Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
1. AMAN KHAITAN
Contact
Tel : +91-9560061129
E-mail : aman.khaitan2011@gmail.com
Objective
Seeking to work in your esteemed organization to obtain knowledge and to rise to a position of leadership in the
Profession in which I can contribute significantly to produce embedded value results for the organization by
ensuringcompliance of relevantactuarial regulations.
Educational Qualification Aggregate (%)
SEPT 2016 - Finance and Financial Reporting – CT 2 – APPEARING
SEPT 2016 - BusinessAwareness – CT 9 – APPEARING
APRIL2015 - Financial Economics – CT 8 – PASS
2012-2015 - BSc. (H) Statistics(DELHI UNIVERSITY) – 78%
SEPT 2014 - Models–CT4 – PASS
APRIL2013 - Statistical Methods– CT 6 – PASS
NOV 2012 - Financial Mathematics – CT 1 – PASS
ProbabilityAnd Mathematics – CT 3 – PASS
MAY 2012 -
General Insurance,Life And Health Contingencies –CT 5 – PASS
BusinessEconomics - CT 7 – PASS
2009-2010 - XIIth
( Central Board Of SecondaryEducation) – 88.20%
2007–2008 - Xth
( Central Board Of SecondaryEducation) – 85.33%
Professional Experience
Actuarial Intern at Metlife GOSC,NOIDA– 1st March 2016 to 6th
September2016
Role and Responsibility:-
SupportingPNBMetlife India(PMLI) Teamincalculationof USGAAP Reserves.
Calculationof Base, DAC,RPU Reserve etc.usingMG-Alfasoftware.
Preparationof MonthlyandQuarterlyReportwithingiventimelinesasperUS GAAP.
Analysisof MonthlyandQuarterlyReport.
2. ComputerLiteracy and Skill
Knowledgeof ComputerSkillswiththe abilitytolearnnew systems/software quickly.
C, C++, MS office (Excel,Word,PowerPoint) andbasicknowledgeof MS Access.
Abilitytoworkforextendedperiodsof time inorderto fulfill jobrequirements.
A fastlearnerwhocan easilyacquire andimplementnew skillseffectively.
Have a workingknowledge of MG-Alfa(Actuarial Software).
Other Achievements
Got ALL INDIA RANK in7th
-National CyberOlympiad.
Awardedmany ConsolationprizesinG.K.Quiz at School,CityandCollege level.
ParticipatedinvariousSportsmeetandcollege intellectual society.
AwardedmanyprizesinArtand DrawingCompetitions.
Personal Details
Age / Date Of Birth – 23+ / 13th
JULY 1992
Language – English,Hindi
Father’sName – Mr. Kamal Khaitan
Address – B-88, FirstFloor,Rampuri , Ghaziabad – 201011
