Human resource management involves five key functions: staffing, human resource development, compensation, safety and health, and employee and labor relations. Staffing includes job analysis, recruitment, selection, and human resource planning. Human resource development consists of training, career development, performance management, and organization development. Compensation encompasses all financial and non-financial rewards provided to employees. Safety and health aims to protect employees' well-being.

1. Human Resource
Management
Strategic Role

2. 1-2
Human Resource Branding
• Firm’s corporate image or culture
• Embodies values and standards that guide peoples’ behavior
• People know what company stands for, people it hires, fit
between jobs and people, and results it recognizes and rewards
• Important in getting highest quality applicants to join firm

3. 1-3
Human Resource Management
• Utilization of individuals to achieve
organizational objectives
• All managers at every level must
concern themselves with human
resource management
• Five functions

4. 1-4
1
Human
Resource
Management
Safety and
Health
Human Resource Management Functions

5. Staffing
• Job Analysis
• Human Resource Planning
• Recruitment
• Selection

6. 1-6
Staffing (Cont.)
• Staffing - Process through which organization
ensures it always has proper number of
employees with appropriate skills in right jobs at
right time to achieve organizational objectives
• Job analysis - Systematic process of determining
skills, duties, and knowledge required for
performing jobs in organization

7. 1-7
Staffing (Cont.)
• Human resource planning - Systematic process of
matching the internal and external supply of
people with job openings anticipated in the
organization over a specified period of time .
• Recruitment - Process of attracting individuals
on a timely basis, in sufficient numbers, and with
appropriate qualifications, to apply for jobs with
an organization

8. 1-8
Staffing (Cont.)
• Selection - Process of choosing from a group of
applicants the individual best suited for a particular
position and the organization

9. 1-9
Human Resource Development
• Training
• Development
• Career Planning
• Career Development
• Organizational Development
• Performance Management
• Performance Appraisal

10. 1-10
Human Resource Development
(Cont.)
• Training - Designed to provide learners with
knowledge and skills needed for their present jobs
• Development - Involves learning that goes
beyond today's job; it has more long-term focus
• Career planning - Ongoing process whereby
individual sets career goals and identifies means
to achieve them

11. Career Planning Flow & Stages
Career Planning Career Goals
Career Paths
Career
Feed Back
Retirement
Needs Safety,
Security
Physiological
Safety,
Security
Achievement
esteem,
autonomy
Esteem
actualization
Self
actualization
Age 20 25 30 45 55 65
Career
Stages Exploration Establishment Advancement Maintenance
Career stages and Important needs

12. Scope Of Career Planning
• Human Resource forecasting and planning
• Career Information
• Career Counseling
• Career Pathing
• Skill Assessment training
• Succession Planning

13. CAREER ANCHORS
• Technical Competence
• Managerial competence
• Stability and Security
• Creativity and Challenge
• Freedom and Autonomy
• Dedication to a cause
• Lifestyle

14. Why a career plan could fail !
• Efforts are insincere
• Look for immediate benefits
• Lack of interaction with hired agencies
• Impracticability in introduction
• No system to evaluate
• Bureaucratic model of organization

15. Importance of career planning
• Involvement of the employer and employee
• Employees need to be aware of the organizational
opportunities.

16. Case Study – Colgate Palmolive
• Employees fill the IDP Form
• The form is sent to the managers
• Employees and managers discuss
• Employees interests
• Strengths
• Trainings
• HR arrange for the training

19. Cadbury – Case study
• Early Career
• Mid Career
• Senior career

20. Early Career
• First 5 years of employment
• Management skills training
• Internal- short term placements
• Workshops
• Mentoring
Aim – Understanding of Business structure.

21. Mid Career
• Team Management trainings
• Strategic leadership trainings
• International opportunities
• Ongoing career dialogues
Aim – Equip with capability to lead teams, develop
and deliver business stratergies

22. Senior Level
• Highest level
• Approximately 150 members globally
• Global leadership conference
• Executive development programme
• External expert coaching
Aim – Support personal leadership styles to set
business strategies.

23. Steps in Career planning
(Employee perspective)
• Make Career Planning an Annual Event
• Map Your Path Since Last Career Planning
• Reflect on Your Likes and Dislikes, Needs and
Wants
• Examine Your Pastimes and Hobbies
• Make Note of Your Past Accomplishments

24. • Look Beyond Your Current Job for Transferable
Skills
• Review Career and Job Trends
• Set Career and Job Goals
• Explore New Education/Training Opportunities
• Research Further Career/Job Advancement
Opportunities

25. 1-25
Human Resource Development
(Cont.)
• Career development - Formal approach used by
organization to ensure that people with proper
qualifications and experiences are available when
needed
• Organization development - Planned process of
improving organization by developing its
structures, systems, and processes to improve
effectiveness and achieving desired goals

26. 1-26
Human Resource Development (Cont.)
• Performance management - Goal-oriented process
directed toward ensuring organizational processes are
in place to maximize productivity of employees,
teams, and ultimately, the organization
• Performance appraisal - Formal system of review and
evaluation of individual or team task performance

27. Reasons for Performance
Appraisals
• Benefits to Employees:
• Provides a chance for employees to ask
questions and tell you their sense of what
they’ve accomplished
• Lets employee know his/her strengths and areas
that need improvement
• Allows employees to take responsibility for
their performance
• Lets employees know what’s expected of them;
creates mutual understand of job duties

28. Reasons for Performance
Appraisals
• Benefits to Employers:
• Helps to improve employee relations and
productivity
• Serves as an effective retention tool
• Provides a paper trail for addressing
performance or disciplinary problems
• Demonstrates organization’s commitment to
employee success
• Provides valuable feedback for managers

29. Common Problems
• Failure to prepare for the interview
• Failure to listen (80-20 ratio)
• Failure to maintain objectivity
• Failure to provide feedback—positive and/or corrective
• Failure to follow-up
• Failure to document performance – both good and bad

30. Common Problems
• Misusing the performance evaluation process to address
a disciplinary problem
• Element of surprise
• Relying on impressions/rumors, rather than facts
• Inconsistent application of performance evaluation
criteria
• Interpersonal issues
• Holding employees responsible for events/problems
beyond their control

31. The Personnel-Management Cycle
Job Description
Ongoing Feedback and
Training
The Performance
Appraisal

32. How is Your Personnel-Management
Cycle?
• Do you have accurate and current job descriptions for all of your
employees?
• Do your employees have the resources, training and information
they need?
• Are you aware of problems that your employees have right now,
for which they need help?
• Are you giving regular informal feedback?

33. Performance Appraisal Process
Step 1:
Prepare for the Meeting
Step 2:
Conduct the Meeting
Step 3:
Follow-up

34. Compensation
All rewards that individuals receive as
a result of their employment
1-34

35. ©
2008
by
Prentice
Hall
1-35
Compensation
• Direct Financial Compensation - Pay that
person receives in form of wages, salaries,
bonuses, and commissions.
• Indirect Financial Compensation (Benefits) - All
financial rewards not included in direct
compensation such as paid vacations, sick leave,
holidays, and medical insurance.
• Nonfinancial Compensation - Satisfaction that
person receives from job itself or from
psychological and/or physical environment in
which person works.

36. Safety and Health
1-36
Employees who work in safe
environment and enjoy good health
are more likely to be productive and
yield long-term benefits to
organization.

37. 1-37
Safety and Health
• Safety - Involves protecting employees from
injuries caused by work-related accidents
• Health - Refers to employees' freedom from
illness and their general physical and mental well
being

38. Human Resource Research
1-38
•Human resource
research is not
separate function.
•It pervades all HR
functional areas.

39. Interrelationships of HRM
Functions
1-39
•All HRM functions are
interrelated
•Each function affects
other areas

40. Powerful Forces Drive Human Capital Pressures
Human Capital
Globally Deployed
Work Force
More Transient
Labor Pool
Shortening Technology
Life Cycles
Acute Shortage of
Skilled Workers
Movement to
Knowledge Economy
Human Capital
Drives Corporate

41. The Changing Individual Work Paradigm
The Workplace in next few years
• Employee will go to the place of employment - some days they
will work at home.
• The employee wont have a permanent desk.
• The employee will work collaboratively with a team.
• Each team will have a project manager.
• The employees team mates will all be professionals in a variety
of fields.
• Some of the team will be focused on delivery and customer
services.
• Others in the team are customers.

42. • Some are permanent employees, some will be contractors.
• No one has a job or a job description.
• The team will have a sponsor who won’t manage in the way of
the nineties.
• Each team will have a developmental adviser.
The Changing Individual Work Paradigm

43. • The roles in the team will include technical expertise, some
team facilitation, budgeting, purchasing, training, customer
relations etc
• The individual is accountable for results and for their
contribution to the team. Compensation will be variable.
• Based on: Is the employee achieving their goals, the teams
contributions to the organisation profitability.
The Changing Individual Work Paradigm

44. The individual will be measured on whether
they are growing!
Several feedback mechanisms
The Changing Individual Work Paradigm

45. The employee will be expected to manage
his or her career continuously.
Career progress will not be measured by
promotions or moving up.
Career will take new shapes and will
rarely be linear.
The Changing Individual Work
Paradigm

46. The Changing Individual Paradigm
Old Paradigm
Paternalistic
• Development owned by
managers
• Defined career paths
• Secretive plans for top
employees
• Organisation information not
shared
• Compensation rewards upward
moves
New Paradigm
Empowering
• A partnership for employee
development
• Multiple ways to move, or
grow in place
• All employees involved in own
development
• Open information about
company goals, needs and HR
systems.
• Compensation rewards ones
contribution

47. The Labour Market – Skills and
Competencies
• Common traits are:
• Savvy
• Self confidence
• Mobility
• Flexibility
• Willingness to take a risk
• Achievement/ outcome oriented
• Self sufficiency
• Ability to constantly reinvent oneself

48. Job Analysis
Systematic Review of Jobs Within a Firm
Job Description
Responsibilities and working conditions, plus tools,
materials and equipment to perform the job
Job Specification
Skills, abilities, and credentials needed to perform the job

49. Managing a Projected Shortfall
• Hire new employees
• Consider hiring temporary workers
• Retrain and transfer current employees into
understaffed areas
• Convince older workers not to retire
The creative solution: Develop and install
productivity enhancing systems

50. External Recruiting
Attracting outside
candidates to apply
for jobs
Recruiting
Attracting Qualified Candidates to Apply for a
Job
Internal Recruiting
Considering current
employees for new
positions
What are the
strengths and
weaknesses of
each approach?

51. Selecting Human Resources
• Application Forms
• Tests
• Interviews
Validity
The predictive value of a selection technique

52. Developing the Workforce
Training
• On-the-job training
• Off-the-job training
• Vestibule training
Performance Appraisal
Evaluating job performance

53. Incentive Programs
Money linked specifically
to high performance Bonuses
Incentives
Compensation and Benefits
Wages
Money paid for time worked
Salary
Money paid for accomplishing a specific job

54. Benefits
Compensation Other Than Wages and Salaries
Optional Benefits
• Retirement plans
• Health, life, & disability insurance
• Vacations & holidays
• Counseling services
Mandatory Benefits
Social security
Workers’ compensation

55. Equal
Opportunity
Employment