Human Resource Management Introduction PDF

Human Resource Management  Topics Define Human resource Define Human resource management Explain Human resource management functions Evolution and History Personal Management Human resource management Strategic Human resource management Competenc...

Human Resource Management  Topics Define Human resource Define Human resource management Explain Human resource management functions Evolution and History Personal Management Human resource management Strategic Human resource management Competencies of Human resource human resource manager competencies.  Human Resource or capital The collective value of The knowledge, skills, capabilities, Life experiences, attitudes, creativity, of work force Designing Policies Procedures Management systems To ensure that human talent is utilized Efficiently and effectively To accomplish organizational goals Prod services profits  Harvard https://hbr.org/2015/07/why-we-love-to-hate-hr-and- what-hr-can-do-about-it Why We Love to Hate HR…and What HR Can Do About by Peter Cappelli Ineffective, incompetent-Not sharpest -Value delivery-"know HR" but don't know about the business Dishonest - Don’t tell the truth -Misrepresent… Represent management- Take the company's side- Major supporter of Mang Bias - Unfair / partial- Desire to protect own job-abusive supervisors promoted HR office politics bthan welfare- value depletion-get employees in trouble for tiny mistakes  HRM Operative Functions Operative Functions : ADRM Acquiring training and development Rewarding Compensation Maintaining In other words, hiring people, preparing them, stimulating them, and keeping them.  Operative Functions of HRM 1Acquirng 3 Compensation Employment - staffing Job Evaluation JA-JD-JS Wage , Benefits, Rewards administration HRP - Recruitment….. 4 Employee Relations Selection - Induction… QWL 2 HRD Discipline Training , Development Grievance Performance Mang Bargaining Career or succession OD  HRM Managerial Functions Managerial Planning………………Human resources Organizing……………. Human resources Staffing………………… Human resources Directing………………. Human resources Controlling,,,,,,,,,,……….. Human resources  Importance of HRM HRM has a dual nature: Double edged sword. Supports organization’s strategy Advocates for employees Strategic HRM a clear connection between the organization’s goals and the activities of employees  Importance objectives Functional objectives To utilize HR to full potential Manage internal and external changes Personal objectives Employee satisfaction and quality of life Societal objectives Ethical and social needs Equal opportunity and equal pay for equal work. Organizational objectives. Utilization of skills and abilities to ensure efficiency Communicate policies, procedures, rules Ensure supply productive employees.  Evolution of HRM Human Capital Strategic Human Management Resource Management Evolution Human Resource Personal Management Management  PM, HRM, SHRM Personnel Management, Human Resource Management and SHRM- all relate to management of Human resources. Though similar they differ in Scope Orientation  Evolution of HRM Legal phase Compliance issues Firefighting issues Welfare phase Welfare administrator Appraiser, mediator, advisor Development Phase Change agent, trainer, educator, integrator HR as a source of competitive advantage A strategic partner Developer, counsellor, mentor, coach, problem solver  Evolution of HRM in India Personal Management Administrative / Welfare Part of management that deals with the workforce to make them productive Task of managing people- Hiring, Policies & rules, Train etc Narrowly focus on Administrative Clerical - Records Welfare administrator-benefits-Insurance-Leave-Social security Legal Compliance-compensation Safety Removing dangers Firefighting issues- mediator, Advisor -union representation, and conflict resolution  Evolution of HRM in India Human Resource management – a branch of management focuses on optimum and best possible use of manpower by Design HRM PROCESSES policies, procedures, programs Effectively & Efficient Utilization of individuals SKA Achieve org objectives Ex: Staffing, Recruitment, HRD. Gary Dessler – The process of acquiring, Developing, appraising and compensating employees, and of attending to labor relations, health, safety, & fairness. A function performed in organizations that facilitates the most effective use of employees to achieve organizational and individual goals.  Evolution of HRM Human Resources Management Looks at the bigger picture Plans how to manage employees so that organization succeed. Impact Management of work force -motivate thru challenge, creativity & satisfaction Deals with SKA Integrative - dynamic force contributes to an organization’s success  PM and HRM Dimensions Personnel/ IR HRM Contract Traditional People Modern SKA Role Reactive to Problem Proactive Management action Control-Monitoring Nurturing Lead Inspire Devp Goals-EE Employee welfare Acquire, Devp, Motivate, Retain Nature of relations Economic man-Use Social – Feelings-Invest Focus Use SKA Short term Develop SKA Culture Top down Bureaucrat Flexible  Strategic HRM Ex: Building a cultural innovation for the organization and align Talent acquisition process with innovation, reward performance based on innovation/ Improved rates of customer satisfaction Understand organization’s objectives & strategy Assess the capabilities Assess the HR to achieve the business goals  Strategic human resource management A process of managing human resources by linking the HRM practices with the strategies, objectives, and goals of an organization To develop HR competencies To derive sustainable competitive advantage To align HR with Environment and business strategy Formulating and executing human resource policies and practices that produce Employee SKA competencies Employee behaviors To achieve strategic competitive advantage  Roles of SHR To overcome this reputation, he argues that HR must adopt these four roles; FOCUS Strategic & forward looking STRATEGIC CHANGE PARTNER AGENT ACTIVITIES Process People ADMINISTRATIVE EMPLOYEE EXPERT -HRM CHAMPION processes Ulrichs’ model Operational & day to day  Roles of HR Administrative Employee champion Design, implement, & Advocate needs/interests manage HR practices Create a positive work Streamline processes, environment leverage technology Engagement ADRM Satisfaction- Retention Recruitment Interpersonal skills Training & devep Trust and credibility Performance - Career labor laws- Policies- Fair & Compensation, benefits, equitable , inclusive Employee relations  Roles of HR Change Agent Catalyst/sponsor Strategic HR Facilitator Align HRM with strategy Vision Designer (re-design) Mission Manage M&A) Philosophy values Restructuring Goals/Objectives Manage transitions To execute business strategy Managing resistance Balancing all four roles Equip human capital To align the HR efforts To adapt to changes with the organization’s Culture of adaptability and overall strategy resilience.  HRM as core competency Competency Core competency Employee concept Organizational concept Behaviors that Unique capability that accounts for superior creates high value for performance the organization and Ex- employee’s distinguishes an product knowledge or organization from the deliver service rest Ex- Sony’s miniature technology or apple’s innovative capability  HR Competencies Business Partner Understand strategy, market, competition to Contribute to the success HR Mastery - Executes the operational aspects of HR Credible Activist Models the values of the organization Builds trust based relations Demonstrates values - Respected, admired, listened to and active Change Steward Leads change – diagnose problems – sets agenda Articulates vision nd Drives Changes Culture- shape a company’s culture  HR new competency Strategy Architect Has a vision for how the organization can do in the future and plays an active part in the establishment of the overall strategy to deliver on this vision Operation ling HR strategies Understand business Financial & Key drivers Focus on key business goals Programs with business relevance Know what to measure Measure what relates to goals Prepare for future Ulrich’s New HR Competency Model  HR Performance HR Spearhead performance across three levers 1. Department Lever 2. Employee Cost Lever 3. Strategic Results Lever Evidence-based human resource management Data, facts, analytics, scientific research, case studies To support HR proposals, decisions, practices Actual measurements V existing data Research studies H R Adding Value helping the firm and employees Improve performance in a measurable way  Two types of managers Line Managers Staff Managers. Front line of a business who back office - Contribute Perform the core activities indirectly to core work- contribute directly to core Serve/support function business Indirectly responsible for directly responsible results accountable for results Advisory authority - The Total authority or right to right to advise others in the Make decisions organization Direct the work of others Gather Data and Analyze Give orders Assist in Implementation Ex- manufacturing Ex-Recruitment, Advice- Promotion, Administe  HRM by Line managers All MANAGERS ARE HR MANAGERS In Competitive Business environment Line managers take over the functions of HRM/operative HR focus on strategic issues than operatives Line managers care of HR operative functions Selection, training, performance, compensation & retention Judge SKA needed to hire- capture tacit knowledge-fosters climate of hsaring and also know more Asses SKA need to perform and promote Know more about attitudes and influence to navigate towards the goals, priorities and profits Shared HR services - Too costly – to leave it to non  Line Manager HRM Responsibilities Role in recruitment and selection Decides and Places the right person in the right job Provides orientation to new employees Interpret the company policies and procedures Imparts training employees Develop the abilities of each person Improves the job performance of each person Gain creative cooperation - Develop smooth working relationships- Control labor cost Protect employees’ health and physical conditions  HRM Role of Line managers Function Responsibility Problems Recruitment Project Man power needs Decision making with HR Selection Active participation in selection Poor influence on recruitment results Lack of org perspective in selection Training Identify needs based on Performance Uneven involvement Designs training – evaluates effects Unsure of efficacy and improvement Perceives training is HR role-burden Refuses role taking Performance Jointly sets objectives – Monitors- Ambiguous and lacks depth Review and provides feedback - Trains Weak involvement and unsure of Career Joint responsibility Lack of skills – Dependent on HR Salary Vital role, link pin role between Lacks helicopter view - HR expertise operations and HR –vital needed to fix basic Discipline Increased involvement HR has major influence ? Perception of limited authority – complex to high Common sense capability – HR delays- HR is more effective or LM ?  Line and Staff Front line of a business Back office Core Activity Perform a support Activity contribute directly Contribute indirectly Serve Total authority directs activities Advisory authority to those of who report who work with Gives orders Give Advice -Implementation Directly held responsible Indirectly responsible for Accountable results results Manufacturing and sales Recruitment, Advice- Promotion, Administer & Advocate  HR Technology Trends Six main types of digital technologies driving HR professionals to automation: Social Media Mobile Applications Cloud Computing Data Analytics Artificial Intelligence Augmented Reality  Equal Employment Business Necessity Burden of Proof Need for safe and The burden of proof efficient operations when discrimination is Ex: Education alleged is on employer Use job related emp tests Non retaliation Unfair & illegal Employer is prohibited Bona Fide Occupational from retaliation against individual Discrimination Gender, caste, religion  Equal Employment Protected Category Disparate Treatment Race – Ethnic color One group treated Gender differently from others Age Physical disabled Different standards are Religious diversity used to judge Martial status Disparate Impact Life orientation??? Under representation of Blind to differences – the protected treat equally Statistics must prove non Affirmative action AAP existence of both Historical discrimination  Equal Employment Laws Civil right Act of 1964 Civil rights act of 1991 Title VII - All An employment practice institutions to prevent discrimination Race discrimination RRGN must have no role Illegal if Discrimination Fail or refuse to hire an Ex: Social networking individual due to RCGN sites block certain category??? Limit, Segregate, or classify applicants that Harassment – Jokes, slurs, would deprive any physical actions, verbal,  Affirmative action To hire disadvantaged Manage affirmative actions section to make up for Affirmative Action plan the discrimination AAP To narrow the gap Document employer must between groups compile and submit Supreme court – USA Available analysis of Threw results away where groups (AAG) only whites were qualified??? Utilization analysis of groups  HR Compass The TV Rao Learning Systems’ (TVRLS) 10 HR competencies RPG Group Business mastery, HR mastery, change and process mastery and personal attributes 14 sub-competencies CII HR Compass Four critical competency domains 17 sub-competencies, or applications  HR Compass What it is Defines competencies required for the HR professionals Assess the competencies possessed by the HR professionals Provide the path to develop the competencies required by filling the gaps Generic competencies General Behavioral and Technical skills required Functional Domain related Behavioral and Technical skills required by the HR  HR Compass- Examples Generic- Commonly held behaviors Functional- Domain specific HR behaviors Behavioural Generic Behavioural Functional Behavioural Strategic thinking and alignment Service orientation Change orientation Personal credibility Network management Execution excellence Technical Generic Technical Functional Technical Business Knowledge Recruitment and selection Financial perspective Performance management Talent management Compensation and benefits Managing culture, design and change Employee relation and labour laws