HRM Strategy Execution at IIM Ahmedabad PDF

**[HRM Strategy Execution -- IIM Ahmedabad]** - **[Evolution of Human Resource Management (HRM)]** Welcome to the first video. In this video, we will be discussing the evolution of human resource management as a function. Before we jump into the video, I want you to answer this quest...

**[HRM Strategy Execution -- IIM Ahmedabad]** - **[Evolution of Human Resource Management (HRM)]** Welcome to the first video. In this video, we will be discussing the evolution of human resource management as a function. Before we jump into the video, I want you to answer this question. When you hear the words Human Resource Management. What is the first few words or first few thoughts or ideas that come to your mind? Pause the video right now and we will revisit them as we go along in the weeks. Now, why is it important to understand the evolution of human resource management? Well, first, human resource management has undergone multiple changes over a long period of time. The way we looked at human resources has changed our perception about what human resources are, what they\'re capable of achieving, and how they help an organization grow in the future. So let\'s take a quick look at the evolution of human resource management. The function called Human Resource Management that you see in organizations today didn\'t exist in the olden times. Initially, when humans started working as groups, we had a grid system where apprentices worked with the master in Indian tradition. This is called the Shishya Guru tradition that we can call it. That\'s how people learned. That\'s how people started booking in a job. That\'s how they went on to become masters themselves or gurus themselves. And this was not only pertaining to knowledge industries, this also pertained to things like Pottery making, farming, etc. The field of human resource management got a lot of its initial boost to a guy named Fredrick Taylor. Fredrick Traylor, who also worked with the idea of Lean manufacturing, was really focused on how to improve efficiency and productivity in manufacturing. We often call the kind of work that you did and the studies that you did called parallelism. Taylor tried to capture what really improved economic efficiency in manufacturing, and he found that one of the biggest factors in improving economic efficiency was human. This meant that humans were working in a manufacturing process as the early need to be brought on board. They need to work in a certain process. They need to be given rewards. And that is how work gets more efficient. His initial work sparked interest into worker productivity. Now, most of this work would revolved around how do I pay? What do I pay? When do I pay? And how it improves productive. It was also a lot to do with processes. This is how work floors can be arranged to improve productivity. This was later formalized by a guy named Alden Male and a male who was most famous for something called the Horton Experiment. He documented that stimuli unrelated to compensation help increase productivity. He found that working conditions impacted not only the attention of employees, it also impacted their engagement with the job. And both of these together yielded more workers that are productive. This was followed by people like Abraham Maslow, Karl Marx, Max Weber, Frederick Herzberg and David McClellan. Most of this work is related to motivational theories and more specific agree on what motivates people. They identified that there are there can be sets of practices that people or organizations can utilize, motivate people, and to motivate people in such a way that they become more productive. Now, the theoretical evidence already existed. The work of these scholars makes sure that that business case started coming into play from the time of Gaylord email to the work of people like Hertzberg and McClellan. There was a change in our way. Initially, it was just focused on processes and how to get people to work in a particular process. The later work ensured that organizations started adopting welfare practices and these welfare practices ranged from providing a clean working environment, providing a safe working environment. And we are talking about physical environment care to also adopting practices such as health insurance or adopting practices such as pension schemes or medical leave, or providing people with leaves. So we moved from a very process oriented H.R. to an H.R. which focused on welfare of employees, with the belief in both cases being the same that it improves employee productivity. This was also a period after this. There was a period where trade unions or labor unions came into existence and many organizations started seeing mushrooming of trade unions. Now trade unions by themselves and why they came into practice. Well, one reason could be the employer employee relationship transformed. Governments around the world brought labor practices and labor laws in existence. Also, a lot of employees felt that they needed to have their voice heard by the management in a very formalized two way. And that led to a whole era where we talk about industrial and labor relations. And this was the next part or the next evolution of each other. In the latter half of the 20th century, union membership decreased. Industrial and labor relations began being used for things like collective bargaining, collective representation of employees to help employees get better benefits, etc.. This led to the creation of an industrial and Labor Department. In a lot of organizations. In fact, a lot of colleges around the world started offering industrial relations as a specialization during this period. During this period and little after that, organizations started adopting something called Personnel Administration. Personnel Administration was mainly involved with creating and maintaining administrative policies related to the workforce, such as time keeping payments, processing leads, etc.. Personnel Administration was also involved in providing welfare benefits to employees in addition to financial compensation. However, most of this was very process driven and it was very administrative in nature. Organizations realized that this is not enough to increase employee productivity, and this led to a more visible form of H.R., which we call the Human Resource Management function. In this period, advances in transport and communication ensured that workforce mobility was much higher. This made organizations have to focus on collaboration between people. Also, a lot of corporations and organizations began viewing employees as assets rather than just cogs in a machine. Human resource management became the dominant function. They started creating policies and practices that were focused on collaborating between employees. During this period and slightly after this period, trade union membership started declining and it has declined significantly. While these workforce management practices in the form of H.R. have continued to expand and that improve and increase their influence in organizations, the idea behind them was that human capital management, which is also very synonymously used as human resource. However, I would be give you a word of caution. You heard that human capital usually refers to a more narrow definition of human resources, and that is the only the knowledge that individuals have and this knowledge that can contribute to the organization. How do I get these human resources who have human capital to collaborate with each other? That was the focus of the human resources department. This is the department that we see today. However, at this stage, a lot of organizations feel that there is a need to formalize not only the practices and policies related to managing their employees effectively, they also need to have some kind of formal approach to managing their employees. This led to creation of human resource management systems. These involve things like training, performance management, recruitment and selection, etc.. We will dwell much deeper into each of these systems in the coming weeks. More often than not, these practices were required to systematically coordinate employees within an organization, and human resource management was born. Let me see three or more. More specifically, the modern Human Resource Management that we see today was born. However, researchers such as Dave Wooldridge argued that aligning human resources and business strategy is essential for the growth of the form. This meant that you might have to re-engineer organizational processes. You will have to listen and respond to employees and you will have to manage transformation and change. This led to the growth of strategic human resource management that we will be discussing in this course. In practice, human resource management departments are responsible for employee experience during their entire employment lifecycle. It is first charged with attracting the right employees or the right talent. Usually they do this through employer branding. Then they must select the right employees. This is usually through the recruitment process. Once the people are on have been selected, human resource managers need to bring on board the new hires. Then they need to oversee their training and development during their tenure. They also need to manage their performance, and human resource can assess if this talent is actually poor, performing or not performing through performance operations. If they are rewarded, then we will be discussing in a lot more detail about each of these functions. To sum up this video, I started by telling you about the evolution of human resource management from the formal processes based approach of Baylor to the welfare state. Because of motivation theories that came into place, this then led to the industrial relations stage of human resource management, after which organizations realized that humans are assets rather than just cogs in a wheel. And they need to be systematically managed so that they can coordinate with each other. This led to the creation of human resource management departments all over the world. For other organizations to realize that it is not enough to just coordinate between them. They also need to be aligned with the strategy of the organization. And this is the genesis of Strategic Human Resource Management. Thank you. And I shall see you in the next video. - **[What is Strategic Human Resource Management?]** Welcome back. In this video, we will discuss a little bit about why strategic Human resource management. Why is it important? What is it needed for? Why should we be bothered about it? So let me start there. Before we go any deeper into what is Strategic Human Resource Management and our exploration of strategic human resource management, it is important to understand why human resources need to be managed strategically. Why not just believe in coordination with scholars in the field of management have always tried to find out what organizations really need, and they came up with the realization that what organizations really need to strive for is sustainable competitive advantage. Well, how does an organization get a sustainable competitive advantage? While there have been many research work around what an organization needs to help maintain strategically manage its competitive advantage, one particular thing that stands out is resources. What the argument is that a sustainable competitive advantage is usually conferred on organizations or organizations that are able to maintain it also based on their resource that are available to them. These resources can be anything. They can be technological resources, financial resources, knowledge resources, or human resources. There can be multiple different resources. However, what is more important is the mere presence of this resource is not a sufficient condition for obtaining sustainable competitive advantage That means that these resources need to have certain characteristics. These characteristics can be summed up by the acronym V. R. I. N. Which essentially stands for this resources that provide sustainable competitive advantage need to be valuable. They need to be there. They need to be in equitable. That means they cannot be imitated and lost in the stands for non substitute, but that means they cannot be substituted by something else. Organizations which are able to hold on to resources which provide them these four characteristics are the ones who will have a sustainable competitive advantage. Now there can be so many resources that have the same characteristics which are resource actually will be able to provide you with sustainable competitive advantage for all that we do right now. And think about resources within an organization that may exhibit all these characteristics. Which ones do you think of? Did you think of human resource resources as one of those resources that human resources exhibit? All the characteristics of a resource required to achieve and maintain sustainable competitive advantage? Getting the right resources makes them valuable. Having talent or people with high potential in your team or in your organization makes them rare. Human decision making is very, very difficult to imitate. And finally, all documents, you may argue that humans can get substituted by machines in knowledge as organizations and as the economy becomes more knowledge intensive, the knowledge that a human holds cannot really be substituted. And therefore human resources are one of those resources which have all the characteristics that are valuable, rare, inimitable, non substitutable, and they can provide organizations with sustainable competitive advantage. Can you think of any examples of organizations that have been highly successful because of their human resource management? How many organizations could you think of? The truth is a significantly high number of organizations across those industries are successful and continue to remain successful because of their human resources. This is also true when the external environment that an organization operates in is exposed to many, many changes. Human resources help organizations adapt to the external changing environment. You may notice that some organizations have been able to sail through disruptive events, such as financial crises that we have seen everyday mix in the form of COVID 19 social unrest in some cases, while others have not been able to do this, the even when they had financial resources available for use. And this is what makes human resources very important. This also means it becomes very important for us as H.R. professionals to manage their resources in a way that they continue to provide sustainable competitive advantage. Now, the discipline of H.R. concentrates on people in an organization. First, we transformed our department from personnel we human resource. Now we are going to talk about how we move from H.R. M to Strategic Agile. The second transformation that I am going to speak about has come because people or organizations recognize that other than just coordinating the assets that are available within an organization, they also need to be linked to the organization. That is when they actually became become valuable and read if they were not linked to the strategy of an organization, we are only coordinating. They might be valuable, but they are not rare because they are not linked to the strategy of the organization. In this video, we spoke about why human resources and we discuss the idea of sustainable competitive advantage argued that human resource is one of those resources that can provide an organization with sustainable competitive advantage. Because it\'s valuable, it\'s rare, it\'s inimitable and it\'s non substitute. We also talked about how they become valuable and rare if they are aligned to the strategy of the organization. This has is the beginning or the genesis of Strategic Human Resource Management. In our next video, we will first drill into the roles that h.r. Managers need to play when they think about strategic human resource management. See you in the next video. - **[The Roles that HR Needs to Play in an Organisation]** Welcome to this video. In this video, we will be discussing the roles that are involved in being a strategic human resource practitioner. I\'m going to be using a popular framework by David Ulrich. Now we need to think of an organization not as an island, but within a competitive landscape. This would mean industry, this would mean economy. The competitors that are there in the market, the substitutes that might be there in the market, and therefore context in which an organization is is very, very important. The first role that an organization needs, a strategic human resource practitioner to play is to be a strategic position. What does this mean? It means that within this broad context of the industry that we are operating in the economy in which we are operating. Where do we position our organization? Now, this oftentimes will come from the strategy of the organization. However, we also need to realize that means we also need to have our human resource that we have positioned itself in accordance with the strategy of the organization. And that is the first role that needs to be played. Now we come to within the organization, once I have decided what position I want to take in the market, I need to build my organization up to take that position. And this means that a strategic human resource practitioner needs to play four major ones. The first drawn is he or she needs to be a capability builder. And when I say capability builder, it means two things. One, you need to understand to hit this position in the market, to help to help and achieve our strategic goals. What are the capabilities that the workforce needs not only right now, but also possibly in the future? We will discuss a lot more around this when we discuss learning and development as well as performance management systems. Secondly, strategic human resource practitioners need to be technology proponents in a world that is relying more heavily on technology and where technology changes very rapidly using technology such as internet communication technology can help human resource management get greater insight on the workforce. We will also be able to identify solutions and deliver them more quickly if we use technology. One prominent field of study in human resource management currently is people analytics, and people analytics is based on the idea that human resource management needs to use technology and gather data to create more robust, more precise charting iterations that can change the trajectory of our human resource workforce. Next, the human resource practitioner needs to be an innovator and an integrated. Let me give you an example here. When COVID 19 hit the world, a lot of offices had to move their work from being in a physical location to work from home or remote work and so on. Now, for some, this might seem like a very big innovation. However, we know of organizations that have been using this remote work philosophy for many years. Even before COVID 19 hit. Those are innovative organizations. How and what can I do to make sure my human resource assets are more innovative? Also, one very important thing that organizations failed to do, which human resource should be involved, is how do I integrate all this talent that I have? How do I bring them together for the script, for meeting the strategic objectives of an organization? And therefore, one of the most important roles of its role is a strategic human resource practitioner needs to play is being an innovator and being an indicator. Finally, the human resource practitioner needs to become a change champion, and this is becoming more and more important today in the world of digital transformation. AI Automation. What organizations do, how they function? What are their business models? Has that all changed? Legacy forms that sold from a brick and mortar shop now also have to sell online. Most of them what we call ADD becoming omnichannel. Now, to become an omnichannel model, not only do you need different human resources, but you also need your workforce to understand the change. And this is a primary function of how do I help my organization change? How do I get them to adopt and adapt to the new external environment, other than these four roles that they that you play within the organization and the one role to play in relation to the external environment as an individual human resource practitioner, specially strategic human resource practitioners need to be credible actors that are two words here, credible and activist. What does credible actually mean? It means that these practitioners need to be seen as trustworthy. They need to be able to deliver on what they have promised to both top management as well as people below the line. You need to be seen as credible in both the context. And finally, you need to be an activist. Activist in this particular sense means that you need to not only voice, opinion or carry values, you also need to take the voice of employees up to top management and the voice of top management to the employees. In both cases, if you are trying to implement any kind of policy and you face resistance, which you will, it may happen because the H.R. system as a whole is not seen as trustworthy, it\'s not seen as credible. And therefore, if you think of it, we have some roles that we play at the contextual level, some roles that we play at the organizational level, and some roles that we play and the inclusion. In both cases, if you are trying to implement any kind of policy and you face resistance, which you will, it may happen because the H.R. system as a whole is not seen as trustworthy, it\'s not seen as credible. And therefore, if you think of it, we have some roles that we play at the contextual level, some roles that we play at the organizational level, and some roles that we play and the inclusion. And finally, with relation to the external and wider mean that an organization is facing. They need to be a strategic position. Thank you. - **[Understanding Organisational Strategy]** Welcome back. In this video, we will be focusing on organizational strategy. Now, take a minute to think about what does organizational strategy actually mean. Is it the vision, mission values or is this something it\'s an easy way to think about it? Is this How does an organization function? And in which domain does it function? And what is it looking for to achieve is what is strategy. Now, before getting making it more complicated and trying to confuse all of you, I am going to be presenting two versions of organizational strategy. The first is the very broadly used version, which was developed by Porter organizations. His argument was organization can compete with other organizations along to access. The first access is based on cost. They can be low cost providers or they can be high cost providers. However, to be a high cost provider, they need to differentiate their product for very large extent compared to others. Let\'s take the example of clouds. I\'m sure you can think of examples where you have clouds, manufacturers or retail companies in the clothing space that are low cost. While on the other hand, you have luxury brands like differentiate themselves compared to all other competitors. The second thing that he argues is that organization can have a narrow focus. So we have focused only on a niche market. While some organizations will have a very large focus, let me take an example of automobiles or cars. If we take the example of something like Maruti, Maruti has this focus on a large segment of the market. While a company like, let\'s say a Ferrari has their focus on a very narrow segment of the market and this leads to four different strategies. The first is organizations that focus on low cost but broad market focus. These organizations follow a strategy which is called cost leadership. There are also organizations that try to keep a low cost but are focused only on a narrow niche market. These organizations we see have a cost focus positively delivered. And think about at least two examples of organizations that you think are cost leadership or for lower cost leadership strategy. And two organizations that follow a cost focused strategy. Great. Could you explain some? Now, let\'s talk about organizations that don\'t focus on cost, but rather focus on differentiation. They try to make their products more valuable by differentiating them compared to all other competitors. Now, similar to cost, you will have players or you will have organizations that try to have a differentiated strategy but focused on reaching a broad market. This strategy is what we call differentiation. You may also have organizations that are differentiated but focus on a very narrow segment of the market. These are what we call deferred initiated focused organizations. So essentially, one argument can be organizations follow for different strategies cost, leadership, differentiation, cost focus and differentiation focus. All these strategies would have implications on how a chart is done and what needs to be done in human resource management. Let me also introduce you to a different framework of thinking about organizational strategy. This is called the Miles and Slow Typology, or the Multinational Framework. My intentional argued that organizations are focused on two different things. One, they are focused on exploring. And two, they are focused on exploitation. In this context, exploitation is not a negative for. Please do not have a negative connotation of it. What does it mean? Exploitation in this case means that organizations are focused on improving efficiency and reducing cost. A simple way of thinking about this is if I am manufacturing a particular product and I\'m constantly trying to improve my processes or improve my process efficiency, in turn, I will be reducing the cost per unit required to produce this good or this service. The other axis that I spoke about was exploration, and that means some organizations are focused on trying to find what is new or trying to bring new products or services to the market. In short, they are more focused on innovation. Now, some organizations that means would be low on exploration. Some will be high on exploration. Similarly, some organizations will be low on exploitation and high on exploitation. This led to four different types of organizations. The first one is organizations that are low on exploitation as well as low on exploitation. They are called reactors or reactive type organizations, and that whole strategy is around not doing anything new while also not trying to improve efficiency. They just follow what somebody else has done. These organizations thing not to do so well and therefore we will be not discussing about them in this particular video now. Some organizations are high on exploitation but low on exploitation. We call them the defender type organizations. These organizations will constantly try to improve their productivity, try to improve their efficiency, try to reduce the cost of units or cost per unit or cost that is required. These organizations are highly efficient and their strategy is focused on being highly efficient. This means that the way H&M is done in these particular organizations will be different than how each item is done in organizations that are react. Pause the video. Can you think of an organization which doesn\'t focus on innovation but focuses on improving efficiency? Great. Could you think of any? Now let\'s talk about organizations that focus on exploration. You will have organizations that are focused more on exploration and very less on exploitation. These organizations are called prospector organizations. The word comes from somebody who is an oil prospector or a gold prospector. They take a risk thinking that there will be oil here or gold there. So they are trying to see and develop products for the new market. They are trying to focus on innovations. How would innovations may not always work in the market? They might be ahead of the market. They might not be what people expect and that might be other reasons why innovations don\'t work. But these organizations are focused on trying to find the next big thing. They are focused on innovations. Can you think of any organizations that are prospectus? I hope you could find a few, because most organizations will either be prospectors or they will be defenders. What should organizations really do, though? Well, the thing that organizations do try to do is be high on both exploitation and be high on exploration. Those. Easier said than done. The reason behind this is organic is nations that have products or services that are efficient and that are selling in the market. If you improve the efficiency of their delivery or the efficiency of their manufacturing and lower the cost, you will gain benefits. At the same time, you are also focusing on what is new and trying to identify different market opportunities for your products and services. This particular strategy is called being an analyzer where you analyze the tradeoff between exploration and exploitation. Now, if you think about the multinational typology, can you see that inherently an organization high on exploitation versus an organization high on exploitation would require different types of employees. They would require employees who have. So the hiring of these people will be different. It would also mean that the training that is given to these people is different. Most organizations would try to or would like to be analyzers, in which case it is extremely difficult because on one hand you need somebody who is going to be focused on innovation. And on the other hand, you want somebody who is focused on efficiency. But these are not really balanced. There is a tradeoff that will occur. This is a very small snapshot of the different strategies that an organization can follow or do follow. And I hope you can see the connection between the strategies that an organization follows and the kind of human resources that it needs. Context, as I mentioned in the previous video, is extremely important. How does human resource practice position itself in the strategic environment that has been created will determine the success or the failure of an organization? To quickly summarize, we discussed in this video to different organizational strategy frameworks. The first was focused or looked at cost and differentiation on one hand, and on the other hand. A broad market was there\'s a narrow market and we identified four strategies that an organization can technically follow Cost, leadership, cost, focus, differentiation and differentiation focused. In the second framework, which was suggested or has been suggested by Miles and Snow, we talked about organizations can either be focused on exploration, which is identifying and creating new innovations, or they can be focused on exploitation, which is improving efficiency within an organization. And this can lead to four different strategies that an organization can follow. They can be reactants, they can be defenders, they can be prospectors, and they can be analysts. And I hope you can see the connection on how adopting one of these strategies would have an impact on human resource management. Thank you and I shall see you in the next video. - **[Alignment between HRM & Strategy]** Welcome back. In the previous video, we talked about different organizational strategies. I want you to take a few seconds, pause the video if required, and think about how H.R. and the H.R. practice is would differ depending on the strategy that an organization uses. Now, if we are using the mind, since no framework, if an organization is a defender, what is it as a prospect that you may argue that the people that we hired are going to be different? If you are a cost leader, what is a differentiator? You can argue that the people that we require are different. Also, the base structure, the compensation and the benefits that we can give these people will differ. However, we believe that it is a system of H.R. practices rather than individual practices and policies in isolation that play a role. There has been a lot of analysis and research around this work, and it has been found that systems are bundles of H.R. practices have a greater effect in organizations compared to just adopting singular practices that are not aligned to each other. HRN Systems, therefore, has been found to be the most appropriate level of analysis. Because they are more accurate, they reflect multiple parts through which H.R. practices and policies will influence successful strategy implementation. Alignment, therefore, becomes more important in this context, both internal to the atrium system that is among the policies and externally that is with other organizational policies and goals. Let me take a moment here to give you an example. If we have an organization that is a cost leader, do we really required to hire people who are very highly qualified or who are highly unique, who have high compensation structures? How much should we train them? How should we look at their performance? What kind of performance incentives should we give them? What kind of reward should we focus on? All these are important questions. However, big cherry picking practices from some other sector whose structure or whose strategy is not related to yours will cause a misalignment. Further, it is also important to see how agile in practices are aligned with the organizational practices that play a role in Jordan sales and marketing. How would you, if you are handling people in sales? How are sales incentives doing? How are their goals set? If their goal is selling as much as possible, the incentive that H.R. gives them is based on showing up to work. There is a misalignment creating an entire system is that is appropriate for a firm\'s competitive strategy will only help a firm reach its operational and strategic points. The focus, therefore, for H.R. needs to be on alignment. And this means that there are different possibilities for complementarities or synergies within an appropriately aligned system that you need to be looking out for. These complementarities can be positive where the fall is greater than the sum of the parts or negative elements of the system are conflicting with each other. And this meant that negatively, when a net negative it will actually destroy value rather than create value. The more subtle the alignment, the more difficult it is for the organization. The more the atrium system can provide complementarities, the more it will create an inequitable strategic asset in the form of human capital. What is my secret sauce? Is not one or two practices. It is the alignment and the complementarity between practices. And this is how HRN becomes strategic Human Resource Management. Let me summarize this video for you very quickly. We spoke about in the previous video competitive strategy that an organization can adopt. In this video, we argued that when an organization adopts a particular competitive strategy, it also needs to adopt a system of H.R. practices rather than singular H.R. practices. This system of H.R. practices needs to be aligned internally as well as externally. This alignment with the strategic goals of the organization or the adopted strategy will provide the H.R. and the organization with a way of achieving its operational and strategic goals. It will also create complementary Mendes complementarities positive. It will lead to creation of an inimitable strategic resource, which will provide the organization with an opportunity to maintain and create a sustainable, competitive advantage. Thank you and I shall see you in the next video. - **[Introduction to High-Performance Work Systems (HPWS)]** There has been a lot of research around data, but none of H.R. practices actually provides an organized competitive picture that one of the most famous or the most widely used systems is what we call the high performance work system. This high performance work system refers to a series of different but interrelated human resource practices implemented by organizations which aim to improve individual and organizational performance. How do they do that? They do that by focusing on improving and employees abilities, that attitudes and their motivations human resources need to be in a system. And now when this system has complementarities, it will have an impact on organizational performance, HPWS, or high performance work systems, and in for designing and implementing a series of in internally coordinated human resource policies and practices to ensure the improvement of human capital. In this case, what we mean by human capital is the knowledge, skills and abilities of employees. The aim is if we increase the knowledge, skills and abilities of employees, we will ultimately be able to achieve the business goals. There\'s also research to suggest that the practices that are adopted as a form of hype performance work systems should be complementary and synergistic. Additionally, compared with just single human resource practices, the bundle of human resource practices is generally found to be more effective. Now, what kind of practices are involved in human in this high performance work system? When the three broad areas where high performance work systems are focused on are practices that are ability enhancing? This could include things like training and development or learning. We will discuss in detail more. They can also be related to recruitment and selection. For example, recruiters being very highly selective in the recruitment process might ensure that the organization is able to hire the people who have the highest ability. The second broad area that these practices focus on are motivation and sensing practices. Now, if you remember in one of the first videos in this week, I spoke about motivation theories. While there are multiple theories related to motivation, there is also the idea that how do people actually get motivated? And this means that human resource practitioners need to develop a bundle of synergistic li related complementary motivating practices. For example, compensation is just one motivating factor, but not the only motivating factor. We also talk about rewards in the form of nonmonetary rewards, which can also be a motivating factor for some people. Learning can be a motivating factor. Also, I ensuring that I get feedback for the job that I have performed can be a motivating factor. So the second group or the second bundle of practices are actually focused on improving motivation. And the third bundle or the third bundle of practice is a broad area that they focus on is how do we increase opportunities for opportunity and hence in practices. Now when we talk about opportunities, we are talking about opportunities within an organization. For example, some organizations might use an internal job posting or they will promote people internally from the internal workforce versus hiring somebody from outside. This is essentially an opportunity that people might get. Performance management systems are designed to allow for identification of talent, but also to allow for giving building opportunities in areas in which they have strengths together. All these practices form high performance work systems. Let me summarize this video for you very quickly. In this video, we spoke about high performance work systems, and we argued that high performance look systems are actually a blend of are practices that are ability enhancing motivation, enhancing and opportunity and hence together they are synergistic and complementary to each other. This allows an organization to increase the abilities, attitudes and motivation of its workforce. With this new workforce, organizations are able to achieve their organizational quotes. Thank you and I shall see you in the next video. - **[Linking HPWS to Organisational Outcomes]** In this video, we will look at how high performance work systems are actually aligned with the organization that the first research that was there was around how high performance work systems impact organizational outcomes. And we focused on organizational outcomes such as revenue, profit return on investment and other financial parameters. Researchers have found that adopting high performance work systems has a positive impact on different financial parameters that an organization would like. The second outcome that has been focused on is that an individual employee level organizations or researchers more specifically who do or study organizations, have found that high performance work systems impact might have a positive impact on knowledge, ability, skills and behaviors of employees. And this in turn helps an organization manage or make that workforce more engaged with the job. A highly engaged workforce may lead to better organizational outcomes, whether it be efficiency, productivity, financial outcomes, innovation, etc. Adopting high performance work systems has also had a negative impact on things like attrition, which is a major problem in a lot of organizations. It has reduced adopting high performance work systems, reduces the amount of attrition that an organization has. That said, there have also some amount of research which suggests that adopting high performance work systems may not always have beneficial effects on organizations and individuals. While we will discuss more about this in the coming weeks, it is important to understand that sometimes high performance work systems may lead to unintended consequences, such as a decrease in well-being or an increase in stress. Adopting any kind of practice and without understanding the context first and ensuring that the bundle is complementary, is actually problematic for organizations. While we will discuss a lot more on this, I want you to understand that high performance work systems do have a positive impact on organizations. While that is also a case where they may have a negative impact on organizations, there is a tradeoff here between intended consequences and unintended consequences. How do we choose which practices to adopt and when to adopt? There will be a discussion for us in the weeks that follow. I hope to see you in the weeks that follow and in the next video. Thank - **[Summary]** Welcome back. This is a quick summary of what we have tried to learn together in this week. We began this week by talking about the evolution of human resource management. In that video we spoke about how we went from focusing on only process that work related to increasing labor productivity to human resource or modern human resource systems that we\'ve seen lately, after which we jumped into the differences between strategic human resource management and human resource management. Ensuring collaboration and cooperation among people all over organizations soon realized that that is not enough and they really need to be aligned with the organizational strategy and strategic objectives. And that led to strategic human resource management. And that is also the key difference between strategic human resource management and human resource management. After that, we looked at the different role as a human resource practitioner needs to play when they\'re involved with strategic human resource management. We spoke about the different roles and the three different layers at the individual level within the organization and the impact of the context, after which we jumped in to the different frameworks on at least two different frameworks that organizations strategy can be classified ed in. And we looked at how corporate strategy that organizations are dealt can be bucketed into four different versions, whether using mining, social or whether using purpose. We also, during this time looked at how the depending on the strategy that an organization uses is a different system should ideally differ. And we made the argument that it is not singular h.r. Practices but a system of practices that need to be bundled together. They need to be complementary. They need to have synergy between each of them and that will help an organization achieve its objectives. Finally, we looked at one such system which is called the high performance work system. While we discussed what it involves and we argued that all high performance work systems are ability enhancing, motivation, enhancing and opportunity. And that\'s we also looked at the positive outcomes that they have on an organization and individual employees within an organization. And I gave you a word of caution that some times we may have unintended consequences related to what the organization and individual employee is within an organization. Please join me next week when we jump deeper into specific functions of human resource management and how they are linked to strategic human resource management. Thank you Introduction to Strategic Staffing & Recruitment Welcome to the first session on Introduction to Strategic Staffing and Recruitment. Staffing is broadly defined as the prospect of attracting, selecting and retaining competent individuals to achieve organizational goals. Every organization uses some form of staffing and staffing is the primary way in which an organization influences its diversity and its human capital. Now, let me tell you a little bit about recruitment. Recruitment can be defined as those practices and activities that are carried out by an organization with the primary aim of identifying and attracting potential employees. On the other hand, selection is the HRM function that reduces the number of applications first and then creates a way in which we select the employee, the potential employee or individuals who fit to the organization. So there are two different ideas with these two different ideas in mind it is clear how both of these functions are related. They are not the same for recruitment, but become strategic. It is first important to answer the following five questions. Whom to recruit ? is there to recruit more recruitment sources to use than to recruit? And what message should we communicate to potential employees? Here is a question for you. If your organizational strategy is to be a prospector, how would you answer these five questions? What about if your organization\'s strategy was to be a defender? We are different. Most definitions of recruitment emphasized the organization\'s collective efforts to identify, attract and influence their job choices of competent applicants. Depending on whether we were a prospector or a defender. The answer to these five questions would have been ideally different. Now, why is recruitment important? Well, for one, organizational leaders are painfully aware that recruiting talent is one of the most pressing problems. A tight labor market give applicants considerable choice between employers, particularly for those in profession, in professional services. Information and knowledge based services. Technical services and service based occupations. Some reports indicate that nearly half of all employees are at least passively looking for a job, and a sizable minority are continually actively searching for job changes. This is a huge problem for many organizations, and many organizations actually face a greater recruiting challenge than a selection challenge. Selection, mind you, will only be effective and quite financially defensible if a sufficient quantity of applicants apply to the organization if they\'re not going to apply. You may have the best selection processes, but you would still not be able to get the best talent. Compounding this challenge even further is the fact that many organizations struggle with how to attract a diverse workforce. Thus, in academia and in practice, there\'s a growing recognition that recruiting by itself, irrespective of selection, is critical not only for sustained competitive advantage, but for basic organizational survival. Therefore, it becomes even more essential for us to understand how recruitment and selection needs to be done and needs to be done appropriately. Since this will influence the human capital available within an organization, the pool of human capital that we have within our firm will in turn allow the firm to create and maintain sustainable competitive advantage in Introduction to Fit Theory Welcome to the second video of the series. Now I\'m going to be discussing a theoretical concept. Well, let me begin by saying this. We need some kind of a reference framework to understand strategic recruitment and selection. One such framework that I want to introduce you to is called the attraction Selection Attrition model. Part of the A as a model based. This is based on research based on research mainly in the field of industrial and organizational psychology. And this model proposes the first people are attracted to organizations that hold values that are congruent with their personalities, values and needs. Second, the organization, in turn, usually employ people with attributes that fit with the organizational culture. And third, those employees who do not fit the organizational culture leave naturally over time. So attraction, selection, attrition, this model that I have just presented to you is a very useful starting point for our discussion. Let us first try and understand what this means for organizations. First, individuals are within a job market and they will try to pursue a job only if they feel that there is some congruence between them and the organization. Checking organizations when they\'re using different selection methods should focus on selecting employees or individuals who fit with the culture of the organization, those who do not fit and eventually leave. So attrition is higher. That essentially means we also had a starting point problem, which was with recruitment and selection. This also implies that organizations need to find, attract and selected individuals who fit with the organization they call this. That\'s okay. We will also explore security in a little more detail in the next video. So to summarize very quickly, in this particular video, I introduced you to the concept of attrition, selection, attrition as a model and how it is everything to do with how individuals fit within the organization and those who do not seek leave the organization. Fit Theory in Practice Now let\'s see how fit theory works in practice. So research has looked at what attracts people to an organization. While there are many factors, some of which may surprise, surprise you. I would first like you to pause this video and list on at least three things that would attract you to an organization. Great work factors to do right now. Must be one of them. Maybe you wrote down growth opportunities or maybe you wrote down the culture of the organization or the prestige of the organization. Do all these factors that go written out feature in the decision to apply for a job? So the first part of our free activity and the essay model is attraction. So really, Lestrade answered this question What attracts people to a job? While there can be a host of factors that help in attracting people to a particular organization and more specifically to a particular job, it is essential that we first see if we are actually able to attract people that we want. And also if people who fit in with the organization find our organization to be an attractive employer. Now, organizations, one of the easiest way that they try to reach out to these potential candidates is use different kinds of sources. Most organizations use a wide variety of sources to reach candidates such as newspaper adverts, online job boards, campus recruitment, social media in the form of LinkedIn or Facebook or Twitter, etc.. But they don\'t have a wide array of sources that you can use. You may be familiar with some of them, definitely. However, in terms of strategic ageism, I would argue for a slightly different approach, given that a large majority of recruitment nowadays is done via digital sources. It is important to analyze how this digital medium is actually helping your organization. So I would strongly suggest, or I would recommend you use a process very similar to what is used in what we call performance marketing, and that is measure the return on investment you get from each medium. This return on investment is not always based on number of applicants. It can be based on a multitude of measures, such as number of clicks or number of page views, number of shares, obviously number of applicants, which is an important measure or metric by itself. Although this may sound a little out of the box. It is important to understand which medium works best for you to make a strategic decision about recruitment. Now let us focus our attention to what attracts people to a job or to an organization. So research in the domain of recruitment has been able to give us some insight into what makes a job attractive. First is job characteristics, and this includes what kind of B is being given? What kind of compensation is being given? Compensation includes your base pay and the benefits, especially the financial benefits that are important. What kind of advancement is being offered? And finally, what type of job is it? You may also know me looking at people who are looking at jobs only for work from home, which is a new phenomena, but it is also a type of job. Seeking is organizational characteristics. These include work environment, the organizational image, what kind of prestige or status that this organization have. There are you located, but where is the job located? The size of the organization. Your familiarity with the organization? And finally, how many odds do you have to work? Third is the perception of the recruitment process and perception of the recruitment process. The first thing that really matters is the perception of justice, and more specifically, procedural justice is the process of recruitment transparent? Is the recruitment process justified? Is it valid? Is the second most important thing is timely response. The third is opportunity to perform. I am not. We are not talking about performing on the job. We are talking about performance in the interview process or in the recruitment and selection process. Do I get multiple times? That is there multiple layers to my selection? The third is the perception of treatment. How have I been treated by the organization? And finally, whether this recruitment process is consistent throughout. I\'m going to take you through a very simple example. Imagine there is a person. She\'s an engineer. She wants to work in software development. She wants to work in a startup. And there\'s a preference for working in a metro city. The jobs. Do you think she will not even look at. If you answered jobs that are not related to software development, jobs outside the macro or a combination of some of the above characteristics that I mentioned, you are on the right track. Now, please understand that what we are trying to do is attract talent, and talent oftentimes is very context specific. Organizations need to attract people who fit their own context and resonate with their context, and that is what is strategic recruitment. In this video, we looked at recruitment and more specifically, strategic recruitment. We talked about how we could test to use can we think of armed forces strategically? We also spoke a little bit about what really attracts people to a job now. What attracts them to a job needs to also be strategically thought about and communicated via your sources so that our recruitment becomes more strategic. Next, we will look at once you have done recruitment, how do we actually select people? So see you in the next video Introduction to Selection Methods In this video, we will be discussing selection methods. So usually once you have attracted people for a job, you will have some kind of shortlisting process. This shortlisting process might be based on things like criteria, like experience, educational qualifications, etc.. After shortlisting, what we do is we use some kind of instruments or tools to do a selection. For the purposes of this video, I will be focusing only on three types of selection methods. While there can be a long, exhaustive list of recruitment selection methods, I am focusing on three that are most commonly used and possibly have the greatest impact. So after shortlisting, what a lot or a large majority of organizations do is they do interviews. Interviews are one of the most widely used selection processes. Interview sometimes are done single interviews, panel interviews, multiple rounds of interviews, mock interviews. Interviews can be structured in various ways. They can be based on competency based interviews. You can have interviews based on the content of your CV and application forms, which also sometimes organizations ask people to select. So interviews can be based on a wide variety of things. Why an interview was important? Or how do they actually help? What an employer and a potential employer attended first. For employers, the interview is an opportunity to first gauge the candidate\'s experience and ability to perform early speak in their help, explain the employee value proposition, including learning opportunities and employee benefits. So some things which are very important for a person may not be clear from just the job and work. An interview gives you an opportunity to actually clarify some of this. Third, it allows you to give the candidate a positive impression of the organization as a good employer for candidates. The interview is also an opportunity. It is an opportunity for us to understand the job and its responsibilities in much greater detail. For example, during a technical interview, candidates might actually understand what kind of technical skills are required for this job. Second, they allow the candidate or give them an opportunity to ask questions about the organization and the employee value proposition that they seek, because a lot of times this won\'t be clearly communicated in a job work code. It allows candidates to decide whether they would like to take up the job that is offer or if they prefer not to join, even if they are given an offer. So it is with that intention that interviews are helpful despite eight interviews being probably one of the most popular selection method, they have enough evidence to highlight that there are limitations to the traditional form of interviews because interviewers can be prone to biases. So I\'m going to draw on work in the field of behavioral science who give you some of these common weaknesses that the interviews have. The first is interviewers sometimes are biased because of the self fulfilling prophecy. That is, interviewers may ask questions designed to confirm initial impression of candidates. This is often gathered before the interview or in the early stages, sometimes from the CV or the way the application form has been freed up. The second is what we call stereotype effect. Interviewers sometimes assume that particular characteristics are typical to members of a particular group. In in in this case, it can be a group based on sex, race, disability, marital status or something, and decisions are made on this particular group will stay on. So there are some biases that are often introduced in the way we think about these people. And that\'s why what may happen is we make assumptions that this person is like this without actually thinking about it. We have already have a bias. The third can be a halo and horn effect. One interviews interviewers to rate candidates as good or bad in some aspects. They often replicate the judgment across the board, reaching an unbalanced decision. Let me give you an example. If the interviewer starts, if the intent starts out good with what people being rated would in some criteria, that initial impression will stay on and the person will be dictators good, even if afterwards they are not performed this way. We may also have something called a contrast effect, which is interviewers can allow the experience of interviewing one candidate to affect the way they interview others who are seen later in the selection process. So depending on the first candidate, the second the third before possibly the last candidate all get impacted. There\'s also a similar to me effect Interviewers sometimes give preference to candidates who perceive as having a similar background, career, history, personality or attitudes as themselves. And finally, personal liking. Interviewers make big decisions on the basis of whether they personally like or dislike the candidate. Now, despite all these biases, interviews are still a great medium for selection. So what can we get from behavioral science that can help us improve interviews? Well, behavioral science research suggests that to avoid instinctive or hasty decisions, interviews should be pre committed to a state of interview questions. What we are saying, what I\'m suggesting is, rather than having semi-structured interviews, have structured interviews. Now, there might be a problem that they may become very rigid for structuring in interviews. A however, can help to improve the ability to predict performance in the job. A structured interview means a few things. One questions are planned carefully before the interview. All candidates are the same kind of questions or the same questions. In fact, answers are scored another rating scale from 1 to 5 or 1 to 7. Question Should focus or questions focus on the attributes and behaviors related only to the job at risk. As I mentioned that this is an overtly rigid approach in which there is little opportunity to ask the candidates supplementary questions, and candidates do not feel at ease because of this. So some balance may be required to ensure fair and successful selection. It\'s best to use several methods in the decision making process, and we will look at some of these methods next. The second are a very popular method that is used by a lot of organizations is best. Now, this has become a very important part of selection and can benefit the overall talent management process that an organization adopts. Evidence suggests that standardized tests or tests such as tests of cognitive ability, can be good predictors of job performance, especially for occupations that are based on complex thinking. Although I must mention this that test results specialist psychometric test research should never be the sole basis for selection decisions. Used correctly, psychometric tests allow employers to systematically assess individual differences. For example, differences between two individuals in ability or aptitude or personality. They\'re often delivered nowadays that often are administered online, particularly when you\'re assessing a high volume of applicants. How, However, a word of caution by using only psychometric tests, making selection decisions is often not effective. No. One of the most effective method is what is called assessment centers. Now, assessment centers are used for selection as well as for promotion and professional development purposes. They require candidates to complete several different tasks and often combine behavioral ratings, cognitive and personality assessments obtained from different sources. These stars are always clearly related to personal specification and are often related to what kind of job they\'re going to do. They must be administered, however, in a very systematic way with candidates being given the same types and numbers of tasks to complete. Also, it is important to understand that they are given these days to complete in the same amount of time and finally do that so that they have equal opportunity to demonstrate their abilities. Depending on the nature of their job, that might include things like individual work or group work, return or oral input. And that\'s debated. All these tasks are usually prepared in advance as with performance solely on their day. We need to ensure that this happens over a period of time. So this could involve delivering a report or a presentation. Time management Task Prioritization Exercise is individual problem solving, group discussion, simulation of business activities, or some kind of functional role. Usually over a period of time, so that we will do away with the bias of what is happening. That particularly assessment centered should generally be overseen by experienced selectors to ensure objectivity and consistency. Selectors, especially those in assessments for assessment sectors, are often trained to observe, actively rest and record, classify, read behavior and seek evidence on what is actually happening and how it is related to their job description and the person specification. This preferably helps increase the skills and diversity in the organization. Often a feedback session is on the side of a nice line assessment and does happen with either somebody who is an occupational psychologist or someone who is trained to deliver feedback or that will benefit candidates by themselves. Each method has its biases, its drawbacks and advantages. So in ideal case scenario, it is important that selection methods be used. Multiple selection methods be used together. And before we get into how selection methods are biased or what the validity of these different methods, we actually need to ask a question. Okay. What should we do? What should we look for when selecting? So let me take you back. Compare fitted based unfit to ideal case. We should be looking at how first a person fit to the organization. More specifically, will this person fit into the organizational culture that we have? Second, does the person fitting to the vacation locations would be something like academics or teacher, medical professional engineers? Does this person fit in to the vocation that they are selected as the person fit with the job that we are asking for? Do they have the technical skills for this job? Do they have the behavioral traits necessary to continue in this job? It\'s also important to see where the person fits into a unit out of a group. And finally, there should be some kind of split between a person and an individual, for example, a supervisor. Now, here is a problem. It\'s very rare to find one person who will have all these features if they do select them, but it is very rare to have it. So how do I ensure that I\'m getting the best person? Then usually you should conduct a validity study to ensure that the person organization fit, whether it is organization, vocation, job supervisor, or relates to performance and turnover in your organization. Avoid global or what assessment of it which can allow bias into the process. Instead, utilize best practices in incorporating the FIT assessments that work for you. Identify important attributes such as personality traits. Values Good most and more often than not through a company bit competency based job analysis. Then identify selection methods such as structured interview questions that will assess those attributes that you have identified as important for performance review of things like work, behaviors, value put people to work behaviors. How the goals are related to behavior might also help you in identifying attributes that are likely important for your organization. Once you have done all this, consider selection methods that might be effective in helping you identify the right person for your organization. These can include the methods that we have discussed, but they can also use things such as situational judgments. So to quickly summarize this week\'s video, we first looked at selection methods, we looked at interviews, and we also discussed a little bit about biases that might creep into interviews and how you could potentially overcome these biases. Then we spoke about Best and we spoke about this and we had I gave you a word of caution that using tests by themselves or solely using tests for selection is often a bad idea. And we talked about assessment status, a word of caution. Your assessment does require time, which may be at a premium in the organization, in regular working assessment, and does often work more effectively for senior management hires. Finally, we also say now that our method is decided, but who do I select? And we spoke about person, organization, fit person, vocation, fit person, job fit. But since we do a unit or a subunit or a work group and a person to an individual, and I also kind of mentioned that instead of using whatever is a global best practice, they do identify the attributes that are most important for their organization. When are they most important? Those attributes that lead to performance are the most important, and then select your selection method. Thank you and I\'ll see you in the next video. Validity and Reliability of Selection Methods We have discussed selection methods. We have discussed the recruitment. Now, it is important to understand that recruitment and selection can often be biased. How do I overcome these biases? Well, the first step is to understand what are these biases? Understand some of them. Now, first bias that I\'m going to be introducing you to is called affinity bias. That is a tendency to like people who are similar to us or who remind us of someone we like. This may lead to selecting candidates who we have an affinity for. And then the best candidate. And the second is a confirmation base, which is the incentive to search for or interpret information that conforms to one\'s preconceptions. For example, some people may have looked at a CV and have a preconceived notion about this candidate. Then they will search for information or interpret information that they\'re seeing that will confirm what they had previously talked about social desirability, bias, the tendency to give a perceived socially desirable response to a question instead of a response that is accurately reflects you as an individual. And this might be a bias that interviewees faced. So when you ask them for a question which has an ethical dilemma in it, they might be giving you a socially desirable answer than an answer that they actually like or feel like they have already spoken about. But just to reintroduce it of group homogeneity, the perception that everyone who is different from me and belongs to a different group that could be based on things like gender, ethnicity, social class, etc. is similar. I don\'t need to interview them all, but I already know that they behave in a particularly status quo. Bias is often also seen. That is, it feels less risky to hire someone that is similar to the people you have already hired. You feel you know what do what do you get so expected? However, if you look at it from an organization\'s point of view, often that may lead to what we call groupthink. When diverse ideas are not being discussed, diverse opinions are not being introduced, which may have a long term negative effect on your organization. You may also be involved in self-serving bias. That is, once you have chosen someone, you try to justify that choice in such a way that the new hire will look better. This can lead to a lot of things. For example, voice, talk, rationalization, example of this will be explaining away or ignoring findings that were there, but they don\'t fit in with your view. So the validity of these instruments that we use for selection becomes important because biases can be introduced in any of them. So what does the research suggest? Researchers suggest that instruments such as chair job interviews, deaths, job trials, reference checks, job knowledge test have all validity. They have higher validity, but by themselves they do not have enough validity to be considered as a silver bullet to all our problems. Therefore, it makes more sense to use multiple methods when you are selecting somebody while keeping an attention on the kinds of biases that might be introduced in different selection methods. It is also important to understand that when you are selecting somebody, you are trying to fit them with the organizational culture and organizational strategy. You\'re also trying to fit them to the job that you have. You\'re also trying to find out whether they fit with the group or the subgroup or the team that you have, and therefore, using multiple different methods that focus both on technical skills, behavioral skills and personality attributes will be most valued and most beneficial for you as an organization. To quickly summarize this video. In this video I introduced you to different biases such as affinity, bias, confirmation bias, social desirability, bias, etc. that may creep into selection methods by themselves. Selection methods. Each of the selection methods has some validity, but not enough to hold its own vague. And therefore it is most ideal that you use multiple different selection methods. When you are doing selection, this will not only increase validity, but will also ensure that your biases are lower. And you\'ll find a person who fits not only with the culture and strategy of Arab and Asian, but also fits in with the job, with the group or with the team and possibly with also the supervisor. Thank you and I shall see you in the next video. Socialisation of New Joinees Now we have first attracted candidates. Then we have used some kind of selection process to identify and select candidates. We have given them an offer letter and now they they\'re going to join. Once a person has been selected and joins an organization. The job of human resources and more specifically, recruitment and selection does not take. What we need to start thinking about is organizational socialization. Now, not to get you confused. Organizational socialization is different from induction. Socialization is a much more strategic concept compared to induction. What does it mean, socialization or more specifically, organizational? Socialization is the process through which a new organization employee adapts from the outsider to to an insider. So that means they get integrated and become an effective insider. It takes place whenever an employee crosses that organizational boundary. Whether this boundary is extended, that is it is between organizations or internal, where it might be between different functions or different hierarchies or different locations. Socialization can also include things like development of new skills and knowledge, abilities, attitudes, values, development of relationships, and the development of appropriate sense making frameworks. The last line needs a little more explanation. When a new employee joins an organization, they often don\'t know the norms of the organization. They often don\'t know how things are perceived and how things are supposed to be done in this organization. Now, a lot of times the norms are unwritten. They\'re not written down anywhere. You can only observe them. And it\'s important for new employees to understand how work gets done in this new organization. And that\'s where socialization becomes very important. Socialization is also important for both employees and organization for a number of reasons. First, neglecting to socialize new recruits has shown to have substantially negative impact with newcomers. Frequently, these newcomers to ensure high levels of unmet expectations, which in turn will be associated with poor attitudes at the job or negative behaviors at their job, and often include high turnover. Recruitment and selection are significant costs for an organization. And socialization is important in capitalizing on this process, meeting or adjusting expectations to achieve something positive for the organization. Second, when newcomers are hired to contribute to or to individual at an individual level, at a team level, and at an organization, their at that particular time, socialization becomes critical in enabling newcomers to get up to speed and start contributing to all three levels of organizational performance. This is essential so that newcomers know what performance criteria are supposed to be met and how they can make a valued contribution. As well as this, they ensure that their colleagues who are there with them in their team, in the organization have the same perception of performance, not. This is also related to one more reason why socialization needs to be done, and that is newcomers need to learn how to function in this particular new organization. What does it require them to learn? It requires them to learn organizational values, norms and which are resource networks and also the politics that is there within an organization. Socialization is important also because it has a rapid influence and lasting effect on individuals. Newcomers can adjust quickly in the first several months if the socialization is good and they early adjustment, the outcomes that we have from individuals improve and this can have lasting influence on their workplace performance. The increased frequency of workplace interventions and changes ranging from individuals project work changes in project work, changes in the work you do or at the organizational level. If there are mergers and acquisitions often requires people to adapt to new new ideas, but they also require additional socialization, especially if you are talking about people moving across functions now at that particular rate. If there is increased employee turnover, how do I align people and help them adapt? Or how would they adapt to this new work? Or why would they adapt to this new organization that is there? The answer is they will adapt if they have been socialized in the organization. Finally, there is a high attrition rate in some organizations, and employee turnover is often to meet personal career goals rather than accept organizationally directed career paths, in which case making socialization important or making socialization as a critical element of it becomes important so that people understand that they can grow in this organization. They may quickly summarize. This week the video introduced you to the concept of socialization. I said that it is different from induction when it is also very important to understand that socialization is a process through which an employee who is an outsider becomes an insider. Now, this outsider is someone who is crossing an organizational boundary. This organizational boundary might be that they\'re coming from a different organization, or it can mean that within the organization they are moving between functions or work ethic and socialization helps organizations tell people how work is done, what kind of new skills they require, what are the values of the organization, and what are the norms of the organization. And it is important because people who are especially new employees who are not socialized with the organization, often display negative behaviors, while on the other hand, employees who are socialized display positive work behaviors. In the next video, we will discuss some of these best practices. Indeed. Socialisation of Best Practices In this video, we will be discussing some of the best practices that organisations can adopt for socialization, and I\'m going to be using a tactics model that was suggested by two scholars named Van Benjamin and Jeannine, and this is one of the most commonly used approaches to understanding organizational socialization. They proposed that what people learn about their work roles in an organization is often a direct result of how they learn it, and they outlined six tactics that can be used to influence newcomers. Now, each of these six tactics is along a continuum. So the first tactic is whether socialization is done collectively or individually. That means how do you know socialization, whether newcomers have socialized in groups or they are individually socialized, plays a role in how they get influenced. Second is whether the socialization is formal or informal, which is basically are indhuja or newcomers segregated from inside us during socialization, or they are integrated with other employees during socialization. Is your socialization sequential or random? Whether or not newcomers are taught explicit only about sequences of planned socialization events, or they are randomly allocated to different socialization events? No. Is it fixed with this variable? Whether or not there is an explicit fixed timetable for completing the various socialization stages that you have decided for that organization? Is it serial or disjunctive? Which means whether or not previous job incumbents are available as role models for newcomers, this might become very important for organizations, which are startups. Is the socialization based on investor? Was this divestiture which is whether newcomers received positive social support from insiders or they do not receive positive social support from insiders. Research has confirmed that using some kind of institutionalized tactics, techniques, some kind of formal tactics are often associated with lower role ambiguity, lower role conflict and lower intention to quit. They also help reduce anxiety in newcomers, and they have some negative effects as well. For example, it may lower role innovation in terms of positive relationships. We find that tactics have been found to have pie effect or higher effect on things like job satisfaction and organizational commitment, and also things like task mastery. However, as I mentioned before, they may have negative effects on things like creativity and innovation, especially when it comes to own. Now, what should we be focusing on are socialization practices on the learning domains can be divided into five. The first learning domain would be we need to socialize newcomers on the task, that they need to perform, the role they need to perform, and the performance metrics that we want them to fulfill. And then this comes from. This will come from sources, learning sources. And these learning sources will be colleagues, their supervisor or their manager if they have mentored mentor. And it will also be true for male socialization thinking. Newcomers need to understand or learn about their coworkers net social group and the unit group or work group. And this also comes from colleagues, supervisors, mentors and formal association or formal socialization. Next, they need to learn about the history, goals, values of the organization. Now this is important so that they know where they are placed within organization, where are we actually working? And that will increase organizational commitment. Now, that will actually happen when they learn from colleagues, they learn from the supervisor, they learn from the mentor, and they also learn from organizational literature. Next, they need to learn about organizational politics. Now, why should they learn about organizational politics? Because in this particular sense, they need to know which network should I be a part of to acquire certain resources to do my job? And that will often come from colleagues. It will come from supervisors or managers, and it might come from mentors. It may not come through the other two sources that I have mentioned earlier. And finally, they need to understand or learn about their future prospects. And this will come only through organizational literature and formal socialization. Now, we have spoken about the five different learning domains that a newcomer needs to be socialized on and the learning process that they have. The question is, how do I measure success of this? Well, one, you can measure a role performance of role of newcomers within an organization. You can also look at their external behavior or external performance, which we also call organizational citizenship behavior. You can look at their social cohesion within their team or within the group at large. You can look at the internal stability that exists within that organization. And finally, you can also see how individuals represent the organization externally, the different learning domains and the different learning forces that we have mentioned in this video imply that organizations need to use different tactics together or simultaneously. Now, for example, formal socialization and organizational literature would require an individual to be exposed to some kind of formal socialization practices or tactics. On the other hand, how does a coworker or a social group work or might being teamwork or what kind of politics exist in this organization? What kind of networks are there? And I need to be a part of which network is often too informal. Networks are in formal socialization tactics. The best practice would be to use a mixture of both formal socialization tactics as well as informal socialization tactics. And as I mentioned earlier, these can be based around the six tactics tactic model that was suggested by brand management. And tonight, to quickly summarize this video, I first introduced, you to six tactics that have been suggested by literature to have successful or have effective socialization. I then told you about the positive and negative effects that socialization might have. And finally, I told you about the learning domains that should be covered in socialization and the different sources where this learning can occur from. And we ended our discussion with the idea that for organizational socialization to occur successfully, you need to use formal as well as informal tactics. And that will really depend on how the organization is at what stage it is, what is the strategy and what it wants its human capital to achieve. Thank you and I\'ll see you in the next video. Advances in Recruitment, Selection and Onboarding Now let us spend some time to understand what are the innovations? What is new in this domain of recruitment and selection? The first big change trigger that has come in the field of recruitment and selection is due to technology. More specifically, A.I., for example, A.I. now is able to help managers shortlist CV\'s much more effectively by putting in certain keywords, by running algorithms. They are able to select people who are better suited for the job. This makes the selection process much more effect because rather than rejecting candidates, we are trying to select the best candidate from among the best candidate. Selection has also been influenced by using AI. For example, a lot of research and algorithms are research based. Algorithms now exist in the marketplace, which you can use to predict future growth, performance or future performance of an employee based on behavioral traits that we could do earlier. Finally, technology has also enabled individuals to get start getting socialized within organization, even before they join an organization, often through connecting with them on social media or through using some kind of digital platform. The second biggest change that is happening in this field of recruitment and selection is based on data science. One of the main areas of recruitment and selection was that people take offers, but they don\'t join using data. Organizations have been able to identify who takes offers and who doesn\'t take offers. That allows an organization with the flexibility and the bandwidth to also decide whether we should get multiple offers or should we give one single offer. Data analytics and data science has also helped us identify which sources of recruitment are best for our organization, and this is often based on either things like turnover or performance. We are also able to use data science now to understand when people leave and identify the socialization interventions that might be required to arrest this attrition that is happening. Although I have spoken about two major changes the third change that has really transformed recruitment and selection has been digital transformation. Digital transformation for a lot of service based firms, whether they are knowledge based firms or the professional firms, etc. But they are based on the idea of knowledge is that no book can be done from anywhere. And this has certainly changed the recruitment pool that you are looking for and the recruitment pool that you\'re targeting. And this has also changed the way work is done. But it is also changing the way socialization is supposed to be done. It is also changing the way selection needs to be done. We also have made a lot of advance is in fields like behavioral science, by which we are able to predict to a much greater extent what behaviors a person will show on the job. This allows an organization to make a much more informed choice on how and when should a person be selected, and if they are selected, what should what should be their role, but also deciding who is going to be the manager and mentor of this particular person. Remember, recruitment and selection by nature is a very expensive exercise, and getting it right is extremely important for organizations to quickly summarize. We discussed in brief about the advancements in recruitment, selection and onboarding. I gave you an example of how AI or artificial intelligence is being used for recruitment. I also suggested that data science or data analytics is being used in this field to make better decisions. And finally, digital transformation, which has transformed the way we work from where we work in the field in any service related field. And this has changed the way we do recruitment and selection. Finally, I want you to remember this idea that recruitment and selection is often the first step of strategic human resource management audit, human resource management and it\'s an expensive endeavor. That\'s why getting it right is very important for organizations. Thank you and I will see you in the next video. Case Study Welcome back. Even better, let us use a case study to try and identify what can be done and what should be done in a specific scenario. I want you to imagine that you are working as a h.r. Professional in a mid-sized i.t. company. Like other i.t. companies in the field, you are competing on being a cost leader. That means i am trying to be low cost and provide good quality service so that i can have economies of scale. Now, in order to do this, we need to first recruit some people. Now, generally, when we think about this kind of scenario. We need to first try and understand who should we attract? Should we attract people who have a lot of experience, who should come with more salary? Or should we hire freshers who would probably come at a lower salary but can do the job as well? Well, in this particular case, if you are a cost leader, you should ideally identify and try to attract freshers who would come to you and will be lower cost compared to somebody who is experienced. Now how do we attract them? Well, a common method that I\'m sure some of you have heard about is campus placements. Now the question becomes which college should we apply? Which college should we approach? Which campuses should we go to? Now, if you would notice, depending on the brand equity of your company and depending on the employee value proposition of your company, it might be advisable to pick in certain cases, approach to colleges instead of Tier one colleges there. The chances of getting the best talent from those colleges is higher. Let me give you a simple experiment. If you work or you are in a college right now, there are certain companies who you would consider to be your dream companies. The same may hold true for others in other colleges. Now the chances that a small, medium scale enterprise will be able to be this dream company for Tier one colleges is much lower. So it makes much more sense to target colleges where you are close to the number one. Now that we have talked about attraction, the second condition that comes is selection. So how do we select these people? Well, one easy way of doing it would be using some kind of psychometric testing along with interviews. A lot of companies may also give internships, internships at an interesting way because you can measure on the job performance or with a slightly longer period of time and then make an informed selection decision. However, it may not be feasible for all companies, in which case using multiple selection methods makes the most sense. Now comes the most important part, which is socialization. How do we socialize all these people that we have recruited? That one way in which we could potentially socialize them would be through giving them a longer orientation and mutual introduce them to different aspects of the organization, but also introduce them to mentors who can coach them and help them along their journey. Some organizations also take socialization to a different level where all the people who have been recruited are brought in to a centralized location and trained for a month or two months before they are actually assigned jobs. All these socialization methods really depend on the flexibility that you have in your organization. Now, it might also be interesting to understand what advances we can do. If you have heard of this social media can be a great onboarding tool and currently there are softwares are that are software as a service packages that organizations use and can use to start onboarding people much before they\'re actually joining it. If you read newspapers, you would have heard this common criticism that companies have recruite