Metric Fasteners Machine Screws ISO metric machine screws are limited to four different head shapes: countersunk,

raised countersunk, panhead, and cheesehead. All head dimensions are directly related to the basic screw diameter as follows:

Size Minimum Length (mm) M1.6 M2 M2.5 M3 M4 M5 M6 M8 M10 M12 M16 M20 15 16 18 19 22 25 28 34 40 46 58 70

Socket Screws ISO metric hexagon socket screws are limited to two different head shapes: cap screw, and countersunk socket screw. All head dimensions are directly related to the basic screw diameter as follows:

Size Minimum Length (mm) M3 M4 M5 M6 M8 M10 M12 3 10 12 16 20 25 30

Nuts and Washers The nut and washer dimensions are related to the basic screw diameter as follows:

Bolts Bolt head dimensions are related to their diameter as follows:

Metric Threads There are two kinds of ISO metric threads: coarse and fine. The ISO metric thread profile and proportions are as follows:

Metric Thread Pitch and Tapping Sizes Size Pitch (mm) Coarse Fine M1.6 0.35 M2 M3 M4 M5 M6 M8 0.4 0.5 0.7 0.8 1.0 1.25 1.0 1.25 1.25 1.5 M2.5 0.45 Tapping Diameter (mm) Coarse 1.25 1.6 2.05 2.5 3.3 4.2 5.0 6.8 8.5 10.2 14.0 7.0 8.7 Clearance (mm) Holes

Fine Close Medium Coarse 1.7 2.2 2.7 3.2 4.3 5.3 6.4 8.4 10.5 1.8 2.4 2.9 3.4 4.5 5.5 6.6 9.0 11.0 14 18.0 2.0 2.6 3.1 3.6 4.8 5.8 7.0 10.0 12.0 15 19.0

M10 1.5 M12 1.75 M16 2.0

10.8 13 14.5 17.0

M20 2.5 M24 3.0 M30 3.5 M36 4.0

1.5 2.0 2.0 3.0

17.5 21.0 26.5 32.0

18.5 21.0 22.0 25.0 28.0 31.0 33.0 37.0

22.0 26.0 33.0 39.0

24.0 28.0 35.0 42.0

Metric Drills (Stock Sizes of Metric Drills) Drill Sizes in mm 0.32 0.9 2.0 3.4 3.6 3.8 4.0 4.2 4.4 4.5 4.7 4.9 5.2 5.4 5.5 5.6 5.7 5.8 5.9 6.0 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 7.0 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 8.0 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 9.0 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8 9.9 10.4 12.7 16.5 21.5 10.5 12.8 16.75 21.75 10.6 12.9 17.0 22.0 10.7 13.0 17.25 22.25 10.8 13.1 17.5 22.5 10.9 13.2 17.75 22.75 11.0 13.3 18.0 23.0 11.1 13.4 18.25 23.25 11.2 13.5 18.75 23.5 11.3 13.6 19.0 23.75 11.4 13.7 19.25 24.0 11.5 13.8 19.5 24.25 11.6 13.9 19.75 24.5 11.7 14.0 20.0 24.75 11.8 14.25 20.25 25.0 11.9 14.5 20.5 25.25 12.0 14.75 20.75 12.1 15.0 21.0 12.2 15.25 21.25 0.35 0.92 2.05 3.5 0.38 0.95 2.1 0.4 1.0 0.42 1.05 2.2 0.45 1.1 0.5 1.2 0.48 1.15 2.3 0.52 1.25 2.4 0.55 1.3 0.6 1.4 0.58 1.35 2.5 2.6 2.7 2.8 2.9 3.0 3.2 2.15 3.7 2.25 3.9 2.35 4.1 2.45 4.3

0.62 1.45 2.65 4.6 0.65 1.5 0.7 1.6 0.68 1.55 2.75 4.8 0.72 1.65 2.85 5.1 0.75 1.7 0.8 1.8 0.78 1.75 2.95 5.3 0.82 1.85 3.1 0.85 1.9 0.88 1.95 3.3

10.0 12.3 15.5 20.5 10.1 12.4 15.75 20.75 10.2 12.5 16.0 21.0 10.3 12.6 16.25 21.25

The Difference Between Strategic & Administrative HRM

Strategic human resources management is an advancement on traditional or administrative HRM, which evolved significantly from the late-20th into the early-21st century. Strategic HRM centers on the idea of aligning your company's human resources management processes with the mission and goals of the company. 1. Administrative HRM Basics
o

Traditionally, human resources has been a largely administrative function within an organization. Its emphasis has been on basic components of managing employees including compensation, training and motivation programs. Historically, HRM functioned without much alignment to broader organizational goals. HR professionals were involved in developing employee programs intended to properly pay employees, while complying with all legal factors involved in hiring and employing people.

Strategic Evolution
o

Strategic management began to evolve at the turn of the century as other enterprise-wide programs became popular in business. Customer relationship management, supply chain management and enterprise resource planning are a few other systematic business approaches that began in the 21st century. As companies developed more emphasis on broad, systematic approaches to business, HRM alignment with corporate objectives evolved. A 1999 report from the U.S. Office of Personnel Management titled "Aligning with the Mission" notes many companies
struggled in the early stages to create this alignment.

Hiring
o

A major element of human resources, given significant attention in discussions of strategic HRM, is the selection and hiring process. In his 2008 article "Strategic Human Resource Management Practices of High Performance Organizations," Steven J. Mayer points out selective hiring first in his list of strategic HRM practices. He says that, while all companies believe they hire strategically, those that truly do hire employees who align well with corporate goals and positions, give them a major competitive advantage.

Motivation
o

Motivation has been a primary responsibility of HRM as an administrative and strategic process. Companies that make HRM key to corporate strategy typically pay better and have HR professionals that design motivational programs and systems which compensate employees well, based on performance success. This improves retention of highperforming employees and pushes them to perform at their best levels. Strategic HRM caused companies to link HRM to other core business functions when development cross-organizational leadership teams.

Human Resource Management Information

Human resource management (HRM) refers to the set of linked activities associated with human resources planning, recruitment and selection, training and development, remuneration and performance appraisal systems of an organization. HRM is considered the most important business practice of an organization or business. A well-devised and managed HRM practice helps organizations to manage ever- changing workforce requirements, address organizational objectives and achieve business goals. 1. Importance
o

In the modern workplace and highly competitive era of retaining and managing talent, human resource management as a theory and practice has gained credence. HRM comprises several processes that need to be meshed to ensure a workable workforce development plan and wellmanaged road map for employee recruitment and retention. Key HRM processes include workforce planning, skills improvement, recruitment policies, personnel administration, compensation programs and payroll. A HRM process or paradigm has to be flexible enough to account for changing business scenarios, organizational growth plans and sudden crisis situations.

HRM Blueprint or Agenda

o

The human resources department or division crafts and develops the macro and long-term HRM agenda of an organization. In conjunction with top management, key business managers and occasionally with independent contractors, the HR team devises recruitment and selection policies, hiring procedures and other key HR practices. Programs and initiatives are rolled out to match organizational objectives. The HR department is vested with the full responsibilities of staff and personnel development and execution of all tasks and functions pertaining to the success of these initiatives.

Skills Improvement Initiatives

o

Evolution of business practices and fast-paced turnover of technologies necessitates regular training of employees and imparting of new skills to employees in order to keep them sharp-edged. HRM accounts for such scenarios where skills improvement becomes the key to remaining competitive. HR managers and training coaches devise and develop specialized training and development programs, skills-based workshops, Web-based training modules and other programs. The HR department plays a vital role in coordinating and conducting training programs for the extended workforce in the organization.

Measurable Goals
o

The process of human resource planning and HRM utilize numerous technological aids and software systems to supplement key organizational activities. The intent is to weave measurable goals into all staff development initiatives. Metrics are put in place to track various performance and success parameters of HR programs. Performance appraisal systems are often improved to suit changing employee practices and demands. The HRM practice ensures sustained employee performance and a regular system of rewards, recognitions and incentives.

Mentorship
o

The HR department is the go-to department for all employees in an organization. HR top management and key managers address grievances and HR-related issues of workers and staff, and keep them enthused and motivated to perform their assigned roles and tasks. They are cued in to manage the aspirations, needs and requirements of employees at all levels. The top-tier HR managers understand the need to mentor new inductees and trainees and encourage and empathize with experienced employees.

Importance of Human Resource Management

Human resource management deals with employees on several levels. When conflicts arise, the HR staff may play a role in bringing about a fair and speedy resolution. Human resources management also acts preemptively, looking at issues such as job performance and employee interaction, taking measures to make sure that things run smoothly. 1. Policy
o

Human resource management helps establish a workplace policy in which employees understand the rules, regulations and boundaries. This is an extremely important HR function since all employees need to understand what is expected of them.

Talent Management
o

Talent management, or human capital management, also falls under HR's jurisdiction. Talent management is designed to keep track of the best workers and make sure that those employees are content and want to stay with the company. In addition, HR works to recruit promising employees to the company.

Outsourcing
o

Another important function of HRM is determining when to advise company officials to outsource some of the workforce. A good HRM team can look at the company's overall picture and suggest how the labor can be best utilized.

Sexual Harassment
o

The importance of HRM in preventing sexual harassment in the workplace cannot be over-emphasized. Not only should all employees work in an environment in which they feel safe, but it is actually the law. HRM makes sure employees and management understand the various forms of sexual harassment.