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ABSTRACT

Human resource management is undergoing a massive transformation that will change career paths in as-yet uncertain ways. Employers are placing greater emphasis on business acumen and are automating and outsourcing many administrative functions, which will force many HR professionals to demonstrate new skills and compete for new, sometimes unfamiliar roles. Human resource management is the management of an organization's workforce, or human resources. It is responsible for the selection, training, assessment, and rewarding of employees, while also seeing organizational leadership and culture, and ensuring compliance with employment and labor laws. Proactive human resource management anticipates needs or problems and attempts to prevent them. Proactive HR Manager Behavior refers to anticipatory, change-oriented and self-initiated behavior in the work place. Proactive HR practices involves, acting in advance of a future situation, rather than just reacting. It means taking control and making things happen rather than just adjusting to a situation or waiting for something to happen.

Introduction
Most successful CEOs all have some form of Athletic Mindset. You do not have to be a professional athlete, but you can train and think like a professional athletic. When an employee has the athletic mindset, they are already thinking about ways to be successful, while staying healthy, fit, and productive at work. A Pro-Active Manager of a company thinks the same way to keep pace with the changing requirements of the organization. He requires managing wide range of skills and needs, enabling downsizing, accommodating flexible schedules and administering a host of new programs for compensation, benefits, training and development. With the development of Personnel Management concept, the scope of HR activities extended and HR continued to get professionalized and became a specialized function. The concept of Strategic Human Resource Management became important once it was thought of aligning HR with the business strategy of the organization. This was possible, however after it was established internationally that HR can generate competitive advantage for an organization. Strategy is the direction and scope of an organization over a long term, matching its resources to its changing environment and in particular its markets, customers or clients, so as to meet stakeholders expectations. Strategic Human Resource Management (SHRM) is a competency-based approach for management. We can relate SHRM as a reactive management field, where human resource management is a tool to implement strategy, a more proactive function in which HR activities can actually create and shape the business strategy of HR. SHRM requires Formulation of HR objectives, strategies and policies. This enable the provision of the skills and abilities needed to meet the requirements of an organizations overall objectives. In other words, they provide the framework, which ensures that an organizations people needs are met. The range of activities of a Proactive HR manager of a company includes: The social and economic context of SHRM including the internal and external environments that influence the development and implementation of the HR Strategies The relationship between SHRM and business performance, emphasizing the measurement of performance. Management style and the development of new forms of organization. The relationship between SHRM and the development of organizational capability, including knowledge management. Let us understand the SHRM in details by understand and analyze some of activities and parameters of SHRM and HR Managers

Relationship between HR Strategies & Business


Today, HR departments have a more defined, strategic role in organizations, and an HR strategy affects the bottom line. One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest. This return on investment is an essential part of the argument for including HR as part of an overall business strategy.

HR Strategy Is Business Strategy A successful business owner realizes the strong connection between the two. Developing human capital is important to the longevity and success of a business. In the past, personnel administration was merely the processing of payroll, benefits and applications. Human resources strategy today involves executive leadership teams conferring with human resources experts to develop complementary goals for human resources and the overall business. HR Strategy and Business Productivity The recruitment and selection process of your HR department is paramount in building a productive workforce. Developing a HR strategy for recruiting and selecting the best employees affects your organization's bottom line. Maintaining a workforce where employees enjoy high levels of job satisfaction and job security translates into a workforce that helps achieve business goals. According to HR experts, human capital, or HRs, is your most valuable resource. Trends Affect HR and Business Strategy Business executives are paying close attention to a trend toward blending human resources strategy and business strategy. According to the study we may be witnessing a tipping point where HR technologies become the integrated engine for advancing the broader needs of the business, supporting far more than basic transactions, and advancing the HR and business agenda of the future. Human Resources Information Systems are integral in the development of performance management, recruitment and selection. Interaction among Executive Leadership The real test of a relationship between HRs and overall business strategy is the quality of the interaction between HR executives and other company executives. The way to improve the relationship between HR and C-level executives is by demonstrating the return on investment (ROI) in HR activities. This may involve explaining the connection between a reduction in employee turnover and an improvement in job satisfaction that improves the bottom line. Considerations Executive leadership needs first to understand the benefits of aligning HR goals with overall business goals. Forward-thinking concepts may need to be approached carefully to avoid skepticism among old-school executives who still consider human resources as merely personnel administration. Building the relationship may also require the assistance of an HR consultant to map the strategy for effecting change in your organization.

Similarities in Strategically Reactive & Proactive HR


Strategically reactive and proactive human resources (HR) departments strive after the same goals by different means and at different times. Understanding the similarities between the two can help you to understand how each method accomplishes organizational goals. Similarities in Hiring Reactive HR departments seek qualified job applicants in response to job openings, which can arise because of employees leaving their jobs or new positions opening up as companies grow. Proactive hiring strategies seek to identify workforce needs before they arise, bringing enough qualified applicants on board to fill future positions or keeping enough resumes on hand to quickly fill job openings in the future. Despite their distinctly different approaches, both reactive and proactive hiring strategies seek to fill gaps in the workforce by hiring the most

qualified and experienced employees they can find. Details such as recruiting methods, interview techniques and other selection processes can be identical between the two. Equal Employment Opportunity (EEO) Reactive HR departments implement EEO policies regarding discrimination, assignment of work duties, equal access for disabled employees and other EEO topics in response to issues that arise on the job. A reactive EEO policy may be put in place immediately after a company is informed of a sexual harassment claim by the Equal Employment Opportunity Commission, for example. Proactive HR managers put EEO policies in place as soon as possible in a company's growth stage in an attempt to prevent legal issues from arising. Regardless of whether policies are put in place to proactively prevent issues or react to current issues, both methods intend to create a fair and welcoming work environment for all employees. Although a reactive attitude here may cause a few casualties -- employees quitting, legal ramifications -- the two approaches can eventually arrive at the same ends. 1. Advancement and Compensation Reactive advancement and compensation decisions can be more arbitrary than proactive policies, rewarding employees on a case-by-case basis according to their individual performance. Proactive advancement strategies create clear advancement paths, accompanied by clear pay raise potential, for all employees to strive after. Advancement is one area where reactive and proactive approaches have more differences than similarities. However, both approaches are used with the intent to reward top performers in an organization to maximize productivity and efficiency while placing the most experienced natural leaders in management positions. Employee retention is a goal of both approaches to pay raises, giving employees incentives to stick around. 2. Employee Training and Development Employee development programs include such things as advanced training programs for existing employees and college tuition reimbursement. Reactive employee development strategies are put in place to address an organization's current workforce needs or challenges arising in operations. Proactive strategies are designed to develop the types of highperformance employees that a company will need in the future as it grows and expands its operations. Both approaches to employee development are designed to move employees forward in their personal and professional lives, providing opportunities to learn new things and develop competencies that extend beyond their jobs. Both approaches can be used to increase employees' job satisfaction as well as enhancing operational results.

Reactive vs. Proactive Human Resource Management


The difference in a proactive versus reactive human resource management strategy comes down to planning and forethought. Reactive HR strategies respond to current issues, challenges and needs after they arise. Proactive strategies address issues and concerns before they arise. As a small-business owner, a proactive strategy can help you anticipate problems in staffing levels and employee training. A reactive strategy, while less devoted to planning and risk management, is definitely cheaper and may be more cost effective for your small business. Employee Recruitment Strategies A proactive recruitment strategy in human resources management emphasizes anticipation of your small-business's staffing needs. This can manifest in several ways, including keeping
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promising job applications on file to provide a ready pool of prospective workers as well as conducting rolling interview cycles to keep a constant flow of new employees entering your company. Conversely, a reactive human resources strategy only works to meet an identifiable need. That means no interviews or advertising for employment opportunities until your business has an immediate job opening. Your company may still take submitted employee applications but will not review these applications until the need arises. HR Risk Management The planning associated with a proactive human resources management strategy allows your team to anticipate crises in staffing levels and employee training. By anticipating these shortfalls, your HR team can develop strategies to mitigate the damage and keep productivity at a relatively constant level. This keeps your revenue stream flowing evenly. A reactive model of human resources management responds to crises as each occurs. As a result, you could experience a sudden drop in productivity due to fluctuating staff levels or lagging employee training while your company's HR department scrambles to develop workable solutions. Attracting Top Talent Attracting the best employees in your business's industry doesn't happen by accident. A proactive human resources strategy coupled with a competitive benefits package is necessary to make the brightest workers notice your business and apply for jobs. A proactive strategy involves advertising the strengths of your business, its position in the industry and the longterm goals of your company. A reactive human resources management strategy is only going to secure the best workers who happen to apply for open positions with your company -- not the best the entire industry has to offer. The Money Problem A proactive human resource management strategy takes the devotion of an entire department in your company. This may be difficult to pull off in the early years if you are a small-business owner with tight overhead and an unreliable revenue stream. Your company may find a reactive human resources strategy a necessary evil until you can generate enough revenue to fund a full HR department. A reactive HR strategy may sound like no strategy at all, but if you devote your attention to staffing problems as soon as problems occur, your business can mitigate the damage and continue operating.

Characteristics of a proactive HR manager


Expectations Proactive HR Managers expect some situations to be beyond their control, but they are secure in their problem-solving capabilities and in the capabilities in their team. This type of HR managers inspires other to rise to each occasion, embrace the company mission and to do what needs to be done and what is right. They give and expect honest appraisals and expect team members to be honest and full of integrity. By expecting the best from situations and employees, they tend to receive it. Habits Those exhibiting proactive HR characteristics tend to successfully prioritize and implement activities accordingly. They tend to volunteer for significant assignments having faith in both their own abilities and the abilities of their team members. Proactive HRs tend to have a plan in

place as well as a back-up plan should the need arise. They keep their focus on the company goal and ask for help when needed. They are excellent two-way communicators. Demeanor This type of HR Manager is calm in most situations and takes deliberate steps to achieve departmental and company goals. They are quick to accept change and makes necessary corrections to achieve success. No matter the situation, then tend to believe that they can create positive results. They tend to manage themselves appropriately as well as inspire others. Proactive HR mangers are compassionate, loyal, integrity-filled, straightforward, calm, direct, fair, polite, hopeful and thoughtful. Incorporation Deciding to be a proactive HR Manager can positively transform your workplace and lower your stress level. By making intentional choices and planning ahead, you can stop running from one disaster to another emergency, and instead work in a goal-oriented, team-based atmosphere. One key is to strive to model desired behaviors and inspire your staff.

Factors Affecting HRP


External Factors 1. 2. 3. 4. 5. 6. Government policies Level of Economic Development Business Environment Level of Technology Natural Factors International Factors Internal Factors 1. Policies and Strategies of the company 2. Human Resource policy of the company 3. Formal and Informal Groups 4. Job Analysis 5. Time Horizons 6. Companys production policy 7. Trade Unions

Conclusion
It can be concluded that a proactive HR manager gives the company the opportunity to seize control of the market, strengthen the company image, helps in cost cutting with increased efficiencies, integrates HR with business strategy, forecast demand and supply, etc.

Example and Activities of a Proactive HR Manager


Jaswinder Singh Wadhwa HR Manager at British Telecom India Location: New Delhi Area, India Industry: Telecommunications Jaswinder Singh Wadhwa's Education Symbiosis Centre for Management and HRD (SCMHRD), PGDM, HR, 1999 2001 Punjab Engineering College, BE- Mechanical Engineering , 1993 1997 Jaswinder Singh Wadhwa's Experience 1. HR Manager-BT Global Services December 2010 Present (1 year 3 months) 2. Head HR-Aircom International India October 2007 December 2010 (3 years 3 months) Heading the India HR for UK based MNC in Wireless Solutions space. Key Responsibilities: o Recruitment o Compensation and Benefit Administration o Payroll o Leavers o Performance Management System o Oversee the administration of employee benefits o Develop and revise/improve policies & procedures to ensure best practice and compliance with applicable law and regulations. 3. Sr. HR Manager-Reliance Communications Ltd (Delhi Circle) January 2004 October 2007 (3 years 10 months) Key Responsibilities: Recruitment: Performance Management System (PMS): HR Operations: o Joining o SAP Record updation o Policy Deployment o Employee Benefits o Monthly HRIS o Monthly Audits o Full and Final Process o Agency Manpower database joining to exit
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Employee Engagement: o Birthday wishing, Yoga Classes, Movie Shows etc o Sports Cricket, Badminton, TT Tournament participation. 4. Sr. Officer, HR-Indian Seamless Metal Tubes Ltd June 2001 August 2003 (2 years 3 months) Execution of HR Initiatives in plant having total strength of 700 employees key responsibilities: Training and Development o Training Needs Analysis o Formulating the Training Calendar o Facilitating Training Programs o Coordinating various In-house and External Programs for Managers, Officers, Staff and workmen. o Compiling and Documenting Training Manuals o QS 9000 training programs for the works. Performance Management System: o Ensuring the Goal Setting Process in time o Periodical Reviews and their status Other Responsibilities: o Job Description of Managers, Officers and Staff o Support in Job Evaluation Process o Employee Satisfaction Survey Follow up action o Role Analysis o Implementation of Suggestion Scheme o Handling Insurance Claims for plant employees Sr. Engineer, Production-Asahi India Safety Glass Ltd August 1997 June 1999 (1 year 11 months)