UNIT-1

By: T.S.Narayanan
WHAT IS HRM?
Is the effective management of people in an
organization
It bridges the gap between employees’
performance and the organization’s strategic
objectives.
HRM is an art of managing people at work in
such a manner that they give their best to the
organization for achieving its set goals and
objectives.
OBJECTIVES OF HRM
Societal objectives
Organizational objectives
Functional objectives
Personnel objectives
HRM OBJECTIVES AND
FUNCTIONS
EVOLUTION OF HRM
FUNCTIONS
HR INTERVENTION AREAS
Training &
Recruitmen
Developme
t & Staffing
nt

Employee
HRIS benefits

HR
Organization Employee
structure compensati
on
HR
Employee
complian
relations
ce
..continued..
Recruitment and staffing: Recruitment and
selection of new hires is the function of HR
which is then followed up with orientation.
Employee benefits: include health insurance,
health care, flexible spending accounts, vacation
time, sick leave, family leave etc. A good benefits
package helps an employer attract and retain
talent.
Employee compensation: HR researches to find
the current competitive wage for a position, if
the company can afford to offer that amount and
..continued..
HR compliances: Ensures that an employer
must work within the confines of the law to
respect and observe these laws at all times.
Organizational structure: Involved in
formulating the business goals and the mission
of an organization and suggest changes, if
needed.
HRIS & Payroll: In addition to monitoring
payroll activity, HR is accountable for keeping
track of the working environment of the
ROLE OF HR DEPARTMENT
Training &
Compensati Administrat
Staffing Developmen
on ion
t
HR Employee Benefits &
Discipline
planning training compensation
Job Career Employee
Payroll
analysis development relations
Recruitm Performance Bonus & Health &
ent analysis Incentives safety
Succession Employee
Selection Motivation
planning welfare
On
HR Audit
boarding    
Transfer /
MISSION OF HR
DEPARTMENT
The mission of the human resources
department is to support the total
operations of the organization by
meeting its goals and objectives through
its most valuable resources- people. This
is achieved by providing services that
promote a work environment with fair
treatment of staff, open
communications, personal
Activity break….
HARD AND SOFT HRM
HRM is a deliberate approach to recruiting,
hiring, training, engaging, and retaining
employees. It is divided into hard and soft HRM.
Soft HRM stresses the human side of HR,
understanding that the workforce is made up of
people with goals and feelings.
Hard HRM views employees as a resource that
exists simply to assist the organization in
achieving its objectives.
COMPARISON- SOFT & HARD
HRM
Characteristic
s Soft HRM Hard HRM
People oriented- Task oriented- considers
Employer
considers employees employees as means to get
attitude
as assets job done.
Based on attitude,
potential and Based on the ability to do
Recruitment
integration with the the job or to get trained.
team.
People manager- Task master- delegation
Boss
works with the team. oriented to get things done.

Objective Team members know Employee only knows what

setting the bigger picture needs to be done for the role
Shared culture - flat
Work culture Usually hierarchical
structure
Employee can plan
Monotonous- lack of career
STAFF & LINE MANAGEMENT
IN HRM
Line Management Staff Management
"Staff function" supports the
"Line function" directly advances
organization with specialized
an organization in its core work.
advisory and support functions
Authority of staff managers is
Line managers usually have final
limited to supervising the
authority to make executive
activities of other staff personnel
decisions in the company
and advising line managers

They give directions to

subordinates They take an advisory role

Eg: Production, Sales, Marketing Eg: HR, Accounting, Legal

..CONTINUED..
Line authority in HRM:
Proceeds from top to bottom through the chain
of command.
Human resources managers have line authority
by virtue of their power over the HR department.
Staff authority in HRM:
Gives managers the power to offer advice or
suggestions to those managers with line
authority.
HR managers have staff authority in nearly every
department, because they provide advice and
HR PRACTICES
Any practice which deals with the enhancing of
competencies, satisfaction, commitment, and
culture building in the organization can be
considered as HRM practice.
HRM practices and processes are part of the
management of the human resource in the
organization.
Organizations with right HRM practices can
create a sustainable and lasting capability of the
organization to manage internal performance
IMPACT OF HR PRACTICES
EMPLOYEE VALUE PROPOSITION
(EVP):
Is the set of benefits you offer employees in
return for the skills, experience and qualities
they bring to the position.
EVP typically includes the benefits, financial
rewards, career development opportunities and
additional perks employees receive.
A strong EVP stands out from your competitors
and is relevant to your employees’ wants and
needs.
Goal of an EVP is to make employees excited and
KEY ELEMENTS OF EVP
Rewards &
Compensation

Organizatio ELEMEN Benefits

n culture
TS OF
EVP
Work Career
environment development
THANK YOU…
UNIT -II

By: T.S.Narayanan
What is HRP ?
Is the first step in the process of Human Resource
Management.

It translates the organization’s objectives and

plans into the number of workers needed to meet
those objectives.

It starts with the estimation of the number and

kind of people required by the organization for
the coming period.

It not only matches the openings in an

organization with the right kind of supply of
Who is responsible for HRP ?
It is the responsibility of both the line and
the staff manager.
The line manager is responsible for
estimating manpower requirements- he
provides the necessary information on
the basis of the estimates of the operating
levels.
The staff manager provides the
supplementary information in the form
What is the need of HRP ?
1. Replacement of Persons.
2. Labour Turnover
3. Expansion Plans
4. Technological Changes
5. Assessing Future Requirements
Factors affecting HRP
Objectives of HRP
1. Assessment of human resource requirements for
future and making plans for recruitment and
selection.

2. Determining training and development needs

of the enterprise

3. To assess the surplus or shortage of human

resources and ensuring optimum use of existing
human resources in the enterprise.

4. To minimize imbalances caused due to

…continued
5. Keeping the enterprise ready to meet with the
technological development and modernization.

6. Controlling wage and salary costs

7. Ensuring higher labour productivity

8. Ensuring career planning of every employee

of the enterprise and making succession
programmes
Different stages in the HRP
process
Benefits of HRP
To meet up requirements of the organization
Counterbalance insecurity and change
It helps in checking labour imbalance
Right-sizing the human resource requirements
of the organization
To meet expansion and diversification needs of
the organization
Training and Development of employees for
their career growth
Fulfill individual needs of the employees and
Activity Break
What is HR demand forecasting?
Demand forecasting is a quantitative aspect
of human resource planning.
It is the process of estimating the future
human resource requirement in right
quality and right number.
Potential human resource requirement is
to be estimated keeping in view the
organization's plans over a given period of
time.
Need for HR demand forecasting

Analysis of employment trends

Replacement needs of employees due to
death, resignations, retirement and
termination
Growth and expansion plans of
organization
Absenteeism and labour turnover
Factors affecting HR demand
forecasting
External factors Internal factors

Competition (foreign Organizational

and domestic) structure

Economic climate Production levels

Laws and regulatory New products and

bodies services

Changes in technology Budget constraints

Social factors. Employee turnover

The process of HR demand
forecasting
Setting objectives

Determine time
perspective

Select forecasting
method

Collect data

Estimate Results
HR Supply forecasting
Is the process of estimating availability of
human resource and follows the demand
forecasting.
For forecasting supply of human resource we
need to consider internal supply and external
supply of human resources.
Internal supply is available by way of transfers,
promotions, retired employees & recall of
laid-off employees.
External supply of human resource is
Gap analysis in HR planning
HR gap analysis is a breakdown of the
current workforce and the skills they
possess compared to the workforce that
will be needed to reach key business goals.
It identifies upcoming personnel and skill
deficiencies within the organization.
Conducting an HR gap analysis can help
set the organization up for long-term,
sustainable success.
HR requirement action plan
With a list of key skills needed and an
inventory of current skills, it is possible to
see where the gaps are in the HR gap
analysis.
HR requirement action plan is the next
step to identify the best solutions to fill
these gaps and then act on those plans.
Possible HR requirement plans
Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies
…continued…
Restructuring- includes reducing staff,
regrouping tasks to create well-designed jobs,
and reorganizing work groups.
Training and development -providing the
current staff with training and development
opportunities to encompass new roles.
Recruitment –hiring people who already have
the skills the organization will need in the future.
Outsourcing -outreaching to external individuals
or organizations to complete certain tasks.
Collaboration- associating with other
Thank you…
 UNIT- III

By: T.S.Narayanan
 What is Human Resource
Management ?
❖ Effective management of people in an
organization
❖ Bridges the gap between employees’
performance and the organization’s
strategic objectives
❖ Handles the relationship between
employees and leadership
❖ An efficient HR management team can
give firms an edge over their competition.
Why is HRM important?
It helps achieve goals and objectives of the
organization.
It defines and monitors the culture of the
organization
It recommends strategies for the people as
well as the organization.
Responsible for overall recruitment of a
superior workforce
Owns the overall talent management process
It researches, recommends and
Factors attracting employees to
an organization
Salary and compensation
Growth opportunities
Rewards and Recognitions
Sense of belonging
Work-life balance
Job security
Functions of HRM
HRM Functions

Administrat Operativ
ive e

❖HR Acquisition
❖Planning
❖HR Development
❖Organizing
❖Performance
❖Staffing
&Compensation
❖Directing
❖Motivation &
❖Controlling
Maintenance
❖Industry relations
Operative functions of HRM
1. HR acquisition: HR planning, Recruitment,
Selection, Placement
2. HR development: Career plan, Training &
Development, Organizational development
3. Performance & Compensation:
Remuneration, Incentives & Benefits
4. Motivation & Maintenance: Employee
relations, Empowering, Encouraging, Health &
Safety, Discipline
5. Industrial relations: Union relations, Labour
management, Grievance management,
Scope of Union/
HRM Labour Employ
Relatio ee
PRIS ns welfare

Compensat
ion &
HR Benefits
Plannin HR
g
M
Organisati
on
Job developme
Design nt
Selecti
Training &
on &
Developm
staffing
ent
 Understanding HRM
⚫ Human Resource Planning: process of
identifying current and future human resources
needs for an organization to achieve its goals.

⚫ Job design: involves the creation of roles,

processes and structures to ensure that the
organization’s goals can be realized (Strategy,
Operations, Regulations, People).

⚫ Staffing & Selection: Staffing involves filling up

of various positions in an organization structure
and selection is the process of identifying the
 ……continued
⚫ Training & Development: Training is the
systematic setup where employees are
instructed and taught matters of technical
knowledge related to their jobs. Development
refers to the overall growth and maturity of
people in their positions.

⚫ Organization development: is the study and

implementation of practices, systems and
techniques for enhancement of the
performance and culture of an organization.
 …..continued…
⚫Compensation & Benefits: former is the monetary
returns given to an employee for his services- eg:
salary, bonus, wages. Benefits can be monetary or
non monetary and refers to value additions to
employees- eg; health insurance, stock options etc.
⚫Employee welfare: measures taken by an
organization for the welfare of its employees; can
include both statutory and voluntary measures.
⚫Union / Labour relations: former represents the
collective interest of the workers, bargaining with
employers for wages and working conditions.
Career Planning
Career pertains to all the jobs that are held during
one’s working life.
Career path is the sequential pattern of jobs that
form a career.
Career goals are the milestones one strives for as
part of the career.
Career planning is the process by which one selects
career goals and the path to these goals.
Career development is the personal improvement
one undertakes to achieve a personal career plan.
Career Management is the process of designing
Career Management

Organization's needs Individual's needs

Operationa
Strategic Personal Professional
l
Current Employee Education &
Age / Tenure
competencies turnover Training
Future Absenteeis Family
Career stage
competencies m concerns
Mergers/ Recruitme Spouse's
Performance
Acquisitions nt employment
Outsourcin Ability to Promotion
Market changes
g relocate interests
Innovation / Productivit Outside Current
Growth y interests career path
Restructuring /
Downsizing      
Role of HR in Career
Management
1. THE GOAL: MATCH 2. IDENTIFY CAREER
INDIVIDUAL AND
ORGANIZATIONAL NEEDS
• Create a supportive
environment
• Communicate the direction
of the company
• Establish mutual goal setting
/ planning
 
4. INSTITUTE CAREER
DEVELOPMENT
INITIATIVES
• Provide workbooks and
workshops
• Provide career counseling.
• Provide career
self-management training
OPPORTUNITIES &
REQUIREMENTS
• Identify future competency
needs
• Establish job
progression/career paths
• Balance promotions,
transfers, exits etc
• Establish dual career paths
3. GAUGEEMPLOYEE
POTENTIAL
• Measure competencies
(appraisals)
• Establish talent inventories.
• Establish succession plans.
…continued..
The Organization’s Role -Establishing a Favorable
Career Development Climate:
If career development is to succeed, it must receive
the complete support of top management.
Ideally, senior line managers and HR department
managers should work together to design and
implement a career development system
The Employee’s Role -Career planning:
Changes in the workplace are occurring so rapidly
that employees need to take an active role in
planning their careers.
Employees need to identify their knowledge, skills,
abilities, interests, and values and to seek out
information about career options in conjunction
Need for career planning
i. To attract competent workforce and to
retain them in organizations.
ii. To provide suitable promotion
opportunities.
iii. To enable employee development and
making them future ready.
iv. To enhance utilization of human
resources within an organization.
v. To have optimal placement of
employees.
vi. To improve motivation and morale of
employees.
 Stages in career planning
i. Analysis of individual skills, knowledge and
competencies- self evaluation.
ii. Analysis of career opportunities within and
outside the organization-career research.
iii. Relating specific jobs to different career
opportunities-market research.
iv. Analysis of career demands on the individual
in terms of skills, knowledge, competencies-
skills research
v. Establishing realistic goals on skills and
competency development – goal setting.
vi. Formulating career strategy covering areas of
change and adjustment- job search.
vii. Preparing and implementing action plan
Break !!!!
Talent Management
❖ Is a constant process of attracting,
developing, retaining and developing the
best people.
❖ It is getting the right talent on board and
helping them grow keeping
organizational objectives in mind.
❖ The primary purpose of talent
management is to create a motivated
workforce who will stay with the company
Process of Talent Management
..continued..
Planning:  It begins with understanding the
business strategy and is followed by identifying
where the gaps lie – the human capital
requirement, formulating job descriptions for
the necessary key roles
Attracting: To decide whether the talent
requirements should be filled in from within the
organization or from external sources. It is also
influenced by the employee value proposition.
Selecting: This involves using a string of tests
..continued..
Developing: to help employees grow with the
organization and training them for the expertise
and contribution to business success .
Retaining: Employees need to continue feeling
that the company is an enjoyable, meaningful
place to work. Retain talented workforce.
Transitioning: Focuses on a collective
transformation and evolution of the organization
through the growth of individual employees by
making them feel that they are a part of a bigger
Importance of Talent
Management
Attract top talent 
Employee motivation
Engaged employees 
Increased employee performance
Retain top talent
Improved business performance
Higher client satisfaction
Talent management strategy
Talent management is the full scope of HR
processes to attract, onboard, develop,
engage, and retain high-performing
employees.
It means that talent management is aimed
at improving business performance.
Talent management strategy is the plan of
action to optimize employee performance.
Thank you !!!
By: T.S.Narayanan
 Is the fist part of the hiring process and is followed by the
selection process.
 Is the process of searching for and obtaining applicants for
jobs, from among whom the right people can be selected.
 Recruitment refers to the process of receipt of applications
from job seekers.
➢ To determine the present and future HR requirements of the firm
 Increase the pool of job candidates at minimum cost.
 Enhance the success rate of the selection process
 Begin identifying and preparing potential job applicants who will be
appropriate candidates.
 Increase organizational and individual effectiveness in the short term
and long term.
 Evaluate the effectiveness of various recruiting techniques and
sources for all job applications
Recruitment Planning

Strategy Development

Searching

Screening

Evaluation and Control

 Recruitment Planning : translating job vacancies and
information on nature of jobs to (i) the number & (ii) type
of applicants with desired skill set.
 Strategy Development: developing strategies – like, source
of candidates whether internal or external, deciding the
recruitment technique, which geographical areas to be
tapped and what sequence of activities to be followed etc.
 Searching (methods of Recruitment): whether from
❖ Internal sources: existing employees, employee referrals, former
employees and previous applicants.
❖ External sources: campus recruitments, walk-ins, advertisements,
consultants, employment exchanges, contractors, competitors, E-
recruitments and Temps.

➢ Screening: Is the process of filtering suitable candidates from the pool.

➢ Evaluation and Control: checking if recruitment methods were
appropriate and valid. If not, appropriate control measures need to be
evolved and exercised .
 Recruitment techniques

Traditional techniques Modern techniques

Advertisements Online mode

Internal Social media

promotions

Event
Recruitment
Employment
exchanges
ESOPs
Parameters Traditional Modern
Mode Offline Online
Timeframe Time consuming Faster process
Cost factor Costlier Cheaper
Process Sequential Parallel
Reach Limited Far reaching
Success rate Moderate Higher
Personal touch Available Very limited

Depth & detail Limited options Much broader scope

 Outsourcing: helps the companies to avoid manpower planning.
 Poaching : getting ready talent from a competitor
 E-recruitment: faster process/ use of social media
 Augmented reality: helps to assess candidates in real life scenario
 Virtual reality: walk through of candidate’s profile and
accomplishments
 Employee referrals: gets more authentic and committed candidates
 Attracting the right candidates
 Engaging qualified candidates
 Hiring fast
 Using data-driven recruitment
 Building a strong employer brand
 Creating an efficient recruiting process-
 Build a talent pool
 Train hiring teams
 Diversify the recruiting strategies
 Invest in an Applicant Tracking Software (ATS)
 Enhance brand equity and visibility
 Hiring refers to the process of finding, selecting and appointing new
employees to a company.
 The initial part is the Recruitment process which begins from work
force planning, goes through job analysis and advertisement of the job
positions and attracting applications.
 It is followed by the Selection process and begins with screening and
shortlisting suitable candidates, followed by various rounds of tests
and interviews, short-listing suitable candidates, doing their
background check and offering appointment letters.
 Screening Applications
 Employment Tests
 Employment Interview
 Checking References
 Medical Examination
 Final Selection and Appointment Letter