The document discusses the changing role of human resource management (HRM). Traditionally, HRM focused on administrative tasks like recruitment, payroll, and training. However, the role of HRM is shifting to be more strategic and business-focused. HRM departments are now expected to make recommendations that improve employee performance and contribution. Additionally, line managers are taking on more HRM responsibilities like recruitment, development, and retention of high-quality staff. Some HRM tasks are also being outsourced to reduce time spent on administrative work.

1. THE CHANGING ROLE OF
HRM
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2. The Changing Role of HRM
 The function within an organization that is focused
towards recruitment, management, and offering
direction to the people of the organization is termed
as Human Resource Management (HRM).
 All the processes and programs that are centered in
and around people are part of the HR umbrella.
 The members of the HRM department are
responsible for providing the necessary tools,
knowledge, administrative services, coaching and
training, talent management, legal and management
advice for the rest of the organization in order to
successfully operate
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3. The Changing Role of HRM
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 A lot of HR departments are responsible for
the overall development of the organization by
generating a culture which is conducive for
today’s corporate environment.
 The HR department needs to perform
additional responsibilities which ensure that
their organization is contributing towards the
development of competent teams and is
inspiring the empowerment of employees.

4. The Changing Role of HRM
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 Additional activities which are sponsored by
the HR management includes community and
employee outreach.
 They act as constant mentors and members of
the team of employees that address employee
engagement activities, events involving the
families of employees, and philanthropic
giving.

5. Human Resource Management
and Line Managers
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 The various functions of Human Resource
Management are performed by line managers
who are directly responsible for the contribution,
engagement, and productivity of the staff
members who report to them.
 In a well integrated talent management system of
an organization, the line managers perform a
crucial role wherein they take the ownership for
the entire process of recruitment.
 They are also responsible for the continuous
development and the retention of employees of
superior quality.

6. Human Resource Management
and Line Managers
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 Organizations also perform various HRM
tasks and functions by outsourcing different
components of these functions to external
vendors and suppliers.
 The frequently outsourced tasks include
those tasks that take up a lot of time and
energy from the day to day HR activities
which provide the most strategic value to
the organization.

7. Human Resource Management
and Line Managers
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 Outsourcing very often includes mostly
payroll functions.
 Apart from this, vendors and external
consultants can help HRM in a lot of other
activities such as background checking,
sexual harassment training, benefits
administration, and production of employee
handbooks, policy manuals, temporary
staffing, and affirmative action plans.

8. The Changing Focus of HRM
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 Traditionally the Human Resource
Management function dealt with or provided
leadership and advice to deal with all
employee centric issues in an organization.
 It dealt with employee onboarding, recruitment,
remuneration, organizational development,
performance management, safety, succession
planning, and wellness of employees,
communication, administration, training, and
maintaining the motivational level of
employees.

9. The Changing Focus of HRM
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 It also strategically managed people and the
workplace environment and culture.
 HRM enabled the employees to effectively and
productively contribute towards the overall
direction of the company and the
accomplishment of the goals and objectives of
the organization.
 With the changing times, the focus of HRM is
also changing.

10. The Changing Focus of HRM
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 HRM is slowly moving away from the
traditional administration, personnel, and
transactional roles as these are either
outsourced or fully automated with exception
based business rules.
 The function is now expected to perform value
added tasks by strategically utilizing
employees and ensuring that the various
employee programs are recommended and
implemented in a positive manner which
impacts the business in measurable ways.

11. The New Expectations of HRM
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 Unlike previously, the HR staff nowadays
decides their own priorities and needs and do
not receive them as directives from the
executive teams.
 In today’s changing scenario the HR sits at the
executive table and makes recommendations
towards processes, business solutions, and
approaches that are likely to improve the
ability of the employees to perform better and
contribute effectively.

12. The New Expectations of HRM
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 This new paradigm shift in the role of Human
Resource Management involves HRM metrics,
strategic direction, and measurements to
demonstrate their worth.
 HRM employees are expected to demonstrate
their worth by keeping the organization and
their employer safe from any possible lawsuits
which may result in workplace chaos.

13. The New Expectations of HRM
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 They need to do a balancing act by catering to
the organization's customers, owners,
executives, employees, managers, and
stockholders.
 The importance of an effective and modern
HRM function cannot be underestimated within
an organization.

14. The New Expectations of HRM
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 An employee who may have retired from the
HRM service around 20 years ago would not
be able to imagine the change in the
competence and capability of HRM
organizations today.
 Organizations which have chosen to move
their Human Resource Management function
out of the dark and dingy days into the
changed scenario will be certainly making their
mark in the industry.