This document discusses several topics related to human resource management including the nature, scope, and trends in HRM. It describes HRM as bringing people and organizations together to meet mutual goals. The scope of HRM is divided into personal, welfare, and industrial relations aspects. Key trends discussed include outsourcing HR functions, managing diversity, addressing talent scarcity, emphasizing industrial relations, using social media, and adopting HR technology.

1. Presented By :- Ravi Pratap Singh Bhadouria

2. Introduction
 Human Resource Management is a process of bringing
people and organizations together so that the goals of
each other are met.
 It is the part of management which plans, organize, direct
and control the procurement, development and
maintenance of human resources in an organization.

3. Nature of HRM
 Pervasive Function
 Action Oriented
 Individual Oriented
 People Oriented
 Future Oriented
 Development Oriented
 Integrating Mechanism
 Comprehensive Function
 Continuous Function

4. Scope of HRM
 The scope of HRM is quite wide and hence is divided into
three categories, namely : Personal Aspect
 Welfare Aspect
 Industrial Relation Aspect

5. Personal Aspect
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It includes :HR Planning
Recruitment
Selection
Placement
Transfer
Promotion
Training and Development
Remuneration
Incentives.

6. Welfare Aspect
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It includes :Working Conditions
Amenities such as canteens, rest rooms etc.
Housing
Transport
Medical Assistance
Education
Health and Society
Recreation facilities

7. Industrial Relation Aspect
 Union Management Relations
 Joint Consultation
 Collective Bargaining
 Grievance Redressal

8. TRENDS IN HRM
OUTSOURCING
 The customer expectations have changed as have HR functions.
Functions are being outsourced including recruitment, labor
relations and total rewards.
 The workforce is working more non-traditionally. This includes
flexible work schedules, virtual workplaces and greater reliance
on contingent staffing.
 There are outsourcing firms which carry out the functions of
managing the operations of human resource attainment and
allocation for achieving the desired goals.

9. OUTSOURCING
 Businesses that outsource HR are typically small to
midsize firms with between 25 and 1500 employees.
 These businesses view outsourcing as a tool that relieves
them from HR responsibilities and enables them to focus
on what they do best.
 It provides extra benefits besides allowing the firm to
concentrate on its core business operations.

10. OUTSOURCING
 The basic services provided by the HR outsourcing firms
include :a) Overseeing organizational structure and staffing
b)
c)
d)
e)
f)
requirements
Recruiting, training and development
Tracking department objectives, goals and strategies.
Employee and manager training
Benefits administration
Employee orientation programme

11. Workplace Diversity
 Workplace Diversity refers to the otherness or those human
qualities that are different from our own and outside the groups
to which they belong, yet present in other individuals and
groups.
 Dimensions of diversity include, but are not limited to age,
ethnicity, gender, race, caste, education etc.
 Managing diversity is defined as “planning and implementing
organizational systems and practices to manage people so that
the potential advantages of diversity are maximized while its
potential disadvantages are minimized.

12. Workplace Diversity
 Heterogeneity promotes creativity and heterogeneous groups
have been shown to produce better solutions to problems and a
higher level of critical analysis. This can be a vital asset at a
time when the campus is undergoing tremendous change and
self – examination to find new and more effective ways to
operate.
 With effective management of diversity, the firm develops a
reputation as an employer of choice. Not only will you have the
ability to attract the best talent from a shrinking labor pool,
you can save time and money in recruitment and turnover
costs.

13. Workplace Diversity
In order to play a key role in the market and sustaining the
operational level with efficiency, a firm needs some of skills in
relation to identifying and dealing with the workplace diversity
:a) An understanding and acceptance of managing diversity
concepts.
b) Recognition that diversity is threaded through every aspect of
management.
c) Self-awareness, in terms of understanding your own culture,
identity, biases, prejudices and stereotypes.
d) Willingness to challenge and change institutional practices
that present barriers to different groups.

14. Scarcity of Talent
 The management of scarcity of talent is now an
essential management practice, what was once solely
attached to recruitment now covers a multitude of
areas.
 The management of talent refers to attract, develop
and retain employees. Some people and organizations
use the technique to refer especially to talented or
high potential employees.

15. Scarcity of Talent
 Employers need to recognize talent as an asset to be
deployed within an organization and the HR function must
be “more planned and strategic about talent allocation”.
 This deals with discovering where untapped sources of
talent lie and evolving creative ways of attracting and
identifying new talent. Then, all of these assets must be
developed and allocated effectively through a business, so
that the talent balance remains constant.

16. Scarcity of Talent
 It may be difficult to find talent to cover jobs that require
special skills, there’s also a strong need for employers to
develop programmes, which build talent over a long
timeframe.
 It defines the organizational relationship with those
employees who add more value to the business, however
that value is defined.

17. Emphasis on Industrial Relations
Industrial relations is a multidisciplinary field that
studies the collective aspects of the employment
relationship. It is increasingly being called
employment relations because of the importance of
non-industrial employment relationships. IR has a
core concern with social justice through the fair
employment practices and decent work.

18. Emphasis on Industrial Relations
The major tasks of HRM and Industrial Relations are : Hiring Staff
 Negotiation of employment contracts and conditions
 Performance Management
 Reward Systems
 Dispute Resolution
 Disciplinary Process
 Ensuring Health and safety to staff
 Employee Motivation

19. Emphasis on Industrial Relations
 HR managers are expected to know their
obligations under federal and state industrial
relations legislations, such as what their
minimum obligations, are in regard to
employees’ pay and conditions, what role
union officials can play, and managing
potential industrial action.

20. Social Media
 No HR personnel can afford to ignore the importance of
social media, either in terms of their use of it in their
working life and in furthering their career, or in terms of
how employees within their organization are using it.
 HR professionals must become increasingly social-media-
sawy in order to navigate a progressively more noisy
digital environment.

21. Social Media
 Social media is now widely used by HR professionals to
share and disseminate information with their industry
peers and as a networking tool. People are using a wide
array of platforms such as linkedin, Facebook, Twitter,
blogs, webinars.
 Social Media has had a major impact on how and where
candidate are now recruited. Recruiters routinely go
online to search for new talent on various sites.

22. Adopting HR Technology
It is important to look forward for the changing trends in
technology which can have an impact on the HR practices.
Understanding these changes will help the mangers to adapt
and flourish. The wide range of impact of technology on HR
can be clearly viewed on the HR functions:a)
b)
c)
d)
e)
Recruitment
Training & Development
Performance Appraisal
Payroll & Attendance Record
Employee Benefits

23. Adopting HR Technology
 In case of Recruitment : IT has a highly positive impact. E-
recruitment is the use of technology or web based tools to support
the recruitment process.
 The major ways of recruitment, which companies commonly use are
by displaying the career opportunities on their websites, depending
on the job portals for making the potential hires and using social
networking sites for getting the database.
 It provides a economic way to publish job openings with greater
reach.
 It speeds up the recruitment process and provides a 24*7 access to
online resumes.

24. Adopting HR Technology
 In case of Training & Development : E-learning is an
intense opportunity provided by the companies for their
employees, which help them to increase their knowledge
level. The training materials are provided online,
employees can utilize these materials and get trained. In
this case of e-learning, employees have an advantage that
they can learn at their own pace.

25. Adopting HR Technology
In case of Performance Management, payroll and attendance
maintenance :
 These functions have become a part of the customized software
package like ERP solutions.
 CPM (Computerized Performance Monitoring) system used by
companies help in data collection by counting the number of work
units covered by each one per time period.
 At a time, it helps in calculating the performance of approximately
ten million people.
 Inadequate testing of the application and poor implementation can
lead to problems in the system

26. Adopting HR Technology
In case of Employee Benefits :
 The use of ESS (Employee Self Service) has helped the HR
managers to dedicate more time on strategic issues like
workforce management.
 It helps in succession planning, compensation planning
etc. and ensuring that the employee’s data are accurate
and updated.
 Through this solution, employees get access to their data,
pay roll information, training materials etc. online which
allow them to keep their data updated.