introduction to human resource management- session 1
TRANSCRIPT
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Introduction to Human Resource
Management
SESSION 1
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NATURE ,SCOPE FUNTIONS AND OBJECTIVES
ORGANISATION OF THE HR DEPT
ROLE OF HR & NON HR MANAGERS HRM MODEL-
STRATEGIC HR
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Always recognize that human individuals are ends, and do
not use them as means to your end.
-Immanuel Kant (1724-1804),German Philosopher
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Defining Human Resource
Management
Human resource management is a strategic and
coherent approach to the management of an
organizations most valued assetsthe people,that work there, who individually and
collectively contribute to the achievement of its
objectives.
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Difference Between PM and HRM
Personnel Management Human Resource Management
Reactive , servicing role Proactive, innovative role
Emphasis on implementation of procedures Emphasis on strategy
Specialist department General management activity
Focus on employees need in their own right Focus on employee requirements in the
light of business needs
Employees seen as a cost to be controlled Employees seen as investment to be
nurtured as well as cost to be controlledPresumption of union manager conflicts Conflicts dealt with by team members
within their teams
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Difference Between PM and HRM
Personnel Management Human Resource Management
Preference for collective bargaining of pay
and working conditions
Management-led planning of people
resources and employment conditions
Emphasis on settling pay more in terms ofthe organizations internal market
Emphasis on competitive pay and conditionsto stay ahead of competitors
Serving other department / units Contributing added value to business
Supporting change Stimulating change
Challenging business goals in light of effect
on employees
Total commitment to business goals
Less flexible approach to staff deployments Completely flexible approach to staff
deployment
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Changing Environment in the
Marketplace
Shift towards services
The new business cult
Globalization
Technology trends
Demographic trends
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Shift Towards Services
Over the years, the services sector as a percentageof the GDP has grown from a mere 30 per cent inthe fifties to close to 60 per cent in 2010. The
cornerstone of any organizations success in theservices sector is primarily its workforce.
Post liberalization, because of opportunities in the
market, and also because of talent crunch in themarket, potential employees and employees havethe bargaining advantage.
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The New Business Cult
Innovation is the keel of successful business
management.
Innovations are powered by people, and hence
people have become the strategic advantage
for businesses. Consequently, human resource
management has become a strategic function
in the organization.
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Globalization
Nationalities can no longer be attached to organizations as companies go global
Lenovo, a new kind of PC company, defies geographic and organizational
boundaries on a global scale:
We develop, produce, and deliver our products across six continents.
Our global company has no single corporate headquarters.Our American CEO is based in Singapore.
Our Chinese Chairman works from North Carolina.
Globalization (think global and act local) has become the order of the day. (e.g.
TCS )
Organization structures and consequently reporting structures have becomemore complex.
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Technology Trends
Many jobs have become redundant.
New industries have come up because of
technology.
Redefined work ethics
Telecommuting, flexi time.
Digitally mediated conversation will replace face-to-
face interaction.
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Demographic Trends
While we have professionally qualified and trained
people in India, the quality of training and competency
of professionals leaves a lot to be desired. Young employable population base in India.
Increasing women in the workforce.
Sunrise industries pulling people away from brick and
mortar industries.
S k P k i h F HR @
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Sneak Peak into the FutureHR @
2020
PricewaterhouseCoopers, LLP with the help of theJames Martin Institute for Science and Civilizationat the Said Business School in Oxford usedScenarios to think about what the future of peoplemanagement could be.
They called these identified three plausible futures
Blue, Green and Orange worlds.
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Blue World
Corporates would take the centre stage
Technology shall become all pervasive, and for
employees it would become increasingly difficult to
separate work life from the rest of life.
The huge people cost will drive robust metrics andanalytics.
Talent will be at a premium.
As companies spread over geographies they would try
to reinforce corporate values, which may be at odds
with the local cultural values and lead to conflict
situations.
Contd
Source : Adapted from Managing tomorrows people The Future of work to 2020
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-
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Blue World
Employees will start getting associated with corporates
at an early age (may be 16) and corporates may work
with universities to design learning programmes to suit
their organizational requirements.
Summing up, for the HR function in this scenario the
management of people and performance shall become
a hard business discipline, at least equal in standing to
finance in the corporate hierarchy.
Source : Adapted from Managing tomorrows people The Future of work to 2020
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-
work.pdf accessed on July 22, 2011
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022 -
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Green World Consumers and employees will force change towards the world
becoming a more responsible place where companies developa powerful social conscience.
Consumers would demand ethics and environmental
credentials as a top priority. Society and business would see
their agenda align. Human resources shall drive the CSR
agenda of the organization and employees would be selected
based on their social credentials.
Technology would look for greener ways to work, and therefore
telecommuting may become a way of life.
Successful companies will engage with society across a broader
footprint. Communities, customers and contractors all will
become equal stakeholders along with employees and
shareholders.Source : Adapted from Managing tomorrows people The Future of work to 2020http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdfaccessed on July 22, 2011
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022 -
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Orange World
Global businesses shall fragment, and localism shall prevail. Business models of
companies shall be replaced by technology empowered high-tech networks.
The dream of a single global village would be replaced by a global network of
linked, but separate and much smaller communities. Business will constitute ofcomplex supply chains form of associations of specialist providers, varying greatly
from region to region and market to market.
Contd
Source : Adapted from Managing tomorrows people The Future of work to 2020
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf
accessed on July 22, 2011
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022 -
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Orange World
Individuals would belong to specialist associations and develop their own career
working on a short-term, contractual basis. They will join craft guilds which
manage career opportunities, provide training and development opportunities.
Summing up in the orange world, the flexible workforce shall have to becontinuously sourced as per the requirement of the organization and all
transactional HR processes may just become an outsourced function.
Source : Adapted from Managing tomorrows people The Future of work to 2020
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf
accessed on July 22, 2011
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/pdf/mtp-future-of-work.pdf%20accessed%20on%20July%2022 -
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Harvard Framework for HRM
Adapted from Beer et. al., 1984
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HR Managers Role
Line Manager
Line authority which gives individuals in
management positions the formal power
to direct and control immediate
subordinates.
Staff Manager
Staff authority which grants staff
specialists the right to advise, recommend
and counsel in the staff specialists' area of
expertise.
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SESSION 2
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Role of the HR FunctionClassical
View
Traditionally, human resource managers carry out
three distinct functions within an organization:
Line function An HR manager has clear control of activities of the
people in his department. They have limited
(implied authority) control outside their function.
The implied authority also stems from the fact thatthe line managers think that HR is a close
confidante of the senior management and
leadership team in many areas.
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Role of the HR FunctionModern View
Employee advocate
Responsible for making sure the employeeemployerrelationship is one of reciprocal value.
Human capital developer
Responsible for building the future workforce.
Functional expert
Responsible for designing and delivering HR practices that
ensure individual ability and create organization capability.
Strategic partner Responsible for helping line managers reach their goals.
An HR leader
Responsible for exhibiting genuine leadership meaning
credibility within the HR organization and to those outside.
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Competencies of the HR Professional
.a Traditional View
For many years now, the human resource managersproficiencies are categorized under four areas:
HR proficiencies Knowledge in the areas of employee selection, training and
compensation. Business proficiencies HR professionals strategic role in partnering business.
Leadership proficiencies
Lead management groups and drive the changes required. Learning proficiencies Staying abreast of, and applying new technologies and
practices affecting the profession.
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Competencies of the HR Professional
.a Traditional View
Strategic contribution
Personal credibility
HR delivery
Business knowledge
HR technology
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Strategic Contribution Culture management
Define appropriate culture, design practices and processesto cultivate and sustain it.
Ability to manage change
Plan and implement large-scale interventions that make
change happen quickly.
Strategic decision-making
Contribute to business decision by critiquing the existing
strategy, by having a personal vision for the future of the
business.
Market driven connectivity
Facilitate the dissemination of market information
throughout the firm to create organizational readiness.
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Personal Credibility
Achieving results
Meet commitment in performing accurate workand achieving results with integrity.
Effective relationships Have good relationship with internal and external
clients based on respect and confidence.
Communication skills
Effectively communicate using formal andinformal channels of communication.
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HR Delivery
Acquisition of human resources
Design and deliver staffing cycles that include
hiring, promoting, transferring, redeploying,
retaining and separating.
Training and development
Design and deliver development agendas whichintegrate personal aspirations and organizational
requirements.
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HR Delivery
HR measurement
Measure results at each step of the HR value
proposition.
Statutory and legal compliance
Understand the legal and other statutory
requirement that are relevant to the organizationas well as employees.
Performance management
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Business Knowledge
Knowledge of the value chain
Have knowledge of each component of the business valuechain and its integration.
Knowledge of the organizations value proposition
Have knowledge of how the organization creates value forthe customer, and in the world at large.
Labour knowledge
Have knowledge of talent in the market, labour law driverfor maintaining effective employee relationships.
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HR Technology
Ability to apply technology to HR processes.
Apply information systems technology to HR
processes.
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The HR Organization
Functional HR structure
Shared service
Service centres
Outsourcing
Technology and employee self-help
Embedded HR
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Ethics in HRM
Code of Conduct for HR Practitioners (As prescribed by the National HRD Network)
I will always strive to meet the highest evolving standards of COMPETENCE in the professionand ADD VALUE to organizational success.
I will deal with all stakeholders with utmost INTEGRITY and create an environment of TRUST
leading to ETHICAL success of my organization.
I will ensure that I am always RELIABLE and consistent in all my actions by accepting
responsibility for my decisions and actions thereby creating CREDIBILITY for my profession and
myself. I will be OBJECTIVE in all my actions and decisions and foster FAIRNESS with firmness.
I will conduct myself in a way that FACILITATES GROWTH and DEVELOPMENT of all those I am
responsible for.
I will strive to be a ROLE MODEL for all others and CHAMPION exemplary practice of the HR
profession.
I will respect the rights of privacy, will not use my position for personal gains and ensure thatthere is no CONFLICT OF INTEREST in what I do with any of my stakeholders.
Source: http://www.nationalhrd.org/The-Network-4/code-of-conduct.html (Access Date 10th
Jan 2011)
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"Would you tell me, please, which way I oughtto go from here?
"That depends a good deal on where you wantto get to," said the Cat.
"I dont much care where" said Alice.
"Then it doesnt matter which way you go,"
said the Cat.
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Defining Strategy
It is the direction and scope of an organization
over the long term, which matches its
resources to its changing environment, and in
particular, to its markets, customers and clients
to meet stakeholder expectations.
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Strategic Management Process
Phase I
Diagnosis
Define mission
Situationanalysis
Gap analysis
Phase II
Formulation
Formulating a
new businessstatement
Translatemission intostrategic goals
Phase III
Implementation
Implement
strategies
Monitorimplementationand revisestrategies
accordingly
Levels of Strategy
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Levels of Strategy
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Basis of SHRM
The basis of SHRM is the following three propositions:
Human resources of an organization are the cornerstone ofsuccess of an organization and hence are a source of
competitive advantage to the organization.
HR strategies should be in line with the business strategy.
Individual HR strategies should work as a whole by beinglinked to one another to give mutual support.
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HR Strategy
HR strategies articulate the organizations
intention about its human resource
management policies, about how they would
fit in with the business strategy, and how thepolicies would reinforce one another to
achieve the business objectives.
The HR strategies articulate the beliefs andthe philosophy of the organization about
people practices, policies and procedures.
The philosophy might advocate a broad
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Types of HR Strategies
Overall strategies
Specific strategies
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Overall Strategies
Overall strategies articulate the approach to people
management in a broad manner. These are usually a set
of HR practices which reinforce one another to create a
coherent HR system. There are three kinds of overall
strategies which get designed. These are:
High performance management
High involvement management
High commitment management.
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High Performance Work Systems
HPWS means an ecosystem of HR policies, procedures and practices which help
the organization in creating a performance culture in it. This would mean that all
policies, procedures and practices work with one another to improve and
enhance the performance of individuals, teams and in turn the entire
organization. Here is a universal list of the practices which are used in various
studies on HPWS:
Targeted selections and recruitment. Formal training as the indicator of employers commitment to invest in
human capital.
Internal promotions or selections to fill vacant positions.
Employees participation programs.
Teams as a fundamental unit of organization.
Formal performance appraisal.
Development appraisal.
Performance based pay systems.
Merit based promotions.
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Specific Strategies
Specific HR strategies work for a particular
identified area of attention for the
organization. The specific HR strategies can be
around each of the sub-functions of HR:Human capital management strategy
High performance management strategy
Corporate social responsibility strategyOrganization development strategy
Employee engagement strategy
Knowledge management strategy
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Metrics Lead to Action
Possible Metrics Possible Use Analysis Leading to Action
Attrition: Employee
turnover rates for
different categories of
management and
employees
Analysis will show which 20% reasons contribute to 80% of
voluntary regrettable turnover. (for example, if its team
management) Learning Intervention for Team Leaders on team
management. Analysis of involuntary turnover may show up
concerns in the recruitment policy.Internal promotion rate Indicate extent to which talent management programmes are
successful.
Workforce composition
(age, gender, race, etc.)
Analyse the extent of diversity. Analyse the long term implications
of the composition of people.
Percentage of employees
under the variable pay
scheme
Demonstrate the extent to which pay for performance has
become a part of the work culture in the organization
Hi h P f M t
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High Performance Management
Strategy
High performance management strategy meansan ecosystem of HR policies, procedures andpractices which help the organization in creating a
performance culture in it.
This would mean that all policies, procedures andpractices work with one another to improve andenhance the performance of individuals, teamsand in turn the entire organization.
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Employee Engagement Strategy
HR strategies working around engaging
employees to work with passion, feel a
profound connection to their company, driveinnovation and move the organization forward
can be termed as employee engagement
strategies.
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Knowledge Management Strategy
The knowledge management (KM) strategy
seeks to create, acquire, capture, share and use
knowledge to enhance knowledge and
performance. KM is a framework to
institutionalize processes to fully leverage the
collective knowledge in an organization.
Example: Hindustan Lever Ltd.
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Resourcing Strategy
These are strategies to devise ways of
attracting and retain high quality people in the
organization
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Talent Management Strategy
These are strategies to ensure that the
organization has talented people to fulfill its
needs to achieve its objectives. In fact, talent
management strategy in a way encompasses all
other strategies to deliver the right talent to
the organization at the right time and also keep
it talent ready to deliver in the future too.
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Learning and Development Strategy
This strategy is all about providing a learningenvironment to employees within the organization todevelop and grow the organization too.
This strategy is about defining the posture that theorganization wants to take in the corporate marketplacein terms of compensation and rewards. This is aboutdeveloping sound reward and recognition practiceswithin the organization to sustain and drive the growthof the organization in line with the competitive strategyof the organization.
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Reward and Recognition Strategy
This strategy is about defining the posture that the
organization wants to take in the corporate
marketplace in terms of compensation and rewards.
This is about developing sound reward andrecognition practices within the organization to
sustain and drive the growth of the organization in
line with the competitive strategy of the organization.
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Developing HR Strategy
Clarify and articulate business strategyStep 1
Develop the business case of HR as astrategic asset
Step 2
Create a strategy map for the firmStep 3
Identify HR deliverables within thestrategy map
Step 4
Align the HR architecture with the HRvariables
Step 5
Design the strategic measurementsystem
Step 6
Execute management by measurementStep 7
Periodically test the
HR measure against
the business
strategy and adjust
where required
Common Mistakes Made in the
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Common Mistakes Made in the
Development of HR strategy
HR strategy owned by HR only
Over ambition
Wishful thinking
Conflicting elements
Measuring HRs Contribution to
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Measuring HRs Contribution to
Business
Human resources are the key differentiators in
building a competitive edge and hence human
resource management for obvious reasons
occupies a strategic place in business.
HR S d
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HR Scorecard
The HR scorecard uses the concept of the balancedscorecard to manage the performance of HR. It isa tool which allows a business to:
Manage HR as a strategic contributor to themaintenance of competitive edge of the organizationthrough its people.
Measure the contribution of HR to the firms financialresults by quantifying this contribution.
Create an HR architecture which is aligned to thebusiness strategy and measure its degree of alignment.
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Benefits of HR Scorecard
It clearly distinguishes HR doable from HR deliverable.
It empowers HR managers to control costs and create value.
It measures the firms leading indicators.
It clarifies HRs contribution to profitability.
It allows HR professionals to manage better.
It encourages flexibility and ongoing change.
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I expect to spend the rest of my life in the future, so I want to bereasonably sure of what kind of future it is going to be.
Charles Kettering
D fi i H R Pl i
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Defining Human Resource Planning
Human resource planning determines the humanresource requirement by the organization toachieve its strategic goal.
It is the process by which the organizationensures that it has the right number and rightkinds of people, at the right places, at the right
time, capable of effectively completing thosetasks that will help the organization achieve itsobjectives.
Which Stage of HRP is the
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Which Stage of HRP is the
Organization in?Stage Characteristics Activities
Traditional
Stage 1 No long-term business plan. Could be family-run businesses. Employee
engagement is interpreted as hosting parties and organizing picnics.
Stage 2Organizations tend to be skeptical of HRP, though some of them have
short-term headcount forecasting. They believe that HRP is important and
think that there is need to do more.
Moderate Stage 3 Long-term headcount forecasting that are for at least five years. This
activity is however not integrated with the long-term business plan.
Advanced
Stage 4HRP is a part of the business planning process, and the senior managers
are enthusiastic about it. Skills inventories and succession planning are apart of long-term business plan.
Stage 5Long-term detailed plans in place. They use advanced methods of
planning. All HR processes like succession planning, career planning, high
potential development and retention are tied in with the HRP process.
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Supply and Demand Forecast
Source : Adapted R Wayne Mondy , Human Resource Management , 10 th edition , Pearson
Human Resource Planning Process
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Human Resource Planning Process
Step 1: Environment scan
External scan
Internal scan
Step 2: Forecasting demand of manpower
Step 3: Forecasting supply of manpower
Step 4: RAG analysis
Required, available and Gap analysis
Step 5: Plan of action
Dealing with surplus of manpower
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Demand Forecasting
Quantitative Method Judgmental Methods
Ratios
Benchmarking / Thumb rule
Scatter plotTrend analysis
Computerized forecasts
Simulation model
Work study
Managerial judgment
- Bottom up approach
-Top down approach
Delphi technique
Human resource allocation approach
Zero-based forecasting
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Quantitative Methods
Ratios
It is assumed that two variables bear a direct
relationship with each other.
Benchmarking / Thumb rule Many years of experience gives rise to various
thumb rules or benchmarks.
Scatter plot This refers to the graphical representation which
depicts how two variables are related to each
other.
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Quantitative Methods
Computerized forecast
The computer program enables the manager to
enter all these variables to generate the resource
requirement that is required to meet the businessobjectives.
Simulation
It models a real-life or hypothetical situation on
the computer to see how a system works.
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Judgmental Methods
Managerial forecast
Bottom up approach
Topdown approach
Delphi technique
Zero-based forecasting
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Judgmental Methods
Managerial forecast In this, the opinions of manager, functional and
departmental heads, subject matter experts or
senior level management who are aware of the
manpower needs of the organization are sought to
arrive at an estimate.
Top down / Bottom Up
Delphi technique
Experts take turns at presenting their forecast and
assumptions to the others, who then make revisions
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Supply Forecasting
Markov analysis
Replacement charts
Skill inventories
Staffing tables
Wastage analysis
Succession planning
Markov Analysis
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Markov Analysis
The focus of Markov analysis is an attempt to project into the future whatthe current workforce would look like if the current mobility flow
continues with no changes.
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Replacement Charts
Replacement chart identifies possible
replacement for positions which maybe
rendered vacant or open.
Skill Inventories
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Skill Inventories
The skill
inventory is
normally
obtained as
a report
from the
HRIS. It is acompilation
of the skills,
education
Skills Inventory TemplateProficiency level Beginner Experienced Expert
Skills
Verbal skills:
Platform
presentation/Training
Public speaking
Written skills:
Articles/News briefs
Surveys
Editing
Publishing
Peer reviews
Policies/Procedures
Forms/ChecklistsE-learning
Research studies
Data analysis
Skill 3
Skill 4
Skill5
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Supply Forecasting Methods
Staffing tables Staffing tables are graphical representations of all
organizational jobs, along with the number of
employees currently occupying those jobs.
Wastage analysis
It is the analysis of the employee turnover in anorganization.
Replacement charts
Succession Planning
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Succession Planning
It is a process for identification of critical key
positions of the organization, and then developing
internal people with the potential to fill these
positions.Sr. Vice President Sales
A. K. Tiwari A/2
Regional Manager
Deven Patel A/1
Bhavya Jha B/1
Regional Manager
Veena Raha B/2
Regional Manager
Raghav Kumar A/2
Bharat Rai B/1
Marketing Manager
A. B. Ghorpade B/1
Aastha Mathur B/3
KEY
Names provided are replacementcandidates
A. Promotable now
B. Needing development
C. Not fitted for position
1. Superior performance
2. Above-average performance
3. Acceptable performance
4. Poor performance
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Job Analysis
Job analysis is a systematic process of
determining the knowledge, skills and abilities
required for performing jobs in an organization.
Steps in Job Analysis
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Steps in Job Analysis
Planning the job analysis
Preparing and introducing job analysis
Conducting the job analysis
Developing job description and job specification
Maintaining and updating job descriptions and jobspecifications
Methods of Job Analysis Information
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Methods of Job Analysis Information
Observation
In the observation method, the job analyst
observes the individual performing the job
and takes notes to describe the tasks and
duties performed.
Work Sampling
This method allows the job analyst to
determine the content and pace of a typical
Methods of Job Analysis Information
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Methods of Job Analysis Information
Employee Dairy/Log
The employee diary/log requires employees
to do self-observation by keeping a log or a
diary of all job duties done during the course
of specified time.
Critical Incident Technique (CIT)
CIT is an interview technique used to
investigate actual incidences of on-the-job
Methods of Job Analysis Information
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Methods of Job Analysis Information
Interviewing
Structured or unstructured interviews can be
used to collect information from the job
holder or the manager or at times from the
subordinate too.
Questionnaire
A questionnaire is a survey instrument which
is developed and given to employees and
Methods of Job Analysis Information
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Methods of Job Analysis Information
Management Position Description
Questionnaire
It is a standardized questionnaire designed to
analyse managerial and executive jobs.
Work Profiling SystemIt contains a structured questionnaire which
measures ability and personality attributes in
areas such as hearing skills, sight, taste,
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Job description is simply a clear concise
depiction of a jobs duties and responsibility.
Job specification is a statement of the
knowledge, skills and abilities needed to do the
job.
Application of Job Analysis
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Application of Job Analysis