“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
Concept of potential appraisal system
Need of a potential appraisal system
Process of evaluating employee potential
Methods of evaluating employee potential
Quality of work life,concepts, methods to improve quality of work life,flexi time,flexi place, alternative work schedules, part time employment,compressed work week, job rotation, job enlargement and enrichment, challenges in implementing QWL programmes.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
Concept of potential appraisal system
Need of a potential appraisal system
Process of evaluating employee potential
Methods of evaluating employee potential
Quality of work life,concepts, methods to improve quality of work life,flexi time,flexi place, alternative work schedules, part time employment,compressed work week, job rotation, job enlargement and enrichment, challenges in implementing QWL programmes.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
HR audit helps in assessing the contribution of the human resource processes to the organization and take improvement measures. It is like an regular health check-up which instills a sense of confidence in the management and the HR functions of an organization.
It ensures that one’s HR process is functioning effectively, compliant with local laws and is linked to organization’s strategic goals.
2. What is HRD?
• Competence Building
• Commitment /Motivation Building
• Culture Building
3. What is involved in Good HRD?
• Top Management Philosophy and Understanding
• Competent HR Staff and Department
• Line Manager Attitudes
• Union and Employee Support
• Use of appropriate Systems
• Periodic Renewal Exercises
• Business relevance of HRD systems and Practices
4. What is HRD Audit?
• It is a Comprehensive Evaluation of Human
Resource Development
• Strategies, Systems and Practices,
• Structures and Competencies
• Styles and Culture
• And their appropriateness to achieve the short and
long term business goals of the organization
5. Methodology of HRD Audit
• Examines long term and short term plans and vision
to assess Competency Requirements
• Identifies broad Competency requirements for future
Business Goals
• Examines the existing HRD strategies, systems and
practices and assess their appropriateness to have the
required competencies
6. Methodology of HRD Audit
• Examines the adequacies and inadequacies of HRD
structure, staff and their competencies, line managers
and their attitudes, top management and their
support, unions and their role in competence
building for future
• Suggests mechanisms for improving all these in the
business context
7. Methodology Adopted
• Interviews
• Individual and group
• Top Management
• Line Managers
• HRD Staff
• Workmen and others
• Questionnaires
• Observation
• Analysis of records and secondary data
8. Methodology
• Workshops could be used
• Task forces and internal teams could also be used
• External Auditors have a significant role
• Benchmarking of questionnaire data may be of use
9. Reasons for HRD Audit
• For expanding, diversifying and entering into a fast growth
phase.
• For promoting more professionalism and professional
management.
• Bench-marking for improving HRD practices.
• Growth and diversification
• Dissatisfaction with any component
• Change of leadership
10. Role of HRD Audit in Business
Improvements
• HRD audit is cost effective
• It can give many insights into a company's affairs.
• It could get the top management to think in terms of
strategic and long term business plans.
• Changes in the styles of top management
• Role clarity of HRD Department and the role of line
managers in HRD
11. Role of HRD Audit in Business
Improvements
• Improvements in HRD systems
• Increased focus on human resources and human competencies
• Better recruitment policies and more professional staff
• More planning and more cost effective training
• Strengthening accountabilities through appraisal systems and
other mechanisms
• Streamlining of other management practices
• TQM Interventions
12. Organisations that Have done HRD
Audit
• Aditya Birla Group has been doing it for the last 8 years
• Rajashre e Ce m e nt, Vikram Ce m e nt, Hindalco , Indo -
Gulf Fe rtilise rs, Gwalio r Grasim , Harihar Fibre s e tc.
• L& T, Cro m pto n Gre ave s
• Gujarat Guardian
• Gujarat Gas
• Apo llo Tyre s
• Ale xandria Carbo n Black
13. Some Organisations using HRD
Audit
• Godrej Soaps
• GVFL
• BPL
• Tyco International
• Gati Cargo Management Services
• Wokhardt Hospitals
• For detailed client list visit: www.hrdaudit.com
14. HRD Score Card
The modern HR Management is supported by the
measurement of main HR Processes and trends in the
area of the people management. The HR Scorecard is a
modern HR reporting tool for measuring the progress,
identifying gaps and communicating successes. The HR
Scorecard has to be widely used for the communication
with the top executives and line managers. The scorecard
provides the almost instant and immediate feedback about
the performance of HR in the organization. It provides
the basis and foundations for discussions about the HR
Development.
15. HRD Score Card
• HRD Score Card' which has been developed and
tested by Dr. T.V Rao. This Score Card' can be used
to assess and benchmark the maturity level of the
HRD function in organisations and make it more
business-driven. It assigns a four-letter rating to
grade four critical dimensions of HRD which
contribute vitally to organisational performance;
HRD systems maturity, HRD competencies,
HRD culture and values, and HRD linkages to
business goals
16. The maturity level of HRD in an organization is
indicated by the following factors:
HRD Systems Maturity Score:
Competencies and commitment can be developed
through appropriate HRD mechanisms (tools and
systems). In a HRD Mature organization there will be
well-developed HRD systems and HRD systems
Maturity can be measured through HRD audit.
(The HRD systems maturity assesses the extent to
which various HRD subsystems and tools are well
designed and are being implemented.)
17. The maturity level of HRD in an organization is
indicated by the following factors:
HRD Competence Score:
HRD Competencies of the HRD department and the
line managers play a significant role in implementing
the systems and processes in ways that could ensure
employee satisfaction, competence building and
customer satisfaction linkages. The competencies of the
staff and the other employees can be measured in
terms of an index.
18. The maturity level of HRD in an organization is
indicated by the following factors:
The HRD Culture:
values and processes created by the HRD tools, staff and their
styles also play a crucial role in building sustainable
competencies in the organization. These need to be measured and
monitored. It is possible in some corporations (for example
small corporations) to have very little of HR systems and yet have
a high level of HR competencies and HR culture. In the
traditional family owned organizations in those years where there
were no systems approaches there used to be good degree of
HRD culture, which has resulted in effective functioning and
business.
19. The maturity level of HRD in an organization is
indicated by the following factors:
Business Linkage Score: Business linkages of HRD
are very crucial component of HRD effectiveness.
HRD systems, competencies and the culture must be
aligned with the business goals of the corporation. The
alignment could be ensured through the direct
linkages with customer satisfaction and employee
motivation indices.
20. These four indices consist of the four pillars of HRD
effectiveness. All the four dimensions are assessed using
following ten point rating system.