NISHANT GAUR

HUMAN RESOURCE MANAGEMENT

An art of Managing Human Resource

NISHANT GAUR
ASSISTANT PROFESSOR

1
 NISHANT GAUR

INTRODUCTION
 Human resource management is defined as a set of
policies, practices and programmes designed to
maximize both the personal and organizational
goals.
 Acc to Flippo : HRM is the planning, organizing,
directing and controlling of the procurement,
development, compensation and maintenance of
human resource to the end that individual,
organizational and societal objectives are
achieved.
2
 NISHANT GAUR

HUMAN CAPITAL

 Intellectual Capital  consists of specialized

knowledge, tacit knowledge & skills, cognitive
complexity and learning capacity.
 Social Capital Network of relationships, sound ability
and trust worthiness.
 Emotional Capital Self-confidence, ambition and
courage, risk taking ability & resilience.

3
 NISHANT GAUR

CONCEPT OF HRM:
 It is dependent in terms of its proactive approach to managing
people in the organization.
 Karen Legge states: - HR policies should be integrated with
strategic business planning & used to reinforce appropriate
culture.
 HR is valuable & a source of competitive advantage.
 HR can be tapped most effectively by mutually consistent
policies, which promote commitment
 HRM is concerned with competing for and competing on HR.
Competing for HR involves recruiting and employing right
personnel and competing on HR involves developing, retaining
and integrating personnel to achieve competitive advantage.
4
 NISHANT GAUR

FEATURES OF HRM

 A part of Management discipline

 As a process-identifiable flow of information through
interrelated stages of events to achieve objectives.
 As a continuous process
 Concerned with people-present and potential
 Directed towards achievement of objectives
 Universal existence

5
 NISHANT GAUR

 Thus HRM is concerned with the people dimension in

management. Since every organization is made up of
people, acquiring their services, developing their skills,
motivating them to higher levels of performance &
ensuring that they continue to maintain their commitment
to the organization are essential to achieving original
objective. Decenzo & Robbins.

6
 NISHANT GAUR

Personnel management
  Personnel management is the part of management, which
is concerned with people at work and with their
relationship within an enterprise. Its aim is to bring
together and develop into an effective organization of the
men and women who make up an enterprise and have
regard for the well being of the individuals and of
working groups to enable them to make their best
contributions to its success.

7
 NISHANT GAUR

COMMON FEATURES OF PM AND HRM

According to Armstrong, common features are:

 Strategies of both stem from the business strategy.
 Both recognize that line managers are responsible for managing
people. The line managers are enabled by the advice and
support of the personnel department to carry out their
responsibilities.
 The value of Personnel management and those of HRM are
identical respect for individual, integration of individual needs
and organizational goals & development of people to
accomplish competence to facilitate individual and
organizational interests.

8
 NISHANT GAUR

 Both attach importance to the function of matching people

to ever-changing business environment.
 Both use the same range of selection, competence
analysis, performance management, training, management
development and reward management techniques.

9
 NISHANT GAUR

DIFFERENCE BETWEEN PM AND HRM

 PM is a routine, maintenance-oriented administrative function; HRM

places emphasis on a continuous development of people at work. It is
the expression of the unshakeable belief of the management of the
organization in improving the human processes on a continuous basis.

 PM’s function is mainly reactive and responds to the demands of an

organization whenever they arise. HRM is a proactive function. It is
not only concerned with the present organizational needs but
anticipates future needs and acts accordingly.

10
 NISHANT GAUR

 PM is seen as an independent function & sub-functions without giving

due regard to organizational strategies and processes. HRM is viewed
as a sub-system of the organization. Therefore, it takes into account its
linkages & interfaces with all other parts of the organization.

 PM takes a narrow view of its scope & objectives concentrates mainly

on improving the efficiency of personnel in isolation without
emphasizing the relevance of efficiency in the organizational context.
HRM undertakes a systems view in which attempt is made not only to
make people efficient but to create proper organizational culture to
utilize the efficiency.
 

11
 NISHANT GAUR

 PM emphasizes on economic rewards and

traditional job-design like job simplification for
motivating people for better performance. HRM
emphasizes on the satisfaction of higher needs for
motivating people such as autonomous work
groups, challenging jobs, creativity etc.
 PM considers job satisfaction and morale as a
cause of improved performance. HRM is based on
the premise that better performance itself is a
source of satisfaction and high morale.
12
 NISHANT GAUR

NATURE OF HUMAN RESOURCE MANAGEMENT

 Inherent part of management

 Pervasive function
 Basic to all functional areas
 People centered
 Personnel activities or functions
 Continuous process
 Based on Human relations.
 
13
 NISHANT GAUR

OBJECTIVES OF HRM
 Ensures effective utilization of human resources.
 To establish and maintain an adequate organizational
structure of relationships among all the members of
organization by dividing organization tasks into
functions, positions & job and by defining clearly
responsibility, accountability, authority for each job.
 To generate maximum development of human
resources within the organization by offering
opportunities for advancement to employees through
training and education.
14
 NISHANT GAUR

 Ensure respect for human beings by providing

various services & welfare facilities to the personnel.
 Ensure reconciliation of individual/group goals with
those of organization to improve commitment and
loyalty towards it.
 To identify and satisfy the needs of individuals by
offering various monetary & non-monetary awards.
 To achieve and maintain high morale among
employees in the organization by securing better
human relations.

15
 NISHANT GAUR

SCOPE AND ACTIVITIES OF HRM

 HR or manpower planning i.e. determining the

number and kind of personnel required to fill
various positions.
 Recruitment, selection & placement of personnel.
 Training and development for efficient
performance and growth.

16
 NISHANT GAUR

 Appraisal of performance of employees & taking

corrective steps such as transfer from one job to
another.
 Motivation of workforce by providing financial
incentives and avenues of promotion.
 Remuneration of employees.
 Social security and welfare of employees
 Review and audit of personnel policies,
procedures and practices of organization.

17
 NISHANT GAUR

FUNCTIONS OF HRM
Managerial Functions
 Planning: - It is necessary to give the organization its goals and
directions to establish best procedures to reach the goals. Personnel
planning involves: -
 Supply and demand forecast for each job category.

 Net shortage & excess of personnel by job category projected for

specific time horizon.
 Plans developed to eliminate the forecast shortages & excess of
particular categories of HR.

18
 NISHANT GAUR
 Organizing: - Developing organization structure to carry out
various operations.
 Grouping of personnel activity

 Assignment of different groups of activities to different

individuals.
 Delegation of authority according to the tasks assigned.

 Co-ordination of activities of different individuals

 Direction: - Meant to guide and motivate people to accomplish

personnel programme

 Controlling: - It is the observation and comparison of results

with the standards and correction of deviations that may occur.

19
 NISHANT GAUR

Operative Functions
Tasks specifically entrusted to the personnel department.
 Employment: - It involves recruitment, selection, and placement
etc of the personnel. Before these processes are performed it is
better to determine the manpower requirements both in terms of
number & quality.
 Development: - Follow up of employment function. Development
is required to increase their skills in doing their jobs and in
satisfying their growth needs.
 Compensation: - Concerned with the determination of adequate
and equitable remuneration in the organization for their contribution
to the organizational goals. Factors to be taken into consideration
are basic needs, requirements of jobs, legal provisions regarding
minimum wages, capacity of an organization to pay, wage level
afforded by competitors etc.

20
 NISHANT GAUR

 Maintenance: - (Working condition and welfare)- Good working

conditions must be provided as they motivate employees. Welfare
services relate to physical & social well being of employees.
  Motivation: - Designing a system of financial and non-financial
rewards to motivate the employees.
 Personnel records: - Keeps records of their training achievements,
transfers, promotion etc. Preserves records regarding behavior,
absenteeism, labor turnover etc.
 Industrial relations: - Help in collective bargaining, joint consultation

and settlement of disputed and redress the grievances of the employees.

 Separation: - Logical function is separation and return of that person
to society. Organization is responsible for meeting certain requirement
by ensuring release of retirement benefits to the returning personnel in
time.
 

21
 
 NISHANT GAUR

 Advisory Functions
 Top Management: Advices top management in
formulation and evaluation of personnel programmes,
policies and procedures.
 Departmental Heads: Offers advice on matters
pertaining to manpower planning, job analysis & design,
recruitment, selection, placement, training etc.

22
 NISHANT GAUR

ROLE OF HR MANAGER

 To gain commitment and cooperation of all members.

 To get the group into action.
 To make the best use of the skills, energies and talents.
 To involve the group in deciding on objectives.
 Ensuring free flow of communication.
 Taking steps to resolve unnecessary conflict.
 Introducing training programmes.
 Giving adequate recognition.
 
 
 
 

23
 NISHANT GAUR

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

 CORPORATE IMPORTANCE:
 Motivating and retaining the required talent by effective
human resource policies such as human resource planning,
recruitment, selection, placement, orientation,
compensation and promotion etc.
 b)  Proper utilization of the available human resources.
 c)  Developing the necessary skills through training and
development, performance appraisal etc among the
employees.
 d)  Establish the willing co-operation of employees through
motivation and participation.
24
 NISHANT GAUR
SOCIAL IMPORTANCE:
 Human Resource Management has a great importance for the
society to enhance the dignity of labor in the following ways:
 a)  Providing better employment that fulfills the social and

psychological satisfaction to people.

 b)  Maintaining a balance between the available jobs and job

seekers.
National importance:
 Effective utilization of Human Resource helps in exploitation

of natural, physical, financial resources in a better way. People

with right skills and proper attitude helps the nation to move
forward and provide world to better standard of living with
better employment.

25
COMPETITIVE CHALLENGES AND HRM
NISHANT GAUR

27
COMPETITIVE CHALLENGES AND HRM
 Ongoing studies of the most pressing competitive issues
facing firms is conducted by:

 Society for Human Resource management (SHRM) and

 The Human Resource Planning Society (HRPS)

By seeking the inputs from chief executives and HR managers.

CHALLENGE 1: GOING GLOBAL
 The trend towards opening up foreign markets to
international trade and investment.

 Partnering with firms in other regions of the world &

using information technologies to coordinate distant
parts of their businesses—
 Companies have shown that their vision for future is
 To offer customers “anything, anytime, anywhere” around the World.
EFFECT OF GLOBALIZATION ON HRM
 To balance a complicated set of issues related to different geographies, cultures,
employment laws, and business practices.

 To Gauge the knowledge and skill base of foreign workforce, to figure out how
best to hire and train them.

 Relocating managers and other workers to direct the efforts of a foreign

workforce.

 Adjust compensation plans—receive fair and equitable pay as per the living
cost of different countries.
CHALLENGE2: EMBRACING NEW TECHNOLOGY

 Organizations are connected via computer-mediated

relationships, and they are giving rise to a new
generation of “virtual” workers who work from home, in
hotels, in their cars, or wherever their work takes place.

 Shift from “touch labour” to “knowledge workers”:

employee responsibilities expand to include a richer
array of activities—planning, decision making, &
problem solving.
INFLUENCE OF TECHNOLOGY IN HRM
 The most central use of technology in HRM is an
organization’s human resource information system
(HRIS).

 HRIS– A computerized system that provides current and

accurate data for purposes of control and decision
making.

 Helps in automating payroll processing, maintaining

employee records, and administering benefit programs.
CHALLENGE3: WORKFORCE DIVERSITY
 Employees of an organization differ from each other—age,
gender, education, language, values, cultural norms, ethnic origin
etc.

 Composition of workforce in India is changing

 More women, minority groups etc. are joining the workforce.
 Young, skilled and knowledgeable people are increasingly occupying
positions of importance.
 Employees now prefer less secure but high paying jobs in MNCs & other
private sectors.
 The percentage of old employees is also growing owing to improved
medical and health care.
 Technological revolution and better transport facilities have improved
mobility of employees.
 WHAT ARE COMPANIES DOING TO FOSTER DIVERSITY IN
WORKFORCE

A large scale survey by the SHRM and the Commerce Clearing

House have observed:

 Promoting policies that discourage sexual harassment (93% of

org. observed)
 Providing physical access for employees with physical
disabilities(76%)
 Offering flexible work schedules (66%)
 Allowing days off for religious holidays that are not officially
recognized (58%)
 Offering parental leaves (57%)
CHALLENGE4: EMPLOYEE EMPOWERMENT

 Empowerment is the process of passing authority and

responsibility to individuals at lower levels in the
organization hierarchy to enhance the feeling of self-
efficacy and a sense of owing a job.

 Managers are encouraged to allow a high degree of

workforce participation, group involvement and to
develop self-managing work teams.
EMPLOYEE EMPOWERMENT (CONTD.)
 Empowerment is a process of delegating
authority to subordinates to shoulder additional
responsibility based upon their ability,
knowledge, experience and power to achieve
autonomy, independence and quality of work life
for organizational effectiveness.
 APPROACHES TO EMPOWERMENT
 Helping employees achieve job mastery
 Giving training, coaching and guided experience that are
required for initial success.

 Allowing more control

 Giving employees discretion over job performance & making
them accountable for the performance outcome.

 Providing successful role models

 APPROACHES TO EMPOWERMENT
 Using social reinforcement and persuasion
 Giving promise, encouragement and verbal feedback
to raise confidence.

 Giving emotional support

 Task assistance, personal care
WHY EMPOWERMENT?
 To stimulate commitment and innovation from the employees.

 To achieve competitive advantage by producing goods and

services that meet customer requirements.

 To implement change and stimulate decision making from

everyone where there is no precedence.

 To promote intrepreneurship and higher degree of risk.

BARRIER TO EMPOWERMENT
 Love for authority
 Dependency of subordinates
 CHALLENGE5: MANAGING PROTEAN CAREERS

 The career of the 21st century will be protean,

a career that is driven by the person, not the
organization, and that will be reinvented by
the person from time to time, as the person
and the environment change.
MANAGING PROTEAN CAREERS (CONTD.)
 The protean career is a process which the person, not the
organization, is managing. It consists of all of the
person's varied experiences in education, training, work
in several organizations, changes in occupational field,
etc.

 The protean person's own personal career choices and

search for self-fulfillment are the unifying or integrative
elements in his or her life. The criterion of success is
internal (psychological success), not external.
CHARACTERISTICS OF PROTEAN CAREERS :
 Focus on psychological success rather than vertical success

 Lifelong series of identity changes and continuous learning

 Job security replaced by the goal of employability

 Sources of development are work challenges, not necessarily training and

retraining programs
MOON LIGHTING BY EMPLOYEES
 Employees in most of the organizations realize that
all their demands cannot be met by their organization
alone.

 Hence they depend either on some other

organizations for part-time job, part-time business or
take up a business or start an industrial unit in order
to earn more. This type of activity is known as
moonlighting
CHALLENGE6: MOONLIGHTING PHENOMENON
 If there is a shortage, or if no great amount of additional work is
necessary, the organization can use inside moonlighting.

 Workers can be enticed to take a “second” job with bonuses

 Moonlighting is a term used to refer to holding a second job

outside of normal working hours.

 Moonlighting while working for a private employer is governed

by the policies of the employer.

 Public employees seeking to hold a second job may be subject to

federal laws and agency regulations, depending on the position
and classification.
 EMPLOYEE ENGAGEMENT

 Engagement happens when people are committed towards their

organization and work and motivated to achieve high levels of
performance.

The strategies for enhancing employee engagement are:

 work itself

 work environment

 leadership

 opportunities for personal growth

 opportunities to contribute

 organizational commitment and engagement strategy

 Job enlargement

 Job enrichment

 Employee grooming and development.

EMPLOYEE ENGAGEMENT
WHAT IS EMPLOYEE ENGAGEMENT?

Employee Engagement Definition

Employee engagement is the extent to which

employees feel passionate about their jobs,
are committed to the organization,
and put discretionary effort into their work.
EMPLOYEE SATISFACTION VS. EMPLOYEE
ENGAGEMENT
Employee engagement is not the same as employee satisfaction.

 Satisfied employees are merely happy or content with their jobs and the
status quo. For some, this might involve doing as little work as possible.

 Engaged employees are motivated to do more than the bare minimum

needed in order to keep their jobs.

Employee satisfaction…
 only deals with how happy or content employees are.
 covers the basic concerns and needs of employees.
 does not address employees’ level of motivation or involvement.
Employee Engagement Framework

An employee engagement model based on statistical analysis and

widely supported by industry research.

Engagement with Engagement with

The Organization “My Manager”
High
Performance

Strategic Alignment Competency

ENGAGEMENT WITH THE ORGANIZATION

 Measures how engaged employees are with the

organization as a whole.
 Includes employee feelings about and perceptions of
senior management.
 Key components include trust, fairness, values, and
respect - i.e. how people like to be treated by others,
both at work and outside of work.
ENGAGEMENT WITH “MY MANAGER”

 A more specific measure of how employees feel

about their direct supervisors.
 For most employees, this factor has the largest impact
on day-to-day life at work.
 Topics include mutual respect, feeling valued, being
treated fairly, receiving feedback and direction, etc.
BEYOND ENGAGEMENT – ALIGNMENT &
COMPETENCY
An organization needs more than just engaged employees in order to succeed.
There are two additional areas that relate to employee performance and that
are closely linked to engagement.

Strategic alignment Competency

 Does the organization have a clear
strategy and set of goals?
 Do employees understand how the
work they do contributes to the
organization's success?
 Strategic Alignment ensures that
employee effort is focused in the right
direction.
• Do managers have the skills
needed to get the job done?
• Do managers display the
behaviors needed to motivate
employees?
• Competency is measured with 360
Degree Feedback.
EMPLOYEE ENGAGEMENT DYNAMICS

Drivers of Engagement - What matters most?

Knowing whether employees are engaged or disengaged is
only the first step. You also need to understand the key
drivers of engagement.
We employ two techniques that enable you to identify
what to focus on and how to improve in those areas.
1. Priority Level - we look at the statistical patterns across all groups in your
organization to determine which items are impacting overall engagement within
each demographic group.
2. Virtual Focus Groups - next, we ask targeted follow-up questions at the end of the
survey that ask employees to provide examples of problems as well as suggestions
for how to improve. These comments often provide the detailed and specific what,
why, and how so you can take action.
 NISHANT GAUR

DEVELOPMENTAL LEADERSHIP
 Developmental leadership is the process of
equipping people with the knowledge, skills, and
opportunities they need to grow, develop, change,
and become more effective (Hudson, 1999).

55
 NISHANT GAUR

5 STRATEGIES OF DEVELOPMENTAL LEADERSHIP

 FORGING PARTNERSHIP
Building trust and understanding with people so they want to
work with you.
 INSPIRING COMMITMENT
Developing insight and motivation so people focus their energy
on goals that matter.
 GROWING SKILLS
Building competencies so people know how to do what is
required.
 PROMOTING PERSISTENCE
Develop a never say die attitude among employees.
 SHAPING THE ENVIRONMENT
Creating conditions that foster growth and development. 56
 NISHANT GAUR
10 PRINCIPLES OF DEVELOPMENTAL LEADERSHIP

 Personal accountability
Demonstrate personal accountability for their own behaviour, actions and
results including the policies, procedure and plans they advocate and
implement.
 Trustworthiness
Build relationships based on trust, respect , character and integrity.
 Employee advocacy
Develop others to assume new roles and responsibilities which is
essentially a growth and development strategy.
 Employee self esteeming
Creating work climates in which employees feel good about themselves,
their experiences, skills and abilities.
 Performance Partnership
Develop performance initiatives that benefits the organization and its
members simultaneously. 57
 NISHANT GAUR
10 PRINCIPLES OF DEVELOPMENTAL LEADERSHIP

 Organizational Performance improvement

Create work climates in which employee are challenged to perform at
maximum levels for the purpose of maximizing organizational results.
 Effective communication
Use all interpersonal mechanisms available to stimulate and challenge
employees to perform to the best of their abilities.
 Organizational consistency
Filter decisions through a set of guiding principles that demonstrate
consistent behavior and action.
 Holistic thinking
Articulate a vision for the organization, identify actionable game plan
designed to achieve the vision
 Organizational subordination
Place the contribution, involvement and loyalty of employees above
everything. 58
 NISHANT GAUR

PSYCHOLOGICAL CONTRACT

 A psychological contract can be understood as a

‘deal’ between employer and employee
concerning ‘the perception of the two parties,
employer and employee, of what their mutual
obligations are towards each other.

59
 NISHANT GAUR

PSYCHOLOGICAL CONTRACT

 Psychological contracts are a set of ‘expectations’ that

are exchanged between the parties in an employment
relationship. These parties include employers, managers,
individual employees and their work colleagues. Unlike
formal contracts of employment, they are often tacit .
 They tend to be invisible, assumed, unspoken, informal
or at best only partially vocalised.

60
 PSYCHOLOGICAL CONTRACTS AT DESIGN FABRICATIONS
NISHANT GAUR

 For the past five years, employees of Design Fabrications have been allowed to
leave work early every Wednesday afternoon, either to attend the local football
match or to avoid the ensuing traffic jams. This arrangement has always been
‘understood’ and never written down, so that it’s become an unwritten custom.
 Following a management buy-out, employees feared that the new Senior
Management Team (SMT) would rescind this arrangement, so the local branch of
the Designers’ Union requested that this traditional practice should be formally
written into the terms and conditions of employment. In the teeth of growing
competition and a downturn in the economy, SMT felt unable to make this blanket
commitment, because they felt it would reduce the company’s competitiveness.
Instead, therefore, they asked line managers to meet their teams, and explain the
reasons why this would not be a good move if jobs were to be kept reasonably
secure.
 However, SMT indicated that local agreements could be made on a case-by-case
basis, depending upon how the order book was looking. Following discussions
between managers, individuals and work teams, this arrangement was accepted
throughout the company.
 By acknowledging the existence of the old psychological contract and by clearly
explaining why it needed to be renegotiated, managers were able to create a new
psychological contract that was healthy, understood and observed by all parties. 61
 NISHANT GAUR

WORKING WITH PERCEPTIONS

 Psychological contracts consist of unofficial

assumptions and perceptions, often untested, of
the workplace relationship that exists between
employer and employee. Although they are rarely
written down formally and explicitly, they have a
powerful impact on employee motivation and
performance.

62
DIFFERENT KINDS OF CONTRACT AT WORK
NISHANT GAUR

 Psychological contracts are shaped by the assumptions that people make about their
relationships with each other at work. These often-untested assumptions have a
strong influence on their performance and their behaviours towards each other.
 Rousseau (2004) distinguishes between transactional contracts and relational
contracts, which overlap with, and ideally complement, each other.
 Transactional contracts- Transactional contracts are essentially what we know as
standard, written contracts of employment. They are usually agreed when someone
joins a particular organisation, and they contain specific clauses that cover formal
terms and conditions of service, including remuneration and other rewards

 Relational contracts- Psychological contracts are essentially relational. Relational

contracts concern the maintenance and quality of emotional and interpersonal
relationships between employer and employee and between peers.

63
 NISHANT GAUR
PSYCHOLOGICAL CONTRACT

 ‘Old’ or ‘traditional’ psychological contracts- Traditional psychological contracts

are generally less formalised than employment contracts, and contain an element
of employee expectations as well. They are usually presumed to be relatively
fixed, and continue to reflect an assumption of ‘permanent’ employment, and a
long-term career within a single employing organisation or sector.

 ‘New’ psychological contracts-New psychological contracts are potentially more

unstable, since they can be more temporary or ad hoc. They assume a greater sense
of ‘partnership’ between employer and employee, usually on the expectation of a
less permanent period of salaried ‘employment’. There is a growing trend towards
employment arrangements with ‘interim workers’, contract workers, portfolio or
knowledge workers, or ‘interim managers’. Such people may work with an
organisation for a limited period, or on an agency or freelance basis. The
psychological contract of interim workers is even more complex, because it is
negotiated – consciously or unconsciously – as a tripartite relationship between the
placement agency, the temporary worker and the temporary ‘employer’.

64
 NISHANT GAUR
IMPACT OF BUSINESS RESTRUCTURING ON HRM

Restructuring can be resulted both from:

 External oriented initiatives such as mergers

and acquisitions

 Internally oriented initiatives such as

downsizing and automation, Reengineering.

65
 NISHANT GAUR

IMPACT OF BUSINESS RESTRUCTURING ON HRM

 Any type of restructuring can have a impact on

individual and organizational level.
 Impact at Individual level can significantly affect
overall productivity of the firm.
 It has certain physiological and psychological
repercussions which results from stressors from
various restructuring activities such as un
certainity, loss of identity, job loss, changes in
reporting relationships, new co workers.
66
 NISHANT GAUR

IMPACT OF BUSINESS RESTRUCTURING ON HRM

 Many of the individual stressors created from

restructuring activities can be mitigated through
overall organizational actions. These action
involve changes in various HR
policies/functions/initiatives.
 An HR Manager should be able to recognize
potential problems, identifying the solutions and
persuade the management to adapt these solutions.

67
 NISHANT GAUR

VARIOUS HR FUNCTIONS IMPACTED BY

BUSINESS RESTRUCTURING

 HR PLANNING
 RECRUITMENT & SELECTION
 TRAINING & DEVELOPMENT
 EMPLOYEE BENEFIT PROGRAMS
 COMMUNICATION
 TECHNOLOGY & OUTSOURCING
DECISIONS
 STUDYING LEGAL POSITIONS
 STUDYING SYSTEMATIC PROBLEMS
68