The Flow

• Definition
• Approaches and their Implications
• Functions
• Emerging Roles
• Challenges
• Strategic HR Management
• In a Nutshell

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 Definition

Human resource management is the function

performed in an organization that facilitates
the most effective use of people(employees)
to achieve organizational and individual goals

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 HR Role
Strategic/Long-term
They all matter…
Change Agent • Without being great at
Strategic Partner – Manage the short-term, little
– Align HR and business transformation space for long-term.
Strategy: Org. Diagnosis/ and change:
Org. Capability Analysis ensuring capacity Executing the short-
for change term things well, build
credibility
Process People • When people think
about HR they think
Administrative about admin and
Expert Employee employees. When they
– Create efficient, Champions think about great HR
reliable and effective – Increase employee
HR processes that meet commitment and they think about
customer requirements: capability: People strategic and change
HR Ops – trains run on Basics, PAS
time
agents
Operational/Day-to-day
 Strategic Partner – 2 tools
Executing an Org. Capability Assessment:
‘High-level’ Straw-dog Process
Clear and Create
prioritised shaping
Business Org. Capability Assessment or agenda to
Strategy Organizational Diagnosis close gaps

Identify Prioritise Assess Assess Identify

capabilities Capabilities level of current Capability
to deliver to deliver capability state of Gaps to
Strategy Strategy needed capability close

Small Group Small Group Small Group Small Group Small Group Discussion
Meeting Meeting Meeting Meeting Meeting

BU/PU BP Overall
Capability Org-capability Org. Capability Matrix Tool Potential
Pick-list Model(s) Tools

Organization Architectures / Frameworks

Stanford – PARC McKinsey 7 S Galbraith – Star
 People  Strategy  Strategy
 Architecture  Structure  Structure
 Routines, Processes and  System  Reward
Procedures  Staff  Process
 Culture  Style  Systems
 Skills
 Super-ordinate goals (Shared values)
 Administrative Experts
• Customer/consumer-centric
This is different than
– Know what the customer values
– Constantly strives to deliver in a way saying we need to pay
that meets customer standards employees at the P75 or
– Measure what they care about giving expats inappropriate
• Processes benefits
– Simple for customer/consumer
– Simple as possible for HR to execute
– Understood by HR and the customer/consumer group
– Minimum hand-offs
– Measured
– Accurate
– Systems thinking - impact of change in one area is understood in another area
• We extend an expat stay so we think about all the things that need to change work permits,
leases, schooling, expat staffing planning etc.
• An employee resigns and we think about all the things to effectively get them off the payroll,
and we proactively think about the things needed for work continuity (short-term and long-
term)
• Technology
– To support processes
– To provide MI
 Employee champion
• PAS
– Proactively identify and implement tactics to increase employee satisfaction,
engagement and commitment
– Performance / project manage the delivery of interventions
– Challenge /cajole management
• People basics
– Ensure appropriate development
– Ensure quality feedback
– Performance / project manage the delivery of interventions
– Challenge /cajole management
• Coaching managers
– Building their skills
– Proactive insight of employee impact from their decisions
• Proactive employee relations
– Constantly monitoring climate, and coaching management on interventions
needed
 Change Agents
Change success factors:
1. Leading change / sponsorship clear – leader who:
• Owns and champions change
• Publicly commits to making it happen
• Gets resources
• Gives it attention
2. Shared need – employees know they should change / overcome employee
resistance
3. Shape the vision – what is the desire outcome
• Do people see the behavioural change needed? Understand how it benefits
others?
4. Build commitment
• Recognize other stakeholders; build coalitions
5. Changing systems and structures to support the change – do people understand
the other things that will need to change to support the big change?
6. Monitor Progress / performance manage delivery / what is success
7. Execute the plan / follow-thru
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 1.Human
Resources
Planning

8.Retention and
Replacement 2.Recruitment

Acquiring
Human
Resources
7.Rewards and 3.Selection and
Recognition Screening

Maintaining HR

6.Performance
4.Orientation
appraisal

5.Training and
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 Why human relations approach
Failed??

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 Human Resources Approach
• Organization goal & needs of
employee are capable of
existing in harmony
• Employees are asset for
organization
• Organization should create
contributive work
environment to reap
maximum benefit

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 Challenges Before HR Manager

Unlike other method of Expectations of

resources each encouragement employees are
employee is & motivation can high because
different from be different from they know their
other. person to person value .

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 Function of Human
Resources Management
Planning-it is an Organizing-It is
Directing-it is Controlling-It is
ongoing process establishment of
Staffing-It is process of establishing
of developing internal
filling the maximum performance
business mission organization
position with utilization of standard based
and objective structure .Its
qualified people human on organizations
&formulating focus is on
and keeping it resources goal measuring
the action to division
filled . Recruiting contribution . It them and
accomplish that . coordination &
hiring training also includes comparing the
Identification of control of task .
evaluating forming good actual
needs of In this function
transferring are human relation& performance to
employee & to HR manager
the specific coordination standard
predict the assign the
activity of this among different performance &
future changes responsibility
function. level of taking proper
are part of and authority to
department action .
planning job holder.
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Operative Functions

15
Employment
Job Analysis

Human Resource Planning

Recruitment

Selection

Placement

Induction
16
Human Resource Planning
• Present and future
manpower requirements
• Net human resource
requirements
• Mould, change and
develop employees to
meet future
organizational
requirements
• Attract and acquire
human resources from
the market
17
 Recruitment
• Tapping existing sources
of applicants
• Identifying new sources
of applicants
• Attracting the
candidates to apply for
jobs in the organization
• Deciding the
recruitment procedure
18
 Selection
Scanning
Testing
CV’s

Evaluating Interviewing

Formulation Results

Selection
19
Human Resource Development

Performance Training Management Career

Appraisal Development Planning &
Development

20
Compensation

Job Evaluation
Wages & Salary Admin
Incentives
Fringe benefits

21
 Employee Relations

• Employees in organizational context, as a

social group
• Determining the job satisfaction level of the
employee
22
 Emerging Role of Human Resource
Management

It is the competence and attitude of

the human resource that can make
or break a business.
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 Value of Human Resources

A nation with a rich In this modern age of

human resource can technology and
develop fast. globalization, quality
human resource is an
important contributor to
the well being and
development of a nation.
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 Human resources- A competitive
advantage
According to Adi Godrej,
Chairman and Managing Director,
Godrej Consumer Product Ltd. ,
“all corporate strength are
dependent on people.”

Human resources of an
organization is an unique asset to
the organization and is essential
for a business to gain competitive
advantage over its competitors.

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 Human resource accounting
• Human resource accounting
is measurement of the cost
COST and value of the people for
an organization.

• Human resource accounting

helps management to value
VALUE its human resource and use
them with discretion and
wisdom
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 • An HR specialist can help providing information on market statistics of
personnel availability, pay rates etc.
Service • Interpret the complex labor law and legislations that’s are applicable in day-to-
Provider
day work.

• Carry out certain HR activities like recruitment , compensation, etc.

Executive

• Training and development activities are planned and conducted and

performance appraisal are done.
Facilitator • Also to ensure that other managers who undertake such activities are well
equipped to do so.

• Handling problems due to lack of motivation, lack of training, job misfit or

Consultant
grievances related to pay.

• Responsible for ensuring that all members of the management perform their
Auditor
respective roles concerned with the effective use of human resources.

Free template from

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www.brainybetty.com
 Challenges For HR Professionals

WHY AND WHERE????

WHAT???

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 Where did these challenges come
from???

Competition
in Industries

Challenges

Employee’s
choose
Employers

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategic Management
• It is the management of the available resources to achieve the
long term and short term goal of an organization in a dynamic
and competitive environment.

Strategic Human Resource Management

• It is the optimum utilization of human resources to achieve the
set goals and objectives in the business environment.

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 Strategic Human Resource
Planning Involves
Develop
Design Identify
HR is
HR goals in developed
alignment with HR required to internally or
goals of the achieve these acquired them
organization goals is from outside.
are designed identified

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 IN A NUTSHELL

• complex
HRM • challenging

• Scientific Management Approach

3 • Human Relations Approach
approaches • Human Resources Approach

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 Functions of HRM

Operative
Function

Managerial
Function HR Compensatio Employee
Employment relations
development n

Planning Organizing Staffing Directing Controlling

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 service
provider

auditor executive
Roles of
HR
Executives

Consultant facilitator

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 THE CHALLENGES
WORKER PRODUCTIVITY

QUALITY IMPROVEMENT

CHANGING ATTITUDES OF WORKFORCE

IMPACT OF THE GOVERNMENT

QUALITY OF WORK LIFE

TECHNOLOGY AND TRAINING

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