The document discusses human resource strategies at IBM. It begins by defining human resources and describing the functions of an HR department. It then discusses strategic human resource management and its focus on attracting, developing, rewarding and retaining employees to benefit both individuals and the organization. The document outlines the major functions of human resource managers, including managing the HR department, understanding employment laws, interacting with executive leadership, building employee relations, and more. It provides details on IBM's history and business activities.

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AProjectReporton
TopicHRStrategiesinIT
Companies(IBM)
Submitted to: - Submitted By:-
Dr. Y. Raghuram Reddy R.Abhishek
S.Abhilash
Poorvi Jaiswal

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K.Sridhar
P.Veneesha
S.Sravan
Introduction
Human resources are the people who make up the workforce of an organization, business sector,
or economy. "Human capital" is sometimes used synonymously with "human resources", although
human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody
and economic growth). Likewise, other terms sometimes used include manpower, talent, labour,
personnel, or simply people.
A human-resources department (HR department) of an organization performs human resource
management, overseeing various aspects of employment, such as compliance with labour law and
employment standards, administration of employee benefits, and some aspects
of recruitment and dismissal.
In other Words
Human resources (HR) is the company department charged with finding, screening, recruiting and
training job applicants, as well as administering employee-benefit programs. As companies
reorganize to gain competitive edge, human resources plays a key role in helping companies deal
with a fast-changing environment and the greater demand for quality employees.
A human resources department is an essential, if not critical, component of any business regardless
of the organization's size. It is primarily focused on maximizing employee productivity and
protecting the company from any issues that may arise from the workforce. HR responsibilities
include compensation and benefits, recruitment, firing and keeping up to date with any laws that
may affect the company and its employees.
Strategic Human Resource Management
Strategic human resource management is the practice of attracting, developing, rewarding, and
retaining employees for the benefit of both the employees as individuals and the organization as a
whole. HR departments that practice strategic human resource management do not work
independently within a silo; they interact with other departments within an organization in order to
understand their goals and then create strategies that align with those objectives, as well as those of

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the organization. As a result, the goals of a human resource department reflect and support the
goals of the rest of the organization.
Strategic HRM is seen as a partner in organizational success, as opposed to a necessity for legal
compliance or compensation. Strategic HRM utilizes the talent and opportunity within the human
resources department to make other departments stronger and more effective.
Functions of Human Resource Managers
The goal of a human resource manager is to strengthen the employer-employee relationship. This
goal is supported by a variety of functions within the human resources department and throughout
the organization. In a small business, the human resource manager may have a great degree of
latitude, as well as the time to devote to employee interaction with a small workforce. Both of
these are key elements of an effective human resources leader, although she must accomplish a
number of functions to achieve this goal.
Manage HR Department
The manager of the human resources department is responsible for ensuring that department
employees are well-versed in their areas of expertise. The various disciplines of HR require
expertise in compensation, benefits, safety, payroll, recruiting and training. Ideally, the human
resource manager is a generalist, which means his expertise is cross-discipline. An article on the
All Business website titled “Should Your Office Manager Also Handle HR Duties?” cautions
small businesses to reconsider a decision to combine two roles into one, such as the office manager
and the human resource manager. “A thousand things can go wrong if this individual is not aware
of the potential liabilities inherent in HR management,” the article warns.
Knowledge of Laws
Managing the human resources department also requires knowledge of federal and state
employment and labor laws and regulations that apply to human resources professionals. For
example, the human resource manager will designate the HIPAA (Health Insurance Portability and
Accountability Act) officer in charge of all medical and health-related records for the workplace.
Interaction withExecutive Leadership
An effective human resource manager is in constant communication with executive leadership.
The HR department is not a revenue-generating source. Consequently, it is important for an

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organization’s leaders to understand the return on investment (ROI) in human resources activities
as a contribution to the company’s bottom line. In a small business, the ROI may be more readily
seen than in a large conglomerate. The human resource manager for a small business, and thus a
smaller workforce, can easily implement methods and strategies that may show faster results. The
bureaucratic hierarchy of a large organization often puts many more layers of authority between
the human resource manager and executive leadership.
Employee Relations
A human resource manager who stays in her office all day will not be effective at building strong
relationships with employees. Another function of the human resource manager is to gain the trust
and confidence of employees--the best way to establish trust and confidence is through daily
interaction with the workforce. According to the U.S. Bureau of Labor Statistics, “Human
resources occupations require strong interpersonal skills.” Again, with a smaller workforce, the
results of an HR manager's interpersonal skills may be seen more quickly than in a large
organization. Employee relations is a large part of the human resources manager’s job function,
because employee concerns encompass a wide range of issues over which the manager has
influence. The human resource manager is the “face of HR” and therefore relied upon to be both
human resources expert and employee advocate.
The role of human resource management is to plan, develop, and administer policies and programmers
designed to make expeditious use of an organization’s human resources. It is that part of management
which is concerned with the people at work and with their relationship within an enterprise.
Its objectives are:
 Effective utilization of human resources
 Desirable working relationships among all members of the organization
 Maximum individual development.
Major functional areas in human resource management are:
 Planning
 Staffing
 Employee development
 Employee maintenance.
Functions of human resource functions:

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Human Resource Planning:
In the human resource planning function, the number and type of employees needed to
accomplish organizational
Goals are determined. Research is an important part of this function because planning
requires the collectionand analysis of information in order to forecast human resources
supplies and to predict future human resources needs. The basic human resource planning
strategy is staffing and employee development.
Job Analysis:
Job analysis is the process of describing the nature of a job and specifying the human
requirements, such as skills, and experience needed to perform it. The end product of the
job analysis process is the job description. A job description spells out work duties and
activities of employees. Job descriptions are a vital source of information to employees,
managers, and personnel people because job content has a great influence on personnel
programmes and practices.
Staffing:
Staffing emphasizes the recruitment and selectionof the human resources for an
organization. Human resources planning and recruiting precede the actual selectionof
people for positions in an organization. Recruiting is the personnel function that attracts
qualified applicants to fill job vacancies. In the selectionfunction, the most qualified
applicants are selectedfor hiring from among those attracted to the organization by the
recruiting function. On selection, human resource functionaries are involved in developing
and administering methods that enable managers to decide which applicants to select and
which to reject for the given jobs.
Orientation:
Orientation is the first step toward helping a new employee adjust himself to the new job
and the employer. It is a method to acquaint new employees with particular aspects of their
new job, including pay and benefit programmes, working hours, and company rules and
expectations.
Training and Development:

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The training and development function gives employees the skills and knowledge to
perform their jobs effectively. In addition to providing training for new or inexperienced
employees, organizations often provide training programmes for experienced employees
whose jobs are undergoing change. Large organizations often have development
programmes which prepare employees for higher level responsibilities within the
organization. Training and development programmes provide useful means of assuring that
employees are capable of performing their jobs at acceptable levels.
Performance Appraisal:
Performance appraisal function monitors employee performance to ensure that it is at
acceptable levels. Human resource professionals are usually responsible for developing and
administering performance appraisal systems, although the actual appraisal of employee
performance is the responsibility of supervisors and managers. Besides providing a
basis for pay, promotion, and disciplinary action, performance appraisal information
is essential for employee development since knowledge of results (feedback) is
necessary to motivate and guide performance improvements.
Career Planning:
Career planning has developed partly as a result of the desire of many employees to grow in their
jobs and to advance in their career. Career planning activities include assessing an individual
employee’s potential for growth and advancement in the organization.
Compensation:
Human resource personnel provide a rational method for determining how much employees should
be paid for performing certain jobs. Pay is obviously related to the maintenance of human
resources. Since compensation is a major cost to many organizations, it is a major consideration
in human resource planning. Compensation affects staffing in that people are generally attracted to
organizations offering a higher level of pay in exchange for the work performed. It is related to
employee development in that it provides an important incentive in motivating employees to
higher levels of job performance and to higher paying jobs in the organization.
Benefits:
Benefits are another form of compensation to employees other than direct pay for work performed.
As such, the human resource function of administering employee benefits shares many

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characteristics of the compensation function. Benefits include both the legally required items and
those offered at employer’s discretion. The cost of benefits has risen to such a point that they have
become a major consideration in human resources planning. However, benefits are primarily
related to the maintenance area, since they provide for many basic employee needs.
Labour Relations:
The term “labour relations” refers to interaction with employees who are represented by a trade
union. Unions are organization of employees who join together to obtain more voice in decisions
affecting wages, benefits, working conditions, and other aspects of employment. With regard to
labour relations, the personnel responsibility primarily involves negotiating with the unions
regarding wages, service conditions, and resolving disputes and grievances.
Record-keeping:
The oldest and most basic personnel function is employee record-keeping. This function involves
recording, maintaining, and retrieving employee related information for a variety of purposes.
Records which must be maintained include application forms, health and medical records,
employment history (jobs held, promotions, transfers, lay-offs), seniority lists, earnings and hours
of work, absences, turnover, tardiness, and other employee data. Complete and up-to-date
employee records are essential for most personnel functions. More than ever employees today have
a great interest in their personnel records. They want to know what is in them, why certain
statements have been made, and why records may or may not have been updated.
Personnel records provide the following:
A store of up-to-date and accurate information about the company’s employees.
A guide to the action to be taken regarding an employee, particularly by comparing him with other
employees.
A guide when recruiting a new employee, e.g. by showing the rates of pay received by comparable
employees.
A historical record of previous action taken regarding employees.
The raw material for statistics which check and guide personnel policies.
The means to comply with certain statutory requirements.
Personnel Research
All personnel people engage in some form of research activities. In a good research approach, the
object is to get facts and information about personnel specifics in order to develop and maintain a
programme that works. It is impossible to run a personnel programme without some pre-planning

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and post-reviewing. For that matter, any survey is, in a sense, research. There is a wide scope for
research in the areas of recruitment, employee turnover, terminations, training, and so on. Through
a well-designed attitude survey, employee opinions can be gathered on wages, promotions, welfare
services, working conditions, job security, leadership, industrial relations, and the like. In spite of
its importance, however, in most companies, research is the most neglected area because personnel
people are too busy putting out fires. Research is not done to put out fires but to prevent them.
Research is not the sole responsibility of any one particular group or department in an
organization. The initial responsibility is that of the human resource department, which however
should be assisted by line supervisors and executives at all levels of management. The assistance
that can be rendered by trade unions and other organizations should not be ignored, but should be
properly made use of.
Responsibilities ofa human resource manager are:
 To develop a thorough knowledge of corporate culture, plans and policies.
 To act as an internal change agent and consultant.
 To initiate change and act as an expert and facilitator.
 To actively involve himself in company’s strategy formulation.
 To keep communication lines open between the HRD function and individuals and groups
both within and outside the organization.
 To identify and evolve HRD strategies in consonance with overall business strategy.
 To facilitate the development of various organizational teams and their working
relationship with other teams and individuals.
 To try and relate people and work so that the organization objectives are achieved
effectively and efficiently.
 To diagnose problems and to determine appropriate solution particularly in the human
resources areas.
 To provide co-ordination and support services for the delivery of HRD programmes and
services.
 To evaluate the impact of an HRD intervention or to conduct research so as to identify,
develop or test how HRD in general has improved individual or organizational
performance.
When comes to Corporate Sector Human Resource Management functions can be
classifiedinfollowing two categories.
 Managerial Functions
 Operative Functions.

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These are some of the Managerial functions of Human resource Management
Human Resource Planning
In this function of HRM, the number and type of employees needed to accomplish organizational
goals is determined. Research is an important part of this function, information is collected and
analyzed to identify current and future human resource needs and to forecast changing values,
attitude, and behavior of employees and their impact on organization.
Organizing
In an organization tasks are allocated among its members, relationships are identified, and
activities are integrated towards a common objective. Relationships are established among the
employees so that they can collectively contribute to the attainment of organization goal.
Directing
Activating employees at different level and making them contribute maximum to the organization
is possible through proper direction and motivation. Taping the maximum potentialities of the
employees is possible through motivation and command.
Controlling
After planning, organizing, and directing, the actual performance of employees is checked,
verified, and compared with the plans. If the actual performance is found deviated from the plan,
control measures are required to be taken.
The Operative Functions of Human Resource Management are as follows:
Recruitment and Selection
Recruitment of candidates is the function preceding the selection, which brings the pool of
prospective candidates for the organization so that the management can select the right candidate
from this pool.
Job Analysis and Design
Job analysis is the process of describing the nature of a job and specifying the human requirements
like qualification, skills, and work experience to perform that job. Job design aims at outlining and
organizing tasks, duties, and responsibilities into a single unit of work for the achievement of
certain objectives.
Performance Appraisal

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Human resource professionals are required to perform this function to ensure that the performance
of employee is at acceptable level.
Training and Development
This function of human resource management helps the employees to acquire skills and knowledge
to perform their jobs effectively. Training and development programs are organized for both new
and existing employees. Employees are prepared for higher level responsibilities through training
and development.
Wage and Salary Administration
Human resource management determines what is to be paid for different type of jobs. Human
resource management decides employee’s compensation which includes - wage administration,
salary administration, incentives, bonuses, fringe benefits, and etc,
Employee Welfare
This function refers to various services, benefits, and facilities that are provided to employees for
their wellbeing.
Maintenance
Human resource is considered as asset for the organization. Employee turnover is not considered
good for the organization. Human resource management always try to keep their best performing
employees with the organization.
Labour Relations
This function refers to the interaction of human resource management with employees who are
represented by a trade union. Employees comes together and forms an union to obtain more voice
in decisions affecting wage, benefits, working condition, etc.
Personnel Research
Personnel researches are done by human resource management to gather employees' opinions on
wages and salaries, promotions, working conditions, welfare activities, leadership, etc,. Such
researches helps in understanding employee’s satisfaction, employee’s turnover, employee
termination, etc.

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Personnel Record
This function involves recording, maintaining, and retrieving employee related information like
- application forms, employment history, working hours, earnings, employee absents and presents,
employee turnover and other data related to employees.
IBM International Business Machines
International Business Machines Corporation (commonly referred to as IBM) is an
American multinational technology company headquartered in Armonk, New York, United States,
with operations in over 170 countries. The company originated in 1911 as the Computing-
Tabulating-Recording Company (CTR) and was renamed "International Business Machines" in
1924.
IBM manufactures and markets computer hardware, middleware and software, and
offers hosting and consulting services in areas ranging from mainframe
computers to nanotechnology. IBM is also a major research organization, holding the record for
most patents generated by a business (as of 2017) for 24 consecutive years.[5] Inventions by IBM
include the automated teller machine (ATM), the floppy disk, the hard disk drive, the magnetic
stripe card, the relational database, the SQL programming language, the UPC barcode,
and dynamic random-access memory (DRAM).
IBM has continually shifted its business mix by exiting commoditizing markets and focusing on
higher-value, more profitable markets. This includes spinning off printer manufacturer Lexmark in
1991 and selling off its personal computer (ThinkPad) and x86-based server businesses
to Lenovo (2005 and 2014, respectively), and acquiring companies such as PwC
Consulting (2002), SPSS (2009), and The Weather Company (2016). Also in 2014, IBM
announced that it would go "fabless", continuing to design semiconductors, but offloading
manufacturing to Global Foundries.
Nicknamed Big Blue, IBM is one of 30 companies included in the Dow Jones Industrial
Average and one of the world's largest employers, with (as of 2016) nearly 380,000 employees.
Known as "IBMers", IBM employees have been awarded five Nobel Prizes, six Turing Awards,
ten National Medals of Technology and five National Medals of Science.
Hr Strategies inSelectionand Recruiting Process In IBM
SelectionProcess In IBM
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization.

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The basic purpose is to choose the individual who can most successfully perform the job from the
pool of qualified candidates
Application blank or form is one of the most common methods used to collect
information like
 Personal data (address, sex, telephone number)
 Marital data
 Educational data
 Employment Experience
 Extra-curricular activities
 References and Recommendations
Attempts to asses’ intelligence, abilities, personalitytrait, performance, simulation
tests. Some of the commonly used employment tests are:
 Intelligence tests
 Aptitude tests
 Personality tests
 Achievement tests
The most essential steps in the selectionprocess
 Interviewer matches the information obtained about the candidates through various means
to the job requirements.

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 Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,
tolerance of hard working conditions, clear tone, etc.
 Medical examination reveals whether or not a candidate possesses these qualities.
 Once the interview and medical examination of the candidate is over, the personnel
department will engage in checking references
 Candidates are required to give the names of 2 or 3 references in their application forms
 The line manager has to make the final decision now – whether to select or reject a
candidate after soliciting the required information through different techniques.
Recruitment Process of IBM
 For a student, the process begins with sending the resumes, through the Campus TPO’s
(Training and Placement Officer).
 This is then followed by an independent selection process involving a round of discussions.
This is where the student's interests and skills are matched with the existing business
problems. A selection offer is made once a match is found.
Benefits Provided by IBM
IBM compensation and benefits are among the very best in the industry. It includes:
Money
IBM offers a variety of programs to give employees a valuable total compensation package. Some
programs will apply to every employee, every year, while others are designed to recognize
individuals for very specific accomplishments.

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Program What it is Who gets it
Base Pay Regular pay; your "annual
salary"
All employees
Variable Pay Annual "bonus" depending on
company, group and individual
performance criteria
All non-incentive plan
employees are eligible; actual
pay will vary based on
performance of the individual
and his/her unit
Commission and
Incentive Pay
For sales employees, portion of
total compensation varies on
specific sales goals and
objectives
Sales employees and executives
on incentive and commission
programs
Stock Options Recipients are granted the
"option" to buy stock at a
locked in price
Program is very limited and
focuses on retention by
awarding options to key
employees in critical job
categories
Awards and
Recognition
Various individual and group
awards designed to recognize
very specific and extraordinary
accomplishments
All employees are eligible
depending on the nature of the
award and any relevant
restrictions

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Flexible benefit plan - FBP
The Flexible benefit Plan is a significant component of Total Compensation allowing the employee
the flexibility of planning their compensation. This Benefit Plan lets the employee design their
own package which best meets their individual and unique needs. Flexible Benefits Plan empowers
them to make responsible choices in order to derive maximum value for Compensation.
In this approach employees are presented withthe opportunity to make decisions on
the benefits and advice on how to make the necessary claims. The FBP covers benefits
such as:
 HRA
 Leave Travel Allowance (LTA)
 Conveyance Allowance or Fuel expense and Vehicle maintenance Reimbursement
 Driver's Salary
 Medical Expense Reimbursement
Health
IBM provides a range of health benefit options so that employees can design personalized
coverage that meets their personal or family needs. They are eligible for all health benefit
programs beginning with first day of employment eg Group term medical insurance, life insurance
etc.
For Kids
This "first of its kind" center that offers IBM employees a complement of programs in one
location, including child care, after-school care and summer camps. The Centre supports a wide

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range of children between age groups 3 months to 12 years. This Centre was developed and funded
through the IBM Global Work Life Fund. IBMers will receive priority to enroll their children in
the center’s programs, discounted tuition rates & convenient time scheduling to accommodate IBM
working parents.
This Centre has been designed as a place where young children will enjoy extraordinary childhood
experiences, while IBM parents gain a partner to help them balance the demands of work and
family.
Career at IBM
The employees of IBM who have access to On Demand Workplace, have access to a variety of
websites and tools to effectively manage career and build expertise, which includes:
 E-Learning - IBM's central warehouse of all on-line courses that are offered by IBM's
professional communities. Includes universal access to thousands of internal e-learning
modules.
 Global Campus - IBM's central warehouse of all on-line and classroom courses that are
offered by IBM's professional communities. Includes universal access to thousands of
internal e-learning modules.
 Career sites and tools - IBM's career sites and tools enable employees to identify
opportunities, construct a plan of action for building skills and mark their progress as they
advance along their career path.
 Academic Learning Assistance Program - Known as ALAP, this program provides
assistance to obtain additional external education that employees need to stay current with
IBM's business strategies and goals.
IBM Values
 Dedication to every client's success.
 Innovation that matters - for our company and for the world.
 Trust and personal responsibility in all our relationships.

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Internship opportunities
Student assignments provide you the opportunity to become familiar with IBM's organization,
work style, culture and global reach.
Internship programs are an important recruiting channel for IBM because they help us identify
high-potential prospective employees. Participating students are often considered for repeat
internships or a long-term commitment of regular employment. Our philosophy, simply stated, is
recruit once, hire twice.
As an intern, you will gain professional work experience with one of the world's most innovative
organizations. Typically, most interns work at IBM during summers between academic sessions.
Types of Assignments
Each year IBM offers hundreds of internship assignments within our various business units.
Remember you can always see a full list of all of our opportunities at ibm.com/start. You must
apply to this site in order to be considered for any role at IBM, even if you interview with us on
campus. Check back often, as we do update our job postings frequently.
In addition to the many technical roles we have available, other unique opportunities with IBM
might include the following:
Extreme Blue
Extreme Blue™ is IBM's premier internship program and incubator for talent and technology that
fuels innovation. The program continues to deliver amazing results worldwide by attracting top
technical and MBA students to build innovative solutions that align with IBM's vision of 'Building
a Smarter Planet.'
If you want an experience that empowers you to run a mini-business in solving a problem or
providing a client solution, this internship is for you! To learn more about this opportunity and
how to apply, refer to the Extreme Blue site.
Corporate and Business Support Roles
IBM also hires students with targeted skill sets the opportunity to work on assignments in our
corporate and business support functions. These assignments, offered to both undergrad and
MBA's tend to focus on non-technical disciplines such as finance, marketing, market insight,
communications, and human resources

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Eligibility
IBM hires both undergraduate (pursuing graduation) and graduate (pursuing post graduate)
students in our internship program who are in their last 18 months.
As a candidate under consideration for an internship, you will need to demonstrate a high level of
academic achievement, including GPA. You should have relevant work or research experience and
be able to demonstrate strong leadership, communication and teaming skills. You will also need to
earn a high evaluation during the interview process
How IBM Is Changing Its HR Game
As IBM celebrates its 100th birthday, many observers are rightly calling attention to the many
strategic changes the company put itself through to remain relevant amidst dramatic technological
and economic change. But one of the biggest transformations IBM went through is less about
computers and more about culture. Over the last decade and a half, the company has realigned its
HR practices and strategies to move away from the analog ways of the past and to embrace a
variety of 21st century approaches, including some highly unconventional ones.
A first step in changing its HR profile occurred back in the mid-1990s when the company dropped
its famous dress code requiring a dark suit and “sincere” tie in favor of “business casual.” Next, the
company that grew powerful in the early 20th century largely by manufacturing punch clocks got
rid of “badging in” for a substantial portion of its workforce. According to the company, a full
40% percent of IBM’s 400,000 global employees now work remotely.
The major reason IBM changed its HR rule book? The old one no longer fit the workforce. In the
twenty-first century, the company has flourished by buying up successful companies around the
world and selling off divisions that aren’t thriving. That means half of its workforce has been with
the company less than five years and a 65% now reside outside of the United States — a dramatic
change from even just two decades ago.
To maintain high worker morale, productivity, and loyaltyin such a diverse and
changing conditions, IBM has placed new emphasis on the “resources” component of
HR in four directions.
1) It emphasizes equitable benefits for all, in all countries, regardless of race, gender,
ethnicity, or sexual preference. By extending same-sex partner benefits, IBM earned 100%
rating from the Human Rights Campaign and has received similarly high ratings from
international women’s labor groups.

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2) The annual Global Pulse Survey gathers feedback from over 40% of the IBM workforce
each year, on both workplace conditions and issues and on the community conditions in
which IBM workers live. The company emphasizes and rewards volunteer work in its
communities.
3) Employees, not just executives, are eligible for a performance-based bonus program.
4) And perhaps most indicative of the depths of the change at IBM, training has taken on
paramount importance. The company invests approximately $1700 per IBM employee to
train people to new skill areas needed by the company, including interactive and
interpersonal skills.
To maintain its leadership position, the company has been willing to experiment with bold new
methods. It has found you need innovative ways to train productive interaction and collaboration
for such new IBM hallmarks as global teaming, crowdsourcing, mass collaboration, and endeavor-
based work (where the company moves employees as needed for short periods of time, to
contribute particular skills to a specific project, in the manner of a movie crew.
IBM is one of the only manufacturing behemoths of the industrial age to thrive in the digital age
and it has done so by redefining its company mission from business machines to global
connection, data flows, and interactive human networks.
It understands what most businesses and MBA programs are only beginning to understand. Getting
rid of the punch clock and the sincere tie are just a starting point. To be successful as an interactive
global network requires changing your HR game all the way down.

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References
 http://solutionsatwork.brighthorizons.com/~/media/bh/saw/pdfs/webinars/ibm-winning-
people-strategy_webinar-slides.ashx
 https://www-03.ibm.com/ibm/history/documents/pdf/hr.pdf
 http://www-935.ibm.com/services/us/igs/pdf/outsourcing-hr-learning-overview-
brochure.pdf
 https://hbr.org/2011/08/how-ibm-is-changing-its-hr-gam
 https://www.slideshare.net/BhavanaRohidekar/hr-practices-in-ibm-india
 http://ibmcampusindia.com/recruiting-process-explained
 http://ibmcampusindia.com/interns
 http://www.whatishumanresource.com/Human-Resource-Management-functions
 http://smallbusiness.chron.com/six-main-functions-human-resource-department-
60693.html
 http://www.enotesmba.com/2014/11/functions-of-human-resource-management.html
 http://www.humanresourceexcellence.com/importance-of-human-resource-management/
Books For reference
 Human Resource and Personnel Management, By K Aswathappa
 Gary Dessler and Biju Varkkey, Human Resource Management, Fourteenth edition,
Pearson Education South Asia, New Delhi, 2016.