Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

HRM Basics Er. S Sood

12,597 views

Published on

For MBA Trainees

Published in: Business, Technology
  • Be the first to comment

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 />

×