BASICS OF HRM (BBA 203)

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Unit: 01 Introduction to HRM

-INTRODUCTION

-Concept of HRM: HRM is concerned with the human beings in an organization. ―The
management of manǁ. Though it is a very important and challenging job because of the dynamic
nature of the employees .As no two people are similar in nature – in every aspect of mental
abilities, tacticians, sentiments, and behaviors; they differ widely not only individually but also
as a group and are subjected to many varied influences. People are responsive, they feel, think
and act therefore they cannot be handled like a machine or shifted and altered like template in
a room layout. They therefore need a tactful handing by management personnel. HRM is the
process of managing people of an organization with a human approach. Human resources
approach to manpower enables the manager to view the people as an important resource. It is
the approach through which organization can utilize the manpower not only for the benefits of
the organization but for the growth, development and self-satisfaction of the concerned people.
Thus, HRM is a system that focuses on human resources development on one hand and effective
management of people on the other hand so that people will enjoy human dignity in their
employment.

Definition: In general Human Resource Management is a management function concerned with

hiring, training, motivating, developing and maintaining workforce in an organisation. Human
resource management ensures satisfaction of employees so as to get maximum contribution of
employees for the achievement of organisational objectives.

According to Armstrong (1997), Human Resource Management can be defined as ―a strategic

approach to acquiring, developing, managing, motivating and gaining the commitment of the
organization‘s key resource – the people who work in and for it.ǁ

According to Dale Yoder ―the management of human resource is viewed as a system in which
participants seeks to attain both individual and group goals.ǁ
According to Flippo ―HRM is the planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and reproduction of human
resources to the end that individual organizational and societal objectives are accomplished ǁ

-Nature of HRM:
• Managerial Process: Human resource management is a vital part of management that
includes planning, organising, staffing, directing, and controlling human resources to
achieve organisational success. It is a managerial process that effectively utilises human
resources to attain organisational goals and objectives.
• Both Art and Science: Human resource management is a mixture of both art and
science. It is an art as it deals with qualitative attributes like creativity, knowledge, skills,
 and talent of the personnel. In simple words, HRM is the art of getting things done by
others effectively. HRM is a science as it requires different scientific techniques for
activities like recruitment, selection, training, and appraisal of employees.
• Pervasive Force: Human resource management, being an inherent part of an
organisation, is pervasive in nature. It means that HRM is present in different functional
areas of management, like finance, marketing, and production, in all commercial and
non-commercial enterprises. Everyone in the organisation, from the top to the lowest
level, must perform HRM functions regularly.
• Improve Employee Relations: “In order to build a rewarding employee experience,
you need to understand what matters most to your people.” – Julie Bevacqua. Human
resource management is concerned with building healthy relationships between
employees at various organisational levels. Every individual has different needs, goals,
and expectations.
• People-Centred: The nature of human resource management is people-centred and
relevant in all types of organisations. It is concerned with every employee from the top
to the bottom level. HRM value people both as individuals and as a group. Furthermore,
it encourages people to develop their full potential and fulfil individual and
organisational goals.
• Development-Oriented: The development of the workforce in an organisation is crucial
to the nature of human resource management. HR managers use various tools to help
employees understand their strengths and unleash their potential. Regular training
programs can benefit employees by improving their skills. Also, monetary and non-
monetary reinforcement can help people stay motivated to perform better.
• Action Oriented: While human resource management does follow the rules and
policies, its main focus is on action and results rather than rules. A human resource
manager stresses the importance of providing effective solutions for employee
problems, tensions, or controversies.
• Forward-Looking: Sustaining in the competitive business environment requires
organisations to plan long-term strategies. HRM is a future-oriented approach that
evaluates the human resource requirements and ensures the availability of required
personnel in the right place at the right time. With the forward-looking nature of human
resource management, managers prepare employees by motivation, training, and
development to face current and future challenges in the changing business
environment.
• Continuous Process: Human resource management is not a ‘one-time’ function. Rather,
it is a never-ending process that must be performed continuously to achieve
organisational objectives effectively. It involves a series of tasks, beginning with
identifying the human resource requirement and continuing with recruitment, training,
performance evaluation, and appraisal.
• Basis of Other Functional Areas : HRM is the basis of all other functional areas of
management, such as finance, production, and marketing. The effectiveness of each of
these departments depends on the effectiveness of their human resource management.
• Interdisciplinary Function: Human resource management is multidisciplinary in
nature. HR managers utilise knowledge and inputs from various disciplines to manage
the workforce effectively. The five major disciplines in HRM include management,
 communication, psychology, sociology, and economics. In order to effectively manage
human resources, one must understand the contribution of all these disciplines to HRM.

-Scope of HRM: The scope of HRM is indeed vast. All major activities in the working life
of a worker -from the time of his or her entry until he or she leaves- come under the purview of
HRM.
According to Dale Yoder, the scope of human resource management consists of the following
functions:
• Setting general and specific management policy for organisational relationships, and
establishing and maintaining a suitable organisation for leadership and co-operation.
• Collective bargaining, contract negotiation, contract administration and grievance
handling.
• Staffing the organisation, finding, getting and holding prescribed types and number of
workers.
• Aiding in the self-development of employees at all levels providing opportunities for
personal development and growth as well as for acquiring requisite skill and experience.
• Developing and maintaining motivation for workers by providing incentives.
• Reviewing and auditing manpower management in the organisation.
• Industrial relations research – carrying out studies designed to explain employee
behavior
The Indian Institute of Personnel Management has described the scope of human resource
management into the following aspects:
The Labour or Personnel Aspect: It is concerned with manpower planning, recruitment,
selection, placement, induction, transfer, promotion, demotion, termination, training and
development, layoff and retrenchment, wage and salary administration (remuneration),
incentives, productivity, etc.
• Job Analysis and Job Design – Job analysis is the systematic process for gathering,
documenting, and analyzing data about the work required for a job. Job analysis is the
procedure for identifying those duties or behaviour that defines a job.
• Recruitment and Selection – Recruitment is the process of preparing advertisements on
the basis of information collected from job analysis and publishing it in newspaper.
Selection is the process of choosing the best candidate among the candidates applied for
the job.
• Orientation and Induction – Making the selected candidate informed about the
organization‘s background, culture, values, and work ethics.
• Training and Development – Training is provided to both new and existing employees
to improve their performance.
• Performance Appraisal – Performance check is done of every employee by Human
Resource Management. Promotions, transfers, incentives, and salary increments are
decided on the basis of employee performance appraisal.
• Compensation Planning and Remuneration – It is the job of Human Resource
Management to plan compensation and remunerate.
• Motivation – Human Resource Management tries to keep employees motivated so that
employees put their maximum efforts in work.
The Welfare Aspect: This aspect is concerned with working conditions and amenities such as
canteens, creches, rest rooms, lunch rooms, housing, transport, education, medical help, health
and safety, washing facilities, recreation and cultural facilities, etc.
The Industrial Relations Aspect: This is concerned with the company’s relations with the
employees. It includes union-management relations, joint consultation, negotiating, collective
bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.

-Objectives and Importance of HRM: The primary objective of HRM is to ensure the
availability of a competent and willing workforce to an organization. Apart from this, there are
other objectives too. Specifically, HRM objectives are four fold: societal, organisational,
functional, and personal.
1.Societal Objectives: The societal objectives are socially and ethically responsible for the
needs and challenges of society. While doing so, they have to minimize the negative impact of
such demands upon the organisation. The failure of organisations to use their resources for
society’s benefit in ethical ways may lead to restrictions. For example, the society may limit
human resource decisions to laws that enforce reservation in hiring and laws that address
discrimination, safety or other such areas of societal concern.
2. Organisational Objectives: The organisational objectives recognise the role of human
resource management in bringing about organisational effectiveness. Human resource
management is not an in itself; it is only a means to assist the organisation with its primary
objectives. Simply stated the human resource department exists to serve the rest of the
organisation.
3.Functional Objectives: Functional objectives try to maintain the department’s contribution
at a level appropriate to the organisation’s needs. Human resources are to be adjusted to suit the
organisation ’s demands. The department’s level of service must be tailored to fit the
organisation it serves.
4.Personal Objectives: Personal objectives assist employees in achieving their personal goals,
at least in so far as these goals enhance the individual’s contribution to the organisation.
Personal objectives of employees must be met if they are to be maintained, retained and
motivated. Otherwise, employee performance and satisfaction may decline giving rise to
employee turnover.

HRM Objectives Supporting Functions

Societal Objectives 1.Legal compliance2.Benefits3.Union Management relations

Organizational 1.Human resource planning2.Employee relations3.Selection4.Training

Objectives and development5.Appraisal6.Placement7.Assessment

Functional
1.Appraisal2.Placement3.Assessment
Objectives
 Personal
1.Training2.Appraisal3.Placement4.Compensation5.Assessment
Objectives

-Evolution of HRM: The evolution of HRM can be traced back to the early 20th century
when the focus was on maintaining records and ensuring compliance with labor laws. Over
time, the role of HRM has evolved to become more strategic and proactive in aligning human
capital with the organization’s goals and objectives.
The evolution of HRM can be divided into several eras, each characterized by different
approaches to managing the workforce. These eras include the pre-industrial revolution era, the
industrial revolution era, the emergence of personnel management, the human relations era, the
rise of strategic human resource management, and the contemporary era.
A lack of formal HRM practices characterized the pre-industrial revolution era, and workers
were often treated as commodities. During the industrial revolution, the focus of the evolution
of HRM was on maximizing productivity through scientific management and mass production
techniques.
Today, the contemporary era of HRM is characterized by a focus on diversity, inclusion, and
employee engagement. The future of HRM is likely to be shaped by trends such as artificial
intelligence, remote work, and the gig economy. Overall, the evolution of HRM reflects a
growing recognition of the importance of human capital in organizational success.

The Pre-Industrial Revolution Era and HRM: The Pre-Industrial Revolution era marked the
early stages of the evolution of HRM. There were no formal HRM practices during this time,
and workers were often treated as commodities. The focus was on manual labor, and workers
were required to perform physically demanding tasks for long hours without considering their
well-being.
In this era, there was no concept of job specialization, and workers were expected to be multi-
skilled. Wages were low, and working conditions were poor. Employers had no legal obligation
to provide their employees a safe working environment or any other benefits.
There was also no standardized system for hiring and training workers. Employers would hire
workers based on their physical strength and ability to work long hours. Training was limited
to on-the-job learning and apprenticeships.
The emergence of the Industrial Revolution brought about significant changes to the workforce
and HRM practices. It saw the rise of factories and the introduction of new technologies that
made work more efficient. With the increase in production, there was a need for a more
structured approach to the evolution of HRM, which led to the emergence of personnel
management in the early 20th century.
Overall, the Pre-Industrial Revolution era marked a time of exploitation of workers and a lack
of formal HRM practices. The evolution of HRM was a necessary response to the changing
needs of the workforce, as well as to the changing economic and social landscape.
The Industrial Revolution and Its Impact on HRM: The Industrial Revolution brought about
significant changes to the world of work and had a profound impact on the evolution of HRM.
The rise of factories and the introduction of new technologies, such as steam power and
mechanized equipment, changed how work was done and created a need for a more structured
approach to HRM.
During the Industrial Revolution, the focus was on maximizing productivity and efficiency, and
HRM practices were designed to achieve these goals. Job specialization emerged as a key
feature of HRM, with workers being trained to perform specific tasks more efficiently. The
assembly line, which was introduced during this period, also contributed to the emphasis on job
specialization.
With the increase in production, there was a need for a larger workforce, and hiring and training
practices became more formalized. Employers began using standardized tests to evaluate
potential employees and implemented training programs to ensure workers had the necessary
skills to perform their jobs.
The Industrial Revolution also saw the rise of labor unions, which were formed to protect
workers’ rights and advocate for better working conditions. HRM practices had to consider the
growing power of unions and the need to manage labor relations.
The impact of the Industrial Revolution on the evolution of HRM was significant, as it marked
a shift towards a more structured approach to managing the workforce. The focus was on
maximizing productivity and efficiency, and the evolution of HRM practices was designed to
achieve these goals. The emergence of job specialization, standardized hiring and training
practices, and labor unions were all significant developments during this period.
Overall, the Industrial Revolution laid the foundation for the evolution of HRM, highlighting
the need for a more structured and strategic approach to managing the workforce. The principles
and practices that emerged during this period continue to shape HRM practices.
The Emergence of Personnel Management in HRM: The emergence of Personnel
Management marked a significant shift in the evolution of HRM. It began in the early 20th
century, as organizations recognized the need for a more structured approach to managing their
workforce. Personnel Management focuses on managing employees’ administrative and legal
aspects, including recruitment, selection, training, and compensation.
During this period, the evolution of HRM practices became more formalized, and there was a
growing emphasis on compliance with labor laws and regulations. Personnel managers were
responsible for maintaining records, handling employee grievances, and ensuring the
organization complied with labor standards.
Personnel Management also introduced the concept of employee welfare, with organizations
beginning to offer benefits such as sick leave, vacation time, and health insurance. The focus
on employee welfare was a response to growing concerns about the well-being of workers and
the need to maintain a productive workforce.
Another significant development during this period was the introduction of performance
evaluations, which allowed organizations to assess the performance of individual employees
and make decisions about promotions and compensation.
Overall, the emergence of Personnel Management represented a significant shift in evolution of
HRM practices as organizations began to recognize the importance of managing their workforce
in a more structured and strategic manner. The focus was on compliance with labor laws,
introducing employee welfare programs, and using performance evaluations to manage and
motivate employees.
The principles and practices introduced during this period continue to shape HRM practices
today, with many organizations still relying on administrative and legal HRM
practices to manage their workforce. However, the evolution of HRM did not end with
Personnel Management, and further developments would continue to shape the field of HRM
in the years to come.
The Human Relations Era and HRM: The Human Relations Era was a significant period in
the evolution of HRM that began in the 1930s and lasted until the 1950s. It emerged in response
to criticisms of the bureaucratic and impersonal approach of Personnel Management and
focused on the importance of understanding the needs and motivations of employees.
During this period, HRM practices shifted towards a more people-centered approach,
emphasizing communication and employee engagement. The Hawthorne Studies, which were
conducted during this period, demonstrated the importance of social factors in the workplace
and the impact of employee attitudes and emotions on productivity.
HRM practices during the Human Relations Era focused on building relationships between
managers and employees and fostering a sense of community and belonging in the workplace.
Training and development programs were introduced to help employees develop new skills and
advance in their careers, and management practices were designed to promote employee
engagement and satisfaction.
Overall, the Human Relations Era marked a significant shift in HRM practices as organizations
recognized the importance of understanding and responding to the needs of their employees.
The focus on employee engagement and satisfaction has become a core principle of the modern
evolution of HRM. Many organizations emphasize building positive relationships with their
employees to improve productivity and drive business success.
The Rise of Strategic Human Resource Management (SHRM): The rise of Strategic Human
Resource Management (SHRM) represented a significant shift in the evolution of HRM, as it
moved beyond the administrative and compliance-focused approach of Personnel Management
and the people-centered approach of the Human Relations Era. SHRM is a strategic approach
to managing the workforce that aligns HRM practices with the goals and objectives of the
organization.
SHRM emerged in the 1980s as organizations recognized the importance of their human capital
in achieving competitive advantage. SHRM practices focus on creating a high-performance
culture that enables organizations to attract, retain, and develop the talent necessary to achieve
their strategic goals.
SHRM practices include the development of HRM policies and programs aligned with the
organization’s strategy, implementing performance management systems that link individual
and team performance to organizational goals, and using metrics and analytics to measure the
impact of the evolution of HRM practices on business outcomes.
One of the key principles of SHRM is the integration of HRM with other functional areas of the
organization, such as finance, marketing, and operations. This integration ensures that HRM
practices are aligned with the organization’s overall strategy and are designed to support its
long-term success.
Another important aspect of SHRM is developing a talent management strategy that identifies
critical roles and the skills and competencies required to fill them. This strategy includes
developing programs for recruiting, training, and retaining top talent and succession planning
to ensure that the organization has the necessary leadership and skills to achieve its goals.
Overall, the rise of SHRM represented a significant shift in the evolution of HRM, as it moved
beyond the administrative and compliance-focused approach of Personnel Management and the
people-centered approach of the Human Relations Era. SHRM practices are designed to create
a high-performance culture that enables organizations to attract, retain, and develop the talent
necessary to achieve their strategic goals, and the principles and practices introduced during
this period continue to shape HRM practices today.
The Role of Technology in the Evolution of HRM: The role of technology has had a
significant impact on the evolution of HRM, particularly in recent years. The introduction of
new technologies has enabled HR professionals to streamline their processes, improve data
management, and enhance the employee experience.
One of the most significant impacts of technology on HRM has been the introduction of HR
information systems (HRIS). HRIS platforms allow organizations to manage employee data,
automate HR processes, and improve data accuracy and consistency. HRIS platforms have
become an essential tool for HR professionals, enabling them to manage recruitment,
performance evaluations, employee benefits, and more, all in one centralized location.
Technology has also enabled organizations to improve employee engagement and
communication through intranet systems, social media, and mobile applications. These tools
enable employees to access information, communicate with their colleagues, and stay connected
to the organization, regardless of their location.
Additionally, technology has enabled HR professionals to improve their talent acquisition
efforts through the use of online recruitment platforms and applicant tracking systems. These
platforms streamline the recruitment process, reduce administrative burdens, and improve the
candidate experience.
Overall, the role of technology in the evolution of HRM has been significant, with new
technologies enabling HR professionals to improve their processes, enhance employee
engagement, and streamline talent acquisition efforts. As technology continues to advance, it is
likely that its impact on HRM will only continue to grow, shaping the future of the field in new
and innovative ways.
The Globalization of HRM: The globalization of HRM refers to extending human resource
management practices beyond national borders to manage an increasingly diverse workforce in
a globalized economy. Globalization has led to a significant shift in business operations, leading
to the emergence of multinational corporations and the need for a global approach to human
resource management.
Globalization has led to a significant increase in cross-border trade and investment, which has
increased the number of employees working in different countries. As a result, companies have
had to adapt their HRM practices to deal with the challenges of managing a diverse workforce
across different cultures, languages, and legal systems.
The global evolution of HRM involves understanding and managing the cultural differences
between employees from different regions, aligning HR policies and practices with the
company’s strategic objectives, and developing an international mindset among HR
professionals. Companies that succeed in the global evolution of HRM can attract and retain
top talent, improve employee engagement and productivity, and achieve better business
outcomes.
The global evolution of HRM also involves compliance with local labor laws and regulations
in different countries. HR professionals must be familiar with the different labor laws and
regulations in each coun
try where the company operates to ensure compliance and avoid legal risks.
In summary, the globalization of the evolution of HRM involves adapting HR practices to
manage a diverse workforce in a globalized economy. It requires understanding cultural
differences, an international mindset, and compliance with local labor laws and regulations.
The Contemporary Era of HRM: The contemporary era of HRM is characterized by
significant changes in how organizations manage their employees. The evolution of HRM has
evolved from a purely administrative function to a strategic function that aligns with the overall
business strategy. This shift has led to development of new HRM practices, tools, and
technologies.
One of the key drivers of this transformation is the increased focus on employee engagement
and well-being. Organizations have recognized that a happy and engaged workforce improves
performance and business outcomes. The evolution of HRM has developed programs and
initiatives prioritizing employee well-being, such as flexible work arrangements, wellness
programs, and mental health support.
Another significant change in contemporary HRM is using technology to automate and
streamline HR processes. HR technology tools such as applicant tracking systems, performance
management software, and learning management systems have enabled HR professionals to
work more efficiently and effectively.
The contemporary era of HRM also places a greater emphasis on diversity, equity, and inclusion
(DEI). HR professionals are working to create inclusive workplaces that value diversity and
promote equity for all employees, regardless of their background or identity.
Overall, the contemporary era of HRM is characterized by a strategic focus on employee well-
being, the use of technology to improve HR processes, and a commitment to diversity, equity,
and inclusion.
Conclusion
In conclusion, the evolution of HRM has been shaped by various economic, social, and
technological forces over the years. From a purely administrative function focused on
maintaining employee records, HRM has evolved into a strategic function that plays a critical
role in achieving organizational goals.
The historical perspective of evolution of HRM can be divided into four stages: the welfare
stage, the industrial relations stage, the human relations stage, and the strategic stage. Each stage
has been characterized by a different focus and set of practices, but they have all contributed to
the development of contemporary HRM.
Contemporary HRM is characterized by a strategic focus on employee well-being, the use of
technology to improve HR processes, and a commitment to diversity, equity, and inclusion. HR
professionals are developing new policies and practices to support remote work, engage gig
workers, and develop skills that cannot be easily automated.
Looking to the future, the evolution of HRM will continue to evolve in response to changing
business and workforce dynamics. AI and automation will continue to disrupt traditional HR
practices, and HR professionals must focus more on strategic initiatives. The gig economy will
continue to grow, and organizations will increasingly rely on freelancers and contractors. The
pandemic has highlighted the importance of employee well-being, and HR professionals must
create policies and practices that prioritize employee well-being.
Overall, the evolution of HRM has been driven by the need to adapt to changing business and
workforce dynamics. HR professionals must continue to adapt to new trends and develop new
strategies and practices to ensure their organizations remain competitive in the ever-changing
business landscape.
-Challenges of HRM: Employers have faced endless human resource management
challenges in recent years, and each year seems to bring more than the last. This year is no
different, with the continuation of many HR challenges from last year and several new ones.
Dive into some of the biggest future trends and challenges in HR management, and discover
the opportunities that lie ahead for HR leaders in 2024.
1.Reimagining wellbeing as a work practice, not a perk: Employees have let employers
know that they aren’t happy through their actions, such as quiet quitting and social media posts
about their jobs.
One of the main issues contributing to employee burnout is the feeling of being mistreated,
underappreciated, and lacking proper development. Similarly, employees don’t like being
forced back into the office without the choice of remote or hybrid work arrangements.
Workplace wellness programs do little to help, one study finds, noting that such programs,
including resilience and stress management training, aren’t effective and can even have a
negative impact. “If employees do want access to mindfulness apps and sleep programs and
well-being apps, there is not anything wrong with that,” says Dr. William J. Fleming, the author
of the study and a fellow at Oxford University’s Wellbeing Research Center. “But if you’re
seriously trying to drive employees’ well-being, then it has to be about working practices.”
To truly address employee burnout, HR leaders need to examine the work environment and
consider whether it empowers and enables employees. Are you providing a sense of autonomy
and responsibility, along with a strong support system for getting work done?
Employee wellness is often tied to purpose and motivation. “If employees cannot understand or
see their work’s tangible impact on the organization’s overall goal, their motivation will wane,”
wrote Betterworks CEO Doug Dennerline in an article for HR.com.

2.Managing the debate over remote, hybrid, and in-office work: Return-to-office plans are
expected to continue in 2024, but they might be the wrong decision for companies seeking a
competitive employer brand in a tight labor market.
Many employees want to be consulted about their work preferences, especially when they’re
trying to attend to life needs, such as caring for children or older relatives. Employees want
flexibility, not a one-size-fits-all work policy. And when they can’t find this flexibility
domestically, more U.S. employees are seeking remote work with foreign employers. According
to Deel’s 2023 State of Global Hiring report, the share of U.S. workers hired by international
companies grew 62% in 2023.
To attract and retain talent in this environment, HR teams need to emphasize flexibility,
including remote and hybrid policies. Clarify which roles require in-person attendance, and how
often. By focusing policy on roles and outcomes, rather than physical presence in an office, HR
can make fair, defensible decisions related to who works where and when.
3.Rethinking the employee value proposition: Work has fundamentally changed, and so have
worker expectations. They still want competitive pay, strong benefits packages, and training
and development, but that’s not enough.
Since the pandemic, employees have been rethinking what work means to them. This means
HR needs to rethink talent acquisition. People increasingly expect a holistic value proposition
encompassing career growth, skills development, inclusion, belonging, fairness, trust,
authenticity, purpose, a supportive company culture, and wellness.
Your employee value proposition must also account for changing worker needs and
expectations. Younger employees, for example, are more likely to expect from the workplace
high connection, more transparency, work-life balance, and relationships that matter. The
challenge facing HR managers is to deliver an experience that provides value across a spectrum
of employee needs.
Develop an agile approach to organizational culture. Use surveys, interviews, and focus groups
to learn what your workforce needs. Be open to changing culture, processes, and norms to help
employees remain engaged and working at their best.
4.Managing many generations at work: Managing generational diversity continues to be a
challenge for HR departments in 2024. There are distinct trends suggesting what different
generations want from work, even as we shouldn’t make blanket assumptions based on age.
“Generations are never a guarantee of behavior, but they’re a clue that can help us understand
people’s shared experiences and likely expectations,” said Lindsey Pollak, author of “The
Remix: How to Lead and Succeed in the Multigenerational Workplace” and People
Fundamentals webinar speaker.
Look to take actions that align generations across shared expectations. Although Gen Z
employees tend to be more vocal about their expectations, for example, what they want from
work isn’t remarkably different from what employees of all ages want.
Research finds that most employees across generations want meaningful work, real connection
with colleagues, and a sense of purpose. These priorities can help you isolate what each of these
elements means to your workforce specifically.
5.Strengthening managers and their relationships: Fostering manager-employee
relationships remains a critical HR focus. These relationships power the modern workplace and
are especially important for hybrid and remote employees. HR professionals must provide
managers with intentional support, training, and tools. This requires putting more emphasis on
the soft skills that comprise emotional intelligence, such as listening, empathy,
and communication, as these remain essential components of human-centered leadership
Unfortunately, research from RedThread Research shows a decline in organizational support
for managers, with many left to figure things out by themselves. In 2024, HR must reverse this
trend, supporting managers in coaching employees for growth and career advancement.
A clear priority for HR is improving communication and expectation-setting with managers.
Emphasize the importance of building relationships with employees through frequent check-ins
and feedback. Train managers to interpret business goals for their teams, which helps each
worker understand their purpose within the organization. Reward managers for building strong
teams and reinforcing the company’s culture and values.
Beyond communication and training, managers also need help managing their workloads so
they can prioritize time for building employee relationships. According to Gartner, the average
manager has 51% more responsibilities than they can effectively handle. Rethink the managerial
role and seek ways to reduce or eliminate low-value activities. Look to help managers prioritize
their responsibilities, including how they can apply artificial intelligence in the flow of work.
6.Refocusing on outcomes: productivity vs. activity: In 2024, HR leaders need to rethink
performance metrics and distinguish between productivity that yields desired outcomes and
activity. Not every work task is equally valuable, and PwC’s annual CEO survey reveals that
40% of CEOs view time spent on routine tasks as inefficient. Meanwhile, 60% of these CEOs
view generative AI as creating efficiency.
The HR planning process should look to refocus workloads to prioritize outcomes and value-
adding activities that support strategic business needs. For example, consider an employee
tasked with two projects, each 20 hours in length. One is identified as critical to a strategic
business goal, and the other is lower-value work. It’s clear which should be prioritized as part
of the HR planning process.
When your primary focus is on achieving work outcomes, it’s easier to gain clarity around
processes. Performance management shifts to performance enablement. Instead of managing
employee tasks, managers assess performance based on agreed-upon metrics.
Frequent conversations help managers discover roadblocks to performance or whether
employees are stuck in low-value work. If an employee is struggling with a task, managers can
quickly diagnose and address such issues rather than letting the situation fester and bring down
productivity.
Ongoing conversations also allow managers to determine whether an employee’s goals are
driving the right strategic outcomes. The goals might need to evolve along with the business
strategy.
7.Leveraging AI for greater efficiency and productivity: One of the top ways businesses will
drive efficiency in 2024 is through greater adoption of AI-driven tools. According to a recent
Betterworks report, 47% of employees believe that generative AI will help make their jobs
easier and improve efficiency.
AI will “profoundly change the way that people work and the way that they innovate,” said
Betterworks CEO Doug Dennerline during a People Fundamentals webinar session. Many
employees are already using AI tools to support a variety of work, including strategic tasks,
creative brainstorming, and technical work according to a recent study on generative AI in the
workforce commissioned by Betterworks.
As HR leaders, you can help define your organization’s strategic use of AI. “Work with your
leadership to come up with your own language around how you’re going to use AI, how you
talk about it externally, how you’re going to protect people that use it,” Doug said. “And have
models for what your expectations are for when people interact with it.”
8.Building skills for an AI-enabled world: The half-life of skills continues to shrink because
of technology. The hard skills we learn today are likely to become outmoded within five
years — and even less in some industries. In this fast-paced environment, upskilling isn’t
enough: you need to reskill your entire workforce.
Reskilling initiatives are more than employee training. They require cultivating a workplace
environment with the right mindset and behaviors from employees and managers. Ultimately,
reskilling should be treated as a change management project.
Keeping the workforce relevant is important for employee retention. Workers without access to
robust reskilling programs will worry about becoming obsolete and losing their jobs not just to
technology, but also to better-skilled humans. “The greatest worry shouldn’t be about AI
replacing people, but people without AI skills being replaced by people with them,” Doug said.
Emphasize the human elements of work that AI can’t replace. For instance, introduce AI-related
projects and tasks that align with employees’ existing roles and responsibilities. This allows
employees to apply new skills in the flow of work.
9. Keeping DEI top of mind: When circumstances get tough, companies are quick to pull back
support for diversity, equity, and inclusion (DEI) programs. Companies might reduce DEI
budgets, deemphasize corporate communication, and give less attention to it in the C-suite.
DEI practitioners, particularly those well-versed in navigating this cycle, are revisiting their
strategies to safeguard the progress they’ve made. Even as they continue making the business
case and preserving the progress made, they must continue to make the human case for DEI,
too. This requires embedding DEI practices throughout the employee experience.
Companies with inclusive cultures will attract and keep top employees, encourage innovation,
appeal to customers, and increase profit in the long run. According to McKinsey, diverse and
inclusive corporations are 35% more likely to outperform their competitors, while diverse
management teams can lead to a 19% increase in revenue says a study by Boston Consulting
Group.
10. Investing in data-driven decision-making: The abundance of HR data has transformed
HR from an administrative role to a strategic partner, allowing for data-driven decisions on
talent management, workforce planning, and organizational performance. HR leaders who
embrace AI tools and analytics can use all sorts of workplace data to make intelligent decisions
that drive business success.
The wealth of data highlights the need to organize and prioritize this data in a single system.
HR will need to become comfortable working with data — understanding what data exists in
the organization, the metrics it needs to evaluate to address organizational goals, and cross-
correlating data to reveal patterns, potential trouble spots, and bright spots, and to spot areas for
improvement.

-Personnel management vs Human Resource Management: The main difference between

Personnel Management and Human Resource Management lies in their scope and orientation.
While the scope of personnel management is limited and has an inverted approach, wherein
workers are viewed as tool. Here the behavior of the worker can be manipulated as per the core
competencies of the organization and are replaced when they are worn-out.
On the other hand, human resource management has a wider scope and considers employees
as the asset to the organization. It promotes mutuality in terms of goals, responsibility, reward
etc. that will help in enhancing the economic performance and high level of human resource
development.
BASIS FOR HUMAN RESOURCE
PERSONNEL MANAGEMENT
COMPARISON MANAGEMENT
Meaning The aspect of management that is The branch of management that focuses
concerned with the work force and on the most effective use of the manpower
their relationship with the entity is of an entity, to achieve the organizational
known as Personnel Management. goals is known as Human Resource
Management.
Approach Traditional Modern
Treatment of manpower Machines or Tools Asset
Type of function Routine function Strategic function
Basis of Pay Job Evaluation Performance Evaluation
Management Role Transactional Transformational
Communication Indirect Direct
Labor Management Collective Bargaining Contracts Individual Contracts
Initiatives Piecemeal Integrated
Management Actions Procedure Business needs
Decision Making Slow Fast
Job Design Division of Labor Groups/Teams
Focus Primarily on mundane activities like Treat manpower of the organization as
employee hiring, remunerating, valued assets, to be valued, used and
training, and harmony. preserved.

-New Trends of HRM: The world is still facing the after-effects of the pandemic that have
left a paradigm shift everywhere.
To be on top, the HR industry has to bring a working model into practice that maximizes
productivity and increases flexibility and efficiency simultaneously.
HR is changing its structure almost every day in accordance with the changes in technology.
With the right measures and approaches from enterprise leaders, it ought to have a positive
impact on the daily operations, and subsequently the employees too.
1. A hybrid structure
The personnel groups relocated when work-from-home became a routine, leaving all the teams
and companies to disband from one particular geographical location to anywhere in the nation.
Where some organizations are encouraging their employees to start in-office jobs again, many
are content with a hybrid culture and are continuing to play by that.
Which route your organization takes can make a whole lot of difference between keeping or
losing the workforce — around 40% of the workforce shared that they’d consider quitting if
their organization puts a halt on hybrid culture.
Hybrid work culture is also a natural first step today for a business to expand in foreign markets
too. The hybrid culture automatically opens the door for new opportunities for growth and
earnings. Over the past few years, expanding through foreign markets has become easier and
more affordable due to the rise in hybrid culture.
2. Global expansion on the rise
Shifting your work into the global market – remote working is an initial step. With changing
times and technology the trends in HRM have taken a turn too, and the inauguration of a
business in foreign lands is becoming a cakewalk. Furthermore, governments uplifting strict
policies in this post-pandemic era – support the businesses too.
3. Employee experience takes precedence
Employees today don’t just want a good paycheck but a quality culture and healthy work
environment as well. As a part of trends in HRM, a good remuneration retains an employee,
and a qualified environment and experience assist in the choice too.
HR leaders should bring about methods to encourage positive workforce health, making the
employees more flexible to changes and disruptions.
Organizations today are offering products, services, and methods to enhance not their own but
other firms employee experiences as well. Employee management, time & attendance
management, employee self service portals, leave management, etc., are all a part of the trends
in HRM culture today.
4. Analytics gaining the front seats
With no physical human contact, tracking and measuring the work and employees became
strenuous, especially when the workforce is spread throughout the globe. Analytics is said to
play an impacting role in offering information for decision-making.
Employee management is an integral part of an organization. What work to assign to which
employee, tracking their progress, ensuring completion of OKRs, and rewarding the employees
accordingly is very important to make the funtions of a firm a success.
5. A surge in monitoring the employees
With the growing number of hybrid workers, managers are often unable to scrutinize every
single employee and their work. The lack of personal interaction led to a surge in employee
monitoring techniques that gave birth to yet another set of trends in HRM.
Keeping track of work and performance, attendance, and leaves, are just a portion of employee
monitoring practices.
6. Automation of everyday tasks
To give precedence to high-value and productive workings, HR leaders can leverage AI-
powered solutions to automate their daily tasks that were carried out manually. Practices such
as screening, sourcing talents, onboarding, keeping check of attendance, etc., and a lot more
now can be carried out by the systems in this tech-driven world.
Proper workflows are set to streamline all the automation and to avoid any errors. All these
trends in HRM are changing the face of a workplace and skyrocketing the growth of every
organization leveraging these methods.
7. Augmenting the hiring processes
Yet another perk that can be considered as a part of trends in HRM are chatbots. With their
assistance, employers can now manage to select quality candidates for relevant positions out of
the ample talent pools available.
Functions such as resume screening choose explicit candidate profiles, subsequently ensuing in
higher work performance and enhanced productivity. Solutions such as an Applicant Tracking
Software are one of the latest trends in HRM today. An ATS streamlines the entire hiring process
from job posting to onboarding and much more. Integrations with job boards is yet another
trends in HRM that posts jobs on multiple websites with a single click.

Happy Learning J