HR Life Cycle

 HR Strategy
 Staff Acquisition – Recruitment

 Sustain (Maintenance)
 Organization & position mgmt.
 Compensation mgmt.

 Benefit Mgmt.

 Employee development & Performance mgmt.

 Employee relations

 Labour relations

 Separation Management – Full and Final settlement

S.N Personnel Management
o
1 Traditional, routine, maintenance
oriented administrative function
2 Independent function with
independent sub-functions
3 Reactive, responding to demand when
they arise
4 Exclusive responsibility of personal
department
5 Scope is narrow focus on
administering people
6 Important motivators are
compensation, rewards, job
simplification
7 Improved satisfaction is considered to Other way round – Performance is the
be the cause for improved
Human Resource Management
Continuous ongoing development
functional aimed at improving human
resource
Thinking approach. Integral part
Proactive, anticipating, planning and
advancing continuously
Concerned with all managers in
organization & aims at developing the
capability of all line managers to carry out
the personal functions.
View organization as a whole and lays
emphasis on building a dynamic culture
Considers work group, challenges &
creativity on the job as motivators
cause & satisfaction is the result.
S. Traditional HRM SHRM
No.
1 Focus :
Employee Relations Partnership with internal &
external customers
2 Role of HR :
Transactional change Transformational change
follower respondent leader and initiator
3 Initiatives :
Slow, reactive, Fast, proactive, integrated
fragmented
4 Time Horizon:
Short term Short, Medium, Long (as
required)
5 Control:
Bureaucratic roles Organic – flexible
Research Findings
• HR practices directly related to profitability &
market value
• Primary reason for profitability:
– Effective management of human capital
• Integrated management of human capital can
result in 47% increase in market value
• Top 10% of organizations studied
experienced 391% return on investment in
management of human capital
HR Value Chain

Market Outcomes
Stock price

Financial Outcomes
Expenses, Profitability

Organizational Outcomes
Productivity, Quality

Employee Outcomes
Attitude, Behavior
 Outcomes of Strategic HR Customer
Enhanced
Customer & shareholder
Increased Value
employee
Performance
satisfaction

•Effective HR practices
•Cost-effective investment in human capital
•Integrated HR programs with strategy link
•Change and adaptation for dynamic organization
•Tighter focus on customer needs, market &
quality
RECRUITMENT

 In-houserecruitment
Requirement Gathering

Job Details

Resume Sourcing

Screening / Shortlisting

On Board – Joining

RECRUITMENT

 Staffing & Consulting

 Man power staffing
• Domestic
• International
 Temporary
 Permanent
 Contractual – On pay roll
 HR Consultancy – proving HR Services
• Give feedback on performance to employees.

• Identify employee training needs.

• Form a basis for personnel decisions: salary increases,

promotions, disciplinary actions, etc.

• Provide the opportunity for organizational diagnosis and

development.
•
• Facilitate communication between employee and administration

• Validate selection techniques and human resource policies to

meet Equal Employment Opportunity requirements.
General Benefits from Employee Training and Development

• Increased job satisfaction and morale

among employees
• Increased employee motivation
• Increased efficiencies in processes,
resulting in financial gain
• Increased capacity to adopt new
technologies and methods
• Increased innovation in strategies and
products
• Reduced employee turnover
 Goal Setting - IT Does WORK

 SMART Goal
 Blue Print
 Visualize
 Self motivation
 Commitment & Courage