1. HUMAN RESOURCE MANAGEMENT

2. What is Human Resource What is Human Resource Management Strategic human resource management Purpose of HRM Evolution of HRM Three dimensional job of HRM HRM responsibilities Functions of HRM Key Activities Challenges Conclusion SEQUENCE OF TOPICS

3. WHAT IS HR HRM includes all the individual employees who contribute to the operations of an organization, whether they are employed full- time, part-time, on a temporary or permanent basis, centrally, in separate business units or from home.

4. An approach to manage the people - embodies the following principles:  People are the most important resources an organization has, and managing them effectively is the key to organizational success.  Human resource policies and procedures need to be closely linked with, and make a major contribution to the achievement of organizational objectives and strategic plans. WHAT IS HR MANAGEMENT

5. BUSINESS MISSION AND ITS VISION Vision: –A general statement of its intended direction that evokes emotional feelings in organization members. Mission: –Spells out who the company is, what it does, and where it’s headed.

6. THE STRATEGIC MANAGEMENT PROCESS Strategic management: –The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment. Strategy: –A strategy is a course of action. –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.

7.  The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.  Formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors the company needs to achieve its strategic aims. STRATEGIC HUMAN RESOURCE MANAGEMENT

8. PURPOSE OF HRM The purpose of HRM is to improve the productive contribution of people to the organization in ways that are strategically, ethically and socially responsible.

9. EVOLUTION OF HUMAN RESOURCE MANAGEMENT Growth in size and complexity of firms resulted in the creation of specialized units to the new employees and later on, to manage the existing work force as well. During the 1960s and 1970s firms began to recognize the increasing strategic importance of effective HRM practices to productivity and competativeness.

10. Societal Objectives THREE DIMENSIONAL JOB OF HRM Organizational Objectives Personnel Objectives

11. MAJOR HRM RESPONSIBILITY To put... The right person At the right place At the right Time To put... The right person At the right place At the right Time

12. FUNCTIONS OF HRM TO OBTAIN TO DEVELOP TO UTILIZE TO RETAIN LEGAL COMPLIANCE

13. TO OBTAIN HR PLANNING HR PLANNING JOB ANALYSIS JOB ANALYSIS RECRUITMENT SELECTION

14. TO DEVELOP ORIENTATION TRAINING COURSES COURSES PERFORMANCEAPPRAISAL JOB ROTATION

15. TO UTILIZE INCENTIVES TEAM BUILDING PERFORMANCEAPPRAISAL ORG. CULTURE

16. TO RETAIN SALARIES SAFETY & SECURITY CAREERPLANNING JOBSATISFACTION

17. KEY HRM ACTIVITIES HR PlanningHR Planning Recruitment and selectionRecruitment and selection Orientation/ socialization and trainingOrientation/ socialization and training Placement, promotion and terminationPlacement, promotion and termination Performance appraisalPerformance appraisal Legal complianceLegal compliance Union-management relationsUnion-management relations Compensation, salaries, benefits / award etc.Compensation, salaries, benefits / award etc. Career planning and after retirement benefitsCareer planning and after retirement benefits

18. Seven major responsibilities: 1.Attraction. Identifying job requirements and then e stimating the people and skills-mix requirements. 2.Selection. Choosing the most suitable personnel. 3.Retention. Creating the conditions necessary for rewarding performance and providing a healthy conducive work environment. 4.Development. Preserving and improving employees’ knowledge, skills and abilities and other characteristics. MODERN-DAY APPROACH TO HRM

19. 5.Motivation. Developing the techniques that reflect the needs of each individual - job satisfaction, behavioral and structural methods for stimulating performance, compensation and benefits, etc. 6.Assessment. Evaluation of behavior, attitudes and performance. 7.Adjustment. Activities intended to maintain compliance with culture and policies.

20. HR CHALLENGES Globalization External influences Labor Unions Management Practices Government Legislation

21. Human Resource Management is responsible for the people dimension of the organization CONCLUSION

22. 1.Acquisition Function: Planning of HR – job analysis Recruitment – attracting the best Selection – most appropriate candidates Socialization/ Orientation – matching employee with organization culture (“employee-job fit” & “employee-org fit”). 2.Development Function: Training Development Career Planning KEY HRM FUNCTIONS Conti…

23. 3.Motivation Function (Utilize): Recognition of employee importance Various motivational techniques – cater to employee and organization needs/ interests: oJob satisfaction oPerformance appraisal oVarious compensation techniques – pay, benefits, perks etc. 4.Maintenance Function (Retain): Retention of employees Conducive working environment Employee loyalty Long term relationship

24. STRATEGIC CHALLENGES FACING HR MANAGERS Technology:  Growth in Knowledge.  Shift in Human Competencies.  Global Market Connection.  Business Streamlining.  Rapid Response.  Quicker Innovation.  Quality Improvement.  Industrial Revolution. Conti…

25. STRATEGIC CHALLENGES FACING HR MANAGERS Diversity:  Labor from diversified cultures.  Labor requirements due to demographic change. Caliber of Workforce:  Careful HR planning  Requirement of highly skilled manpower.  Increase in disciplines. Organizational Restructuring and Downsizing:  Rightsizing aimed at economizing on the labor.  Fear of job; sense of insecurity. Conti…

26. STRATEGIC CHALLENGES FACING HR MANAGERS Contingent Workers:  Part time/ temporary/ contract basis/ adhoc.  Outsourcing – hiring services of another organization.

27. OBJECTIVES OF HRM FUNCTION Following are the main objectives of having a dedicate HRM function in an organization:  To provide suitably skilled/ experienced manpower.  To utilize the skills & abilities of workforce efficiently and effectively.  To enhance the employee satisfaction to max level.  To communicate HRM policies to all employees.  To help maintain ethical policies & behavior.  To help the organization in achieving its goals.

28. HRM MODEL Following is the universally acceptable HRM model (HR Wheel) developed by American Society for Training & Development (ASTD):  Organizational Job Design.  Human Resource Planning.  Recruitment, Selection, Orientation and Placement.  Training and Development.  Personnel Research and Information Systems.  Compensation / Benefits.  Employee Assistance.  Organization Development. Output of the HRM model is in terms Quality of Work life, Productivity & Readiness for change.

29. APPROACHES TO HRM Following are the various approaches to HRM:  Humanistic Approach – catering to importance & dignity.  Managerial Approach– to improve employee-manager relationship.  System Approach – to collaborate with all components to achieve organizational goals.  Proactive Approach – anticipating challenges/ problems; taking precautionary measures.

30. FACTORS OF GOOD HUMAN RELATIONS Following are the factors responsible for employees relations:  Management’s genuine belief that employees love work and accept responsibility.  Equitable monetary benefits to employees.  Utilizing employees’ higher skills through their involvement in decision making.  Recognition to employees’ informal groups which spontaneously come into being on the basis of interaction among each other.

31. FACTORS OF GOOD HUMAN RELATIONS  Humanize jobs, in which employees are called not by labels/appointments but by names.  Employee-oriented supervision which recognizes human dignity and elicits positive response.  Two way communication which improves accuracy of understanding and generates favorable feelings.  Feedback and counseling to employees  Ability based (and not authority-based) leadership.  Employee-welfare and good quality work rewards.

32. External Influences: Government and Union Restrictions Labor Market Conditions Location of the Organization Internal Influences: Organizational Policies and Practices Organizational Image Employee Requisition Job Descriptions/Job Specifications FACTORS INFLUENCING ORGANIZATIONS

33. CODE OF ETHICS FOR HR PROFESSIONALS