HRM Concepts and Features

• Christ University: A nurturing ground that seeks to holistically develop individuals to contribute effectively to a dynamic society
• The university has a vision of Excellence and Service, underpinned by its core values
  • Faith in God
  • Moral Uprightness
  • Love of Fellow Beings
  • Social Responsibility
  • Pursuit of Excellence

Concept of HRM

• Human Resource Management (HRM) is seen as both an art and a science
  • It manages people to boost their contribution to an organization's success
  • Involves systems and policies to improve employee performance and satisfaction
• According to Flippo, HRM handles procurement, development, compensation, integration, and maintenance of people for organizational, individual, and societal goals through planning, organizing, directing, and controlling
• Michael Jucius states that HRM involves planning, organizing, and controlling functions to manage the labor force

Key Features of HRM

• Strategic focus aligns employee goals with organizational goals
• Comprehensive meaning it covers all stages of the employee lifecycle
• People-centered meaning it enhances individual and team performance
• Dynamic and can adapt to both internal and external changes

Evolution of HRM

• Pre-Industrial Revolution saw informal labor in agrarian setups with limited worker welfare
• The Industrial Revolution introduced formal labor systems focused on efficiency
• Frederick Taylor introduced scientific management to improve productivity
• Elton Mayo's Hawthorne Studies highlighted the importance of employee well-being in the Human Relations Movement
• The Personnel Management Era focused on administrative HR tasks like recruitment and payroll
• Strategic HR practices that emphasize talent management represent Modern HRM

Role and Status of HR Manager

• An HR Manager has multiple roles:
  • Strategic Partner: Aligns HR policies with organizational goals.
  • Change Agent: Drives organizational change.
  • Employee Advocate: Addresses employee grievances.
  • Administrative Expert: Oversees HR operations.
  • Talent Developer: Builds workforce skills
• The status of HR has transitioned from a support role to a strategic function
• HR leaders can influence decisions at the highest organizational levels (C-suite)

Functions of HRM

• Managerial Functions:
  • Planning: Involves workforce forecasting
  • Organizing: Focuses on structuring HR tasks
  • Directing: Relates to motivating employees
  • Controlling: Covers monitoring HR effectiveness
• Operational Functions:
  • Recruitment: Focuses on hiring the best talent
  • Training: Focuses on enhancing employee skills
  • Performance Management: Delivers feedback and evaluation
  • Compensation: Designing pay structures
  • Employee Relations: Workplace harmony

HR Structure

• Traditional HR Structure includes
  • Head of HR for strategy and oversight
  • Functional Specialists deal with recruitment and training
  • HR Executives focus on operational tasks
• Modern HR Structure includes
  • HR Business Partners align HR with business units
  • Centers of Excellence offer specialized HR teams
  • Shared Services that focus on centralized support

Strategic HRM (SHRM)

• Strategic HRM integrates HR strategies with organizational goals
• SHRM Key Features
  • Proactive focus anticipates workforce needs
  • Integrated focus aligns HR with objectives
  • Talent-focused focus builds a competitive advantage
• SHRM Benefits
  • Aligns HR with business needs, enhances engagement and productivity
  • Provides a sustainable competitive advantage

Human Resource Planning (HRP)

• Aligns an organization's human resource requirements with its strategic objective
• Equips the workforce to support business growth, manage risks, and adjust to external environment changes

Key Objectives of HRP

• Align HR strategies with business goals
• Prepare to meet future workforce needs
• Optimize the utilization of human resources
• Minimize labor costs while maintaining productivity
• Manage the risks of workforce shortage or surpluses

Stages in HRP

• Stage 1: Analyzing Organizational Objectives
  • It is important to understand the organization's mission, vision, and goals
  • Assess how business plans like expansion and technology upgrades influence workforce needs
  • Identify key areas where HR plays a critical role in achieving strategic goals
• Stage 2: Forecasting Demand for Human Resources
  • Involves estimating the number of employees
• Affecting Factors:
  • Business expansion or downsizing plans
  • Technological advancements
  • Seasonal demand for goods/services
  • Workforce productivity trends
• Techniques for forecasting demand:
  • Quantitative methods include trend analysis, ratio analysis, and regression models
  • Qualitative methods include the Delphi technique and managerial judgment
• Stage 3: Assessing Current Human Resources Supply
  • It is important to evaluate the current workforce
  • This evaluation includes an employee's respective skills and competencies, experience and performance, and potential for growth
  • Also involves conducting HR audits to assess available resources
• Stage 4: Identifying HR Gaps
  • Compare the forecasted HR demand with current HR supply
  • Includes identifying areas where there is
    • A shortage of employees
• Stage 5: Formulating Action Plans
  • Includes developing strategies to address HR gaps:
    • Includes recruitment, training, and development for shortages
    • Includes redeployment or layoffs for surpluses
• Stage 6: Implementing HR Plans
  • Execute strategies such as hiring, training, or workforce restructuring
  • Assign responsibilities to departments or HR personnel
  • Ensure alignment of plans with the organization’s operational and strategic needs
• Stage 7: Monitoring and Evaluation
  • Regularly review HR plans to ensure effectiveness
  • Track outcomes against objectives
  • Revise strategies based on feedback and changing circumstances

Short Term vs Long Term HR Planning

• Short-Term HR Planning
  • Focuses on meeting immediate needs, with a time frame of less than 1 year
  • Typically includes seasonal hiring and urgent replacements with a reactive approach
  • Resources are put towards temporary solutions, like part-time workers
• Long-Term HR Planning
  • Anticipates future workforce needs with a time frame of 3-5 years or more
  • Succession planning and leadership development are considered as examples, using a proactive approach
  • Resources go for investments in development and recruitment

Action Plans for HR Shortages

• Occur when are not enough employees to meet organization needs
• These strategies can help with this:
  • Recruitment attracts/hires candidates to fill immediate or anticipated vacancies plus uses job portals, recruitment agencies, and or campus hiring
  • Training and Development includes Upskilling to train current worker and Reskilling for employees for new roles
  • Overtime and Extended Hours encourages current workers to work overtime to cover workloads temporarily
  • Temporary Staffing uses temp workers or staffing agencies as needed
  • Automation and Tech Adoption uses automation and tech

Action Plans In Case of HR Surplus

• Surpluses can lead to labor cost issues
• Strategies to manage include:
  • Redeployment by reassigning employees to needed departments, roles, and locations
  • Reskilling and upskilling by training employees to shift them into a new role
  • Reduced Work Hours where employees work a job-share arrangement with a reduced salary/benefits
  • Voluntary Retirement Schemes offer incentives for employees to retire early
  • Attrition management that involves avoiding filling positions that become vacant due to natural reasons

Job Analysis and Recruitment: Job Analysis

• The systematic process of studying and collecting information about what a job entails
  • Duties
  • Responsibilities
  • Necessary skills
  • Outcomes
  • Work environment
• This information is used to create job descriptions and job specifications

Definitions of Job Analysis

• According to Edwin B. Flippo: Studying and collecting information relating to operations and responsibility
• According to Herbert G. Hereman III: A connection of task that a single employee can contribute to for an organization

Importance and Benefits of Job Analysis

• Serves as a base for:
  • Recruitment
  • Selection
  • Training
  • Appraisal
• Planning helps organizations plan force requirements effectively
• Compliance ensures compliance with labor laws and equal opportunity guidelines
• Improves expectations in hiring
• Skills gaps are found which provide training and development
• Clear performance expectations are set

Job Analysis Process

• Step 1: Identify Purpose of Job Analysis
  • Should identify purpose to collect pertinent data -Step 2: Selection of Analyst
  • Analyst will be assigned from the following:
    • Human resources
    • Line managers
    • Consultants
• Step 3: Selection of Method
  • Select representative positions that have similar jobs
• Step 4: Train the Analyst
  • If internal analysis
    • Training is appropriate so analysis is effective
• Step 5: Preparation of Job Analysis
  • Communication of project with document gathering
• Step 6: Collection of Data
  • Analysis collect data related to:
    • Job activities
    • Working abilities
    • Human traits
• Step 7: Review and Verify
  • Analysts confirm that factual information is correct and complete -Step 8: Development of Job Description
  • Analysis is generated from job analysis and is a written statement that includes:
    • Activities
    • Responsibility
    • Hazards
  • Further analysis:
    • Qualities
    • Traits
    • Skills
    • Background

Job Description

• Definition: Document that provides information about tasks and responsibilities
• Components:
  • Job title
  • Role summary
  • Responsibilities
  • Reporting relationships
  • Working conditions

Job Specification

• Definition: A document specifying qualification/skills
• Components
  • Skills
  • Education
  • Mental requirements

Information of Job

• Field and its details: -Job title: Job title -Department: Job is set in a department -Reports: Report authority -Summary: Role of overview of the job -Qualities: Duties and tasks -Working: Work environment details -Data: Document

Other Job-Related Concepts

• Competency Framework
  • Required skills
  • Knowledge
  • Job performance
• Job Evaluation
  • Relative value
  • Fair compensation
• Job Design
  • Structure improvement
  • Satisfaction of performance

Recruitment

• Process is:
  • Identification
  • Attracting
  • Selecting

Factors that affect recruitment

• Organizational policies
• Size
• Structure
• Growth
• Future plans
• Employer brand
• Reputation
• Economic conditions
• Trend of labor market
• Technological advancements
• Requirements: Legally
• Actions: Competition

Sources of Recruitment

• Internal Sources:
  • Promotions (Higher position)
  • Transfers (to others)
  • Referrals (from existing)
  • Rehiring (Back to former)
• External Sources
  • Job portals
  • Social media: LinkedIn
  • Educational institutions
  • Consultants
  • Directly to the organization

Alternatives to Recruitment

• Contracting external
• Hiring short term
• Engaging professional
• Reducing tech
• Upskilling
• Reskilling

Selection and Induction: Selection (Definition and Importance)

• Identifying and hiring (of job applicants)
• Enhances productivity of organization with candidate
• Turnover is reduced and limits unsuitable workers
• Morale promotes fit and postive work
• Saves efficient processes and costs
• Ensures employees have necessary skills

Stages Involved For Selection

• Screening
• Application review
• Testing
• Interviews
• Reference checks(Referee and employer)
• Tests for physical/mental health
• Job position
• Induction

Selection Test: Examples

• Reasoning: logical reasoning for decision makers
• Numerical/Verbal: Numerical/verbal to show compatibility
• Typing/Programming: Skills
• Memory/ Skills: Memory/attention
• Scenarios presenting: Situational

Types of Interviews

• Structured: Standardized questions
• Group: Discussion groups
• Stress handling: Ability for pressure

Meaning/Benefits of Induction

• Integrating employee
• Creating clarity
• Reducing: Turnover
• Improving: Productivity
• Building: Commitment

Introduction

• Setting values &missions
• Organizational process
• Expectations of staff
• Benefits

Evaluation

• Career development that builds teams
• Support feedback
• Facilites
• Stakeholders

Questions

• Planning new management
• Strategic recruitment
• Suitable sources of justifications
• Action implementation
• Areas of improvement due to work habits
• Effective analysis