependable, and productive
employees.
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41. Need of Ethics in HR
Public image
Respect to Employees
Contribution to human Welfare
Protection of social interest
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