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HRM Basics Er. S Sood


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HRM Basics Er. S Sood

  1. 1. HRM Function<br />Definition<br />Human Resource Management is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns. <br />
  2. 2. Functions of HRM<br />Identifying and Developing Persons<br />Retaining Suitable Persons <br />Creating a Work Culture <br />Educating Managerial Personnel <br />Conducting Research <br />Developing a Communication System <br />
  3. 3. Importance of HRM<br />NEEDED FOR:<br />Better Industrial Relations<br />Develop Organizational Commitment<br />Coping with Changing Environment <br />Changes in Political Philosophy <br />Increased Pressure on Employees <br />
  4. 4. HRM VS HUMAN RESOURCES DEVELOPMENT<br />HRM<br />Need to develop skills, talents, capabilities, potentialities of people in organization and this task is taken up in human resource management<br /> HRD<br />Strategy is to bring about the changes in<br />personnel so that new challenges are met.<br />
  5. 5. HRD<br />T.V. Rao and Udai Pareek have given six dimensions<br />(i)      Performance appraisal<br />(ii)    Potential appraisal<br />(iii)   Employee counseling<br />(iv)  Career development and planning<br />(v)    Training<br />(vi)  Organizational development<br />
  6. 6. The Management Process<br />Planning<br />Organizing<br />Staffing<br />Leading<br />Controlling<br />
  7. 7. Management Process<br />Planning<br />Goals and standards<br />Rules and procedures<br />Plans and forecasting.<br />Organizing<br />Tasks<br />Departments<br />Delegating <br />Authority and communication<br />Coordinating <br />
  8. 8. Management Process<br />Staffing<br />Hiring<br />Recruiting <br />Selecting <br />Performance standards<br />Compensation<br />Evaluating performance<br />Counseling <br />Training and developing <br />
  9. 9. Management Process<br />Leading<br />Getting the job done<br />Morale<br />Motivation<br />Controlling<br />Setting standards <br />Comparing actual performance to standards<br />Corrective action<br />
  10. 10. HRM People Functions Include:<br />Performance<br />Communicate<br />Train and develop<br />Employee commitment<br />Equal opportunity<br />Health and safety<br />Grievances/labor relations<br />Job analyses<br />Labor needs<br />Recruit<br />Select candidates<br />Orient and train<br />Wages and salaries<br />Incentives and benefits<br />
  11. 11. HRM is Important to all Managers.Don’t Let These Happen to You!<br />The wrong person<br />High turnover<br />Poor results<br />Useless interviews<br />Court actions<br />Safety citations<br />Salaries appear unfair<br />Poor training<br />Unfair labor practices<br />
  12. 12. HRM – It’s All About Results<br />“For many years it has been said that capital is the bottleneck for a developing industry. I don’t think this any longer holds true. I think it’s the work force and a company’s inability to recruit and maintain a good work force that does constitute the bottleneck….” F. K. Foulkes<br />
  13. 13. Line and Staff Aspects of HRM<br />Definition<br />Authority<br />Making decisions <br />Directing work<br />Giving orders<br />Line Managers <br />Accomplishing goals<br />Staff Managers <br />Assisting and advising line managers <br />
  14. 14. Line Manager’s HRM Jobs<br />The right person <br />Orientation<br />Training<br />Performance<br />Creativity<br />Working relationships<br />Policies and procedures<br />Labor costs<br />Development<br />Morale<br />Protecting<br />
  15. 15. Staff Manager’s HRM Jobs <br />Line authority<br />Implied authority<br />Functional control<br />Employee advocacy<br />
  16. 16. HR Department Organizational Chart<br />
  17. 17. Strategic Planning and Trends<br />Definition<br />Strategy is the company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.<br />
  18. 18. Strategic Planning 101<br />There are three levels of strategic planning as shown below<br />Corporate<br /> Strategy<br />Business<br />Strategy<br />Business<br />Strategy<br />Business<br />Strategy<br />Business<br />Strategy<br />Functional<br />Strategies<br />
  19. 19. The Strategic Planning Process<br />SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats<br />Best strategic plans balance a company’s Strengths and Weaknesses with the Opportunities and Threats the firm faces<br />Basic strategic trends<br />Globalization<br />Technological advances<br />The nature of work<br />The workforce<br />
  20. 20. Consequences of these basic trends<br />Global expansion<br />Companies <br />must be Fast,<br />Responsive, and<br />Cost-effective<br />Uncertainty, Turbulence, Rapid Change, Changing power bases<br />Technology<br />Strengths and Weaknesses <br />Improved competition<br />
  21. 21. HR’s evolving role<br />Protector <br />and <br />Screener<br />Change Agent<br />Strategic Partner<br />
  22. 22. Strategic HRM<br />Definition<br />Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.<br />Clarify the business<br />strategy<br />Realign the HR <br />functions and key<br />people practices<br />Create needed competencies<br />and behaviors <br />Realization of business<br />strategies and results<br />Evaluate and refine<br />
  23. 23. HR’s evolving role as strategic partner<br />Corporate strategy<br />Corporate strategy<br />HR operations<br />HR operations<br />Corporate strategy<br />Corporate strategy<br />HR programs<br />HR programs<br />Corporate strategy<br />HR programs<br />FedEx<br />
  24. 24. How HR helps strategy execution<br />Functional strategies should support competitive strategies<br />Value chain analysis<br />Outsourcing<br />Strategy Formulation<br />
  25. 25. How HR helps form strategy<br />Formation of a company’s strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses<br />Environmental scanning<br />
  26. 26. The Value Chain Approach<br />
  27. 27. Technology can be the Human Resources engine of change<br />
  28. 28. HR and technology<br />Basic HR systems demand paperwork<br />70% of HR’s employees time = paperwork<br />Off the shelf forms from Office Depot/Officemax<br />Online forms<br />Human Resource Information Systems (HRIS)<br />HR on the Internet<br />
  29. 29. HR portals<br />Employees can answer their own questions<br />HR moves from <br />reactive to proactive<br />
  30. 30. HR means performance<br />Can HR have a measurable impact on a company’s bottom line?<br />Better HRM translates into improved employee attitudes and motivation (e.g., working at home)<br />Well run HR programs drive employee commitment<br />TOYOTA<br />
  31. 31. A Case Study<br />Dell’s dual HR roles<br />OPERATIONS<br />MANAGEMENT<br />Deals with management<br /> - education<br /> - recruitment<br /> - planning<br /> - training<br /> - personnel needs<br />Deals with staff<br /> - benefits<br /> - compensation<br /> - call center<br />
  32. 32. Is There a “One Best HR Way”?<br />Follow a company’s operating and strategic initiatives<br />All companies can benefit from<br />Profit sharing programs<br />Results oriented appraisals<br />Employment security<br />Foster informal relationships- promote worldwide communications<br />Develop global executives<br />