history of hr


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history of hr

  1. 1. istoryR
  2. 2. HRM has been a concept that was utilizedever since human beings started following anorganized way of life.So shall we start up with its history?
  3. 3. Vital principles of HRM were used in prehistoric times. Mythological Events Selecting tribal leaders Safety, health, hunting, and gathering.
  4. 4. Personnel Management or PM inorganisations was created, first in the USA BUT ITS NOT TRUE
  5. 5. Code ofHammurabi
  6. 6. 1750 BC (Code of Hammurabi) Promote welfare of people Make Justice Destroy Evil Property Rights Personal Issues Professional Services
  7. 7. Some other Ancient Instances In first century Ad Roman philosopher pliny warned about the health hazards of employees handling zinc and sulphur. In 16th century- German scientist Georgious Agricola Occupational hazards of employees and suggests methods for improving occupational health. In 1700 Bernardo Ramazzini, known as the "father of industrial medicine," published in Italy the first comprehensive book on industrial medicine, DE Morbis Artificum Diatriba (The Diseases of Workmen).
  8. 8.  In 18th century Abraham Lincoln viewed all American workers as potential entrepreneurs. In 19th century Abraham Lincoln viewed all American workers as potential entrepreneurs. The first recorded modern case of dedicating a separate unit or department for HRM is from 1901 in USA. George Elton Mayo in Hawthrone Studies was credited to Human Relation Movement.
  9. 9. Scenario in 20th Century• The spread of multinationals and large corporations created a highly skilled professional group of human resource personnel.• Universities and Business Schools started teaching different aspects of HRM in the 1990s.• There were many challenges faced by contemporary HR.• In India the first dedicated HRD department started in 1975 at L&T. Uday Pareek and T.V Rao in 1975 outlined a philosophy for the new HRD System .
  10. 10. Human Employee Resource Relation Industrial RelationPersonalRelation
  11. 11. Labor Management Work OrganizationMaster -Servant Authoritative CentralizedIlliterate Autocratic RigidNot Conscious Paternalistic Adjust to MachinesIll Motivated Prerogative
  12. 12. Present Scenario of HR•Inthe present scenario the Human resource has threeprimary objectives : 1.Obtain 2. maintain 3.Retain.• The role of HR Professional today is more complex than other Roles and also more Impactful than other Business role
  13. 13.  The business world is changing at bullet-train speed – technology, the global economy, increasing regulatory scrutiny, the looming talent crisis, mental illness is dramatically affecting the workplace. All of the above changes gives a strong impact on HR profession. So, here are some of the 10 trends that are newly emerging in HR
  14. 14. 1.The changing role of HR professional Employees are humans, not commodities, and HR departments have to start seeing them differently. Organizations consist of people. People are real. You can see them, touch them, hear them. And people have capabilities. And those people with their capabilities will determine whether the organization thrives or dies HR people need to be a lot more creative in the way they do things.
  15. 15. 2.The war for Talent The most important corporate resource over the next 20 years will be talent: smart, sophisticated business- people who are technologically literate, operationally agile Younger workers are now bosses of the older workers. You need to dig deep into the organization to identify the top talent, the high performers in every aspect of your business.
  16. 16. 3. Virtual HR organizations. There are four good reasons why companies outsource their HR services:1. Cost reduction – economies of scale, automation and process improvement,2. Focus – allows HR to allocate time to strategic, not transactional, concerns3. Access to best technologies – mutual benefits to ensure technology is continually upgraded4. No available internal resources – provides an HR capability for a company that does not have one, cannot staff it
  17. 17. 4.Wellness, work life balance. There is no competitive advantage in exhausted, sick and stressed-out workers. employers are now recognizing the connection between employee health and the bottom line. As per the statistical data by 2020, depression will rank second to heart disease as the leading cause of disability worldwide, and the cost of mental illness in lost productivity
  18. 18. 5. The Diverse workforce. Diversity goes far beyond the traditional employment equity criteria of gender, visible minority/status, or disability. Diversity is a business strategy, that helps to solve a variety of problems and to make a variety of decisions. The challenge for managers and HR is to create an environment which would help the older employees to keep them engaged in the organisation.
  19. 19. 6.The impact of technology We’ve entered the century of the employee and technology has to respond. CRM or customer relationship management is giving way to ERM – employee relationship management Technology continues to impact us profoundly, both in our personal lives and in the workplace, and it will continue to evolve
  20. 20. 7. Leadership Development Leadership skills are not built through courses. Management is a function of what you do; leadership is a function of what you are The competency requirements for successful leadership are increasing exponentially. Leadership comes with empowerment – employees can’t be leaders unless they have the power to take risks, make decisions, innovate and lead.
  21. 21. 8.Talent management. The challenge for HR professionals is to figure out how to look deep into the organization to hunt talented, visionary people with a passion for the future. lots of companies have succession plans but very few have done the career planning and skills gap analysis needed to acquire the best talent
  22. 22. 9.Corporate values and culture. Ethical behaviour should be a core component of company culture Organizational culture is the shared assumptions, beliefs and norms of behaviour of a group. It has a powerful influence on the way in which people behave.
  23. 23. 10. Impact of Legal and Compliance Issues HR need to be thorough with all the legal compliances. They need to follow all the laws they are involved in.
  24. 24. Conclusion HR professionals need to step up to above challenges No matter how strong the finance of the company and their products are, but if the HR is not strong a company is merely an idea.
  25. 25. THE FUTURE OF HR Strategic business partner: HR must factor in policies on employee welfare and new or changing competency requirements when corporate strategies are being developed. Through partnering with management, HR may take on the role of consultant and assist in strengthening the relationship between employees and senior management Change agent HR professionals must lead in actively building and maintaining a corporate culture that embraces people development. Employee champion HR must create a productive work environment, ensure effective communication, and manage workforce relations.
  26. 26.  Manager of personnel acquisition and development HR must define, generate, continuously reinforce, and sustain organizational skills, knowledge, abilities, attitudes, and desired behaviours. Manager of processing, compliance, and reporting HR must align its strategic and tactical plans with those of the corporation, comply with laws, create policies, and execute administrative processes, all in a cost-effective manner.
  27. 27. GREEN RECURITING: IT IS A CONCEPTWHOSE TIME HAS COME Green recruiting refers to sharing of the company’s unswerving commitment towards the cause of environment with the candidates whom they are trying to hire. College graduates are increasingly seeking company that is environment friendly. Green recruiting provides a company with an opportunity to stand out from the rest of pack in an otherwise crowded recruiting landscape.
  28. 28. HR IN 2020 A majority of people worldwide will be connected through the IT infrastructure. Connectivity is the new frontier on the information highway to connect with one another. There are various factors on which the growth and expansion of connective technology will depend. The basic organizing unit in the workplace will be one individual engaging in business through connective technology.
  29. 29.  A learning culture will be festered by the technologies that will serve, entertain, and help people do their work. It will be basic workplace skill. Power in the organization of 2020 will be in flat structure. Culture and language will still move between the poles of traditionalism and modernism.
  30. 30. SHIFTS THAT ARE RE-SHAPING HR ROLESFROM TO Global markets, operationsLocal markets, operations Service, knowledge workManufacturing, clerical work NetworksHierarchy Direct access,virtual relationshipIntermediaries; face-to-face Questioning of formal authorityObedience to formal authority Change, creativity, flexibility, orderStability, efficiency, control Part-time and project workFull time job Shareholder, stakeholder valueCustomer service Work done by many contributorsWork done by employees Diverse work locationsFixed work location Social licenceManagement prerogative Marketable knowledge, skillsLoyal service Diverse workforceWhite, male workforce Triple bottom lineFinancial performance “Get a life”“Get a job”
  31. 31. CHANGING “HR” ROLES: SomeGeneralizationsPASTHR ROLE WAS CLEARLY FUTUREDIFFERENTIATED PEOPLE/LEADERSHIP ROLE IS ◦ mechanistic DISTRIBUTED AND DIFFUSE (Personnel Admin) knowledge management ◦ ritualistic, legalistic (IR) relationship management; ◦ CEO’s eyes and ears teamwork with the troops legal compliance change management ◦ distinct professional career paths no distinct HR profession - new hybrid roles emergeHR is HR’s responsibility People/Leadership is everyone’s responsibility