Emerging Trends in Global Human Resource ManagementHanna Global
Human resources management has evolved considerably and experienced a major transformation in form and function. Driven by a number of significant internal and external forces, human resources management has progressed from a maintenance function to what may now be regarded as the source of sustained competitive advantage for organizations operating in the global economy. In order to successfully steer any organization towards profitability, it is necessary for the management to recognize the role of the human resources department. The management also needs to invest a considerable amount of time to learn the changing scenario in the HR department, in order to survive the competition
Emerging Trends in Global Human Resource ManagementHanna Global
Human resources management has evolved considerably and experienced a major transformation in form and function. Driven by a number of significant internal and external forces, human resources management has progressed from a maintenance function to what may now be regarded as the source of sustained competitive advantage for organizations operating in the global economy. In order to successfully steer any organization towards profitability, it is necessary for the management to recognize the role of the human resources department. The management also needs to invest a considerable amount of time to learn the changing scenario in the HR department, in order to survive the competition
If you are responsible for managing your nonprofit's training, then you know that providing courses and classes is only part of the challenge. You also need to investigate, plan, coordinate, communicate, budget, and persuade. All of these management functions become easier when you have a solid set of training metrics to work from. A "training scorecard" gives you a tool to track how things are going, and gives you the data to stand on equal footing with other leaders in your organization.
Curated by the Cornerstone OnDemand Foundation and Steve Semler, Senior Training Manager at MoneyGram International, this special presentation for nonprofits focuses on Learning Metrics: Building Your Training Scorecard. You will learn:
• The four ascending categories of learning metrics
• How to capture and present qualitative and quantitative training evaluation data
• Which metrics to include on a training scorecard
• How to establish a rhythm of evaluation and reporting that supports your organization's training and learning needs
Mercedes-Benz Case Study: Getting more mileage from shareable content with Li...LinkedIn
Mercedes-Benz USA was one of the first auto brands to participate in the LinkedIn Sponsored Updates pilot prior to launch. See how they drove content marketing success by reaching the high-quality professional audience on LinkedIn.
For more on Sponsored Updates, visit lnkd.in/SponsoredUpdates
Are you ready for Big Data? This assessment review from Data Management Advisors will provide pragmatic recommendations & actionable transition steps to help you achieve your Big Data goals & deliver actionable insights.
info@dmadvisors.co.uk
This presentation introduces the concepts of mechatronic system simulation, and the LMS Imagine.Lab Amesim software.
For more information, please visit our website: www.siemens.com/plm/simcenter-amesim
If you are a marketer, CEO, Entrepreneur and are planning to spend monies on traditional media. Then you better be aware of these basic terminologies. A comprehensive detailed guide on TRP, GRP and the science behind it.
This document defines diversity, social diversity, its dynamics and dimensions in terms of interpersonal intrapersonal, cultural and cross cultural aspect
Innovative Human Resource Practices In Indian Banks: A Study From Hr Manager’...IJERA Editor
Banking sector is one of the vital financial pillars of Indian economy. The liberalization policy has affected the
competitiveness of banks due to the global pressures resulting into combination of Human Resource
Management with business policies. The survey by Boston Consulting Group (BCG) and Indian Bank’s
Association (IBA) report that the Indian banking industry will face two upcoming challenges that is an
economically viable solution for financial inclusion and human resources framework in next one decade. While
the first challenge demands unusual innovation and experimentation, the second threatens to cripple the ability
of the largest segment of the banking industry from being able to innovate and stay competitive. The unique
complexities of the public sector make conventional HR solutions ineffective. The initiatives like “Pradhan
Mantri Jan-Dhan Yojana” by the Honourable Prime Minister of India, banks contribution in the financial
inclusion has boosted up, but the employee’s expectations from the industry have also arisen. This calls for a
need to innovate the earlier HR practices of the banks so that the employee productivity can be enhanced. This
paper aims to provide an insight to such innovations, related to Human Resource Management with the help of a
primary study based on the viewpoints of HR managers of six different Indian banks both from public and
private sector. These innovative HRM practices have been listed under seven different heads of HRM namely
recruitment & selection, training and development, performance management, compensation management,
career development, employee motivation and employee security. A few of the earlier studies have also been
referred for the final conclusions. The level of implementation of these innovations may not be satisfactory, yet
the implementation has been started and the favourable results in the productivity will make these banks feel
how important these are for their growth. It has been found that convergence of practices of new and innovative
HR areas will benefit the banks to become more competitive.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Similar to Innovative Changes In Human Resource Management (20)
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...
Innovative Changes In Human Resource Management
1.
2. Role of HR in today’s date:
2
HR Capital Steward: HR acts as guide and facilitator in partnership to bring the people &
organizations together to work for a particular goal.
Knowledge Facilitator: Facilitates both knowledge capital and knowledge flows.
Relationship Builder: Manages relationship between individuals and groups both internal and
external to the organization to enhance the social capital across the value chain.
Rapid Deployment Specialist: Takes responsibility for the development of flexible human
capital resources with an emphasis on adaptability, tolerance and capacity to learn.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
3. Role of HR in today’s date (Contd):
3
Reduce Absenteeism
Motivate the Staff
Role of
Team work
HRM
Recruitment & Selection
Giving Training
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
4. Recent Innovations:
4
Six Sigma Practices
Human Resource Outsourcing
Content Retention Strategy
Title
Quality Management
Attrition
The Hothouse Effect
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
5. Six Sigma Practices:
5
It uses rigorous analytical
tools.
It is followed leadership from
the top.
Develops a method for
sustainable improvement.
These practices improve
organizational values.
Helps in creating defect free
product.
Help in cutting the cost.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
6. Human Resource Outsourcing:
6
A new accession.
Helps in maintaining the work
force.
Works on a contract basis.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
7. Retention Strategy:
7
Employee is an asset to a company.
Company invests lots of money on
each employee.
In the time of recession retaining an
employee will cost company over the
profits.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
8. Quality Management:
8
The recent quality management standards
ISO 9001 and ISO 9004 focus more on
people centric organizations.
Organizations are started focusing on
quality management training.
Top management has to be prepared to
address people centered issues.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
9. Attrition:
9
This method is widely used to reduce the
effect of recession.
It’s one of the method used by the
companies to cut the operating cost.
With this method companies get more
amount of work from the same
compensation.
This issue can be seen mostly in the
BPO sector.
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
10. The Hothouse Effect:
10
HRM’s role in “Managing Creativity”
5 criteria that define a hothouse:
1) Sustain high level of innovative
creativity for a significant period of
time
2) Draw on the knowledge and
innovations of the broader cultural
zone to which they belong
3) Spawn geniuses whose achievements
climax the work of other practitioners
at all levels
4) Establish a new way of doing things
5) Achieve recognition and establish a
lasting legacy
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam
11. 11
Contact:
ashish.kr2066@gmail.com
ashish_cool2066@yahoo.co.in
Innovative Changes in Human Resource Management, By: Ashish Kumar, MBA – A (Final), Gitam Institute of Management, Visakhapatnam