Introduction to HRM

WMP 6069 Ambar Ashraf

WMP 6070 Ankush Gupta

WMP 6077 Chetan Kumar Bhatt

WMP 6116 Vijender Singh

WMP 6076 Bhaskar Patak
 Competitive Challenges for
HRM

Technology

Globalization Managing Change

Cost Containment
Developing
Human Capital
Market
Responsiveness
 Globalization
• Started post liberalization (after 1991).
• Global companies in India: BMW, GE, Citibank …
• Indian companies going global TCS, Infosys, Bharti
…
Free Trade Unions
CSR
 Challenges For HR

Different Languages
Employment Laws

Cultural Diversity

Foreign Visits
Different Geographies
 Technology

Learning Resources

Human Resource Management System

Sample Applications
 Which Technology?

• Fit of the application to firm’s employee base.

• Ability to upgrade or customize.
• Compatibility with current systems.
• User friendliness
• Availability of technical support.
• Time required to implement & train staff.
• Initial Cost & Annual Maintenance cost.
 Managing Change
Proactive Change Reactive Change
http://www.pls.net/
Containing Cost
Productivity Enhancements

Motivation
• job enrichment
• promotions Ability
• coaching • recruitment
• feedback Perf=f(A,M,E) • selection
• rewards Perf=f(A,M,E)
• training
• development

Environment
Environment
••empowerment
empowerment
••teams
teams
••leader
leadersupport
support
••culture
culture
Offshoring, Outsourcing &
Employee Leasing
Downsizing Alternatives
•Solicit ideas from employees
•Hiring freeze
•Mandatory vacation
•Compressed work week
•Increased work hors
•Temporary facility shutdown
•Salary reduction
Market Responsiveness : Quality
Market Responsiveness : BPR
Fundamental rethinking
and radical
redesign of business
processes to achieve
dramatic improvements
in cost, quality,
service, and speed
Human Capital & Managing Talent

If you look at our

semiconductors &
melt them down for
silicon, that’s a tiny
fraction of the costs.
The rest is intellect &
mistakes.
-Gordon Moore, Intel
 HR & Human Capital

Professional Course
Future Leader Program
Reimbursement

Hot Skill Bonus Domain Learning Programs

Use Existing Human Capital

Tata Administrative Service
 Social Concerns in HRM

Employer/
Changing Demographics Employee Rights

Attitudes toward Work

and Family
 Changing Demographics
Gender

Educational

Geographical

Ethnic

Income
Religious
 Age Diveristy
Indian Population 2000 Indian Population 2050

Age >= 50 Age >= 50

Age < 50 Age < 50

Indian Population : Dependency Ratio

0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
19991 2001 2011
 Employment Diversity
Sectoral Employment Shares by Current Daily Status

Community &
Social Services

Finance, Real
estate & Business

Transport, Storage
& Communcation

Trade, Hotel &

Restaurant
2004-05
1999-00
Construction
1993-94
1983
Electricity, Water
etc

Manufacturing

Mining & Quarrying

Agriculture

0 10 20 30 40 50 60 70
 Income Diversity

80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
No diploma Associate Masters Professional
 Better utilization of talent
 Increased marketplace understanding
 Breadth of understanding in leadership
positions
 Enhanced creativity
 Increased quality of team problem-solving
 VALUING DIVERSITY in the WORKPLACE

CULTURE OPPORTUNITY LEADERSHIP

Organization Career Development Management Practices

•Fosters mutual respect •Promotion of multi •Recognize
& sense of belonging cultural employees •Support
•Accepts differences. •Opportunity for •Communicate to
•Have diversity training development of new skills •Respect of
program •Preference to All employees.
Equality minorities in promotion
Equal •Access to top Respect cultural belief,
•Respect management positions language and needs
•Expectations Hiring Practices of all employees
•Rewards •Active recruitment of
•Pay & income multicultural employees
for minority & majority •Equal opportunity for
group •minorities
•Affirmative action program
Work-Life Balance
•Flexible work hours
•Paid vacations
•Volunterring leaves
•Maternity, paternity leaves
•Work from home facility
•Hobby clubs
•Sport centres
•Clb memberships
•Family day
•Sabbaticals
 Line and Staff Aspects of HRM
• Line manager
– A manager who is authorized to direct the
work of subordinates and is responsible for
accomplishing the organization’s tasks.
• Staff manager
– A manager who assists and advises line
managers.
 Line Managers’ HRM
Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working
relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
 The Human Resource
Manager’s Proficiencies
• New Proficiencies
– HR proficiencies
– Business proficiencies
– Leadership proficiencies
– Learning proficiencies