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[ CV ]
R ; PhD – HR area ; FDP – Mgt- XLRI
Work (HR); PhD - Management (area: HR)
Organisational HRM
PhD in Management
Star NAAC University of India
in Social Work- Human Resources
5 Star NAAC University of India
Academic Work
+ years of Benchmark HR Teaching
AICTE Career Awardee in HRD
Accredited Management Teacher in HRD
radise Best Teacher Award in Management
Ideal Teacher Award
ia and Deccan Herald Best Teacher Award
Skills and Contribution
Teaching 20 years
Research 14 years
Coaching 14 years
Training 16 years
Consultancy 08 years
Mentoring 16 years
Research Contribution
12 PhD work Awarded
14 M.Phil awarded
earch Summer projects guided
/ Evaluated
Human Resources Management](https://image.slidesharecdn.com/ait-hrm-2ndsemester-190219055832/75/mm-bagali-HRM-course-2nd-semester-module-1-2019-61-2048.jpg)
Uploaded bydr m m bagali, phd in hr
mm bagali / HRM course / 2nd semester... module.... 1 / 2019
This document provides an overview of a course on Human Resource Management. It includes details about the course code, teacher, modules, format and requirements. Some key points: - The course is part of an MBA program and covers topics like the introduction, evolution and functions of HRM. - Assessment includes individual/group presentations, book reviews, case analyses and research reports. - The document discusses challenges for HR like talent acquisition, retention and developing future leaders. It also outlines important HR competencies and skills needed for the future like business acumen, communication and relationship management.
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mm bagali / HRM course / 2nd semester... module.... 1 / 2019
- 1. 1 Unit 1 Human ResourcesManagement AIT - MBA / Department of Management Studies 2nd Semester / Feb- 2019 to June 2019 Course Code: 18MBA21 - Human Resource Management Course Teacher Dr. MM Bagali, PhD Senior Management Professional 22 years of Benchmark PG Experience Human Resources Management
- 2. Human Resources Management HRM Unit/ Module 1 • HRM: Introduction, Meaning, Nature, Scope • HRM: evolution and Significance • HRM: Significance; Functions; Role of HR • People Management; Impact of HRM • HRM Policy
- 3. Course Format andFormalities !! Human Resources Management Individual / Group - Class Presentation Individual / Group - Book Review in HRM Individual / Group - Case Analysis and Presentation Individual / Group - CII / FKCCI / NHRD / NASSCOM Research Report Requirements ppt and Hard copy submission Requirements One- Two Hard copy submission Requirements ppt and Hard copy submission Requirements Hard copy submission and Oral Presentation
- 4. What springs tomind when you think of future!!!!! What is the future going to look like !!!!! Challenges Facing HR Over the Next 10 Years !!!!! An experience of almost 150 countries Research work in HRM, of SHRM !!!!! What are corporate expectations!!!!!! P R E F A C E Human Resources Management HRM
- 5. Human Resources Management HRMHUMAN RESOURCE MANAGEMENT Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo THIRTEENTH EDITION GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY A01_DESS8217_13_SE_FM.QXD 12/2/11 7:28 PM Page i Case Studies in HRM ( cut and paste in fresh window ) https://www.shrm.org/hr-today/trends-and-forecasting/research-and- surveys/Documents/SHRMIndiaBestworkplaces.pdf https://monizaharie.files.wordpress.com/2017/11/dessler-human- resource-management-2015.pdf https://www.conference-board.org/hr-transformation/ https://hcexchange.conference-board.org/attachment/WSR---March14--- Sullivan.pdf
- 6. Old Myths andMisconceptions 1.HR is just commonsense 2.Anyone can do HR 3.People go into HR because they like people 4.HR focuses on costs 5.More theory 6. HR’s job is to be policy police and the health-and-happiness patrol 7. HR is stuffed by nice people 8. HR is less in Quantitative, hence enter HR field 9. HR Returns are late, and sometimes, never Human Resources Management HRM Old Myths and Misconceptions of HRM !!
- 7. New Realities ofHR as a Profession… HR departments are not designed to provide corporate therapy or as social or health-and-happiness retreats HR professionals must create the practices that make employees more competitive, not more comfortable HR activities are based on theory and research. HR professionals must master both theory and practice Human Resources Management HRM
- 8. The impact ofHR practices on business results can and must and is be measured. HR professionals must learn how to translate their work into financial performance HR practices create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs HR work is as important to line managers as are finance, strategy, and other business domains. HR professionals should join with managers in championing HR issues Human Resources Management HRMNew Realities of HR as a Profession…
- 9. HR practices do notexist to make employees happy but to help them become committed. HR professionals must help managers commit employees and administer policies HR professionals must see their current work as part of an chain and explain their work with less jargon and more authority Human Resources Management HRMNew Realities of HR as a Profession…
- 10. Realities of Business Today !! Realities ofBusiness Global Competitive Uncertainty Speed Quality Contribute to bottom line Globalisation Technology Intellectual Capital Change et al Human Resources Management HRM
- 11. Nature of workof HR • HRD • HRM • IR/PM • Legislation • Welfare • Public Relations and corporate affairs Human Resources Management HRM https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro
- 12. % of workof HR • Training • R / S • Performance Management • Others Human Resources Management HRM
- 13. • Training 20 •R / S 40 • Performance Management 20 • Others 20 Human Resources Management HRM https://searchhrsoftware.techtarget.com/definition/human-resources-HR-generalist % of work of HR
- 14. Human Resources Management HRMPioneersin Human Resources Education, Research Powered by 2019 WILL BE A ‘YEAR OF CHANGE’ Is HR geared to combat an unforeseeable future? Will technology futureproof organisations in the face of such change? What’s the plan on diversity, gig economy, innovation labs, automation, #MeToo and more? Top 30 HR leaders of the country predict what the new year holds for the function.
- 15. Challenges Facing HROver the Next 10 Years Human Resources Management HRM People Before Strategy: A New Role for the CHRO Ram CharanDominic BartonDennis Carey FROM THE JULY–AUGUST 2015 ISSUE https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro
- 16. • What willbe the three biggest challenges facing HR executives over the next 10 years? • Retaining and rewarding the best employees (59%), • Developing the next generation of corporate leaders (52%), and • creating a corporate culture that attracts the best employees to organizations (36%). Key Findings from SHRM Survey Research Human Resources Management HRM
- 17. • What willbe the biggest investment challenge for organizations over the next 10 years? • obtaining human capital and optimizing human capital investments will be the biggest investment challenge. Key Findings Human Resources Management HRM
- 18. • Which tacticswill be the most effective in attracting, retaining and rewarding the best employees over the next 10 years? • flexible work arrangements (40%); • creating an organizational culture where trust, open communication and fairness are emphasized and demonstrated by leaders (37%); • providing employees with opportunities for career advancement (26%); • offering a higher total rewards package than organizations that compete for the same talent (26%). Key Findings Human Resources Management HRM
- 19. • Which HRcompetencies will be most critical 10 years from now? • HR professionals think that the four most critical competencies in 10 years will be: • business acumen (42%), • organizational leadership and navigation (40%), • relationship management (37%), and • communication (35%). Key Findings Human Resources Management HRM
- 20. • What components(subcompetencies) of business acumen will be most critical in 10 years? • HR professionals expect the top three components to be HR and organizational metrics/analytics/business indicators (45%), • knowledge of business operations and logistics (41%), and • strategic agility (41%). Human Resources Management HRM Key Findings
- 21. • What bodiesof knowledge do HR professionals rate as being the most important in 10 years? • The four bodies of knowledge that were rated as most important were • strategic business management, • talent management, • change management, and • workforce planning and employment. Human Resources Management HRM Key Findings
- 22. The Evolving Role ofHuman Resource Management • Early labor: – No human resource management. • Onset of industry: – Manage factors of production. • Unions: – Industrial relations professional. • End of WWII: – Peacetime industry and prosperity. – Personnel administrator. • Civil Rights and Litigation: – Human resource manager / compliance • Global Business: – Strategic human resource management Human Resources Management HRM http://www.businessmanagementideas.com/essays/evolution-of-human-resource-management-in-india/2471
- 23. https://hrdictionaryblog.com/2012/10/28/evolution-of-human-resource-management/ THE HISTORY OF HR ©2018 Namely, Inc. Tracing HR’s 150-year journey from workplace enforcer to employee advocate.
- 24. 7 Biggest Challengesfor HR Chief Sources: Economic Times, 3rd September, 2011, p: 4. Deloitte Compensation Survey, 2011 Human Resources Management HRM
- 25. Which of theHR issues represent your biggest challenges • Talent Acquisition • Succession Planning • Change Management • Compensation and Benefits • Training and Development • Talent Retention • Health Care • Legal issues • Technology • Layoffs/ Hiring freezes • M/A Human Resources Management HRM
- 26. Toyota HR Chief,Interview in 2013 ➢Right kind of Talent ➢Expectations ➢Retention ➢T and D ➢Engagement activities ➢Competency and Skills ➢Morale issues Human Resources Management HRM
- 27. LinkedIn survey, 2012study ➢Managing Knowledge Workers ➢Managing Technological Changes ➢Developing leadership ➢Workplace diversity ➢IR ➢Career growth ➢People Management ➢Smart Hiring Human Resources Management HRM
- 28. HR Management Functions Human ResourcesManagement HRM
- 29. • Man-power Planning •Recruitment • Selection • Training / Development • Performance Management • Rewards and Appraisal • Employee Relations • Wellness • Employee and labor relations • Employment law • Job analysis and job design • Organizational development • Performance management • Staffing: recruitment and selection, including organization entry • Socialization • Managing a diverse workforce • Downsizing/rightsizing • Career planning • Total rewards (compensation, benefits) • Training and development • Workforce planning and talent management • Workplace health, safety and security • Human resource information systems (HRIS) • Internal consulting • Mergers and acquisitions • Sustainability/corporate social responsibility Human Resources Management HRM Functions- Role of HRM file:///Users/sagar/Downloads/Korn-Ferry-Institute_Why-CHROs-really-are-CEOs.pdf
- 30. Designations •HR officer •HR Executive •CHRO •PeoplesOfficer •Deployment Officer •HR Strategist •Leadership Solutions •HR and Admin / HR and Law- Legal •HR and Corporate initiatives •HR, IR and Admin. •HR- L and D Human Resources Management HRM https://workology.com/hr-recruiting-job-titles/ https://www.shrm.org/membership/student-resources/pages/careersinhrm.aspx
- 31. What is StrategicHRM Planning A strategic plan is a road map to lead an organization from where it is now to where it would like to be. Strategy formation is a set of processes involved in creating or determining the organization’s strategies. Strategy implementation are the methods by which strategies are operationalized or executed. Human Resources Management HRM
- 32. ✓ Clarify ordevelop a vision, mission and values. ✓ Conduct a SWOT analysis. ✓ Identify four to six key focus areas. ✓ Develop strategic goals. ✓ Create action plans. ✓ Develop a follow-up process and communication plan. Strategic Planning Human Resources Management HRM
- 33. Business Mission andIts Vision ➢ Vision – A general statement of its intended direction that evokes emotional feelings in organization members. ➢ Mission – Spells out who the company is, what it does, and where it’s headed. Why does your organization exist? Human Resources Management HRM
- 34. A Mission Statement •Defines the organization’s purpose. • Tells why the organization exists. • Tells what the organization hopes to achieve in the future. • Resonates with employees and focuses energy. • Shapes organizational culture and values. • Adds focus, direction and a sense of purpose to daily decisions. 1.What is the organization’s purpose? 2.What is the organization’s business? 3.What are the organization’s values? Human Resources Management HRM
- 35. The Role ofHR in the Organization’s Mission Human resource functional areas: >Strategic management and planning. >Staffing. >Human resource development. >Compensation. >Employee relations. >Safety and health/risk management. Human Resources Management HRM
- 36. Human Resources Management HRMHR Skills and Competencies for HR Executive https://www.shrm.org/LearningAndCareer/competency-model/Documents/Full%20Competency%20Model%2011%202_10%201%202014.pdf
- 37. Human Resources Management HRMHR Competencies: The Foundation Upon Which to Build Today's and Tomorrow's HR Business Leader https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/pages/kari-strobel.aspx
- 38. Human Resources Management HRMThe must Reference Dave Ulrich, Speaker, Author, Professor, HR & Leadership Guru – The 2017 HR Competency Study & What It Means For You https://tucana-global.com/2017/10/27/dave-ulrich-the-2017-hr-competency-study-what-it-means-for-you/
- 39. Competencies required What arethe skills students will need in the 21st century? Leadership Skills • Innovation & Creative Thinking. • Collaboration / Trust. • Execution Excellence. • Business Acumen. • Leading and Managing Diversity. • Social Skills. Personal Effectiveness • Morals and Values Building • Leadership Skills • Business Mannerism and Etiquettes • Attending Interviews Effectively Business Acumen Skills • Business Communication & Presentation skills • Business Writing skills • Building Relationships • Prepare, Attend and Excel in Group Discussion Human Resources Management HRM http://www.au.af.mil/au/awc/awcgate/opm/transapp.pdf https://www.bloomberg.com/graphics/2015-job-skills-report/
- 40. What do CEOsWant From HR? Committed to the success of the organization Understand overall corporate mission Capable to instill & nurture trust Recruits/selects high-quality professionals Up-to-dated legislative/ regulatory issues Contribution of education and development programmes to future requirements of business Develops HR plans linked to business mission & strategy Works effectively with other line managers Human Resources Management HRM https://hbr.org/2014/12/why-chief-human-resources-officers-make-great-ceos
- 41. Business Acumen BusinessKnowledge Economic Awareness Knowledge of Finance and Accounting Knowledge of Sales and Marketing Knowledge of Technology Knowledge of Business Operations/Logistics Knowledge of Government and Regulatory HR and Organizational Metrics/Analytics/ Business Indicators What skills are future HR leaders going to need !!!!! Human Resources Management HRM
- 42. Business Acumen Organizational Leadershipand Navigation Relationship Management Communication Critical Evaluation HR Technical Expertise and Practice Consultation Ethical Practice Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42% Ten years from now, which of the following competencies being most critical for the HR professional? Human Resources Management HRM
- 43. Business Acumen Organizational Leadershipand Navigation Relationship Management Communication Critical Evaluation HR Technical Expertise and Practice Consultation Ethical Practice Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42% Ten years from now, which of the following competencies being most critical for the HR professional? Human Resources Management HRM
- 44. Business Acumen Organizational Leadershipand Navigation Relationship Management Communication Critical Evaluation HR Technical Expertise and Practice Consultation Ethical Practice Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42% Ten years from now, which of the following competencies being most critical for the HR professional? Human Resources Management HRM
- 45. Business Acumen Organizational Leadershipand Navigation Relationship Management Communication Critical Evaluation HR Technical Expertise and Practice Consultation Ethical Practice Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42% Ten years from now, which of the following competencies being most critical for the HR professional? Human Resources Management HRM
- 46. HR and OrganizationalMetrics/Analytics/Business Indicators Knowledge of Business Operations/Logistics Strategic Agility Business Knowledge Knowledge of Government and Regulatory Guidelines Knowledge of Finance and Accounting Economic Awareness Knowledge of Labor Markets Knowledge of Technology Systems Thinking Effective Administration Knowledge of Sales and Marketing Other 1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45% Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical? Human Resources Management HRM
- 47. HR and OrganizationalMetrics/Analytics/Business Indicators Knowledge of Business Operations/Logistics Strategic Agility Business Knowledge Knowledge of Government and Regulatory Guidelines Knowledge of Finance and Accounting Economic Awareness Knowledge of Labor Markets Knowledge of Technology Systems Thinking Effective Administration Knowledge of Sales and Marketing Other 1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45% Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical? Human Resources Management HRM
- 48. HR and OrganizationalMetrics/Analytics/Business Indicators Knowledge of Business Operations/Logistics Strategic Agility Business Knowledge Knowledge of Government and Regulatory Guidelines Knowledge of Finance and Accounting Economic Awareness Knowledge of Labor Markets Knowledge of Technology Systems Thinking Effective Administration Knowledge of Sales and Marketing Other 1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45% Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical? Human Resources Management HRM
- 49. HR and OrganizationalMetrics/Analytics/Business Indicators Knowledge of Business Operations/Logistics Strategic Agility Business Knowledge Knowledge of Government and Regulatory Guidelines Knowledge of Finance and Accounting Economic Awareness Knowledge of Labor Markets Knowledge of Technology Systems Thinking Effective Administration Knowledge of Sales and Marketing Other 1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45% Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical? Human Resources Management HRM
- 50. 50 Trends Reshaping theFuture of HR Human Resources Management HRM https://www2.deloitte.com/content/dam/Deloitte/de/Documents/strategy/Future-of-Human-Resources-2030-Deloitte-Glimpse-Paper.PDF https://assets.kpmg/content/dam/kpmg/xx/pdf/2018/11/future-of-hr-survey.pdf http://www.thehrworld.co.uk/Media/HRWorld-HRin2020.pdf
- 51. 51 Human Resources Management HRMTrends Reshaping the Future of HR
- 52. The importance ofthese bodies of knowledge for HR professionals 10 years from now. Body of Knowledge Strategic Business Management Talent Management Change Management Workforce Planning and Employment Compensation and Benefits Human Resource Development Employee and Labor Relations HR Technology Risk Management Global and International Human Resources Human Resources Management HRM
- 53. Understanding the Five QuestionsThat matter for HR’s future Human Resources Management HRMHRSurvey!!
- 54. 1st Question: Alignment :Why does any HR program matter to the business, and is HR truly aligned to the business to provide value Human Resources Management HRMHRSurvey!!
- 55. 2nd Question: Leaders: Why mustHR foster leadership within the organisation to drive success Human Resources Management HRMHRSurvey!!
- 56. 3rd Question: Talent: Whydoes HR need to look at future talent / skills necessary Human Resources Management HRMHRSurvey!!
- 57. 4th Question: Reward: Why-Howmust HR provide incentives that are meaningful to employees Human Resources Management HRMHRSurvey!!
- 58. 5th Question: Agility: WhyHR must adopt cloud technology Human Resources Management HRMHRSurvey!!
- 60. The regular Journalto refer for latest Research and Academic updates for HRM AcademyofManagement http://aom.org/Publications/AMJ/Welcome-to-AMJ.aspx Journal of Human Resource Education Vol. 1, No. 1, Summer 2007, 38-57 38 Teaching Human Resource Management ConceptsWith Experiential Exercises Melissa Gruys Wright State University Susan Stewart University of Puget Sound OVERVIEW This manuscript provides a series of situation-based homework assignments that we have developed for our undergraduate level Human Resource Management (HRM) course. These assignments are constructed in such a way that they mimic some of the job tasks that an HR Professional might have to complete. On the first day of class, students are congratulated for being hired as an HR Manager at a fictitious organization1 and are then provided with a packet of assignments. Throughout the course, students complete the assigned tasks which are presented as brief HR cases/scenarios and answer several questions related to each. Due to space limitations, we are providing only three of the ten exercise assignments we require along with three questions for each exercise. The three assignments have been provided intact for ease of use by instructors. Following the exercise assignments, we provide teaching notes, teaching objectives, and sample answers/responses for each of the three exercises. We encourage interested readers to contact us for the additional information (Appendix A contains a synopsis of all ten assignments, along with the complete list of required questions for each). The assignments presented below cover the topics of Equal Employment Opportunity and Legal Compliance, Selection, and Performance Management. Since students “work” for the same organization across the term, all of the scenarios weave together and the students seem to greatly appreciate the continuity. Overall, we believe that these experiential exercises have heightened student understanding, interest, and ability to apply the material covered in our HR courses. We think other educators might be interested in using them in their courses as well. 1 We make reference to “Stewart Incorporated” in the homework assignments provided here (this is one of our last names); however, instructors could customize the name of the fictitious organization to suit their needs. Journal of Human Resource Education 38 Vol. 1, No. 1, Summer 2007, 38-57
- 61. Thanks !!! Letsmove forward next time !!! hod-mba@acharya.ac.in [ CV ] R ; PhD – HR area ; FDP – Mgt- XLRI Work (HR); PhD - Management (area: HR) Organisational HRM PhD in Management Star NAAC University of India in Social Work- Human Resources 5 Star NAAC University of India Academic Work + years of Benchmark HR Teaching AICTE Career Awardee in HRD Accredited Management Teacher in HRD radise Best Teacher Award in Management Ideal Teacher Award ia and Deccan Herald Best Teacher Award Skills and Contribution Teaching 20 years Research 14 years Coaching 14 years Training 16 years Consultancy 08 years Mentoring 16 years Research Contribution 12 PhD work Awarded 14 M.Phil awarded earch Summer projects guided / Evaluated Human Resources Management