Human Resource Management

Strategic Role

Human Resource Branding

Firms corporate image or culture Embodies values and standards that guide peoples behavior People know what company stands for, people it hires, fit between jobs and people, and results it recognizes and rewards Important in getting highest quality applicants to join firm

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Human Resource Management

Utilization of individuals to achieve organizational objectives All managers at every level must concern themselves with human resource management Five functions
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Human Resource Management Functions

Human Resource 1 Management

Safety and Health

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Staffing
Job Analysis Human Resource Planning Recruitment Selection

Staffing (Cont.)
Staffing - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives

Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization

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Staffing (Cont.)
Human resource planning - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time . Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization
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Staffing (Cont.)
Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization

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Human Resource Development

Training Development Career Planning Career Development Organizational Development Performance Management Performance Appraisal

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Human Resource Development (Cont.)

Training - Designed to provide learners with knowledge and skills needed for their present jobs Development - Involves learning that goes beyond today's job; it has more long-term focus Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them
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Career Planning Flow & Stages

Career Planning Career Paths Career Goals

Career
Feed Back

Career stages and Important needs Needs Safety, Security Physiological 20 Safety, Security 25 Achievement esteem, autonomy 30 Self Esteem actualization actualization 45 55 65

Age Career Stages

Exploration

Establishment Advancement Maintenance

Retirement

Scope Of Career Planning

Human Resource forecasting and planning Career Information Career Counseling Career Pathing Skill Assessment training Succession Planning

CAREER ANCHORS
Technical Competence Managerial competence Stability and Security Creativity and Challenge Freedom and Autonomy Dedication to a cause Lifestyle

Why a career plan could fail !

Efforts are insincere Look for immediate benefits Lack of interaction with hired agencies Impracticability in introduction No system to evaluate Bureaucratic model of organization

Importance of career planning

Involvement of the employer and employee

Employees need to be aware of the organizational opportunities.

Case Study Colgate Palmolive

Employees fill the IDP Form The form is sent to the managers Employees and managers discuss Employees interests Strengths Trainings HR arrange for the training

Cadbury Case study

Early Career Mid Career Senior career

Early Career
First 5 years of employment Management skills training Internal- short term placements Workshops Mentoring Aim Understanding of Business structure.

Mid Career
Team Management trainings Strategic leadership trainings International opportunities Ongoing career dialogues Aim Equip with capability to lead teams, develop and deliver business stratergies

Senior Level
Highest level Approximately 150 members globally Global leadership conference Executive development programme External expert coaching Aim Support personal leadership styles to set business strategies.

Steps in Career planning (Employee perspective)

Make Career Planning an Annual Event Map Your Path Since Last Career Planning Reflect on Your Likes and Dislikes, Needs and Wants

Examine Your Pastimes and Hobbies

Make Note of Your Past Accomplishments

 Look Beyond Your Current Job for Transferable Skills

Review Career and Job Trends

Set Career and Job Goals Explore New Education/Training Opportunities

Research Further Career/Job Advancement Opportunities

Human Resource Development (Cont.)

Career development - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed Organization development - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals
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Human Resource Development (Cont.)

Performance management - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization

Performance appraisal - Formal system of review and evaluation of individual or team task performance
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Reasons for Performance Appraisals

Benefits to Employees:

Provides a chance for employees to ask questions and tell you their sense of what theyve accomplished Lets employee know his/her strengths and areas that need improvement Allows employees to take responsibility for their performance Lets employees know whats expected of them; creates mutual understand of job duties

Reasons for Performance Appraisals

Benefits to Employers: Helps to improve employee relations and productivity Serves as an effective retention tool Provides a paper trail for addressing performance or disciplinary problems Demonstrates organizations commitment to employee success Provides valuable feedback for managers

Common Problems
Failure to prepare for the interview Failure to listen (80-20 ratio) Failure to maintain objectivity Failure to provide feedbackpositive and/or corrective Failure to follow-up Failure to document performance both good and bad

Common Problems
Misusing the performance evaluation process to address a disciplinary problem Element of surprise Relying on impressions/rumors, rather than facts Inconsistent application of performance evaluation criteria Interpersonal issues Holding employees responsible for events/problems beyond their control

The Personnel-Management Cycle

Job Description
The Performance Appraisal Ongoing Feedback and Training

How is Your Personnel-Management Cycle?

Do you have accurate and current job descriptions for all of your employees? Do your employees have the resources, training and information they need? Are you aware of problems that your employees have right now, for which they need help? Are you giving regular informal feedback?

Performance Appraisal Process

Step 1: Prepare for the Meeting

Step 2: Conduct the Meeting

Step 3: Follow-up

Compensation
All rewards that individuals receive as a result of their employment

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Compensation
Direct Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions. Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance. Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.

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2008 by Prentice Hall

Safety and Health

Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.

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Safety and Health

Safety - Involves protecting employees from injuries caused by work-related accidents

Health - Refers to employees' freedom from illness and their general physical and mental well being
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Human Resource Research

Human resource research is not separate function. It pervades all HR functional areas.
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Interrelationships of HRM Functions

All HRM functions are interrelated Each function affects other areas

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Powerful Forces Drive Human Capital Pressures

Human Capital Drives Corporate Movement to Knowledge Economy

Globally Deployed Work Force

Human Capital

Acute Shortage of Skilled Workers

More Transient Labor Pool

Shortening Technology Life Cycles

The Changing Individual Work Paradigm The Workplace in next few years
Employee will go to the place of employment - some days they will work at home. The employee wont have a permanent desk. The employee will work collaboratively with a team. Each team will have a project manager. The employees team mates will all be professionals in a variety of fields. Some of the team will be focused on delivery and customer services. Others in the team are customers.

The Changing Individual Work Paradigm

Some are permanent employees, some will be contractors. No one has a job or a job description. The team will have a sponsor who wont manage in the way of the nineties. Each team will have a developmental adviser.

The Changing Individual Work Paradigm

The roles in the team will include technical expertise, some team facilitation, budgeting, purchasing, training, customer relations etc The individual is accountable for results and for their contribution to the team. Compensation will be variable. Based on: Is the employee achieving their goals, the teams contributions to the organisation profitability.

The Changing Individual Work Paradigm

The individual will be measured on whether they are growing!

Several feedback mechanisms

The Changing Individual Work Paradigm

The employee will be expected to manage his or her career continuously. Career progress will not be measured by promotions or moving up. Career will take new shapes and will rarely be linear.

The Changing Individual Paradigm

Old Paradigm
Paternalistic Development owned by managers Defined career paths Secretive plans for top employees Organisation information not shared Compensation rewards upward moves

New Paradigm
Empowering A partnership for employee development Multiple ways to move, or grow in place All employees involved in own development Open information about company goals, needs and HR systems. Compensation rewards ones contribution

The Labour Market Skills and Competencies

Common traits are:
Savvy Self confidence Mobility Flexibility Willingness to take a risk Achievement/ outcome oriented Self sufficiency Ability to constantly reinvent oneself

Job Analysis
Systematic Review of Jobs Within a Firm
Job Description
Responsibilities and working conditions, plus tools, materials and equipment to perform the job

Job Specification
Skills, abilities, and credentials needed to perform the job

Managing a Projected Shortfall

Hire new employees Consider hiring temporary workers Retrain and transfer current employees into understaffed areas Convince older workers not to retire

The creative solution: Develop and install productivity enhancing systems

Recruiting
Attracting Qualified Candidates to Apply for a Job
Internal Recruiting
Considering current employees for new positions

External Recruiting
Attracting outside candidates to apply for jobs

What are the strengths and weaknesses of each approach?

Selecting Human Resources

Validity
The predictive value of a selection technique

Application Forms Tests Interviews

Developing the Workforce

Training
On-the-job training Off-the-job training Vestibule training

Performance Appraisal
Evaluating job performance

Compensation and Benefits

Wages
Money paid for time worked

Salary
Money paid for accomplishing a specific job
Incentives

Incentive Programs
Money linked specifically to high performance

Bonuses

Benefits
Compensation Other Than Wages and Salaries
Optional Benefits
Retirement plans Health, life, & disability insurance Vacations & holidays Counseling services

Mandatory Benefits
Social security Workers compensation

Equal Opportunity Employment