Hi! this is my first power point about an assignment that our lecturer gave us last time. I hope that it will be very helpful for those who will read it.
This document discusses human resource development (HRD). It defines HRD as a continuous planned process to develop employee competencies, motivation, and effectiveness through organized learning activities. The goals of HRD include developing individuals' skills for current and future roles, enhancing organizational culture, and improving quality of life and work. HRD benefits both employees and organizations by helping employees improve performance, better utilize their potential, and increasing organizational effectiveness.
Employee retention in an organization through knowledge networkingIAEME Publication
This document discusses employee retention through knowledge networking. It proposes that organizations can retain employees and reduce attrition by developing knowledge sharing networks. Such networks involve communities of people and knowledge that facilitate communication and knowledge transfer. When organizations implement transformational HR practices focused on talent management, trust, and personal/professional development through knowledge networking, it benefits both the organization and employees. The document provides an overview of knowledge, communities, knowledge networking, and the organizational processes involved in retention through knowledge sharing networks.
The document discusses the concepts of human resource development (HRD). It defines HRD as a process that enables people to make things happen by developing their competencies, including knowledge, skills, attitudes and values. It also creates conditions for people to apply these competencies for their own benefit. The document outlines different perspectives on HRD from economists, psychologists, and sociologists. It discusses the objectives, processes, approaches, roles and functions of HRD in organizations.
The document discusses human resource management (HRM). It states that the objectives of HRM are to contribute to the accomplishment of organizational objectives and to meet the needs of individual employees. HRM helps attain maximum individual development and desirable working relationships. The functions of HRM include recruitment, training, performance appraisal, remuneration, and welfare of employees. Major factors influencing HRM are the size of the workforce, rising employee expectations, and changes in technology and lifestyle.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
This document provides an overview of knowledge management, talent management, knowledge workers, and the importance of talent management. It defines knowledge as information gained through experience or learning, and distinguishes between tacit and explicit knowledge. Knowledge workers are described as non-manual workers who use knowledge and mental skills rather than physical skills. The key characteristics of knowledge workers are also outlined. Talent is defined as a person's intrinsic abilities and skills, and talent management is a set of practices to achieve business goals by managing employee recruitment, development, retention, and advancement. The importance of talent management for integrating human resources initiatives and retaining critical employees is also discussed.
Human Resource Management and Human Resource DevelopmentMs. Shery Asthana
Introduction of HRM & HRD, Concept of HRM, Objectives, Process, HRM vs. Personnel Management, HRM vs. HRD, Objectives of HRD, focus of HRD system, Structure of HRD System, Role of HRD Manpower
This document discusses human resource development (HRD). It defines HRD as a continuous planned process to develop employee competencies, motivation, and effectiveness through organized learning activities. The goals of HRD include developing individuals' skills for current and future roles, enhancing organizational culture, and improving quality of life and work. HRD benefits both employees and organizations by helping employees improve performance, better utilize their potential, and increasing organizational effectiveness.
Employee retention in an organization through knowledge networkingIAEME Publication
This document discusses employee retention through knowledge networking. It proposes that organizations can retain employees and reduce attrition by developing knowledge sharing networks. Such networks involve communities of people and knowledge that facilitate communication and knowledge transfer. When organizations implement transformational HR practices focused on talent management, trust, and personal/professional development through knowledge networking, it benefits both the organization and employees. The document provides an overview of knowledge, communities, knowledge networking, and the organizational processes involved in retention through knowledge sharing networks.
The document discusses the concepts of human resource development (HRD). It defines HRD as a process that enables people to make things happen by developing their competencies, including knowledge, skills, attitudes and values. It also creates conditions for people to apply these competencies for their own benefit. The document outlines different perspectives on HRD from economists, psychologists, and sociologists. It discusses the objectives, processes, approaches, roles and functions of HRD in organizations.
The document discusses human resource management (HRM). It states that the objectives of HRM are to contribute to the accomplishment of organizational objectives and to meet the needs of individual employees. HRM helps attain maximum individual development and desirable working relationships. The functions of HRM include recruitment, training, performance appraisal, remuneration, and welfare of employees. Major factors influencing HRM are the size of the workforce, rising employee expectations, and changes in technology and lifestyle.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
This document provides an overview of knowledge management, talent management, knowledge workers, and the importance of talent management. It defines knowledge as information gained through experience or learning, and distinguishes between tacit and explicit knowledge. Knowledge workers are described as non-manual workers who use knowledge and mental skills rather than physical skills. The key characteristics of knowledge workers are also outlined. Talent is defined as a person's intrinsic abilities and skills, and talent management is a set of practices to achieve business goals by managing employee recruitment, development, retention, and advancement. The importance of talent management for integrating human resources initiatives and retaining critical employees is also discussed.
Human Resource Management and Human Resource DevelopmentMs. Shery Asthana
Introduction of HRM & HRD, Concept of HRM, Objectives, Process, HRM vs. Personnel Management, HRM vs. HRD, Objectives of HRD, focus of HRD system, Structure of HRD System, Role of HRD Manpower
HUMAN RESOURCES MANAGEMENT - unit 1(Perspectives of HRM)asiabegum5
Detail Information on Perspective of HRM
Definition of HRM, Definition of management, Nature & Scope, Objectives of HRM, HRM Model, HR Roles, HR Policy, Importance of HRM, Need Of HRM, Function of HRM, Evolution of HRM, Challenges of HRM, New Trends of HRM, HR Audit and Accounting -Process and Definition.
Hrd functions,Climate & Human Capital Devlp.Dipali Jain
HRD functions include performance appraisal, employee training and development, career planning, organizational change management, succession planning, involvement in quality circles, and worker participation in management. An effective HRD climate requires top-down commitment from management, managers playing a motivational role in developing employee competencies, management having faith in employees, open communication and feedback, and a supportive personnel management system. Measuring HRD climate can include assessing managerial assumptions about human nature, values and leadership style, organizational size, and structure. Developing human capital is important for organizational success and competitive advantage through intellectual capital like skills and knowledge, social capital like relationships, and emotional capital like self-confidence.
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
This document provides an introduction to human resource development (HRD). It defines HRD as helping employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. The need for HRD is discussed, citing changing HR roles, knowledge-based organizations, and demanding customers. HRD's scope includes recruiting, performance analysis, developing managerial/behavioral skills, and learning through groups and job experiences. Objectives are to prepare employees for current and future jobs and promote development. Functions discussed are performance appraisal, training, executive development, and career planning.
Human resource development (HRD) involves organized learning to help employees improve performance and develop skills. HRD aims to develop capabilities, general skills, and an organizational culture that supports continuous learning. HRD processes focus on individual employee development, ensuring employees are effectively fulfilling their roles, optimizing team performance, and driving organizational change and development. Key HRD functions include training, career development, performance management, and organizational development.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
The document provides an overview of human resource management (HRM) compared to personnel management. It defines HRM and outlines its key processes and goals. HRM views all personnel functions as interrelated and emphasizes a dynamic, participatory approach to achieve both individual and organizational goals. In contrast, personnel management has a narrower functional focus only concerned with administrative tasks, and does not view these tasks as interconnected. The document also summarizes the historical development of management theories from structural, information, and human perspectives over time.
HRD focuses on improving existing employee capabilities and helping acquire new skills for goals. It uses training, organization development, and career development. Organization development describes needed changes for future goals and tries accelerating change through plans involving managers. HRD develops individual skills while organization development affects people and may involve HRD specialists, but they are distinct processes - HRD focuses on learning objectives and skills while organization development facilitates organizational change.
This document discusses the human resource planning philosophy of an organization. It believes that people are fundamentally unique resources that can develop their inherent potential with support. It also believes in providing a high quality work life for employees through meaningful careers, job satisfaction, and professional development so that people can contribute to society. The organization values a meritocratic system with open opportunities and rewards based on performance.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It describes the emergence of HRD beyond just training, to include coaching, group work, and problem solving.
The relationship between HRM and HRD is explored, with HRD defined as one function of HRM. Primary HRM functions include planning, staffing, compensation, and development. Secondary functions involve job design and performance management. Specific HRD functions involve training, organizational development, and career development.
The strategic role of HR and HRD is discussed in terms of viewing employees as assets, driving business strategy, and spanning organizational functions. Finally
The document defines human resource development (HRD) as organized activities designed to produce behavioral changes and improve existing and potential skills to increase productivity and well-being. HRD recognizes employees as an organization's most valuable asset. It emphasizes developing individual capabilities for current and future roles through education, training, and establishing better relationships based on trust. The objectives of HRD include developing competencies at all levels to meet individual and organizational goals and providing a supportive environment for growth.
The document discusses the history and concepts of human resource development (HRD). It notes that HRD was first introduced in 1969 and aims to help employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. HRD can be formal or informal and focuses on developing the workforce so that organizations and employees can achieve their work goals. The document also outlines several principles of HRD like enhancing organizational capabilities, optimizing employee potential, and facilitating autonomy and participation in decision making.
The document discusses various topics related to human resource development including human development, human resource development, human development index, human resource management, the difference between HRD and HRM, dimensions of development, needs and priorities of HRD, and approaches to development. It provides definitions and explanations of these topics, comparing HRD and HRM, outlining dimensions such as physical, social, cultural, and more. It also discusses needs such as training, skills development, and organizational priorities. Finally, it outlines several approaches to HRD such as the human capital, social psychological, poverty alleviation, and motivational approaches.
The document discusses the history and concepts of human resource development (HRD). It traces HRD back to 1969 when Leonard Nadler formally introduced the concept. Nadler defined HRD as organized learning experiences designed to bring about behavioral change. The document then examines various HRD processes like training, career development, performance appraisal, and succession planning and how they are used to develop employees and achieve organizational goals.
The document discusses the role of human resource development (HRD) in a liberalized economy and new environment. It defines key HRD concepts and practices like training, organization development, and performance management. It explains that in a liberalized economy, HRD plays important roles like expanding its strategic role, encouraging HR leadership, developing performance management systems, establishing responsive supervision, and investing in training. In a new environment, the HRD role includes becoming a strategic partner, employee advocate, change mentor, and still handling administrative duties.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document provides an overview of human resource management, strategic human resource management, human capital management, and international human resource management. It discusses the aims and practices of strategic HRM, the constituents and objectives of human capital management, and issues in international HRM such as the impact of globalization, environmental and cultural differences, managing expatriates, and global HR practices. The document is intended to cover these topics based on an MG University syllabus for a lecture on human resource management.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
HUMAN RESOURCES MANAGEMENT - unit 1(Perspectives of HRM)asiabegum5
Detail Information on Perspective of HRM
Definition of HRM, Definition of management, Nature & Scope, Objectives of HRM, HRM Model, HR Roles, HR Policy, Importance of HRM, Need Of HRM, Function of HRM, Evolution of HRM, Challenges of HRM, New Trends of HRM, HR Audit and Accounting -Process and Definition.
Hrd functions,Climate & Human Capital Devlp.Dipali Jain
HRD functions include performance appraisal, employee training and development, career planning, organizational change management, succession planning, involvement in quality circles, and worker participation in management. An effective HRD climate requires top-down commitment from management, managers playing a motivational role in developing employee competencies, management having faith in employees, open communication and feedback, and a supportive personnel management system. Measuring HRD climate can include assessing managerial assumptions about human nature, values and leadership style, organizational size, and structure. Developing human capital is important for organizational success and competitive advantage through intellectual capital like skills and knowledge, social capital like relationships, and emotional capital like self-confidence.
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
This document provides an introduction to human resource development (HRD). It defines HRD as helping employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. The need for HRD is discussed, citing changing HR roles, knowledge-based organizations, and demanding customers. HRD's scope includes recruiting, performance analysis, developing managerial/behavioral skills, and learning through groups and job experiences. Objectives are to prepare employees for current and future jobs and promote development. Functions discussed are performance appraisal, training, executive development, and career planning.
Human resource development (HRD) involves organized learning to help employees improve performance and develop skills. HRD aims to develop capabilities, general skills, and an organizational culture that supports continuous learning. HRD processes focus on individual employee development, ensuring employees are effectively fulfilling their roles, optimizing team performance, and driving organizational change and development. Key HRD functions include training, career development, performance management, and organizational development.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
The document provides an overview of human resource management (HRM) compared to personnel management. It defines HRM and outlines its key processes and goals. HRM views all personnel functions as interrelated and emphasizes a dynamic, participatory approach to achieve both individual and organizational goals. In contrast, personnel management has a narrower functional focus only concerned with administrative tasks, and does not view these tasks as interconnected. The document also summarizes the historical development of management theories from structural, information, and human perspectives over time.
HRD focuses on improving existing employee capabilities and helping acquire new skills for goals. It uses training, organization development, and career development. Organization development describes needed changes for future goals and tries accelerating change through plans involving managers. HRD develops individual skills while organization development affects people and may involve HRD specialists, but they are distinct processes - HRD focuses on learning objectives and skills while organization development facilitates organizational change.
This document discusses the human resource planning philosophy of an organization. It believes that people are fundamentally unique resources that can develop their inherent potential with support. It also believes in providing a high quality work life for employees through meaningful careers, job satisfaction, and professional development so that people can contribute to society. The organization values a meritocratic system with open opportunities and rewards based on performance.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It describes the emergence of HRD beyond just training, to include coaching, group work, and problem solving.
The relationship between HRM and HRD is explored, with HRD defined as one function of HRM. Primary HRM functions include planning, staffing, compensation, and development. Secondary functions involve job design and performance management. Specific HRD functions involve training, organizational development, and career development.
The strategic role of HR and HRD is discussed in terms of viewing employees as assets, driving business strategy, and spanning organizational functions. Finally
The document defines human resource development (HRD) as organized activities designed to produce behavioral changes and improve existing and potential skills to increase productivity and well-being. HRD recognizes employees as an organization's most valuable asset. It emphasizes developing individual capabilities for current and future roles through education, training, and establishing better relationships based on trust. The objectives of HRD include developing competencies at all levels to meet individual and organizational goals and providing a supportive environment for growth.
The document discusses the history and concepts of human resource development (HRD). It notes that HRD was first introduced in 1969 and aims to help employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. HRD can be formal or informal and focuses on developing the workforce so that organizations and employees can achieve their work goals. The document also outlines several principles of HRD like enhancing organizational capabilities, optimizing employee potential, and facilitating autonomy and participation in decision making.
The document discusses various topics related to human resource development including human development, human resource development, human development index, human resource management, the difference between HRD and HRM, dimensions of development, needs and priorities of HRD, and approaches to development. It provides definitions and explanations of these topics, comparing HRD and HRM, outlining dimensions such as physical, social, cultural, and more. It also discusses needs such as training, skills development, and organizational priorities. Finally, it outlines several approaches to HRD such as the human capital, social psychological, poverty alleviation, and motivational approaches.
The document discusses the history and concepts of human resource development (HRD). It traces HRD back to 1969 when Leonard Nadler formally introduced the concept. Nadler defined HRD as organized learning experiences designed to bring about behavioral change. The document then examines various HRD processes like training, career development, performance appraisal, and succession planning and how they are used to develop employees and achieve organizational goals.
The document discusses the role of human resource development (HRD) in a liberalized economy and new environment. It defines key HRD concepts and practices like training, organization development, and performance management. It explains that in a liberalized economy, HRD plays important roles like expanding its strategic role, encouraging HR leadership, developing performance management systems, establishing responsive supervision, and investing in training. In a new environment, the HRD role includes becoming a strategic partner, employee advocate, change mentor, and still handling administrative duties.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document provides an overview of human resource management, strategic human resource management, human capital management, and international human resource management. It discusses the aims and practices of strategic HRM, the constituents and objectives of human capital management, and issues in international HRM such as the impact of globalization, environmental and cultural differences, managing expatriates, and global HR practices. The document is intended to cover these topics based on an MG University syllabus for a lecture on human resource management.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
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.
This document discusses a study on job satisfaction of employees at TTK Healthcare Limited in Chennai, India. It provides details about the objectives, scope, limitations and methodology of the study. The study aims to analyze factors affecting job satisfaction of employees such as job security, pay, benefits, training opportunities, work environment, promotion opportunities, and human relations. It also examines the relationship between various job satisfaction parameters through statistical analysis.
Talent management refers to the processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document discusses employee engagement and the factors that drive it. It states that employee engagement is key to competitive advantage as engaged employees outperform those who are not engaged. The three main drivers of engagement are identified as the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. Training managers play an important role by building strong relationships and leading in a person-centered way to create an engaging environment. Overall engagement is increased when employees have opportunities for personal development, effective talent management, clear company values, fair performance reviews, proper pay and benefits, and career growth opportunities.
This document discusses human capital development and effective leadership. It defines key terms like human capital and human development. It explains that human capital represents the skills and expertise within an organization. Effective leadership starts from within and moves outwards. The document states that comprehensive human capital development integrates talent optimization, learning agility, and innovation capabilities. It provides details on each of these elements and how they are important for leadership. Overall, the document argues that effective leadership is committed to implementing human capital development and talent management to ensure continuous success through a dynamic human capital.
This document provides an overview of educational technology and human resource development. It discusses how HRD helps organizations maximize productivity through developing human resources. It also outlines the role of technology in training, trends in HRD focusing on continuous learning and development, and key areas of HRD including training, career development, and organization development.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses human resource development (HRD). It defines HRD as activities designed to improve employees' skills and abilities to meet organizational goals. HRD includes training, career development, performance management, coaching, mentoring, and organizational development. The document outlines the scope of HRD, including improving productivity, employee growth, relationships, talent acquisition, and motivation. It discusses the need for HRD to develop competent employees, improve quality of work life, enable organizational changes, and improve organizational climate. The overall aim of HRD is to develop an organization's human resources through activities that enhance employee skills and abilities.
This document provides an overview of human resource management (HRM). It defines HRM as the process of maximizing employee and organizational effectiveness through programs and activities related to acquiring, developing, motivating and retaining employees. The key objectives of HRM are outlined as efficient utilization of employee skills, providing trained and motivated employees, increasing job satisfaction, communicating HRM policies, and developing quality work life. The scope of HRM discussed includes human resources planning, job and work design, recruitment, selection, placement, training, development, and performance appraisal.
The document discusses the need for organizations to develop a Staff Development Philosophy (SDP) to engage and develop the new generation of employees, Generation Y. It defines an SDP as a guiding document that is aligned with an organization's strategic goals and focuses on developing employees' talents through continuous learning. An SDP should be a living document that changes along with employees. It also emphasizes that managers are key change agents who can lead through identifying employees' strengths and developing their talents. Committing to an SDP will benefit organizations by retaining motivated employees who are invested in the organization's success.
product or service. If it chooses to try to change its product or .docxwkyra78
product or service. If it chooses to try to change its product or service, the firm typically adopts a specialization or differentiation strategy.
Up to this point, we have discussed how a firm's business strategy shapes its staffing needs and influences the characteristics it looks for in its new hires. A firm's human resource strategy and its talent philosophy influence a company's staffing strategy as well. We discuss this next.
THE FIRM'S TALENT PHILOSOPHY
30 Chapter 2 • Business and Staffing Strategies
Chapter 2 • Business and Staffing Strategies 31
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32 Chapter 2 • Business and Staffing Strategies
TALENT PHILOSOPHY
a system of beliefs about how a firm's employees should be treated
HUMAN RESOURCE STRATEGY
the linkage of the entire human resource function with the company's business strategy
STAFFING STRATEGY
the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time
An organization's talent philosophy is a system of beliefs about how its employees should be treated. Typically shaped by its founders, it reflects how an organization thinks about its employees. For example, some organizations view employees as partners and key stakeholders in the company, whereas others view employees as more expendable and easily replaceable. A company's business strategy can also influence how a company interacts with its employees, which then affects how it decides to manage the movement of people into, through, and out of the company.
A firm's human resource strategy links the entire human resource function with the firm's business strategy. Strategic human resource management aligns a company's values and goals with the behaviors, values, and goals of employees and influences the substrategies of each of the firm's human resource functions, including its staffing, performance management, training, and compensation functions. The alignment of these separate functions creates an integrated human resource management system supporting the execution of the business strategy, guided by the talent philosophy of the organization.
An organization's overall staffing strategy is the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time. An organization's talent strategy thus encompasses its approaches to acquiring, deploying, and retaining its talent, and the choice of jobs to which it devotes greater or lesser resources. A firm's staffing strategy ultimately reflects its business strategy, human resource strategy, and talent philosophy. We next look more closely at how a company's talent philosophy shapes its staffing strategy.
If not created intentionally, a firm's talent philosophy evolves on its own as the personal values of high-level managers are expressed in their hiring and talent management decisions and actions. Over time, these values and perspectives become those of ...
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This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
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.
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
1. HUMAN RESSOURCE
MANAGEMENT
THE CONCEPT OF PEOPLE MANAGEMENT AND
ITS IMPORTANCE TO ORGANISATION SUCCESS
Prepared and presented by
Lansky-ulrick ONDO
Concord Business College Ghana
2. INTRODUCTION
Peοple Management alsο knοwn as Human Resource Management includes the tasks οf
selecting οr recruitment, management, and prοviding suppοrt and a way fοr the emplοyees οf
οrganisatiοn.
The concept οf Peοple management has brοught the capacity tο manage peοple withοut any
discriminatiοns οf culture, race even language. Emplοyees are treated at the same level. The
Human Resοurce creates a relatiοnship between emplοyees and emplοyers. The cοncept
becοmes indispensable in οur οrganisatiοns fοr better perfοrmance, mοtivate emplοyees tο give
the best οf themselves in staying cοnfident, enthusiasm and feeling secure in where they’re
wοrking.
3. LEARNING THEORIES
Learning theories are conceptual framworks describing how knowledge is absorbed,
processed, and retained during learning. Cognetive, emotional, and environmental
influences, as well as prior experience, all play a part in how understanding, or a world
view, is acquired or changed and knowledge and skills retained. Behaviorists look at
learning as an aspect of conditioning and will advocate a system of rewards and targets
4. Behavioral theory
The theory of behaviorism concentrates on the
study of overt behaviors that can be observed and
measured.
It views the mind as a *black box* in the sense
that response to stimulus can be observed
quantitavely, totaly ignoring the possibility of
thought processes occuring in the mind.
Some key play players in the development of the
bahaviorist theory.
5. An instructοr using the behaviοurism as the fundamental οf his strategy
assumes that pοsitive and negative impact reinfοrcement learning. He
cοngratulates emplοyees when the behave like he wants and punish thοse
whο dοn’t. Changes in behaviοur indicates success. We might use this
strategy tο get emplοyees tο adοpt. new pοlicies and prοcedures. Fοr
example, yοu, lecture participants and then yοu test yοur student after
lessοns, yοu give a reward fοr thοse whο pass the exam and demand that
thοse whο fail retake the cοurse
Behavioral theory (end)
6. Cognitive learning theory seeks to understand
how the brain learns. This theory tries to explain
the various mental processes, both internal and
external, that affect how the individual learns.
THEY ARE TWO MAIN COMPONENTS TO COGNITIVE
LEARNING THEORY:
Social cognitive theory
Cognitive behavioural theory
7. By using the cognitivism theory, educators focus on
improving mental processes rather than physical actions.
These instructors believe that their role is to help people
expand their knowledge. Small business owners can use this
strategy to encourage employees to improve their strategic
thinking skills. By conducting contests, games and activities
that challenge employees’ memory, attention span, speed,
flexibility and ingenuity, you can promote well-being and
workplace productivity.
Cognitive theory
9. In the digital age, learning οccurs in multiple envirοnments. Free οnline cοurses
enable anyοne tο take advantage οf glοbal οppοrtunities tο develοp new skills,
knοwledge and techniques. This learning theοry recοgnizes that learning is a prοcess
οf cοnnecting diverse οpiniοns, infοrmatiοn and resοurces. Successful
entrepreneurs knοw that the ability tο make cοnnectiοns equals lοng-term
prοfitability. Peοple want tο make the critical decisiοns abοut what they get tο learn
abοut. This alters their future. Sοcial netwοrking technοlοgy expands yοur ability tο
make cοnnectiοns with οther peοple thrοughοut the wοrld tο learn abοut stimulating
tοpics. This means that even a small business has οppοrtunity tο create, preserve and
utilize infοrmatiοn in new ways. Well-cοnnected leaders fοster a pοsitive infοrmatiοn
in ways. Well-cοnnected leaders fοster a pοsitive infοrmatiοn flοw that cοntributes tο
the persοnal and prοfessiοnal develοpment οf their subοrdinates.
Connectivism
11. Behaviοural management theοry relies οn the nοtiοn that managers will better understand the human
aspect tο wοrkers and treat emplοyees as impοrtant assets tο achieve gοals. Management taking a
special interest In wοrker makes them feel like part οf special grοup.
As time went οn, thinking shifted, and management started lοοking at emplοyee satisfactiοn and
wοrking cοnditiοns as a way tο increase prοductivity. Theοrist like Eltοn Mayο and οthers studied
emplοyee prοductivity under different cοnditiοns tο determine a cοnnectiοn.
Mayο’s Hawthοrne experiment prοvides a gοοd example οf this. In the Hawthοrne experiment, a
grοup οf telephοne line wοrkers were separated and οbserved wοrking in a private rοοm. During
their wοrkday, the grοup members were given a special privileges, like freedοm tο leave their
wοrkstatiοns, changes in pay rates, and even cοmpany-spοnsοred lunch. What they discοvered was
the cοntrοl grοup prοduced mοre than οthers emplοyees.
BEHAVIOURAL THEORIES IN PRACTICE
12. Instead of helping and serving employees, HR should be developing, encouraging, and
enabling employees-building capacity. We must help our organizations with harnessing human
potential and channeling it in the right direction toward the achievement of the organization’s
MSVG This mindset, perspective, or viewpoint is the starting point to strategic HR.
An HR function that exists to serve:
employees might as well be a social service
benefits and aid organization
in contrast to a business. A strategic HR department enables, empowers, and engages
employees for the purposes of the business or organization.
HUMAN RESOURCE STRATEGY AND
ORGANISATION POLICIES
13. Human resources transactional functions include
BENEFITS ADMINISTRATION
RECORD KEEPING FOR NEW EMPLOYEE.
PAYROLL PROCESSING.
HUMAN RESOURCE PRACICE AND
COMPLETE ADVANTAGE
14. The extent to which HR department staff handle these transactional functions
depends on their expertise, size of workforce and the department's budget can
support outsourcing these transactional functions, thus leaving time for HR
management instead of focusing on personnel administration-type duties. When a
firm is implementing a value creating strategy not simultaneously being implemented
by any current or potential competitors, then we can say has the firm has a
competitive advantage. And when a firm is implementing a value creating strategy
not simultaneously being implemented by any current or potential competitors and
when these other firms are unable to duplicate the benefits of this strategic.
HUMAN RESOURCE PRACICE AND COMPLETE ADVANTAGE
15. The competitive advantage can be sustained in one of the two ways( Porter
1985)
Either the company can be lucky enough to come up with something that
its rivals cannot copy which is very rare.
The company is improving so fast its rivals can not catch up.
HUMAN RESOURCE PRACICE AND COMPLETE ADVANTAGE
16. Human Resource Management focuses on matching the needs of the
business with the needs and development of employees. Tarmac
depends on its people because their skills contribute to achieving its
business objectives. Human resources are a key element in the success
or failure of monitoring programmes to meet their objectives. Without
an adequate strategy to develop the human resources available and
attract high calibre staff, monitoring rapidly stagnate.
What are the role of Human Resource in an Organisation?
CONCLUSION