PowerPoint Presentation for 'The International Conference on Commerce and Management issues' organised by 'PHD chamber & Junior Chamber International' in Ludhiana.
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
Green Human Resources Management focuses on blending environmental aspects with human resource management. It discusses the concept of the triple bottom line and its role in sustainability. Green HRM aims to develop environmental sensitivity in employees and make them aware of how their behaviors impact the environment. It does this through green recruitment, training, performance management, and other HR functions. Studies have found benefits to organizations that implement green HRM practices such as improved financial performance and competitive advantage. As environmental issues rise in importance, organizations are increasingly adopting green HRM to help achieve their sustainability goals.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
This document provides an overview of green human resource management (HRM) practices. It discusses how the HR function can help drive environmental sustainability within organizations by aligning practices with sustainability goals. Some key green HRM strategies mentioned include implementing environmentally-friendly training programs, encouraging employee participation in environmental initiatives, tying performance evaluations and compensation to environmental metrics, and recognizing employees for environmental achievements. The document concludes with a case study of green HRM practices at ITC Limited, an Indian company.
This document discusses green human resource management (GHRM). It defines GHRM as using HRM policies to promote sustainable resource use and environmental sustainability. GHRM involves environmentally-friendly practices and preserving knowledge. It discusses the need for GHRM to reduce ecological footprints. Some key GHRM practices discussed are green recruitment, performance management, training, compensation, and initiatives like green building, paperless offices, energy conservation and waste recycling. Advantages include healthier work environments and cost savings while disadvantages include initial expenses and lack of support. The conclusion states GHRM is growing but still early stages.
This document discusses the challenges facing HRM in a changing environment. It identifies three levels of challenges: environmental, organizational, and individual. Environmental challenges include rapid change, workforce diversity, globalization, legislation, technology, evolving work/family roles, and skill shortages. Organizational challenges involve issues like competitive positioning, decentralization, downsizing, and restructuring. Individual challenges relate to matching people to organizations, ethics, productivity, empowerment, brain drain, and job insecurity. Effective HRM strategies are needed to help organizations adapt and respond to these challenges.
Green HRM involves environmentally friendly HR practices and preserving knowledge capital. It aims to increase employee awareness, lower costs, improve engagement and retention through initiatives like green buildings, paperless offices, and waste recycling. Benefits include motivating employees, gaining competitive advantages, reducing turnover, and improving workforce health. Key aspects of Green HRM are performance management, training, employee involvement, reward systems, and recognition.
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
Green Human Resources Management focuses on blending environmental aspects with human resource management. It discusses the concept of the triple bottom line and its role in sustainability. Green HRM aims to develop environmental sensitivity in employees and make them aware of how their behaviors impact the environment. It does this through green recruitment, training, performance management, and other HR functions. Studies have found benefits to organizations that implement green HRM practices such as improved financial performance and competitive advantage. As environmental issues rise in importance, organizations are increasingly adopting green HRM to help achieve their sustainability goals.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
This document provides an overview of green human resource management (HRM) practices. It discusses how the HR function can help drive environmental sustainability within organizations by aligning practices with sustainability goals. Some key green HRM strategies mentioned include implementing environmentally-friendly training programs, encouraging employee participation in environmental initiatives, tying performance evaluations and compensation to environmental metrics, and recognizing employees for environmental achievements. The document concludes with a case study of green HRM practices at ITC Limited, an Indian company.
This document discusses green human resource management (GHRM). It defines GHRM as using HRM policies to promote sustainable resource use and environmental sustainability. GHRM involves environmentally-friendly practices and preserving knowledge. It discusses the need for GHRM to reduce ecological footprints. Some key GHRM practices discussed are green recruitment, performance management, training, compensation, and initiatives like green building, paperless offices, energy conservation and waste recycling. Advantages include healthier work environments and cost savings while disadvantages include initial expenses and lack of support. The conclusion states GHRM is growing but still early stages.
This document discusses the challenges facing HRM in a changing environment. It identifies three levels of challenges: environmental, organizational, and individual. Environmental challenges include rapid change, workforce diversity, globalization, legislation, technology, evolving work/family roles, and skill shortages. Organizational challenges involve issues like competitive positioning, decentralization, downsizing, and restructuring. Individual challenges relate to matching people to organizations, ethics, productivity, empowerment, brain drain, and job insecurity. Effective HRM strategies are needed to help organizations adapt and respond to these challenges.
Green HRM involves environmentally friendly HR practices and preserving knowledge capital. It aims to increase employee awareness, lower costs, improve engagement and retention through initiatives like green buildings, paperless offices, and waste recycling. Benefits include motivating employees, gaining competitive advantages, reducing turnover, and improving workforce health. Key aspects of Green HRM are performance management, training, employee involvement, reward systems, and recognition.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Human Capital Measurement Introduction Concept discusses several metrics for measuring human capital effectiveness:
1) Revenue Factor measures employee productivity by calculating revenue generated per employee.
2) Expense Factor links employee time/effort to operating expenses by calculating expenses per employee.
3) Income Factor links employee time/effort to operating income by calculating income per employee.
4) EBITDA Factor links employee time/effort to operational profitability by calculating Earnings Before Interest, Taxes, Depreciation, and Amortization per employee.
This document discusses green human resource management (Green HRM). It defines Green HRM as the integration of environmental management with human resource management. Green HRM involves environmentally friendly HR practices and preserving knowledge capital. Some practices of Green HRM mentioned include using online interviews to reduce paper usage, providing commute benefits to encourage green transportation, and using green materials. Implementing Green HRM can increase employee motivation, create a competitive advantage, reduce turnover, and improve workforce health. The document also provides examples of how different HR functions like job analysis, selection, training, and performance evaluation can be made more environmentally sustainable.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document discusses global human resource management (GHRM). It defines GHRM as procuring, allocating, and utilizing human resources in multinational corporations. GHRM activities include determining HR strategy, staffing, performance evaluation, management development, compensation, and labor relations on a global scale. The document outlines different approaches to GHRM like ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors affecting GHRM like culture, economics, laws, and multicultural workforces. Key GHRM areas like staffing, training, performance appraisal, compensation, and international labor relations are summarized.
ROLE OF HRIS IN EFFECTIVE WORKFORCE PLANNINGGarg Eshank
This document discusses a study on the role of human resource information systems (HRIS) in effective workforce planning. It begins with background information on the topic and outlines the research problem, questions, and objectives. The study uses a quantitative methodology including surveys of HR executives to understand how HRIS supports workforce planning functions like recruitment, training and development, and succession planning. The results show that HRIS provides benefits for analyzing training needs and job roles. There is also a correlation found between HRIS recruitment features and effective workforce planning. In conclusion, the study demonstrates how HRIS can increase the efficiency of HR planning.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
The document summarizes several contemporary issues in human resource management (HRM). It discusses international HRM, strategic HRM, green HRM, and changes occurring in HRM practices in India. Major topics covered include managing expatriates, models of international HRM, the characteristics and basic steps of international HRM, the reasons for growing interest in strategic HRM, the differences between traditional and strategic HRM, and examples of companies that have adopted green HRM practices.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
This research proposal explores green HRM practices in organizations. It begins with an introduction defining green HRM and discussing how HRM policies can support sustainable resource use and environmental sustainability. The background discusses how HR practices are an emerging 21st century tool and how organizations must consider social and environmental impacts for long-term sustainability. The objectives are to explore an organization's green HRM practices and how they create an environmentally friendly and sustainable organization. A literature review discusses how the HR department supports sustainability and developing a sustainable organizational culture. The methodology will use a qualitative exploratory approach studying a bank through open-ended questionnaires. Data will be analyzed using SPSS software. The conclusion is that green HRM has scope globally and within organizations to increase
IHRM deals with managing human resources on a global scale, considering laws across countries and the diverse needs of an internationally diverse workforce. IHRM involves more complexity in managing employees from different cultures and countries, and must adapt to external global risks and influences. In contrast, HRM focuses only on domestic operations and employees, following standard domestic policies and facing less complexity and risk given the homogeneous domestic workforce.
This document provides guidance on implementing people analytics within an organization. It outlines a 3-step process: 1) choose metrics and key performance indicators to monitor and predict workforce outcomes; 2) define data sources to pull relevant information; 3) decide whether to use an off-the-shelf or custom people analytics tool. Examples of people analytics tools are also provided at different capability levels to help select the right solution. Implementing people analytics can transform how HR operates by improving areas like recruitment, performance management, compensation, and retention through a more data-driven approach.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
This Presentation is about the need for Green HRM.
it also deals with
Green Recruitment, Hiring, Training and Development, Rewards, Initiatives, Benefits and Sustainability benefits.
This document provides an overview of an online human resource management course. The course objectives are to understand key HR activities like recruitment, learning and development, and performance management. It also aims to examine the strategic role of HR and how HR methods can be applied in different business environments. Learning outcomes include gaining a deeper understanding of HR and its evolution, and being able to apply primary HR areas and understand the HR management environment. The document also defines HR management, its objectives to serve organizational, individual and societal needs, and the roles and responsibilities of HR versus line managers.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Human Capital Measurement Introduction Concept discusses several metrics for measuring human capital effectiveness:
1) Revenue Factor measures employee productivity by calculating revenue generated per employee.
2) Expense Factor links employee time/effort to operating expenses by calculating expenses per employee.
3) Income Factor links employee time/effort to operating income by calculating income per employee.
4) EBITDA Factor links employee time/effort to operational profitability by calculating Earnings Before Interest, Taxes, Depreciation, and Amortization per employee.
This document discusses green human resource management (Green HRM). It defines Green HRM as the integration of environmental management with human resource management. Green HRM involves environmentally friendly HR practices and preserving knowledge capital. Some practices of Green HRM mentioned include using online interviews to reduce paper usage, providing commute benefits to encourage green transportation, and using green materials. Implementing Green HRM can increase employee motivation, create a competitive advantage, reduce turnover, and improve workforce health. The document also provides examples of how different HR functions like job analysis, selection, training, and performance evaluation can be made more environmentally sustainable.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document discusses global human resource management (GHRM). It defines GHRM as procuring, allocating, and utilizing human resources in multinational corporations. GHRM activities include determining HR strategy, staffing, performance evaluation, management development, compensation, and labor relations on a global scale. The document outlines different approaches to GHRM like ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors affecting GHRM like culture, economics, laws, and multicultural workforces. Key GHRM areas like staffing, training, performance appraisal, compensation, and international labor relations are summarized.
ROLE OF HRIS IN EFFECTIVE WORKFORCE PLANNINGGarg Eshank
This document discusses a study on the role of human resource information systems (HRIS) in effective workforce planning. It begins with background information on the topic and outlines the research problem, questions, and objectives. The study uses a quantitative methodology including surveys of HR executives to understand how HRIS supports workforce planning functions like recruitment, training and development, and succession planning. The results show that HRIS provides benefits for analyzing training needs and job roles. There is also a correlation found between HRIS recruitment features and effective workforce planning. In conclusion, the study demonstrates how HRIS can increase the efficiency of HR planning.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
The document summarizes several contemporary issues in human resource management (HRM). It discusses international HRM, strategic HRM, green HRM, and changes occurring in HRM practices in India. Major topics covered include managing expatriates, models of international HRM, the characteristics and basic steps of international HRM, the reasons for growing interest in strategic HRM, the differences between traditional and strategic HRM, and examples of companies that have adopted green HRM practices.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
This research proposal explores green HRM practices in organizations. It begins with an introduction defining green HRM and discussing how HRM policies can support sustainable resource use and environmental sustainability. The background discusses how HR practices are an emerging 21st century tool and how organizations must consider social and environmental impacts for long-term sustainability. The objectives are to explore an organization's green HRM practices and how they create an environmentally friendly and sustainable organization. A literature review discusses how the HR department supports sustainability and developing a sustainable organizational culture. The methodology will use a qualitative exploratory approach studying a bank through open-ended questionnaires. Data will be analyzed using SPSS software. The conclusion is that green HRM has scope globally and within organizations to increase
IHRM deals with managing human resources on a global scale, considering laws across countries and the diverse needs of an internationally diverse workforce. IHRM involves more complexity in managing employees from different cultures and countries, and must adapt to external global risks and influences. In contrast, HRM focuses only on domestic operations and employees, following standard domestic policies and facing less complexity and risk given the homogeneous domestic workforce.
This document provides guidance on implementing people analytics within an organization. It outlines a 3-step process: 1) choose metrics and key performance indicators to monitor and predict workforce outcomes; 2) define data sources to pull relevant information; 3) decide whether to use an off-the-shelf or custom people analytics tool. Examples of people analytics tools are also provided at different capability levels to help select the right solution. Implementing people analytics can transform how HR operates by improving areas like recruitment, performance management, compensation, and retention through a more data-driven approach.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
This Presentation is about the need for Green HRM.
it also deals with
Green Recruitment, Hiring, Training and Development, Rewards, Initiatives, Benefits and Sustainability benefits.
This document provides an overview of an online human resource management course. The course objectives are to understand key HR activities like recruitment, learning and development, and performance management. It also aims to examine the strategic role of HR and how HR methods can be applied in different business environments. Learning outcomes include gaining a deeper understanding of HR and its evolution, and being able to apply primary HR areas and understand the HR management environment. The document also defines HR management, its objectives to serve organizational, individual and societal needs, and the roles and responsibilities of HR versus line managers.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
The document discusses the evolution of human resource management from an administrative function to a strategic partner. It outlines the key roles of strategic HRM in attracting, motivating and retaining talent, and aligning HR strategies with organizational strategies. Some of the barriers to strategic HRM include a short-term focus and the difficulty in quantifying HR outcomes. The document also provides frameworks for the components and critical competencies of strategic HRM.
Strategic human resource management (SHRM) aligns human resource initiatives with organizational mission and objectives to gain a competitive advantage. It involves five critical competencies for HR: strategic contribution, business knowledge, personal credibility, HR delivery, and HR technology. The strategic management process determines what needs to be done over 3-5 years to achieve objectives, examines the organization and environment, and establishes fit while reviewing and revising plans. SHRM informs and is shaped by business strategy and human capital management, focusing on treating people as assets rather than costs and adopting an integrated approach.
The role of HR is evolving from administrative tasks to strategic business partner. As organizations face constant change, HR must reduce gaps between management and employees. HR should be involved in all aspects of business planning by analyzing future skill needs, developing internal talent, and attracting external hires. Retention strategies like competitive pay and development opportunities are important. For HR to effectively partner with business strategy, it is crucial to understand company goals, leverage data, adopt new technologies, ensure alignment between strategy and actions, and consider HR interventions' impact on corporate goals like R&D. Viewing employees as human capital that enhances competitive advantage allows HR to provide intangible benefits such as increased market share and customer satisfaction.
This document discusses strategic human resource forecasting and planning. It begins by explaining the importance of viewing human resources strategically and integrating HR into organizational strategy and planning. It then discusses the concepts of strategy, planning, and forecasting for HR professionals. Finally, it provides an introduction to the subsequent chapters which will profile the HR practices of two companies, Voltas and Onida, and discuss conclusions about strategic human resource management.
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
This document provides an overview of strategic HR management and planning. It defines strategic HR management as integrating HR strategies to achieve organizational goals while meeting employee needs. Strategic HR planning is described as identifying current and future HR needs to support organizational goals. The document outlines the strategic HR planning process, which includes assessing current HR capacity, forecasting future requirements, analyzing gaps, and developing HR strategies. Key steps are to document the strategic HR plan and then implement it through communication, ensuring legal compliance, addressing organizational needs, and establishing evaluation benchmarks.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
The document discusses key concepts in human resource management including definitions, objectives, scope, functions, and the basic roles of an HR manager. It defines HRM as the planning, organizing, and controlling of procuring, developing, compensating, and maintaining human resources to accomplish organizational goals. The objectives of HRM are to help the organization reach its goals, employ workforce skills efficiently, provide well-trained employees, increase job satisfaction, and ensure social responsibility. The scope of HRM is vast, covering an employee's entire working life from hiring to departure. Core HR manager roles include planning staffing needs, recruiting and selecting employees, training and developing staff, determining compensation, and ensuring employee retention.
This document discusses human resource management and related concepts. It begins by defining human resource management according to various experts and outlines its key objectives such as helping the organization achieve its goals and increasing employee satisfaction. It describes the scope of HRM as encompassing all aspects of an employee's time with an organization. The core functions of an HR manager are identified as planning staffing needs, recruiting and selecting employees, training and developing staff, administering compensation and rewards, and managing employee relations. Different methods of recruitment like direct contact, advertisements, and third-party agencies are also summarized.
This document discusses human resource capability management. It defines capability management as mapping employees' skills to an organization's goals and requirements. It presents a capability management framework with three elements: a capability model outlining key HR skills, a career progression structure, and a professional development guide. The document explains how capability management benefits an organization by ensuring a balance of skills and requirements, innovation, defined career paths, and metrics for performance management. It concludes by listing qualities needed for an HR professional to perform effective capability management, such as analytical skills, an unbiased approach, and a cost-benefit mindset.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
The changing role of human resource functionAlexel Limited
The document discusses the changing role of human resource management from operational to strategic. It outlines four new roles for HR: strategic partner, employee advocate, administrative expert, and change agent. The roles require competencies like leadership, business knowledge, and strategic thinking. Factors driving this change include globalization, technology, changing workforce demographics, and the nature of work. The implications are that HR must have both administrative and strategic skills to align HR with business goals.
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. To understand the concept of ‘Human Resource
Management’ and ‘Sustainability.’
To know the significance and relevancy of HRM
and sustainability for organizational growth and
development.
To study the different flaws & challenges in HRM
sustainability.
To consider the innovations and advanced
strategic gradations and improvements for the
sustainability of HRM.
3.
4. Sustainability – ability to be maintained at a certain
rate or level. HRM sustainability is required:
• To meet present & future demands of different
stakeholders.
• To deal with the scarcity issues of highly skilled &
motivated employees.
• For long term physical, social and economic well
being of employees.
• Directing employees mindset towards achieving
organizational sustainability goals.
5.
6. Sluggish research and development in HRM.
Scarcity of highly qualified, motivated and engaged
HR executives.
Less use of Human Resource Information system
(HRIS).
Impact of cost cutting strategies.
Low road approach to HR planning & strategies.
Underestimation
7. Artificial intelligence
Virtual & Augmented Reality
Focus on mental health of employees
Diversity in workforce and equal
opportunity
Employee Branding
8. The role of HRM in developing sustainable
business organizations is increasingly
attracting attention. Sustainability can be
used as a principle for HRM itself and is the
need of an hour for creating long lasting,
effective and strategic organizational plans
which are in line with the vision, mission
and values of the business.