Latest trends in human resource management (By- Ravi Thakur from CMD)


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Latest trends in human resource management (By- Ravi Thakur from CMD)

  1. 1. Presented By :- Ravi Pratap Singh Bhadouria
  2. 2. Introduction  Human Resource Management is a process of bringing people and organizations together so that the goals of each other are met.  It is the part of management which plans, organize, direct and control the procurement, development and maintenance of human resources in an organization.
  3. 3. Nature of HRM  Pervasive Function  Action Oriented  Individual Oriented  People Oriented  Future Oriented  Development Oriented  Integrating Mechanism  Comprehensive Function  Continuous Function
  4. 4. Scope of HRM  The scope of HRM is quite wide and hence is divided into three categories, namely : Personal Aspect  Welfare Aspect  Industrial Relation Aspect
  5. 5. Personal Aspect          It includes :HR Planning Recruitment Selection Placement Transfer Promotion Training and Development Remuneration Incentives.
  6. 6. Welfare Aspect         It includes :Working Conditions Amenities such as canteens, rest rooms etc. Housing Transport Medical Assistance Education Health and Society Recreation facilities
  7. 7. Industrial Relation Aspect  Union Management Relations  Joint Consultation  Collective Bargaining  Grievance Redressal
  8. 8. TRENDS IN HRM OUTSOURCING  The customer expectations have changed as have HR functions. Functions are being outsourced including recruitment, labor relations and total rewards.  The workforce is working more non-traditionally. This includes flexible work schedules, virtual workplaces and greater reliance on contingent staffing.  There are outsourcing firms which carry out the functions of managing the operations of human resource attainment and allocation for achieving the desired goals.
  9. 9. OUTSOURCING  Businesses that outsource HR are typically small to midsize firms with between 25 and 1500 employees.  These businesses view outsourcing as a tool that relieves them from HR responsibilities and enables them to focus on what they do best.  It provides extra benefits besides allowing the firm to concentrate on its core business operations.
  10. 10. OUTSOURCING  The basic services provided by the HR outsourcing firms include :a) Overseeing organizational structure and staffing b) c) d) e) f) requirements Recruiting, training and development Tracking department objectives, goals and strategies. Employee and manager training Benefits administration Employee orientation programme
  11. 11. Workplace Diversity  Workplace Diversity refers to the otherness or those human qualities that are different from our own and outside the groups to which they belong, yet present in other individuals and groups.  Dimensions of diversity include, but are not limited to age, ethnicity, gender, race, caste, education etc.  Managing diversity is defined as “planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized.
  12. 12. Workplace Diversity  Heterogeneity promotes creativity and heterogeneous groups have been shown to produce better solutions to problems and a higher level of critical analysis. This can be a vital asset at a time when the campus is undergoing tremendous change and self – examination to find new and more effective ways to operate.  With effective management of diversity, the firm develops a reputation as an employer of choice. Not only will you have the ability to attract the best talent from a shrinking labor pool, you can save time and money in recruitment and turnover costs.
  13. 13. Workplace Diversity In order to play a key role in the market and sustaining the operational level with efficiency, a firm needs some of skills in relation to identifying and dealing with the workplace diversity :a) An understanding and acceptance of managing diversity concepts. b) Recognition that diversity is threaded through every aspect of management. c) Self-awareness, in terms of understanding your own culture, identity, biases, prejudices and stereotypes. d) Willingness to challenge and change institutional practices that present barriers to different groups.
  14. 14. Scarcity of Talent  The management of scarcity of talent is now an essential management practice, what was once solely attached to recruitment now covers a multitude of areas.  The management of talent refers to attract, develop and retain employees. Some people and organizations use the technique to refer especially to talented or high potential employees.
  15. 15. Scarcity of Talent  Employers need to recognize talent as an asset to be deployed within an organization and the HR function must be “more planned and strategic about talent allocation”.  This deals with discovering where untapped sources of talent lie and evolving creative ways of attracting and identifying new talent. Then, all of these assets must be developed and allocated effectively through a business, so that the talent balance remains constant.
  16. 16. Scarcity of Talent  It may be difficult to find talent to cover jobs that require special skills, there’s also a strong need for employers to develop programmes, which build talent over a long timeframe.  It defines the organizational relationship with those employees who add more value to the business, however that value is defined.
  17. 17. Emphasis on Industrial Relations Industrial relations is a multidisciplinary field that studies the collective aspects of the employment relationship. It is increasingly being called employment relations because of the importance of non-industrial employment relationships. IR has a core concern with social justice through the fair employment practices and decent work.
  18. 18. Emphasis on Industrial Relations The major tasks of HRM and Industrial Relations are : Hiring Staff  Negotiation of employment contracts and conditions  Performance Management  Reward Systems  Dispute Resolution  Disciplinary Process  Ensuring Health and safety to staff  Employee Motivation
  19. 19. Emphasis on Industrial Relations  HR managers are expected to know their obligations under federal and state industrial relations legislations, such as what their minimum obligations, are in regard to employees’ pay and conditions, what role union officials can play, and managing potential industrial action.
  20. 20. Social Media  No HR personnel can afford to ignore the importance of social media, either in terms of their use of it in their working life and in furthering their career, or in terms of how employees within their organization are using it.  HR professionals must become increasingly social-media- sawy in order to navigate a progressively more noisy digital environment.
  21. 21. Social Media  Social media is now widely used by HR professionals to share and disseminate information with their industry peers and as a networking tool. People are using a wide array of platforms such as linkedin, Facebook, Twitter, blogs, webinars.  Social Media has had a major impact on how and where candidate are now recruited. Recruiters routinely go online to search for new talent on various sites.
  22. 22. Adopting HR Technology It is important to look forward for the changing trends in technology which can have an impact on the HR practices. Understanding these changes will help the mangers to adapt and flourish. The wide range of impact of technology on HR can be clearly viewed on the HR functions:a) b) c) d) e) Recruitment Training & Development Performance Appraisal Payroll & Attendance Record Employee Benefits
  23. 23. Adopting HR Technology  In case of Recruitment : IT has a highly positive impact. E- recruitment is the use of technology or web based tools to support the recruitment process.  The major ways of recruitment, which companies commonly use are by displaying the career opportunities on their websites, depending on the job portals for making the potential hires and using social networking sites for getting the database.  It provides a economic way to publish job openings with greater reach.  It speeds up the recruitment process and provides a 24*7 access to online resumes.
  24. 24. Adopting HR Technology  In case of Training & Development : E-learning is an intense opportunity provided by the companies for their employees, which help them to increase their knowledge level. The training materials are provided online, employees can utilize these materials and get trained. In this case of e-learning, employees have an advantage that they can learn at their own pace.
  25. 25. Adopting HR Technology In case of Performance Management, payroll and attendance maintenance :  These functions have become a part of the customized software package like ERP solutions.  CPM (Computerized Performance Monitoring) system used by companies help in data collection by counting the number of work units covered by each one per time period.  At a time, it helps in calculating the performance of approximately ten million people.  Inadequate testing of the application and poor implementation can lead to problems in the system
  26. 26. Adopting HR Technology In case of Employee Benefits :  The use of ESS (Employee Self Service) has helped the HR managers to dedicate more time on strategic issues like workforce management.  It helps in succession planning, compensation planning etc. and ensuring that the employee’s data are accurate and updated.  Through this solution, employees get access to their data, pay roll information, training materials etc. online which allow them to keep their data updated.