The document discusses the future of human resource management (HRM). It notes that HRM roles are shifting from local to global operations and from manufacturing to knowledge work. New challenges for HRM include attracting and retaining talent, improving organizational capabilities, and developing leadership skills. The future of HRM may see it replacing social welfare systems by providing total employee care so they can focus on performance. New criteria for evaluating HRM include profit per employee and costs related to injuries and disputes. HRM roles are also becoming more distributed and diffuse, involving relationship management and knowledge work instead of traditional personnel administration.

1. FUTURE OF HRSUBMITTED TO:- SUBMITTED BY:-Ms. SHWETA KHANNA DIKSHA CHAUHAN DIVYABHAN SINGH RAJESH SAINI VIJAY YADAV VIKAS GARG VIKAS SEHRAWAT VINOD KUMAR VISHAL SISODIA

2. WHAT IS HRMHuman Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

3. Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organization.FUNCTION OF HRI. Managerial Functions: a. Planningb. OrganizingC. Directingd. ControllingII. Operative Functions:a. Procurement b. Development c. Compensation d. Integration e. Maintenance

4. OBJECTIVE OF HR • To help the organization reach its goals • To ensure effective utilization and maximum development of human resources. • To ensure respect for human beings. To identify and satisfy the needs of individuals. • To achieve and maintain high morale among employees.• To provide the organization with well-trained and well-motivated employees • To inculcate the sense of team spirit, team work

5. SCOPE OF HR1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc

6. SHIFTS THAT ARE RE-SHAPING HR ROLES FROM TOLocal markets, operations Global market, OperationsManufacturing, clerical work Service, Knowledge workHierarchy NetworksIntermediaries; face-to-face Direct access,Virtual relationship Stability, efficiency, control Change,Creativity,FlexibilityFull time job Part time and Project work Customer service Shareholder, stakeholder ValueWork done by employees Work done by many contributorsFixed work location Diverse work locationsLoyal service Marketable knowledge, Skills

7. EMERING LEAGL ISSUE AT WORKNEW TECHNOLOGY ISSUESAGE CONSCIOUSNESS IN THE WORKPLACEGLOBALISATION OF EMPLOYMENT LAWTRAINING FOR LEGAL COMPLIANCEWORKPLACE SAFETY

8. VIEW OF THE FUTURETOP 5 BUSINESS CHALLENGESDeveloping new marketsImproving profitabilityMarket share growthBecoming the recognized global market leaderBuilding shareholder valueTOP 3 HR CHALLENGESAttracting and retaining talented peopleImproving organizational capabilitiesDeveloping leadership skills

9. VIRTUAL COUNTRY HRHR almost replaces social welfare, education systems and provides financial management and estate planning services, etc.Corporate (strategic) HRsets standards and monitors the corporate culturehelps Marketing build the corporate brandDivisional (operational) HRtotal care of employees so they are free to focus on performanceActively involved in local communities to reinforce the company culture and image

10. NEW CRITERIA FOR RATING “HR"Profit generated per employee (compared to industry benchmark)Salary/wages costs compared to industry median (reflecting value of corporate reputation/intangibles in labour market )Number of talented candidates applying for advertised (and unadvertised) vacanciesTime taken to satisfy customer orders, inquiries, complaints (compared to agreed service standards)Incidence of customer complaints caused by employee behavior Percentage of revenue/profits coming from initiatives taken in last 3 yearsCost of re-workCost/risk due to time lost through injuries, absences, disputes

11. CHANGING “HR” ROLES PAST FUTUREHR ROLE WAS CLEARLY PEOPLE/LEADERSHIP ROLES DIFFERENTIATED IS DISTRIBUTED AND DIFUSEmechanistic Knowledge management (Personnel Admin) Relationship management, team ritualistic, legalistic (IR) workCEO’s eyes and ears Legal compliancewith the troopsdistinct professional career paths Change management No distinct HR profession - new hybrid roles emerge

12. PARTS OF HRSTRATEGIC MANAGEMENT:-The ongoing process companies use to form a vision, analyze their external environment and their internal environment, and select one or more strategies to use to create value for customers and other stakeholders, especially shareholdersStrategic management is:Performance orientedOngoing in natureDynamic rather than staticOriented to the present and the futureConcerned with conditions both outside and inside the firmConcerned with performing well and satisfying stakeholders

13. HUMAN RESOURCE PLANNINGDefinition: It is the process by which management determines how an organization should move from its current manpower position to its desired manpower position.Objectives of HRP:-To ensure optimum use of existing HRTo forecast future requirements for HRTo provide control measuresTo link HRP with Organizational PlanningTo determine levels of Recruitment and Training

14. HUMAN RESOURCE MANAGEMENT

15. CONCLUSION So on the basis of this presentation we can say that HR profession is the very important function of any organization. Without the help of HR people organization cannot achieve their desired goals.

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