The document discusses human resource management. It defines HRM as facilitating effective use of employees to achieve organizational goals. It describes the functions of HRM like planning, organizing, staffing, directing and controlling. It also discusses the approaches of scientific management, human relations and human resources approaches. The roles of HR executives like service providers, executives, facilitators and consultants are mentioned. Challenges to HR professionals include worker productivity, quality improvement, changing workforce attitudes and government impacts. Strategic HRM aims to optimize resource use to achieve goals in a competitive environment.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
From the online class "Nonprofit Management" from the Loyola School of Social Work, Chicago, Tom Tresser, Instructor. Presentation by Prof. Ivan Medina.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
From the online class "Nonprofit Management" from the Loyola School of Social Work, Chicago, Tom Tresser, Instructor. Presentation by Prof. Ivan Medina.
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Organizational Capacity-Building Series - Session 10: Human Resources ManagementINGENAES
This session describes key issues during recruitment and employment. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Organizational Capacity-Building Series - Session 10: Human Resources ManagementINGENAES
This session describes key issues during recruitment and employment. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
[Note: To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Organization, Change, HR & Leadership models and frameworks. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)
Models/Frameworks include the following:
SHRM Competency Model for HR Professionals
Ulrich’s HR Competency Model
Ulrich’s Matrix on the Four Roles of HR
The Harvard Model of Strategic HRM
AHRI Model of Excellence
People Capability Maturity Model (PCMM)
Ulrich’s Stages of Employee Connection to the Organization
The Talent Management Framework
Four Stages of Contribution Model (Novations)
Ulrich’s Five Rules for Leadership
The ATD Competency Model
The Training Needs Analysis Framework (Blanchard & Thacker)
The ADDIE Model
The Conscious Competence Learning Model
Kirkpatrick’s Four-Level Training Evaluation Model
High-Impact Learning Organization
Senge’s Five Disciplines
Drucker’s Management By Objectives
De Bono’s Six Thinking Hats
Beer & Nohria’s E & O Theories
Hofstede’s Cultural Dimensions
Lencioni’s Five Dysfunctions of a Team
Tuckman’s Model of Team Development Stages
The Emotional Competence Framework
Kubler-Ross’ Change Curve Model
Bridges’ Transition Model
Lewin’s Three Stage Change Model
The ADKAR Change Model
The McKinsey 7-S Framework
Kotter's Eight Phases of Change
The Power/Interest Grid for Stakeholder Prioritization
Szpekman’s Communication Framework
The Johari Window
Ofman’s Core Quadrants Model
Covey’s Seven Habits Model
Covey’s Time Management Matrix
Baldrige Excellence Framework
EFQM Excellence Model
Balance Scorecard
ISO 9001:2015 Quality Management System
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
Eminent offers a range of courses that will enhance your
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“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
What behaviors and skills do you want to see in your company's next leaders? Discover how to use competency modeling to set the foundation for leadership development initiatives.
Smartest route to repositioning for the futureTanuj Poddar
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
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(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. The Flow
• Definition
• Approaches and their Implications
• Functions
• Emerging Roles
• Challenges
• Strategic HR Management
• In a Nutshell
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3. Definition
Human resource management is the
function performed in an
organization that facilitates the most
effective use of people(employees)
to achieve organizational and
individual goals
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4. The role of a HR manager
personnel management and human
resource management
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6. Scientific management
approach
1
• Fredrick Taylor- father of scientific
management
2
• Study of motions
3
• Workers were solely motivated through
money
4
• Workers to maxamise production in order to
satisfy their one work related need- money
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7. Human relations approach
1
• The hawthorne studies – 1930-40’s
2
• Growing strength of unions
3
• Social and psychological factors also
affected employee productivity
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8. Why human relations
approach Failed??
1
• Did not recognize individual
differences
2
• Did not recognize need for job
structure
3
• Failed to recognize other factors that
could influence employee
satisfaction and productivity
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9. Human Resources Approach
• Organization goal & needs of
employee are capable of existing in
harmony
• Employees are asset for organization
• Organization should create
contributive work environment to
reap maximum benefit
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10. Challenges Before HR
Manager
Unlike other resources each employee is different
from other.
method of encouragement & motivation can be
different from person to person
Expectations of employees are high because they
know their value .
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11. Function of Human
Resources Management
Planning-it is an
ongoing process
of developing
business mission
and objective
&formulating the
action to
accomplish that .
Identification of
needs of
employee & to
predict the future
changes are part
of planning
Organizing-It is
establishment of
internal
organization
structure .Its
focus is on
division
coordination &
control of task .
In this function
HR manager
assign the
responsibility
and authority to
job holder.
Staffing-It is
filling the
position with
qualified people
and keeping it
filled .
Recruiting hiring
training
evaluating
transferring are
the specific
activity of this
function.
Directing-it is
process of
maximum
utilization of
human resources
contribution . It
also includes
forming good
human relation&
coordination
among different
level of
department
Controlling-It is
establishing
performance
standard based
on organizations
goal measuring
them and
comparing the
actual
performance to
standard
performance &
taking proper
action .
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15. Human Resource Planning
• Present and future manpower
requirements
• Net human resource requirements
• Mould, change and develop
employees to meet future
organizational requirements
• Attract and acquire human
resources from the market
15
16. Recruitment
• Tapping existing sources of
applicants
• Identifying new sources of
applicants
• Attracting the candidates to apply
for jobs in the organization
• Deciding the recruitment procedure
16
20. Employee Relations
• Employees in organizational
context, as a social group
• Determining the job satisfaction
level of the employee
20
21. Emerging Role of Human
Resource Management
It is the competence and attitude of
the human resource that can make
or break a business.
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22. Value of Human Resources
A nation with a rich human resource
can develop fast.
In this modern age of technology and
globalization, quality human resource is
an important contributor to the well
being and development of a nation.
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23. Human resources- A
competitive advantage
According to Adi Godrej, Chairman
and Managing Director, Godrej
Consumer Product Ltd. , “all corporate
strength are dependent on people.”
Human resources of an organization is
an unique asset to the organization and
is essential for a business to gain
competitive advantage over its
competitors.
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24. Human resource accounting
• Human resource accounting
is measurement of the cost
and value of the people for
an organization.
COST
• Human resource accounting
helps management to value
its human resource and use
them with discretion and
wisdom
VALUE
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26. Service
Provider
• An HR specialist can help providing information on market statistics of
personnel availability, pay rates etc.
• Interpret the complex labor law and legislations that’s are applicable in day-to-
day work.
Executive
• Carry out certain HR activities like recruitment , compensation, etc.
Facilitator
• Training and development activities are planned and conducted and performance
appraisal are done.
• Also to ensure that other managers who undertake such activities are well
equipped to do so.
Consultant
• Handling problems due to lack of motivation, lack of training, job misfit or
grievances related to pay.
Auditor
• Responsible for ensuring that all members of the management perform their
respective roles concerned with the effective use of human resources.
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28. Siladitya Sarangi(9 pointer)
-Did not join CTS
-Joined XIMB
Subhayou Nayak(Professional DJ)
-Quit accenture
-Now working in Kuwait.
Abhishek Bhuyan(Networking Expert & Hacker)
-Did not join Wipro
-Joined 3rd Brigade
-Earns 5.8 lacs per annum
Lalit Patel(Ace Programmer)
-Quit CTS because it was boring and
was the most efficient member of the team
-Working for SlideShare.net a site similar to youtube .com
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29. Where did these challenges
come from???
Competition
in Industries
Employee’s
choose
Employers
Challenges
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30. THE CHALLENGES
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WORKER PRODUCTIVITY
QUALITY IMPROVEMENT
CHANGING ATTITUDES OF
WORKFORCE
IMPACT OF THE GOVERNMENT
QUALITY OF WORK LIFE
TECHNOLOGYAND TRAINING
31. Strategic Management
• It is the management of the available resources to
achieve the long term and short term goal of an
organization in a dynamic and competitive environment.
Strategic Human Resource Management
• It is the optimum utilization of human resources to
achieve the set goals and objectives in the business
environment.
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STRATEGIC HUMAN
RESOURCE MANAGEMENT
32. 4/5/2022 Free template from www.brainybetty.com 32
Strategic Human Resource
Planning Involves
Design
HR goals in
alignment
with goals of
the
organization
are designed
Identify
HR required
to achieve
these goals is
identified
Develop
HR is
developed
internally or
acquired them
from outside.
33. IN A NUTSHELL
• complex
• challenging
HRM
• Scientific Management Approach
• Human Relations Approach
• Human Resources Approach
3
approaches
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36. 4/5/2022 Free template from www.brainybetty.com 36
Challenges to HR Professionals
WORKER PRODUCTIVITY
QUALITY IMPROVEMENT
CHANGING ATTITUDES OF
WORKFORCE
IMPACT OF THE GOVERNMENT
QUALITY OF WOK LIFE
TECHNOLOGY AND TRAINING