Activity 1

Training need assessment

1.1 Introduction

“TNA” (Training Needs Analysis) A training needs analysis (TNA), also known as a training needs
assessment, is a process that organizations use to determine the gap between the current and desired
knowledge, skills, and abilities of employees

1.1.1 Organizational Analysis

Organizational analysis is an essential step in the process of training needs assessment. It involves
an evaluation of the organization's goals, objectives, and strategies, as well as its current structure,
culture, and work processes. The purpose of organizational analysis is to identify the gaps between
the organization's current state and its desired state, and to determine how training can help bridge
those gaps. Here are some key factors to consider when conducting an organizational analysis for
training needs assessment

1.1.2 Organizational structure-

The structure of the organization can also impact the types of training needed. For example, a
hierarchical organization may require training on leadership development and communication,
while a flatter organization may require training on team building and collaboration.

➢ Performance metrics- Analyzing performance metrics can help identify areas where
training can improve performance. For example, if customer satisfaction ratings are low,
then training on customer service may be needed.

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➢ Workforce composition- An analysis of the organization’s workforce composition can
help determine the types of training that are needed. For example, if the workforce is
predominantly composed of new hires or if there is a high turnover rate, then training on
onboarding and retention may be needed.

➢ Person Analysis - Person analysis is another important step in the process of training needs
assessment, which involves evaluating the knowledge, skills, and abilities of individual
employees or groups of employees. The purpose of person analysis is to identify the
specific training needs of employees and to determine the most effective way to provide
the necessary training. A person analysis identifies individuals who are not meeting the
desired performance requirements or goals.

➢ Task Analysis - Task analysis is an essential step in the process of training needs
assessment, which involves a detailed examination of the tasks, duties, and responsibilities
associated with a particular job or role. The purpose of work analysis is to identify the
knowledge, skills, and abilities required to perform the job effectively and efficiently.

Fig 1.1 Levels of TNA

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1.1.3 Objective

• Identifying skill gaps - A needs assessment helps to identify the gap between the current
skill level of employees and the skills required to perform their jobs effectively. This
information can be used to design targeted training programs that address these gaps and
improve employee performance.
• Increasing organizational effectiveness - A needs assessment can identify areas where
the organization can benefit from improved performance, such as increased productivity,
reduced costs, or improved customer satisfaction. By addressing these areas through
training, the organization can become more effective and competitive.
• Improving employee performance - By identifying areas where employees need training,
a needs assessment can help to improve employee performance. Training programs can be
designed to provide the necessary knowledge and skills to perform job tasks more
effectively and efficiently. Enhancing employee satisfaction and motivation- Providing
training opportunities demonstrates a commitment to employees’ professional
development, which can increase their job satisfaction and motivation. When employees
feel valued, they are more likely to be engaged and productive.
• Aligning training with organizational goals - A needs assessment can help to ensure that
training programs are aligned with the organization’s strategic goals and objectives. This
can increase the impact of training on organizational performance and ensure that resources
are being used effectively.
• Enhancing employee satisfaction and motivation - Providing training opportunities
demonstrates a commitment to employees’ professional development, which can increase
their job satisfaction and motivation. When employees feel valued, they are more likely to
be engaged and productive.
• Improves communication - Improves communication and awareness of the different
training programs offered by the organisation .
• Simplify - It simplifies the process for employees to request specific training and
development opportunities .

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1.2 Title – Training of HR Professionals at Kamal Fincap

1.2.1 Description

About the HR Professionals Training Program – The HR professional training program is

designed to equip individuals with the skills and knowledge needed to excel in human resources
roles. It typically covers areas such as recruitment, employee relations, performance management,
and legal compliance. The program aims to develop a comprehensive understanding of HR
practices and prepare participants for the dynamic challenges within the field.

1.2.2 Objectives of the training -

The primary objectives of the HR professional training program include:

1. Skill Development - Enhancing participants skills in areas such as recruitment, employee

engagement, conflict resolution, and strategic HR planning.

2. Knowledge Acquisition - Providing a comprehensive understanding of HR principles, laws,

and best practices to navigate complex workplace issues.

3. Professional Growth - Facilitating personal and professional development, enabling

participants to take on more significant HR responsibilities and leadership roles.

4. Adaptability - Equipping individuals with the ability to adapt to evolving workplace trends,
technology, and legal requirements within the HR landscape.

5. Effective Communication - Fostering strong communication skills essential for HR

professionals to interact with employees, management, and external stakeholders.

6. Legal Compliance - Ensuring participants are well-versed in employment laws and regulations
to mitigate legal risks within the organization.

7. Diversity and Inclusion - Instilling awareness and skills to promote diversity and inclusion
within the workplace, fostering a positive and equitable organizational culture.

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8. Talent Retention - Providing strategies to attract, retain, and develop talented employees,
contributing to long-term organizational success.

9. Change Management - Equipping HR professionals with tools to manage organizational

change effectively and support employees through transitions.

10. HR Technology - Familiarizing participants with the latest HR technologies and tools to
streamline processes, enhance data analysis, and improve overall efficiency.

11. Ethical Leadership - Emphasizing the importance of ethical behaviour and leadership in HR
roles, ensuring integrity in decision-making and interactions.

12. Employee Well-being - Incorporating elements that address employee well-being and mental
health, recognizing the impact on both individuals and organizational performance.

1.2.3 Methods to be used

Effective HR professional training programs often utilize a combination of training methods to

cater to diverse learning styles methods includes:

1. Workshops and Seminars: Interactive sessions that allow participants to engage with content,
share experiences, and learn from both facilitators and peers.

2. Case Studies: Real-world scenarios and examples that simulate workplace challenges,
encouraging participants to apply theoretical knowledge to practical situations.

3. Role-Playing: Interactive simulations where participants act out HR scenarios, enhancing

communication and problem-solving skills.

4. E-Learning Modules: Online courses and modules that offer flexibility in learning, allowing
participants to progress at their own pace.

5. On-the-Job Training: Practical experience within the workplace, allowing participants to apply
learning directly to their roles under guidance.

6. Guest Lectures: Inviting industry experts or seasoned HR professionals to share insights and
experiences, providing a broader perspective on HR practices.

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7. Networking Events: Opportunities for participants to connect with professionals in the field,
fostering a supportive community and facilitating knowledge exchange.

8. Self-Study Materials: Providing reading materials, articles, and resources that participants can
explore at their convenience to deepen their understanding.

9. Mentorship Programs: Pairing participants with experienced HR mentors to provide

personalized guidance, share insights, and facilitate professional development.

10. Team Projects: Collaborative projects that require participants to work together, promoting
teamwork and the application of collective problem-solving skills.

11. Gamification: Introducing game-like elements to the training process, such as quizzes,
simulations, or competitions, to increase engagement and motivation.

12. Feedback Sessions: Regular feedback loops where participants receive constructive input on
their performance, fostering continuous improvement.

13. Study Groups: Encouraging participants to form study groups for peer learning, discussion,
and collaborative problem-solving.

14. Field Visits: Organizing visits to other organizations to observe HR practices in different
contexts and gain insights from diverse workplace environments.

15. Certification Programs: Offering recognized certifications or assessments to validate

participants' knowledge and skills, enhancing their credibility as HR professionals

16. Webinars and Podcasts: Leveraging online platforms for live or recorded sessions,
interviews, and discussions with HR experts to stay updated on industry trends.

By incorporating these methods, a training program can create a dynamic and engaging learning
experience that aligns with the varied needs of HR professionals

1.2.4 Proposed Instructors

1. Richa Trivedi – Senior HR Manager

2. Nidhi Jha – Board of director & head of the company

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 3. Ankur Jain – Department head
4. Anshul Kasliwal – MD & Board member

1.2.5 Reasons for taking the instructors

Taking instructors for HR professionals training can provide numerous benefits at Kamal Fincap

1. Expertise and Experience - Instructors bring a wealth of expertise and real-world

experience to the training environment. They can share practical insights, case studies, and
best practices that might not be readily available in self-paced or online training modules.
2. Interactive Learning - Instructors facilitate interactive learning experiences. They can
engage participants through discussions, role-playing, and group activities, fostering a
more dynamic and participatory training environment.
3. Customization - Instructors can tailor the training content to meet the specific needs of the
organization. They can address industry-specific challenges, company policies, and
individual participant concerns, making the training more relevant and applicable.
4. Q&A Sessions - Instructors provide a platform for participants to ask questions and seek
clarification on complex topics. This real-time interaction helps ensure that participants
fully understand the material and can apply it effectively in their roles.
5. Networking Opportunities - Training sessions conducted by instructors often bring
together HR professionals from various organizations. This provides valuable networking
opportunities, allowing participants to exchange ideas, share experiences, and build
professional relationships within the HR community.
6. Motivation and Engagement - Instructors can inspire and motivate participants by
delivering content with enthusiasm and passion. This can enhance engagement levels and
encourage participants to actively participate in the learning process.
7. Immediate Feedback - Instructors can provide instant feedback on participants'
performance during exercises or assessments. This immediate feedback loop helps
participants understand their strengths and areas for improvement, facilitating continuous
learning.

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 8. Adaptability - Instructors can adapt their teaching style to accommodate different learning
preferences and styles among participants. This ensures that the training is accessible and
beneficial to a diverse group of HR professionals.
9. Latest Industry Trends - Instructors stay abreast of the latest industry trends, changes in
regulations, and evolving best practices. This ensures that the training content remains
current and reflects the most up-to-date information in the field of human resources.
10. Soft Skills Development - Instructors can focus on developing soft skills such as
communication, conflict resolution, and leadership, which are essential for HR
professionals. These skills are often best honed through interactive and personalized
instruction.

1.2.6 Training material needed

➢ Training module and manuals

➢ Presentation Slides
➢ Case Studies
➢ Assessment tools
➢ Policy Document
➢ Certificate of completion

1.2.7 A tentative training outline / lesson plan for a HR Professional training

program –

Day 1: Introduction to HR Fundamentals

➢ Morning Session: Welcome and Program Overview

❖ Welcome and introductions
❖ Overview of the training program
❖ Icebreaker activities

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 ➢ Role and Functions of HR
❖ Introduction to the HR function
❖ Key responsibilities of HR professionals
❖ Discussion on the evolving role of HR

➢ Afternoon Session: HR Legal Compliance

❖ Overview of employment laws and regulations
❖ Discrimination and harassment prevention
❖ Employee rights and responsibilities

➢ HR Policies and Procedures

❖ Developing and implementing HR policies
❖ Employee handbooks
❖ Case studies on policy enforcement

Day 2: Talent Acquisition and Management

➢ Morning Session: Recruitment and Selection

❖ Recruitment strategies
❖ Interviewing techniques
❖ Applicant tracking systems

➢ Onboarding and Orientation

❖ Importance of effective onboarding
❖ Designing onboarding programs
❖ New hire orientation best practices

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 ➢ Afternoon Session: Performance Management
❖ Goal-setting and performance appraisal
❖ Feedback and coaching
❖ Dealing with underperformance

➢ Employee Engagement
❖ Understanding employee engagement
❖ Strategies for improving engagement
❖ Employee recognition programs

Day 3: Employee Relations and Workplace Culture

➢ Morning Session: Employee Relations

❖ Conflict resolution and mediation
❖ Managing workplace investigations
❖ Employee counselling and support

➢ Diversity and Inclusion

❖ Importance of diversity and inclusion
❖ Creating an inclusive workplace
❖ Unconscious bias training

➢ Afternoon Session: Workplace Culture

❖ Building a positive workplace culture
❖ Team dynamics and collaboration
❖ Organizational values and mission

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 ➢ Emerging Trends in HR
❖ HR technology trends
❖ Remote work and flexible policies
❖ Future challenges and opportunities in HR

Day 4: HR Leadership and Professional Development

➢ Morning Session: Leadership Development

❖ Developing HR leadership skills
❖ Succession planning
❖ Leadership training programs

➢ Morning Session: Ethical Considerations in HR

❖ Ethical dilemmas in HR
❖ Maintaining confidentiality and trust
❖ HR professional standards

➢ Professional Development and Networking

❖ Continuing education for HR professionals
❖ Networking opportunities and professional organizations
❖ Personal development plans for HR practitioners

➢ Afternoon Session: Recap, Q&A, and Closing

❖ Review of key takeaways
❖ Participant feedback
❖ Certificate distribution
❖ Closing remarks

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1.2.8 Training Evaluation

Evaluating the training of HR professionals involves assessing their knowledge acquisition, skill
development, and the impact of the training on their performance. Here's a structured approach to
evaluate the training of HR professionals

✓ Assess the application of newly acquired skills in participants day-to-day HR tasks.

✓ Use case studies, simulations, or practical exercises to observe skill application.
✓ Collect qualitative feedback through open-ended survey questions or interviews.
✓ Gather feedback from participants' supervisors or managers.
✓ Assess whether there are observable improvements in job performance and HR-related
responsibilities.
✓ Evaluate behavioural changes in HR professionals, such as improved communication,
decision-making, or conflict resolution skills.
✓ Conduct follow-up assessments several weeks or months after the training to evaluate the
long-term impact.
✓ Analyse relevant performance metrics linked to HR functions.
✓ Look for improvements in areas such as recruitment efficiency, employee engagement, or
conflict resolution.
✓ Evaluate the cost-effectiveness of the training program.
✓ Compare the investment in training with the measurable benefits and improvements
achieve.
✓ Measure overall participant satisfaction with the training program.

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 Activity 2

2.1 Description

Understanding and catering to the diverse motivations of employees across different generations
is crucial for designing effective compensation plans that drive high performance. Through brief
interviews with individuals in their 20s, 30s, 40s, 50s, and 60s, we aim to uncover the key
motivators within each age group. Subsequently, we'll design tailored compensation plans that
align with the distinct preferences and priorities of each generation, fostering a work environment
conducive to optimal performance and satisfaction.

2.2 20s Employee: I'm motivated by growth and learning opportunities. Recognition for my
contributions and a collaborative work environment are important too.

2.2.1 Compensation Plan

• Performance Bonuses: Tie financial incentives to achieving specific performance goals.

• Professional Development Budget: Allocate funds for training and skill enhancement.

• Recognition Program: Implement regular recognition for achievements through various

channels.

• Flexible Work Arrangements: Offer flexibility to accommodate work-life balance.

• Career Advancement Opportunities: Outline clear paths for career progression and
mentorship programs.

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2.3 30s Employee: Work-life balance is crucial for me. I appreciate policies that support my
well-being, and opportunities for career advancement keep me engaged.

2.3.1 Compensation Plan

• Flexible Work Arrangements: Provide options like remote work or flexible hours to
support work-life balance.

• Health and Wellness Programs: Include comprehensive health benefits and wellness
initiatives.

• Performance-Based Bonuses: Tie financial rewards to individual and team achievements.

• Career Development Opportunities: Offer training programs and clear paths for career
progression.

• Recognition Initiatives: Establish a program to acknowledge and reward outstanding

contributions.

2.4 40s Employee: Stability and recognition are key motivators for me. I value long-term
incentives and opportunities for career advancement.

2.4.1 Compensation Plan

• Long-Term Incentives: Implement plans like stock options or profit-sharing to provide

stability and align interests.

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 • Career Advancement Pathways: Clearly outline opportunities for growth within the
organization.

• Recognition Programs: Regularly acknowledge achievements through awards, bonuses,

or public recognition.

• Professional Development Support: Invest in ongoing training and skill development to

enhance career prospects.

• Flexible Work Arrangements: Provide flexibility to accommodate personal and

professional demands.

2.5 50s Employee: Financial security and retirement planning are significant motivators. I also
value competitive healthcare benefits.

2.5.1 Compensation Plan

• Competitive Retirement Benefits: Enhance pension plans or 401(k) contributions to

support long-term financial goals.

• Health Coverage: Provide robust healthcare benefits, including options for preventive
care and wellness programs.

• Performance Bonuses: Offer financial incentives tied to achieving individual and team
performance goals.

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 • Professional Development: Support ongoing learning and skill enhancement to stay
relevant in the industry.

• Recognition and Mentorship: Acknowledge experience through recognition programs

and provide mentorship opportunities within the organization.

2.6 60s Employee: Balancing work and winding down is essential for me. Phased retirement
options and continued benefits during the transition into retirement would be appealing.

2.6.1 Compensation Plan:

• Phased Retirement Programs: Introduce flexible schedules or reduced work hours to

support a gradual transition into retirement.

• Continued Benefits: Provide ongoing health and other benefits during the phased
retirement period.

• Mentorship Roles: Offer opportunities for experienced employees to mentor younger

colleagues, providing a sense of purpose.

• Recognition for Experience: Acknowledge the employee's long-term contributions

through special recognition programs.

• Work-Life Balance Initiatives: Emphasize policies that promote a balanced lifestyle and
flexible work arrangements.

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 Activity 3

Orange HRM

3.1 Introduction

Orange HRM is an open-source Human Resource Management (HRM) software

system designed to provide HR solutions to small and medium-sized businesses. It
offers a range of features including employee information management, leave and
attendance tracking, performance management, and recruitment management. Orange
HRM also provides a self- service portal for employees to access and manage their own
information such as leave requests, pay slips, and personal information. Additionally,
it provides reporting and analytics capabilities to help businesses make data- driven HR
decisions. Orange HRM can be deployed on-premise or in the cloud and is used by
organizations around the world.

Orange HRM was founded in 2005 by Sujee Saparamadu, a Sri Lankan entrepreneur,
with thegoal of providing a simple and affordable HR management solution for small
and medium- sized businesses. The company was initially based in Sri Lanka but has
since expanded globallywith offices in the USA, UK, India, and Malaysia. The first
version of OrangeHRM was launched in 2006 as an open-source HR management
software under the GNU General Public License. The software included basic HR
management functionalities such as employee information management, leave
management, and time and attendance tracking.

Over the years, OrangeHRM has continued to expand its functionalities and features.
In 2010, the company launched its first paid version, the Professional Edition, which
included additional features such as performance management, recruitment
management, and employee self- service. In 2016, OrangeHRM launched its cloud-
based solution, OrangeHRM Cloud, which allowed businesses to access the software

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from anywhere with an internet connection. The company also launched the Enterprise
Edition, a fully-featured HR management solution designed for large enterprises.

3.2 Features

OrangeHRM is an open-source human resource management (HRM) software that provides

various features to help organizations manage their human resources effectively. Here are some
common features of OrangeHRM:

➢ Core HR Management
- Employee Information Management: Maintain a centralized database of employee
information, including personal details, contact information, job history, and
qualifications.
- Employee Self-Service (ESS): Allow employees to access and manage their own
information, such as leave requests, benefits, and personal details.

➢ Time and Attendance

- Time Tracking: Monitor employee attendance, working hours, and overtime.
- Leave Management: Manage employee leave requests, approvals, and balances.

➢ Recruitment
- Applicant Tracking System (ATS): Streamline the recruitment process by
managing job postings, applications, and candidate profiles.

➢ Performance Management
- Goal Setting: Set and track individual and team goals.

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 - Performance Appraisals: Conduct regular performance reviews and assessments.

➢ Training and Development

- Training Management: Schedule, track, and manage employee training programs.
- Skills Management: Keep track of employee skills and competencies.

➢ Benefits Administration
- Manage employee benefits such as insurance, healthcare, and retirement plans.

➢ Reporting and Analytics

- Generate reports on various HR metrics, helping organizations make data-driven
decisions.

➢ Employee Communication
- Internal Communication: Facilitate communication within the organization through
announcements, newsletters, and messaging.

➢ Security and Access Control

- Ensure data security by defining access levels and permissions for different user
roles.

➢ Integration and Customization

- Integration with other business systems and applications.
- Customization options to adapt the software to the organization's specific needs.

➢ Mobile Accessibility

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 - Access HR information and perform tasks using mobile devices.

3.3 Working of Orange HRM

OrangeHRM is an open-source human resource management (HRM) software designed to

streamline various HR processes within an organization.

• Installation and Configuration - Organizations need to install and configure OrangeHRM

on their servers. The software may be hosted on-premises or in the cloud, depending on
the organization's preferences and requirements.
• User Authentication - Users, including administrators, managers, and employees,
authenticate themselves by logging into the system using unique usernames and passwords.
• Dashboard and Navigation - Upon logging in, users are presented with a dashboard that
provides an overview of key HR metrics. The navigation menu, typically on the left side,
allows users to access different modules such as Personal Information Management (PIM),
Leave, Time, Recruitment, Performance, and more.
• Personal Information Management (PIM) - The PIM module allows administrators to
manage and update employee information, including personal details, contact information,
and other relevant data.
• Leave Management - The Leave module enables users to request and manage leave.
Administrators can review and approve leave requests, and employees can check their
leave balances.
• Time and Attendance - The Time module facilitates the tracking of employee attendance,
work hours, and timesheets. It helps in monitoring employee working hours and generating
reports.
• Recruitment - The Recruitment module supports the hiring process by allowing
organizations to post job openings, manage candidate applications, schedule interviews,
and make job offers.

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 • Performance Management - The Performance module assists in managing employee
performance appraisals, setting goals, and tracking achievements. It may also include
features like 360-degree feedback.
• Reports and Analytics - OrangeHRM typically provides reporting tools that allow
administrators to generate various HR-related reports. These reports can offer insights into
employee data, leave balances, attendance records, and more.
• Customization and Configuration - Organizations can customize OrangeHRM to suit
their specific needs. This may involve configuring system settings, defining user roles and
permissions, and adapting the software to align with organizational structures.
• Updates and Maintenance - Regular updates, patches, and maintenance activities are
necessary to keep the software secure, fix bugs, and introduce new features. Organizations
need to stay informed about updates and apply them as needed.

3.4 Benefits

✓ Improved Efficiency - Orange HRM streamlines HR processes, such as leave

management, performanceappraisal, and recruitment, leading to improved efficiency and
reduced administrative tasks.
✓ Better Data Management - Orange HRM provides a centralized database to store and
manage employee data, whichhelps businesses maintain accurate records and improves
data management.

✓ Increased Employee Engagement - The self-service portal of Orange HRM allows

employees to manage their own information, such as leave requests and personal details,
leading to increased engagement and empowerment.

✓ Customizable Reports – Orange HRM provides customizable reports and analytics to

help businesses make data-driven HR decisions.

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 ✓ Enhanced Compliance – Orange HRM helps businesses stay compliant with regulations
and policies by automating HR processes and providing tools to manage compliance.
✓ Cost-effective - The open-source version of Orange HRM is free, while the Professional
and Enterpriseversions are available at a reasonable cost. This makes it an affordable
solution for small and medium-sized businesses.

Orange HRM is a comprehensive HR management solution that can help businesses

streamline processes, improve data management, and increase employee engagement
while staying compliant and cost-effective.

3.5 Subscription

1. Open Source- The open-source version of OrangeHRM is free and available

for download from the OrangeHRM website. This version includes basic HR
managementfunctionalities such as employee information management, leave
management, and time and attendance tracking.
2. Professional- The Professional Edition is a paid subscription that includes
additionalfeatures such as performance management, recruitment management,
and employee self-service. The subscription cost starts at $4 per employee per
month, with discountsavailable for larger organizations.
3. Enterprise- The Enterprise Edition is a fully-featured HR management
solution designed for large enterprises. It includes advanced features such as
HR analytics, compliance management, and custom workflows. The
subscription cost is based on thenumber of employees and the specific needs of
the business.
4. Orange HRM Cloud- Orange HRM Cloud is a cloud-based HR management
solution that allows businesses to access the software from anywhere with an
internet connection. It includes all the features of the Professional Edition and
is priced based on the number of employees and the specific needs of the
business.

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Orange HRM offers a range of subscription options to meet the needs of different
businesses, from a free open-source version to fully-featured enterprise solutions. The
subscription cost varies based on the number of employees and the specific features
required by the business.

3.6. Companies using Orange HRM

• Pizza Hut
• Sainsbury's
• Emirates Airlines
• Hitachi Consulting
• Mindtree
• Tesco.

3.7 Steps to log in to Orange HRM

➢ Open your web browser and go to the Orange HRM login page.
➢ Enter your username and password in the appropriate fields.
➢ Click on the "Login" button to access your account.

If you don't have a login and password, you can contact your HR administrator to obtain
one. If you are the HR administrator, you can create a new account for a new employee
by followingthese steps-

✓ Log in to your OrangeHRM account as an administrator.

✓ Click on the "Admin" tab in the top menu.
✓ Click on the "User Management" option.
✓ Click on the "Add User" button.
✓ Enter the employee's details, including their name, email address, and other
relevantinformation.

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 ✓ Set up a username and password for the employee.
✓ Click on the "Save" button to create the account.

Once the account is created, the employee will receive a welcome email with their
logincredentials and instructions on how to access OrangeHRM.

Fig 3.1 Starting page of Orange HRM

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3.8 Desktop view

The desktop view of OrangeHRM typically includes a navigation menu on the left-
hand side of the screen, which provides quick access to various HR management
functionalities such as employee information, time and attendance, leave management,
and performance management.
The main screen typically displays an overview of key HR metrics, such as the number
of employees, absences, and upcoming events. From here, users can also access various
reports and analytics features to track HR performance.
The desktop view of OrangeHRM is highly customizable, and users can add or remove
widgets,change the layout, and adjust the color scheme to meet their specific needs.
The software is also designed to be user-friendly, with a clean and intuitive interface
that makes it easy to navigate and use.
Overall, the desktop view of OrangeHRM is designed to provide HR administrators
and employees with a comprehensive and efficient HR management tool that streamlines
processes,improves data management, and increases efficiency.

3.8.1 Admin –

Navigating the OrangeHRM software as an administrator involves logging in and accessing a user-
friendly dashboard that provides a comprehensive overview of key HR metrics. The left-sided
navigation menu organizes various modules, with the "Admin" section typically serving as the hub
for system settings, user roles, and permissions. Within the Admin module, administrators can
delve into subsections such as Organization, Qualification, Job, User Management, and
Configuration to fine-tune specific aspects of the system. The PIM module facilitates employee
management by allowing the addition, editing, and deletion of employee records. Other modules
like Leave and Time enable the efficient handling of employee leave requests and attendance
management. The Reports module offers insights through various HR-related reports. It is crucial
for administrators to refer to the latest OrangeHRM documentation for precise details, as interfaces
and functionalities may evolve over time. Logging out securely concludes the navigation process,
ensuring the integrity of the HRM system.

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 Fig 3.2 Admin Page

3.8.2 PIM –

Personal Information Management (PIM) module in OrangeHRM as an administrator, start by

logging into the system and accessing the dashboard, which typically provides an overview of HR
metrics. Utilize the navigation menu, often located on the left side of the interface, to find the
"PIM" or "Personal Information" option. Within the PIM module, administrators can access an
employee list, allowing them to view details for each individual. Clicking on a specific employee
opens up avenues to manage and update their personal information, including contact details and
job-related data. Look for options to add new employees or edit existing records as needed. Some
systems may feature tabs or sections dedicated to managing qualifications, skills, and even
document management within the PIM module. Explore any reporting functionalities available to
generate reports related to employee information. Always remember to log out securely upon
completion of tasks to ensure the system's security. For precise details and updated information,
refer to the official OrangeHRM documentation associated with the specific version in use.

3.8.3 Leave –

To navigate the Leave module in OrangeHRM as an administrator, follow these steps. Begin by
logging into the system and accessing the dashboard. Typically, the navigation menu is situated
on the left side of the interface, and you should look for the "Leave" or "Time Off" option. Once

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in the Leave module, you may find sections for managing leave requests, leave balances, and leave
policies. Administrators can process and approve leave requests, view the remaining leave
balances of employees, and configure or update leave policies as necessary. Some systems provide
a calendar view for leave scheduling, allowing for a visual representation of approved leaves.
Additionally, there might be options to generate reports related to leave statistics or usage. As
functionalities may vary based on the specific OrangeHRM version in use, it's advisable to consult
the official documentation or user guides for accurate and detailed instructions.

Fig 3.3 Leave navigation of Orange HRM

3.8.4 Time -

To navigate the Time module in OrangeHRM as an administrator, follow these steps. Begin by
logging into the system and accessing the dashboard. The navigation menu is typically located on
the left side of the interface; look for the "Time" or "Attendance" option. Once in the Time module,
administrators can manage employee attendance, work hours, and timesheets. There may be
options to view and edit individual employee time records, approve timesheets, and monitor
attendance patterns. Some systems offer features for configuring work schedules, overtime
policies, and attendance rules. Additionally, administrators may have the ability to generate

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reports related to employee attendance and working hours. As functionalities can vary based on
the specific OrangeHRM version, it's recommended to consult the official documentation or user
guides for accurate and detailed instructions.

Fig 3.4 Time page

3.8.5 Recruitment –

In the Recruitment module, you will likely encounter various features for managing the hiring
process:

❖ Job Postings - Create and manage job postings by providing details such as job title,
description, requirements, and application instructions.
❖ Candidate Management - Track and manage candidates who have applied for positions.
This may include reviewing resumes, scheduling interviews, and updating candidate
statuses.

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 ❖ Application Tracking - Utilize features to track the progress of applications. This might
involve categorizing applications based on their status in the hiring process.
❖ Interview Scheduling - Schedule and manage interviews with candidates. Some systems
may offer calendar integration for efficient scheduling.
❖ Offer and Onboarding - Manage the process of extending job offers to successful
candidates and facilitating the onboarding process.
❖ Reports - Explore reporting functionalities to analyse recruitment data, track the
effectiveness of job postings, and assess the overall recruitment process.

3.8.6 My Info -

Navigating the "My Info" section in OrangeHRM as an individual user typically involves
accessing and managing personal information within the system. After logging into the system,
users can often find the "My Info" or a similarly named option in the navigation menu, usually
located on the left side of the interface. Once in the "My Info" section, users can view and edit
their personal details, contact information, and other relevant data. This may include sections for
updating emergency contact information, bank details, tax information, and other specifics
depending on the organization's configured settings. Some systems also allow employees to view
their leave balances, attendance records, and performance-related information within the "My
Info" module. For precise details and features available in the "My Info" section, users should refer
to the specific OrangeHRM version's official documentation or user guides. It is recommended to
log out securely after accessing and updating personal information to maintain the privacy and
security of individual user data.

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 Fig 3.5 My Info navigation

3.8.7 Performance

Navigating the Performance module in OrangeHRM as an administrator involves accessing the

system, typically through the dashboard, and locating the "Performance" or a related option in the
left-sided navigation menu. Within the Performance module, administrators can initiate and
manage employee performance appraisals, establishing cycles, defining goals, and conducting
evaluations. The module often includes features for setting and tracking individual employee
goals, managing competencies relevant to specific job roles, and incorporating 360-degree
feedback for a comprehensive performance perspective.

Administrators may use the system to generate performance reports, allowing them to analyse data,
evaluate goal achievements, and identify areas for improvement. Additionally, the module may
offer functionalities linking performance data to training and development initiatives. It's essential
to consult the official documentation or user guides associated with the specific version of
OrangeHRM for accurate and detailed instructions, as features can vary. Always prioritize secure
logouts to uphold the confidentiality and security of the HRM system.

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3.8.8 Dashboard

Navigating the dashboard in OrangeHRM provides users with a comprehensive overview of key
HR metrics and activities. After logging into the system, users typically land on the dashboard,
which serves as a central hub for monitoring and managing various aspects of human resources.
The dashboard often displays essential information such as employee headcount, leave balances,
pending approvals, and recent activity. Key performance indicators (KPIs) related to attendance,
recruitment, and employee performance may also be featured. The dashboard layout can vary
based on system configurations and user roles, but it commonly includes widgets or modules that
offer quick insights into critical HR data. Users can often navigate between different modules such
as PIM (Personal Information Management), Leave, Time, Recruitment, and Performance directly
from the dashboard using the left-sided navigation menu. Administrators can customize the
dashboard to suit their specific needs, adding or removing widgets based on the metrics they want
to monitor regularly. Additionally, some systems allow users to configure dashboard settings,
enabling a personalized and efficient user experience. For detailed information and customization
options related to the OrangeHRM dashboard, users should refer to the official documentation or
user guides specific to their version of the software. Logging out securely after using the dashboard
is advisable to ensure the security and confidentiality of HR-related information.

3.8.9 Directory

The term "directory" in the context of OrangeHRM refer to different aspects within the software.

• Employee Directory - The system might have a feature or module that serves as an
employee directory. This directory typically provides a list of all employees within the
organization, along with their basic contact information and perhaps other relevant details.
Users can use this directory to quickly find and access information about colleagues.
• Organization Directory - In the context of organizational structure, a directory could refer
to a feature that provides a visual representation of the company's hierarchy. This may
include information about departments, teams, and reporting structures.
• Document Directory - Some HRM systems, including OrangeHRM, may have a
document management feature that acts as a directory for storing and organizing HR-

31
 related documents. This could include policies, employee handbooks, and other relevant
files.
• Module Navigation - The term "directory" might also be loosely used to refer to the
navigation menu or structure within the software that directs users to different modules or
features, such as PIM, Leave, Time, Recruitment, and others.

3.8.10 Maintenance

Maintenance in the context of OrangeHRM encompasses a set of ongoing activities aimed at

ensuring the optimal performance, security, and functionality of the HR management software.
This includes the regular application of software updates and patches to address bugs, security
vulnerabilities, and introduce new features. Database maintenance activities focus on data
integrity, performance optimization, and routine backups. Security maintenance involves
implementing measures to safeguard sensitive HR data, conducting audits, and ensuring
compliance with data protection regulations. Managing user access, roles, and permissions is a
critical aspect, involving the addition, modification, and deactivation of user accounts.
Customization and configuration activities adapt the system to changing organizational needs,
such as the integration of new modules or workflows. Keeping documentation up-to-date,
providing technical support, and monitoring system performance are integral parts of a
comprehensive maintenance plan. Organizations benefit from having a well-defined strategy that
includes scheduled maintenance, communication with the software provider, and proactive
measures to address issues and enhance the user experience.

3.8.11 Claim navigation –

The term "claim" can be associated with various contexts within HR management, such as
employee reimbursement claims or benefits claims. If you are referring to a specific feature or
functionality related to claims within OrangeHRM, for instance, if you are looking for features
related to employee expense claims or benefits claims, you may need to navigate through modules
like Leave, Time, or Expenses, depending on how your organization has configured the system.

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 Fig 3.6 Claim navigation

3.8.12 Buzz –

Fig 3.7 Buzz

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 Activity 4

Book Review

HR from the Outside In: Six Competencies for the Future of Human Resource

4.1 Introduction

"HR from the Outside In: Six Competencies for the Future of Human Resource" is a transformative
exploration into the evolving landscape of human resources, offering a compelling vision for the
future of the profession. Authored by the distinguished team of Dave Ulrich, Jon Younger, Wayne
Brockbank, and Mike Ulrich, the book challenges conventional paradigms by asserting the crucial
need for HR professionals to adopt an external perspective.

In a world characterized by rapid technological advancements, shifting workforce dynamics, and

dynamic business environments, this book presents a comprehensive framework outlining six
essential competencies that are imperative for HR's success in the future. These competencies—
strategic positioner, credible activist, capability builder, change champion, HR innovator and
integrator, and technology proponent—serve as the strategic pillars upon which HR can build a
solid foundation to navigate the complexities of the modern workplace.

By delving into the intricacies of each competency, the authors not only provide practical insights
but also challenge HR practitioners to transcend traditional roles and become proactive architects
of organizational success. Grounded in extensive research and real-world examples, this book
stands as a guiding beacon for HR professionals seeking to not only adapt to change but to shape
and lead it. As organizations increasingly recognize the pivotal role of HR in achieving strategic
goals, "HR from the Outside In" emerges as an indispensable resource, offering a visionary
roadmap for HR professionals to not just keep pace with the future but to pioneer it.

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4.2 About the author

The book "HR from the Outside In: Six Competencies for the Future of Human Resource" is
authored by a distinguished team of experts in the field, each contributing their unique perspectives
and extensive experience to shape the discourse on human resources. Dave Ulrich, a prominent
figure in HR thought leadership, is a professor at the University of Michigan's Ross School of
Business and a partner at the RBL Group. His influential work and prolific writing have established
him as a leading authority on HR practices globally. Collaborating with him is Jon Younger, a
seasoned professional in HR and talent management, bringing practical insights and a wealth of
experience to the book. Wayne Brockbank, another key contributor, serves as a partner at the RBL
Group and is a clinical professor of business at the University of Michigan. His deep knowledge
in HR research and practice enriches the book's content. Finally, Mike Ulrich, rounding out the
team, brings strategic acumen to the collaboration, drawing from his experience in leadership roles
in finance and business strategy.

Dave Ulrich is a renowned author, speaker, consultant, and professor known for his work in the
field of human resources (HR) and leadership. He was born on July 21, 1953, in the United States
and received his bachelor's degree in business administration from Brigham Young University. He
then went on to earn his MBA and PhD from the University of California, Los Angeles (UCLA).
Ulrich is the Renzi’s Likert Professor at the Ross School of Business at the University of Michigan
and a partner at the consulting firm The RBL Group. He has written numerous books on leadership
and HR, including "HR Champions," "The Leadership Code," and "HR Transformation."

His work has been recognized with numerous awards, including being named a Top 25 Thought
Leader in HR by HR Magazine and receiving the Distinguished Alumnus Award from the
University of California, Los Angeles. He is considered one of the world's leading management
thinkers and has been named the management educator and guru by BusinessWeek, and the most
influential person in human resources by HR Magazine. Ulrich is best known for his work in the
field of human resource management (HRM) and is widely regarded as the father of modern HR.

He has authored or co-authored more than 30 books, including "HR Champions," "The HR Value
Proposition," and "The Leadership Code." His research focuses on the strategic role of HR,
leadership development, and building high performance organizations. Ulrich's work has had a

35
significant impact on the field of HR and has helped to shape the way organizations think about
the role of HR in achieving business success. He has received numerous awards for his
contributions to the field, including the Lifetime Achievement Award from the World Federation
of People Management Associations, and the Distinguished Scholar Award from the Academy of
Management Together, these authors form a powerhouse of expertise, combining academic rigor
with real-world applicability. Their collective contributions make "HR from the Outside In" a
compelling and authoritative resource for HR professionals seeking to navigate the challenges and
embrace the future of human resources.

4.3 Chapter Summary

Chapter – 1 Introduction to HR from the Outside In

"HR from the Outside In- Six Competencies for the Future of Human Resources" provides an
introduction to the book's purpose and the six competencies that HR professionals must master to
effectively navigate the challenges and opportunities of the future. The authors emphasize the
importance of HR's role in driving business success and explain why HR professionals must
understand the external environment to be effective.

They introduce the concept of HR from the outside in and explain how it differs from the traditional
inside-out approach. The authors also discuss the changing role of HR and the need for HR
professionals to be strategic partners who can drive business success. Overall, Chapter sets the
tone for the book and provides a foundation for the competencies that are discussed in subsequent
chapters.

Chapter 1 of "HR from the Outside In- Six Competencies for the Future of Human Resources" sets
the stage for the book by introducing the concept of HR from the outside in and explaining why it

36
is important for HR professionals to understand the external environment to be effective. The
authors start by highlighting the changing role of HR and the need for HR professionals to be
strategic partners who can drive business success. They explain that HR from the outside in is a
new approach that focuses on understanding the external environment and using that knowledge
to inform HR practices.

This is in contrast to the traditional inside-out approach, which focuses on HR practices and
processes and assumes that they will be effective in any environment. The authors explain that HR
from the outside in requires HR professionals to be knowledgeable about the business, industry
trends, and the external environment. They must understand the needs and expectations of
customers, investors, and other stakeholders, and use that knowledge to develop HR practices that
support business strategy.

The chapter goes on to discuss the six competencies that HR professionals must master to
effectively practice HR from the outside in. These competencies include strategic positioner,
credible activist, capability builder, change champion, HR innovator, and integrator. The authors
explain that these competencies are essential for HR professionals to drive business success and
create value for the organization.

The chapter concludes by emphasizing the importance of HR professionals taking a strategic

approach to HR and being proactive in driving business success. They must be able to anticipate
and respond to the changing needs of the business environment and continuously evolve their HR
practices to stay ahead of the curve.

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 Chapter – 2 The New HR Competencies

The author discusses the first competency that HR professionals must master- strategic positioner.
The authors explain that this competency involves understanding the business strategy and
aligning HR practices with that strategy. The chapter starts by discussing the importance of
understanding the business strategy and the external environment. HR professionals must be able
to identify the key drivers of business success and understand how HR practices can support those
drivers. They must also be aware of the trends and challenges in the external environment that may
impact the business strategy.

The authors then provide a framework for strategic positioner that includes three key elements
outside-in thinking, business acumen, and integrated HR strategy. Outside-in thinking involves
looking at the business from the perspective of external stakeholders and understanding their needs
and expectations. Business acumen involves understanding the financial and operational aspects
of the business and how HR practices can support business success. Integrated HR strategy
involves aligning HR practices with the business strategy and ensuring that they are integrated
across the organization.

The chapter goes on to discuss specific HR practices that can support strategic positioner, such as
talent management, organization design, and HR metrics. The authors explain that these practices
must be aligned with the business strategy and must be regularly evaluated and adjusted to ensure
that they are supporting business success. The chapter concludes by emphasizing the importance
of HR professionals taking a strategic approach to HR and understanding the role of HR in driving
business success.

They must be able to communicate the value of HR practices to the business and be able to make
a compelling case for investing in HR initiatives. Overall, Chapter provides a detailed overview
of the first competency that HR professionals must master- strategic positioner. The authors
provide a framework for understanding this competency and discuss specific HR practices that can
support strategic positioner. They emphasize the importance of aligning HR practices with the
business strategy and communicating the value of HR to the business.

38
 Chapter – 3 The strategic positioner

The authors explain that this competency involves building relationships with key stakeholders
and advocating for HR practices that support business success. The chapter starts by discussing
the importance of building relationships with key stakeholders, including employees, managers,
customers, investors, and regulators. HR professionals must be able to understand their needs and
expectations and communicate effectively with them to build trust and credibility.

The authors then provide a framework for credible activist that includes three key elements
building credibility, influencing key stakeholders, and advocating for HR practices. Building
credibility involves demonstrating HR expertise, business acumen, and personal credibility.
Influencing key stakeholders involves understanding their perspectives and using that
understanding to influence their decisions. Advocating for HR practices involves using HR
expertise and business acumen to develop HR practices that support business success and
communicating the value of those practices to key stakeholders.

The chapter goes on to discuss specific HR practices that can support credible activist, such as
employee engagement, communication, and collaboration. The authors explain that these practices
must be tailored to the needs and expectations of key stakeholders and must be regularly evaluated
and adjusted to ensure that they are building credibility and influencing decisions effectively. The
chapter concludes by emphasizing the importance of HR professionals building relationships with
key stakeholders and advocating for HR practices that support business success. They must be able
to communicate effectively and build trust and credibility with stakeholders in order to be effective
as credible activists.

Overall, Chapter provides a detailed overview of the second competency that HR professionals
must master- credible activist. The authors provide a framework for understanding this
competency and discuss specific HR practices that can support credible activist. They emphasize
the importance of building relationships with key stakeholders and advocating for HR practices
that support business success.

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 Chapter – 4 The credible activist

The chapter starts by discussing the importance of organizational capability and how it can be a
source of competitive advantage. HR professionals must be able to identify the key capabilities
needed to support business success and develop HR practices that support the development of
those capabilities. The authors then provide a framework for capability builder that includes three
key elements identifying key capabilities, developing talent, and creating a learning culture.
Identifying key capabilities involves understanding the skills, knowledge, and talent needed to
support business success.

Developing talent involves identifying and developing high-potential employees, providing

training and development opportunities, and creating career paths. Creating a learning culture
involves promoting continuous learning and development across the organization and creating a
culture of innovation and experimentation.

The chapter goes on to discuss specific HR practices that can support capability builder, such as
competency modeling, performance management, and career development. The authors explain
that these practices must be aligned with the business strategy and must be regularly evaluated and
adjusted to ensure that they are developing the skills, knowledge, and talent needed to support
business success. The chapter concludes by emphasizing the importance of HR professionals
building organizational capability and developing the skills, knowledge, and talent needed to
support business success.

They must be able to identify key capabilities, develop talent, and create a learning culture in order
to be effective as capability builders. Overall, Chapter provides a detailed overview of the third
competency that HR professionals must master- capability builder. The authors provide a
framework for understanding this competency and discuss specific HR practices that can support
capability builder. They emphasize the importance of developing the skills, knowledge, and talent
needed to support business success and creating a culture of continuous learning and development.

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 Chapter – 5 The capability builder

The authors explain that this competency involves leading change initiatives that support business
success and building a culture that embraces change. The chapter starts by discussing the
importance of change and how it can be a source of competitive advantage. HR professionals must
be able to identify the need for change and develop HR practices that support the implementation
of change initiatives.

The authors then provide a framework for change champion that includes three key elements
driving change, building change capability, and creating a change-oriented culture. Driving change
involves leading change initiatives and ensuring that they are aligned with the business strategy.
Building change capability involves developing the skills, knowledge, and talent needed to support
change initiatives. Creating a change-oriented culture involves building a culture that embraces
change and encourages innovation and experimentation.

The chapter goes on to discuss specific HR practices that can support change champion, such as
change management, communication, and employee engagement. The authors explain that these
practices must be tailored to the needs and expectations of key stakeholders and must be regularly
evaluated and adjusted to ensure that they are supporting change initiatives effectively.

The chapter concludes by emphasizing the importance of HR professionals leading change

initiatives and building a culture that embraces change. They must be able to drive change, build
change capability, and create a change-oriented culture in order to be effective as change
champions. Overall, Chapter provides a detailed overview of the fourth competency that HR
professionals must master- change champion.

The authors provide a framework for understanding this competency and discuss specific HR
practices that can support change champion. They emphasize the importance of leading change
initiatives and building a culture that embraces change and encourages innovation and
experimentation.

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 Chapter – 6 The change champion

Chapter discusses the fifth competency that HR professionals must master- technology integrator.
The authors explain that this competency involves leveraging technology to support business
success and create a more efficient and effective HR function. The chapter starts by discussing the
importance of technology and how it can be a source of competitive advantage. HR professionals
must be able to identify the technology solutions that can support business success and integrate
them into HR practices and processes.

The authors then provide a framework for technology integrator that includes three key elements-
aligning technology with business needs, leveraging technology to support HR processes, and
creating a technology-enabled HR function. Aligning technology with business needs involves
understanding the business strategy and identifying the technology solutions that can support
business success. Leveraging technology to support HR processes involves using technology to
streamline and automate HR processes and improve the employee experience.

Creating a technology-enabled HR function involves building the skills, knowledge, and talent
needed to support the use of technology in HR. The chapter goes on to discuss specific technology
solutions that can support HR, such as human capital management systems, talent management
systems, and analytics tools. The authors explain that these solutions must be aligned with the
business strategy and must be regularly evaluated and adjusted to ensure that they are supporting
business success effectively.

The chapter concludes by emphasizing the importance of HR professionals leveraging technology

to support business success and create a more efficient and effective HR function. They must be
able to align technology with business needs, leverage technology to support HR processes, and
create a technology-enabled HR function in order to be effective as technology integrators.

Overall, Chapter provides a detailed overview of the fifth competency that HR professionals must
master- technology integrator. The authors provide a framework for understanding this
competency and discuss specific technology solutions that can support HR. They emphasize the
importance of leveraging technology to support business success and create a more efficient and
effective HR function.

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 Chapter – 7 The HR innovator and integrator

The authors explain that this competency involves understanding and contributing to the business
strategy and creating HR practices that support business success. The chapter starts by discussing
the importance of HR professionals understanding the business strategy and aligning HR practices
with the business needs. HR professionals must be able to connect HR practices to business
outcomes and contribute to the overall success of the organization.

The authors then provide a framework for business integrator that includes three key elements
understanding the business context, connecting HR practices to business outcomes, and
contributing to the business strategy. Understanding the business context involves understanding
the external and internal factors that affect the business and the industry in which it operates.
Connecting HR practices to business outcomes involves designing HR practices that support the
achievement of business goals and measuring the impact of HR practices on business outcomes.
Contributing to the business strategy involves providing insights and recommendations to business
leaders based on HR data and analysis.

The chapter goes on to discuss specific HR practices that can support business integrator, such as
strategic workforce planning, talent management, and performance management. The authors
explain that these practices must be aligned with the business strategy and must be regularly
evaluated and adjusted to ensure that they are supporting business success effectively. The chapter
concludes by emphasizing the importance of HR professionals understanding the business context,
connecting HR practices to business outcomes, and contributing to the business strategy. They
must be able to design and implement HR practices that support business success and provide
insights and recommendations to business leaders based on HR data and analysis in order to be
effective as business integrators.

Overall, Chapter provides a detailed overview of the sixth and final competency that HR
professionals must master- business integrator. The authors provide a framework for
understanding this competency and discuss specific HR practices that can support business
integrator. They emphasize the importance of understanding the business context, connecting HR
practices to business outcomes, and contributing to the business strategy.

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 Chapter – 8 The future of HR

The authors reiterate the importance of the six competencies discussed in the book and emphasize
that HR professionals must master these competencies in order to contribute to the success of their
organizations. The chapter starts by summarizing the six competencies- strategic positioner,
credible activist, capability builder, change champion, HR innovator and integrator, and business
integrator. The authors explain that each of these competencies is important for HR professionals
to master and that they are interdependent. HR professionals must be able to balance these
competencies and apply them in the appropriate situations.

The authors then discuss the future of HR and the challenges that HR professionals are likely to
face in the coming years. They explain that HR professionals will need to be adaptable and able to
respond to changing business needs. They will need to be able to work with new technologies and
tools and will need to be able to navigate complex organizational structures.

The chapter goes on to discuss the importance of HR professionals developing a personal brand
and building their professional networks. They must be able to communicate their value and
expertise to others and build relationships with key stakeholders both inside and outside of their
organizations. The authors conclude the chapter by emphasizing that HR professionals have a
critical role to play in shaping the future of work.

They must be able to adapt to change, embrace new technologies, and continue to develop their
skills and competencies in order to contribute to the success of their organizations. Overall,
Chapter 8provides a summary of the book's main ideas and discusses the future of HR.

The authors reiterate the importance of the six competencies discussed in the book and emphasize
the challenges that HR professionals are likely to face in the coming years. They also emphasize
the importance of HR professionals developing a personal brand and building their professional
networks in order to succeed in their roles.

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4.4 Learnings

HR from the Outside In- Six Competencies for the Future of Human Resources" is a book written
by Dave Ulrich, Jon Younger, Wayne Brockbank, and Mike Ulrich. The book highlights the
importance of HR professionals being able to understand and align themselves with the external
factors and stakeholders that affect their organization. The six competencies outlined in the book
are-

➢ Six Core Competencies - The authors outline six core competencies that HR professionals
should cultivate to thrive in the future: strategic positioner, credible activist, capability
builder, change champion, HR innovator and integrator, and technology proponent. These
competencies serve as a roadmap for HR practitioners to enhance their effectiveness and
impact.
➢ Strategic Partnership with Business - The book advocates for HR professionals to
position themselves as strategic partners within their organizations. By aligning HR
practices with business strategy, professionals can contribute to organizational success and
drive positive outcomes.
➢ Adaptability and Innovation - Given the rapid pace of change in the business world, the
book underscores the importance of adaptability and innovation in HR practices. HR
professionals need to be proactive in responding to emerging trends and technological
advancements.
➢ Technology Integration - Recognizing the transformative role of technology, the book
encourages HR professionals to embrace and integrate technology into their practices. This
includes leveraging data analytics, artificial intelligence, and other technological tools to
enhance HR processes and decision-making.
➢ Change Management - The authors highlight the significance of HR as a change
champion. HR professionals are called upon to lead and facilitate organizational change,
fostering a culture of agility and resilience in the face of evolving business conditions.
➢ Credibility and Activism - Building credibility within the organization and being an
activist for positive change are essential components of effective HR. The book explores
how HR professionals can establish themselves as trusted advisors and advocates for both
employees and the organization.

45
➢ Continuous Learning and Development - In a rapidly evolving field, the book
underscores the importance of continuous learning and development for HR professionals.
Staying abreast of industry trends, best practices, and emerging technologies is crucial for
maintaining relevance and effectiveness.
➢ Strategic Positioner - HR professionals must understand the business strategy and be able
to contribute to it by aligning HR policies and practices with the organization's goals and
objectives.
➢ Change Champion - HR professionals must be able to lead and manage change effectively
by understanding the organization's culture, communicating effectively, and implementing
sustainable changes.
➢ HR Innovator and Integrator - HR professionals must be able to innovate and integrate
new technologies and approaches into HR practices to increase efficiency and
effectiveness.
➢ Technology Proponent - HR professionals must be able to leverage technology to improve
HR processes and enable better decision-making. The book emphasizes the need for HR
professionals to be proactive and understand the external factors that affect their
organization, including economic, political, and social trends. It also emphasizes the need
for HR professionals to be able to communicate effectively with stakeholders and build
relationships to gain credibility and influence within the organization.
➢ External Perspective is Crucial - The book emphasizes the importance of adopting an
external perspective in HR. Understanding and aligning with external business realities,
market dynamics, and industry trends is critical for HR professionals to add strategic value
to their organizations.

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