revolution in hr industry and consultancies

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revolution in hr industry and consultancies

  1. 1. Human resource ind ustry and the stand of recruitment consultancies By_ Rahul Tiwari
  2. 2. HUMAN RESOURCE MANAGEMENT? <ul><li>human resource management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to the end, that individual, Organizational and social objectives are accomplished </li></ul>
  3. 3. EVOLUTION IN HRM During the past half century, there has been an evolution from Personnel Management to Employee/Industrial Relations to Human Resource Management. The head of a company's HR department has moved from a transaction-based role, reporting to an administrative manager, to being a member of senior management, reporting to the senior line executive and participating in the executive decision process.
  4. 4. CON T………. Despite that progress, Human Resources is often a low-influence function in senior management. In many cases, HR does not exert the influence in people management decisions its role and reporting relationship suggest it should. In some cases, the senior HR role has been used to showcase female or minority selections at the senior management level, whether or not they are highly qualified for that role. The idea is to signal that people in protected classes can attain senior executive positions, even if they have not attained key operating roles in the organization .
  5. 5. CON T……… <ul><li>Unfortunately, too many senior line executives view the HR function as common sense applied to people management decisions. Moreover, some HR functions may be headed by executives without deep expertise in the HR area. That situation is not likely to be the case in other key functional staff at the executive level. In areas like finance, marketing, IT, law, etc., there is a perceived body of expertise that the senior staff leader should possess. That expertise has decision influence with other senior executives and credibility with the professionals in the functional area that she or he leads. </li></ul>
  6. 6. BOTTOM LINE Human resource professionals act as mediators between an organization’s management and its workers. This requires wearing many hats: It’s an HR administrator’s job to make sure that employees are working in a safe environment ,that disputes are settled, and that benefits are understood and administered properly. At the same time, HR is charged with recruiting new employees who will not only fit in personally and professionally but also help the company achieve its business goals.
  7. 7. DIVERSIFICATION IN HRM <ul><li>Interesting to see what hrds deal with now a days in the organizations- </li></ul><ul><li>hiring and firing employees </li></ul><ul><li>creating organizational charts </li></ul><ul><li>shaping corporate culture after a merger or acquisition </li></ul>
  8. 8. CON T…….. <ul><li>managing employee communications </li></ul><ul><li>settling employee disputes </li></ul><ul><li>creating benefits programs </li></ul><ul><li>navigating government regulations </li></ul><ul><li>dealing with legal issues such as sexual harassment and occupational safety </li></ul><ul><li>setting up policy and programs for measuring performance </li></ul><ul><li>compensating ,recognizing, and training employees </li></ul>
  9. 9. THE JD OF VARIOUS HRs Human Resources Assistant This position is a support role in the human resources department. An assistant has to have a good grasp of the concepts, practices, and procedures within a particular field, all while working within the guidelines set by a manager.
  10. 10. CON T….. <ul><li>HR Manager </li></ul><ul><li>A middle management position that may require overseeing specialists responsible for several distinct areas in a division of a company. Strategic work may be involved—such as planning human resource policy and setting procedures. Usually reports to a VP of human resources. </li></ul>
  11. 11. CON T….. <ul><li>Benefits Administrator </li></ul><ul><li>Administers, processes, and maintains company benefits programs. </li></ul>
  12. 12. CON T….. <ul><li>Benefits Analyst </li></ul><ul><li>Qualifications can vary greatly depending on the company’s needs and the person’s experience. At the bottom of the scale, it can be entry level, involving carrying out benefits programs and possibly researching new ones. At the top of the scale. </li></ul>
  13. 13. CON T…… <ul><li>Compensation Analyst </li></ul><ul><li>Evaluates and conducts surveys and analyzes salary data to decide on the full package offered to employees, including salary, bonuses, and perks, such as stock options </li></ul>
  14. 14. CON T…… <ul><li>EEO Specialist (Affirmative Action Coordinator) </li></ul><ul><li>Handles piles of red tape in the form of complex government forms. Also deals with grievances and examines areas of possible violations and how to remedy them. EEO specialists are concerned with laws related to gender and ethnicity </li></ul>
  15. 15. CON T…… <ul><li>Labor Relations Manager </li></ul><ul><li>Works primarily in manufacturing or service industries and deals with labor unions. The labor relations manager prepares information for management touse when a contract is up for renewal. </li></ul>
  16. 16. CON T….. <ul><li>Training Manager </li></ul><ul><li>Designs, plans, and implements corporate training programs. This position is becoming increasingly important not only because it increases worker morale, but also because it’s usually cheaper to train current employees than to hire new ones. </li></ul>
  17. 17. CON T….. <ul><li>Recruiter </li></ul><ul><li>Screens, interviews, and recommends prospective employees, and extend offers to successful candidates. A good recruiter is familiar with the job requirements of specific fields in the company. </li></ul>
  18. 18. CON T…… <ul><li>VP of Human Resources </li></ul><ul><li>A very strategic position in large corporations, the VP of HR helps set the to one of the company’s corporate culture. He or she brings information about the workforce to executive management so that it can set policies after mergers, acquisitions, closures, layoffs, and similar changes </li></ul>
  19. 19. GENERALIST VS SPECIALIST <ul><li>HR Generalist </li></ul><ul><li>Though it sounds entry level, this isn’t always the case. If the position is with a small company, it will require someone with a strong background in individual HR specialties who can act as a jack-of-all-trades for the entire company. In larger companies, the position is for someone who is just learning the ropes. </li></ul>
  20. 20. CON T…….. <ul><li>HR SPECIALIST </li></ul><ul><li>Here are a range of activities the specialist might be involved in: </li></ul><ul><li>Designing and implementing a pay program that rewards employees effectively, efficiently, and fairly </li></ul><ul><li>Working with a team to ensure that employees are paid the right amount of money and on time </li></ul>
  21. 21. CON T………. <ul><li>Defining an overall philosophy of pay. </li></ul><ul><li>Surveying the competition annually about what they’re paying for comparable jobs </li></ul><ul><li>Managing promotions within various pay grades </li></ul>
  22. 22. FUTURE JOBS IN HR SECTION <ul><li>Though the job picture is still developing, experts see several possible critical roles on the horizon for HR professionals. Among them: </li></ul><ul><li>The CFO for HR . </li></ul><ul><li>This number cruncher can apply the metrics to demonstrate the inherent economic value of HR and to analyze the cost-effectiveness of various practices </li></ul>
  23. 23. CON T………. <ul><li>The internal consultant . </li></ul><ul><li>This person helps spread HR competencies through the organization, empowering line managers to recruit, interview, hire and retain the talent </li></ul><ul><li>The talent manager . </li></ul><ul><li>This person is responsible for finding, developing and keeping the best and the brightest workers to meet the needs of the organization. He or she will manage learning and succession planning, </li></ul>
  24. 24. CON T…….. <ul><li>The vendor manager. </li></ul><ul><li>He or she determines which functions can be handled better and less expensively outside the organization. </li></ul><ul><li>The self-service leader. </li></ul><ul><li>This person works with internal and outside information technology specialists to establish and run web-based portals for many automated functions, such as benefits and pension administration, that employees can access from their desktop computers. </li></ul>
  25. 25. THINGS WHICH GIV E A VERY NEW DIMENSION TO THIS FIELD <ul><li>HRIS(Human Resource Information System ) </li></ul><ul><li>The is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business </li></ul>
  26. 26. PM S <ul><li>The purpose of performance management (PM) is the development of a highly performing staff and thereby a highly performing University. Performance management should be approached as a positive and supportive process. This will be achieved by creating an environment in which the potential of the employee can be maximized. </li></ul><ul><li>. </li></ul>
  27. 27. CON T….. <ul><li>Absolute ratings </li></ul><ul><li>A rating method where the rater assigns a specific value on a fixed scale to the behavior or performance of an individual instead of assigning ratings based on comparisons between other individuals. </li></ul>
  28. 28. CON T….. <ul><li>Autocratic leadership </li></ul><ul><li>Leader determines policy of the organization, instructs members what to do/make, subjective In approach, aloof and impersonal. Benchmarking </li></ul><ul><li>A technique using quantitative or qualitative data to make comparisons between different organizations or different sections of the organizations. </li></ul>
  29. 29. CON T…. <ul><li>Behaviorally anchored rating scale (BARS) </li></ul><ul><li>An appraisal that requires raters list important dimensions of a particular job and collect information regarding the critical behaviors that distinguish between successful and unsuccessful performance. These critical behaviors are then categorized and appointed a numerical value which is used as the basis for rating performance. </li></ul>
  30. 30. CON T…. <ul><li>Broadbanding </li></ul><ul><li>A pay structure that consolidates a large number of narrower pay grades into fewer broad bands with wider salary ranges. </li></ul>
  31. 31. CON T…. <ul><li>Bumping </li></ul><ul><li>The practice of allowing more senior level employees whose positions have been slotted for elimination or downsizing the option of accepting an alternative position within the organization, for which they may be qualified to perform and which is currently occupied by another employee with less seniority. </li></ul>
  32. 32. CON T…. <ul><li>Equity theory </li></ul><ul><li>Based on the notion that people are motivated by a desire for fairness, that is, to be treated fairly and will compare their own efforts and the rewards of others in the organization with a view to judging the fairness of their treatment. </li></ul>
  33. 33. CON T…. <ul><li>HR Audit </li></ul><ul><li>A method by which human resources effectiveness can be assessed. Can be carried out internally or HR audit systems are available. </li></ul>
  34. 34. CON T…. <ul><li>ISO 9000 </li></ul><ul><li>Developed by the International organization for Standardization (ISO), it is a set of standards for quality management systems that is accepted around the world. organizations that conform to these standards can receive ISO 9000 certification. </li></ul>
  35. 35. CON T…. <ul><li>KPI’s </li></ul><ul><li>‘ Knowledge, Skills and Abilities’ - Key Performance Indicators. Tasks that have been agreed between an employee and line manager/HR with an expectation that they will be completed satisfactorily in the time agreed or as an ongoing task. </li></ul>
  36. 36. CON T…. <ul><li>KSAs </li></ul><ul><li>Knowledge, skills and abilities – the personal attributes that a person has to have to perform the job requirements. </li></ul><ul><li>Pareto chart </li></ul><ul><li>A bar graph used to rank in order of importance information such as causes or reasons for specific problems </li></ul>
  37. 37. CON T…. <ul><li>Applicant Tracking System </li></ul><ul><li>E-Recruitment </li></ul><ul><li>Job Posting Software </li></ul>
  38. 38. CON T…. <ul><li>Six Sigma </li></ul><ul><li>seeks to identify and remove the causes of defects in manufacturing and business processes </li></ul>
  39. 39. CON T…. <ul><li>Kaizen </li></ul><ul><li>Kaizen is a daily activity, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work and teaches people how to perform experiments on their work using the scientific methods  </li></ul>
  40. 40. THE RISING SUN OF HRCONSULTANCIES The service sector contributes to more than 50% of India's economy. In the last decade Human Resource Consulting has emerged from management consulting, as an organization's needs have become more complex and specialized, widening the gap between HR needs and work force capabilities. HR consultancies have evolved the classic 'personnel administration' function to one that enables business growth through planned talent acquisition, development and retention. These consultancies link with an organization's service excellence teams in driving projects that help continuous process improvement with tangible benefits. .
  41. 41. CON T….. <ul><li>Now as new sectors are coming up, there is a problem of huge talent crunch that subsequently will give rise to other consequential problems - training of staff, retaining people, providing competitive compensation and other organizational dynamics issues. </li></ul>
  42. 42. CON T….. <ul><li>HR consultants have been proved a rescue to management problems arising due to sudden developments like mergers & acquisitions, change management, organization malfunctioning, improving performance, and maintaining peripheral departments of the organization, like pay-rolls, etc., to enable organizations to work effectively to manage their functions . </li></ul>
  43. 43. CON T…….. <ul><li>BASIC ROOTS OF THE ORIGIN OF CONSULTANCIES </li></ul><ul><li>When multi-nationals started their set-up in India, they realized that the menial yet tedious work like pay-rolls, recruitment, and performance records, etc., were taking a lot of time, due to which organizations were unable to devote the time with other strategic aspects of the functions. </li></ul>
  44. 44. CON T…… <ul><li>Now in that scenario, neither do companies want to put efforts and resources in any activity not strategic in nature nor do they want to leave it, as even a small activity can be an attention-seeker if not managed properly. So to stay ahead and keep moving forward in their strategy, organizations now need someone to help them out with all requisite skills and competence for it. Consultants, thus, prove to be the one for them. </li></ul>
  45. 45. CONCL USION <ul><li>HR is not a social work function. It’s a people-building function with a bottom line </li></ul><ul><li>HR is moving up the ladder in terms of credibility </li></ul><ul><li>The whole consulting culture is present scenario </li></ul><ul><li>It’s a lot of analysis of papers and programs. </li></ul><ul><li>The culture is very performance-oriented. </li></ul><ul><li>You work very hard.” </li></ul>
  46. 46. CON T………….. <ul><li>If you like the variety and challenge of consulting, but also want to feel like your job makes a difference in the lives of people , I think HR [consulting] comes closer to that than strategy. </li></ul><ul><li>HR consulting has been growing faster than IT and strategy consulting and could be a good place to break into consulting or to get specialized skills for starting your career in HR </li></ul>

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