Mahatma education society

Pillai college of Arts ,Commerce and Science.

Subject-human resource planning and information system
Class-sy-bms
div-c (hr)
roll no-6162

QUESTIONS:

1.Explain the impact of globalization on HRP process?

As the company decides to expand their business in another country there
may positive as well as negative impact:
The impact of globalization on HRP process is as follows:
Recruitment

When the organization is doing overseas recruitment, the hiring dynamics change considerably.
For instance, if the minimum educational requirement is MBA for a candidate, the same degree
may vary from one country to another. It may be known by a different name, or even it is known
by the same name, the grades and credits may differ, making it difficult to understand the
candidate’s educational qualification.
 
Training
Every newly hired candidate has to be taken through training regarding the company’s policies
and procedures as well as his or her job role. However, globalization calls for different training
modules. For example, if you are sending a local candidate overseas, you have to train him or her
regarding offshore work expectations and culture.
 
Labour Laws
Obviously, labour laws vary from one country to another. If the minimum wage amount is ‘x’ and
maximum working hours are ‘y’ in India, then it will not be the same in China, United Kingdom,
United States of America, Australia or any other country. The human resource managers are
required to have a thorough knowledge of international and domestic labour laws or else the
company may find itself in a legal soup.
 
Communication
The world never sleeps! If one country is closing its office, the other may be just opening or in
full swing business hours. When a company is doing business in different countries,
communication becomes difficult. Human resource department has to devise communication
strategies which can establish synchronized co-ordination without requiring remote employees to
disturb their time zone.
 
Expatriation
Preparing home country employees to work in a different country or vice-a-versa is quite
challenging. In spite of adequate training and a competitive compensation package, the expats
may not fit in the company. The recruitment, training, motivation and retention of expats call for
an exclusive human resource strategy.
 
Human capital is the most important asset for any organization. Given that there are people’s
emotions, behaviour and personalities involved, and the market dynamics are changing at a rapid
pace, the challenges for the human resources department has increased several times over.
2)”Training is the act of increasing the knowledge and skills of an employee
for doing a particular job”.Explain the importance of management training
and development to the employess as well as employers.

Training typically focuses on providing employees with specific skills or helping those correct
deficiencies in their performance.It is a short-term learning process that involves the acquisition
of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to
enhance the performance of employees. After an employee is selected, placed and introduced in
an organization he must be provided with training facilities so that he can perform his job
efficiently and effectively.

So, Training is a social and continuous process of increasing skills, knowledge, attitudes and
efficiency of employees for getting better performance in the organization.

Definition of Training

Training is the act of increasing the knowledge and skills of an employee for performing the job
assigned to him. Training has been defined by different scholars of management. Some
important definitions of training are as under.

Objectives of Training:
(i).To provide job related knowledge to the workers.
(ii) To impart skills among the workers systematically so that they may learn quickly.
(iii) To bring about change in the attitudes of the workers towards fellow workers, supervisor and
the organization.

(iv) To improve the productivity of the workers and the organization.

The need for training of employees arises due to the following factors:
(i) Higher Productivity:
It is essential to increase productivity and reduce cost of production for meeting competition in
the market. Effective training can help increase productivity of workers by imparting the
required skills.

(ii) Quality Improvement: The customers have become quality conscious and their requirement
keep on changing. To satisfy the customers, quality of products must be continuously improved
through training of workers.

(iii) Reduction of Learning Time:

Systematic training through trained instructors is essential to reduce the training period. If the
workers learn through trial and error, they will take a longer time and even may not be able to
learn right methods of doing work.

(iv) Industrial Safety:

Trained workers can handle the machines safely. They also know the use of various safety
devices in the factory. Thus, they are less prone to industrial accidents.

(iv) Reduction of Turnover and Absenteeism:

Training creates a feeling of confidence in the minds of the workers. It gives them a security at
the workplace. As a result, labour turnover and absenteeism rates are reduced.

Employees are a company’s biggest asset, and investing in talent is vital to sustainable business
growth and success. Businesses go through lengthy processes to recruit and hire qualified and
suitable staff, but often the emphasis on caring about employees stops there. 

Importance of management training and development for employess

and employers.

The top benefit for driving employee development is to shape a more efficient, competitive, and
engaged workforce. Companies that have actively interested and dedicated employees see 41%
lower absenteeism rates, and 17% higher productivity.9

Here are reasons why employee training and development is important:

1) Positive employee retention

Hiring and retention can become a major challenge to employers, however, this can be avoided
through career development. Training programmes have become so centralised within businesses
that it is often used as a competitive advantage when hiring. Offering programmes within
employment contracts establish an employee’s sense of value within the company, and fosters
loyalty and ultimately staff retention. What’s more is that a business with an engaged workforce
will achieve a 59% lower staff turnover rate.

2) Training future leaders

Targeting skills and employees for future leadership will help establish a business for growth and
change. Acquiring leadership talent can start from the initial acquisition, or Human Resource
professionals can select current employees as managerial candidates. Having established
leadership development programmes ensures that an organisation is always considering the
future organisational goals by preparing promotable talent.

3) Employee empowerment

Leaders who feel empowered within the workplace will be more effective at influencing
employees and gaining their trust.Consequently, those employees will feel a greater sense of
autonomy, value, and confidence within their work. Forbes measured empowerment along with
employee engagement in data from over 7,000 employees and found that employees who felt a
low level of empowerment were rated with engagement in the low rankings of the 24 percentile,
compared to those who felt a high level of empowerment and were in the 79th percentile.

4) Increase workplace engagement

Boredom in the workplace can create feelings of dissatisfaction and negative working
habits. Regular development initiatives can prevent workplace idleness. Having frequent training
programmes will also establish regular re-evaluation – of employees, skills, and processes.
Training and development will also influence company culture by instilling an emphasis on
planning.

Training and development can prompt company analysis and planning; it requires employers to
review existing talent and evaluate growth and development opportunities internally, rather than
via recruitment. Assessing the current skills and abilities within the team will enable managers to
strategically plan targeted development programmes that consider any potential skills gap.
Organisations also need to consider the rise of digital and online learning in talent development.
From the Linkedin Learning survey, 58% of employees prefer opportunities that allow learning
at their own pace. The same report revealed that 49% prefer to learn when the point of need
occurs – making accessible, independent online learning the most suitable for an increasingly
diverse, multi-generational workforce.

3.Explain the impact of restructuring,mergers and acquisitions and

outsourcing on the HRP process.
Impact of mergers and acquisitions on HRP process.
Mergers and acquisitions are used by firms to strengthen and maintain their position in the
market place. They are seen by many as a relatively fast and efficient way to expand into new
markets, incorporate.The impact can be negative as well as positive:

Positive impact of Mergers and Acquisitions on Human Resource Process:

• The initial advantage of MERGERS AND ACQUISITIONS is that it provides a surplus power
that allows increased performance. Once the corporations get together, it ensures tremendous
profit in terms of monetary gains and work performance.
• Cost potency is another useful facet of merger and acquisition. Increasing profit margins of the
company..
• A combination of two corporations or two businesses definitely enhances and strengthens the
business network by rising market reach. This offers innovative opportunities and new areas to
explore.
• With of these edges, a merger and acquisition deal will increase the market power of the
corporate that successively limits the severity of the powerful market competition. This allows
the united firm to require advantage of high-tech technological advancement against
degeneration.

Negative impact of Mergers and Acquisitions on Human Resource Process

MERGERS AND ACQUISITIONS are failing to satisfy their objectives.
Within the last decade, Mergers and Acquisitions has become a worldwide growth story, despite
the high risks involved, a recent study showed that around 85% of the consolidations have failed.
It’s been determined that almost all cases of failures are because of sheer negligence of
employees many efficient worker s have quit the organizations because of the MERGERS AND
ACQUISITIONS.
Despite a calculatedly strategy M & A have found to be a failure, and the main reason for the
failure is the challenges visage in managing employees problems.

Outsourcing in general delivers positive as well as negative impact on HRP:

Positive impact are as follows:
1. More time and resources to focus on core competencies. It was mentioned above that
HR is an unprofitable department. What does this mean? At the end of the day, HR does
not create products or services and does not contribute to the bottom line of a business.
Big HR operations require investing in a lot of time, money, and resources.
2. It allows organizations to hire the best HR professionals for less. The best HR
experts require serious investments to retain in-house in terms of wages and salaries,
something that many organisations cannot afford.
3. Increases compliance with employment laws. Several employment regulation changes
are made every year, including several pertinent issues such as healthcare, taxes,
classification of employees, safety violations, wrongful termination, and even sexual
 harassment. Non-compliance with these laws often result in costly fines, not to mention
the headache and the hassle of dealing with a lawsuit.
4. It improves recruitment. Convincing the best talent to choose to work for a certain
organisation over another offer is an art and science. Outsourcing recruitment to HR
professionals who specialise in this area can improve the quality of talent acquisition for
company.

Negative impacts :

1. Possible conflicting agenda between the company and the HR service provider. While
third-party HR service providers work to meet the demands of their clients, they have their
own set of business agenda that might conflict with the agenda of the companies they service.
2. . HR hours potentially not delivered. When companies have HR experts in-house, they are
working on the clock and dedicated to serving the organisation they belong to.
3. As with any other external service providers, HR agencies and contractors handle several
clients, multitasking to meet the different needs of each one. It is highly likely that some
terms of a contract between a company and an HR service provider are not delivered. This
includes the number of hours that were stipulated in the agreement.
4. 3. Negative impact on company culture. Great in-house HR teams act as
champions/advocates for employees. They resolve internal conflicts, look out after their
career and personal development, and bridge communication gaps between staff and
management.

Impact of restructuring:

 Theoretically, restructuring leads to a more efficient and modernized entity,

however it may lead as well to the deletion of jobs and the layoff of personnel.
The procedure of restructuring generally focuses on problems with financing
debt and very often, involves selling portions of the company to investors.
 Restructuring is when an organization changes its internal structure to increase
efficiency and cost effectiveness.
 This act can involve merging two formerly unique entities, separating an entity
into multiple parties or incorporating a formerly unincorporated enterprise.
 Restructuring can occur as the result of one business buying another company or
an enterprise increasing in size. For example, a sole proprietorship might grow
into a mid-sized business with potential to expand nationally. It would be in the
company’s best interest to incorporate and begin observing regulations that apply
to a business of its size.
 Strategic restricting can minimize financial losses, decrease production costs and
otherwise impact the company’s bottom line.
The impact can be termed as:

 Restructuring disrupts the entire organization.

 Workflows slow as employees adjust to shifts in reporting, management and
goals. Changes disrupt communication and delay decision making.
 Despite these risks, business leaders often opt for
organizational restructuring over more effective methods.