1. The Management Process  Planning  Organising  Staffing  Leading  Controlling

2. Human Resource Management at Work The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

3. HR Roles Processes Day-to- Day/Operati onal Focus People Future/Strategic Focus Management of firm infrastructure Management of Strategic Human Resources Management of employee contribution Management of transformation and change

4. Employee Advocate Administrative Expert Change AgentStrategic Partner Data based decision making Negotiations Communications Overcoming resistance to change Counseling Developing Teams Compliance Contract Administration eHRM and HRIS

5. A Framework for HRM Human Resources Planning Recruitment Staffing Job Design Training/Developme nt Appraisal Communications Compensation Benefits Labour Relations Competitive Challenges Globalization Technology Managing Change Human Capital Responsiveness Cost Containment Employee Concerns Background Diversity Age Distribution Job Security Educational Levels Employee Rights Privacy Issues Work Attitudes Family Concerns

6. HRM Functions   Job Analysis   Manpower Planning and Recruitment   Selection, Testing, Onboarding   Learning and Development   Performance Management   Compensation Management   Engagement   Career and Succession Planning   Employee/Industrial Relations With a strategic focus Talent Management

7. Line and Staff Aspects of HRM   Line manager   A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.   Staff manager   A manager who assists and advises line managers.

8. Human Resource Managers’ Duties Functions of HR Managers Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator Employee Advocacy Coordinative Function Functional Authority

9. Line Managers’ HRM Responsibilities 1.Placing the right person on the right job 2.Starting new employees in the organization (orientation) 3.Training employees for jobs that are new to them 4.Improving the job performance of each person 5.Gaining creative cooperation and developing smooth working relationships 6.Interpreting the firm’s policies and procedures 7.Controlling labor costs 8.Developing the abilities of each person 9.Creating and maintaining department morale 10.Protecting employees’ health and physical condition

10. Human Resource Specialties Recruiters Human Resource Development Specialists Employment/ Industrial Relations Specialist Training Specialists Job Analysts Compensation Managers Human Resource Specialties Employee Welfare Officers

11. The Changing Role of Human Resource Management New Responsibilities for HR Managers Measuring the HRM Team’s Performance Managing with the HR Scorecard Process Creating High- Performance Work Systems Strategic Human Resource Management

12. The Human Resource Manager’s Proficiencies   New Proficiencies   HR proficiencies   Business proficiencies   Leadership proficiencies   Learning proficiencies   Legal compliance   Regulatory compliance