cONTEMPORARY ISSUES IN HRM

1. PRESENTED BY
AMIT GOYAL
PURAB MALHOTRA
AKANKSHA KHANNA
SUGANDHA VIDGE
:
63
74
75
80

2. 
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GLOBALIZATION: globalization refers to the tendency of
firms to extend their sales,ownership and manufacturing
to new markets abroad.
TECHNOLOGICAL ADVANCEMENT: many of the
improvements that make firms world class involve
technology.
ROLE OF THE GOVERNMENT: the government has
enacted various legislations to bring about an equlibrium
between the capitalists and the labourforce.
WORKFORCE DIVERSITY: workforce is becoming more
diverse as women, minority groups members and older
workers enter the workforce.

3. Strategic human resource management is the
process of linking the human resource function with
the strategic objectives of the organization in order
to improve performance.
It is a pattern of human deployment and HRM
activities undertaken to support the implementation
of corporate strategies for better organisational
performance.
It is the study of linkages between strategies and
HRM activities.

4. Process of SHRM
HRM Practices
Managerial
Operational
Human
resource
needs
Mission
Goal
•Skills
•Behavior
•Culture
HR
Capabiliti
es
•Skills
•Behavior
•Abilities
HR
outcome
•Behavior
•Outcome
absenteei
sm
Productivi
ty
Morale
Firm’s
outcome
•Productivity
•Quality
•Performanc
e
Competetive
advantage

5. Linkage between strategic planning and HRM:
• Administrative linkage
Strategic
planning
HRM
 One-way linkage
• Two-way linkage
Strategic planning
HRM
• Integrative linkage
Strategic
planning
Strategic planning
HRM
HRM

6. 1.Matching model
2.Control based model
3.Resource based model
4.Barney’s model
5.SHRM Model Of Bamberger

7. Fombrun et al held that HR systems and the organisation structure should
be managed in a way which is congruent with organisational startegy.
• Corporate strategy + hrm strategy = competetive advantage
• Strong linkage within the subsystems of the hrm strategy
Political forces
Mission
strategy
Economic
forces
Cultural
forces
firm
Organistaional
structure
HRM strategy

8. • When organizations hire people, they have only a potential or
capacity to work. To ensure that each worker exercises his or her
full capacity, managers must organize the tasks, space, movement
and time within which workers operate.
• But workers have divergent interests in terms of pace of work,
rewards and job security.
• Workers’ own counter-management behaviour then causes
managers to control and discipline the interior of the
organization.
• This can be explained by the following three methods:
 Individual Control
 Bureaucratic Control
 Technological Control

9. This model is based on the unique resources and
capabilites to give you a sustainable competitive
advantage.
The sum of people’s knowledge and
expertise, and social relationships, has the
potential to provide non-substitutable
capabilities that serve as a source of
competitive advantage.

10. Barney argues that four characteristics of
resources and capabilities –
• Value
• rarity
• Inimitability
• non-substitutability
are important in sustaining competitive
advantage.

11. • Acquisition and development are concerned with the extent to which the
HR strategy develops internal human capital as opposed to the external
recruitment of human capital
• Locus of control is concerned with the degree to which HR strategy
focuses on monitoring employees’ compliance with process-based
standards.
outcome
COMMITMENT
COLLABORATION
PATERNALISTIC
TRADITIONAL
Workforce locus
of control
process
internal
external
Acquisition of employees

12. Internal analysis based on
• Culture
• Competencies
• Composition
high
CONSULTING
WORKFORCE
ANCILLIARY
WORKFORCE
Unique
resource
s
CORE
WORKFORCE
COMPULSARY
WORKFORCE
low
low
high
value

13. HR scorecard
 It measures the effectiveness of HR activities.
 Steps involved
1. Formulating the business strategy
2. Consulting with the value chain of the organisation
3. Laying out the strategy map
4. Identifying the organisational outcomes to be achieved
5. Strategically fit hr functions
6. Deciding the metrics for measuring the impact of the required
behavior and capabilities
7. Strategic comparison with the strategic objectives met.

14. FIRM’S INFRASTRUCTURE
SUPPO
RT
ACTIVI
TIES
MARGIN
HRM PRACTICES &
FUNCTIONS
VALUE
TECHNOLOGY
DEVELOPMENT
MARGIN
CORE
ACTIVI
TIES
INBOUND
LOGISTIC
S
OPERATIO
NS
OUTBOUN
D
LOGISTIC
S
SALES
+MARKETIN
G
SERVIC
ES

15. SHAREHOLDE
R VALUE
 FINANCIAL
PROFIT
REDUCED
COSTS
REVENUES
 CUSTOMER
FAST
SERVICE
LOW PRICE
 INTERNAL
OPERATIONS
 EMPLOYEE
EFFECTIVE
RESTRUCTURI
NG AND
DESIGNING
COMMITED
WORKFORCE

16. Green HR is a strategy used
primarily for reducing the carbon
footprint of each employee and talent
retention.

17.  Recruitment-Online Applicant
Tracking And
Recruiting
 Performance Management (PM) and
Performance Appraisal (PA)
 Training and Development
 Employee Administration
 Employment Relations
 Grievance and Discipline

18. Conducting an energy audit
Conducting annual survey
Recycle
Reduce commuting
Buying green
Detoxify
Implement green manufacturing
processes
 Implement green policies
 Communicating about Going Green
issues
 Explore opportunities for implementing
alternative energy sources

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19.  Green
Recruitment means a paper-free
recruitment process with a minimal
environmental impact. Applications are
invited through online mediums like e-mail,
online application forms or the Global
Talent Pool. If possible, telephone or
video-based interviews are conducted to
minimize any travel-related environmental
impact.

20.  More
inspired problem solving
 Increased desirability as an employer
 Less stressed budget
 Improved employee retention

21. Soft Choice from Canada.
 Suzlon Energy
 Tata Metaliks Limited (TML)
 ITC Ltd.
 Tamil Nadu Newsprint and Papers Limited
(TNPL)
 Wipro TechnologiesHCL TechnologiesOil and
Natural Gas Company (ONGC)
 IndusInd Bank
 IDEA Cellular


22. 
ITC Ltd
Sustainable Initiatives at ITC Green ProductsPremium Business Paper: For the first time in
India ITC has launched an environment friendly
multipurpose paper "Paperkraft Premium
Business Paper", for office and home use using
a new technology 'Ozone Treated Elemental
Chlorine Free Technology' replacing Elemental
Chlorine which was conventionally used in the
bleaching process during paper manufacture.

23. IHRM is the process of procuring,
allocating and effectively utilizing human
resources in an international business or
in a multinational organization.

24. IHRM is a set of activities aimed at managing
organizational human resources at international
level to achieve organizational objectives and
achieve competitive advantage over competitors at
national and international level.
 IHRM
includes HRM functions such as
recruitment, selection, training and development,
performance appraisal and dismissal done at
international level and additional activities such
as
global skills management, expatriate
management and so on.


25.  IHRM involves employment of the right people at the
right positions, irrespective of geographic locations.
 It requires the development of a long-term HR plan to
make sure of an effective alignment of the HR strategies
with the corporate objectives.
 It requires the development of a diversified range of skills
for employees, especially for those who need to work
beyond national boundaries.
 It necessitates the determination of compensation for
host-, home- and third-country nationals on the basis of
country-specific factors.
 It requires the creation of centralized reporting
relationships around the world for faster information
sharing.

26. The main objective of international human resources
management is to enable the firm, the multinational
enterprise (MNE), to be successful globally.
This entails being
• competitive throughout the world
• efficient
• locally responsive
• flexible and adaptable within the shortest of time
periods
• capable of transferring learning across their globally
dispersed units.

27. Ethnocentric: strategic decisions made at the
headquarters with limited subsidiary autonomy
 Polycentric: each subsidiary is a distinct
national entity with some decision making
autonomy.
 Geocentric: global approach, view that each
part of the organisation makes unique
contributuion
 Regiocentric: staff moves within the
designated region rather than globally


28. 1.
Management of expatriates
Selection of expatriates
• Expatriate training
• Expatriate evaluation
• Expatriate remuneration
• Expatriate failure
2. Management of repatriates
3. Comparison of HRM practices in a variety of
different countries
4. Management of international assignments
to women
•

29. INFOSYS
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Due to the interlinked and fantastic international HRM structure
they were rated “Best companies to work for” by HAY group
Infosys international business strategy revolves around 5
elements:
World-class operating model.
Focusing on human resources.
Providing managed software solutions.
Exploiting a well established off shore development model.
Maintaining an equitable client and business mix.
The company believes that in order to succeed in the
competitive environment it is necessary to recruit, train, and
retain talented employees. Infosys aims at recruiting the best
available talent, training them according to the industry
demands and retaining them in a culture that promoted informal
learning and free flow of ideas.

30. It’s a U.S. based company
SBI wants to expand and operate its business
in Germany
 SBI must adopt IHRM policies that will enable
the company to operate effectively in
Germany, where the firm wants to invest.
 These activities comprise of reward and
performance management, sourcing, product
development, HR planning, employee
communications and involvement; and
recruiting of its employees.
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31. HRM policies that will be beneficial to the company
and meet the needs of the employees in Germany
 The IHRM implementers and managers must
ascertain the extent to which HRM policies and
strategies must be localized to be in line with
Germany’s HRM policies
 SBI must appraise the degree to which the local
cultural, economic, social, legal and political
factors will invade on any approaches undertaken
to employ standardized HR policies whereby
integration is an essential factor in company’s
HRM strategy.
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