Human Resource

Management
Term 2
FMG 28, IMG 13, FM 02
 Before We Begin….

 Punctuality
 Proxy
 Text Book and Course Outline?
 Groups
 CRs
 Case Presentations
 Evaluation Components:
 Individual/Group Assignment: 20
 Quiz: 20 (best 2 out of 3)
 CP: 10 (4+5+1)
 End Term : 50
Route Map - Today
Management Process and HRM
Current context and trends
Introducing HRM
The Management Process

 Planning
 Organizing
 Staffing
 Leading
 Controlling
 What Is Human Resource Management?
The process of acquiring, training, appraising & compensating employees
and
attending to their labour relations, health and safety, and fairness concerns
Every manager should know following concepts to And, should know about:
perform the ‘people’ function:  Labour Law and Statutory
 Conduct job analyses Compliance
 Planning Human Resource needs and recruiting  Employee Health & Safety
job candidates  Handling Grievances and Labour
 Selecting job candidates Relations
 Orienting and training new employees
 Managing wages and salaries
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counselling,
disciplining)
 Training employees and developing managers
 Building employee relations and engagements
Why is HRM important to All managers?

 Avoid personnel mistakes

 Employees not doing their best
 Wrong hiring
 Experience high (employee) turnover
 Face litigation for discriminatory or unfair actions
 To commit unfair labor practice
 Lack of training affects departmental performance
 Improving profits and performance
 Every manager may have to spend some time as an HR Manager
 HR for small business
 Line and Staff Authority

 Authority – right to make decisions, direct the work of others and to give orders
 Line Authority
 Right to issue orders, create superior (order giver) – subordinate (order
receiver) relationship
 Staff Authority
 Right to advise other managers/employees/departments
 Line Managers’ HRM Responsibilities

1. Placing the right person on the right job

2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
Organising HR

 Shared Services (Transactional) HR teams

 Corporate HR teams
 Embedded HR teams
 Centers of expertise
The Trends Shaping HRM
 Workforce Demographics and Diversity Trends
 Gender, nationality, age-mix
 Trends in How People Work
 Increase in service economy/jobs – world-wide and in India
 Traditional jobs to freelancing
 On demand workers, independent contractors (Uber, Ola, Airbnb, Urban Clap etc)
 Increasing importance of ‘Human Capital’ in an increasingly knowledge driven world of
work
 Globalization and Economic Trends
 Global value chains, increased international competitions, global HRM
 Technology trends (Cont’d next page)
 Technology Trends (these digital technologies are driving HR
functionalities from HR professionals to automation):
 Social Media (recruitment?)
 Mobile Applications (tracking employee location? And
many other HR services/deliverables)
 Gaming (increasing engagement, involvement)
 Cloud Computing (realtime feedback)
 Data Analytics (also known as Talent Analytics)
 AI, Machine Learning
A quick Summary (What Trends Mean for Human Resource Management)

 Consequence of globalized competition, economic and demographic trends, shift

to high-tech and service jobs – Greater emphasis on ‘human capital’ i.e. emphasis
on getting the best from their employees
 This needs use of enhanced human resources methods to improve employee
performance and engagement
 Thanks to digital services and social media, employers are shifting (distributing)
more HR tasks from Central HR Deptts to employees and Line Managers
 This gives many line managers more HR responsibilities
 And this means that many HR Managers can refocus their efforts from day-to-day
transactional activities to broader efforts, such as formulating strategies for
boosting employee performance and engagement
A Quick Summary (What
Trends Mean for Human
Resource Management)
HRM’s Role in Strategy, Performance & Engagement
 HR and Strategy
 Set firm’s strategic aims
 Pinpoint the employee behaviors and skills needed to achieve these strategic aims
 Decide what HR policies and practices will produce desired behaviours and skills
 HR and Performance
 HR Department lever (is HR Department delivering services efficiently/effectively?)
 Employee costs lever (advising optimum staff levels, compensation, benefits etc)
 Strategic results lever(shape policies and practices to deliver competencies/behaviours that
lead to strategic goals)
 Performance Measurement
 Evidence based HRM
 HR Value proposition
 HR and Performance and Sustainability:
 Social and environmental concerns, in addition to performance enhancement
 HR and Employee Engagement
Human Resource Manager Competencies
 SHRM Body of Competency and Knowledge

Competency What it Means

Leadership and The ability to direct and contribute to the processes within the organization
Navigation

Ethical Practices The ability to integrate core values, integrity and accountability throughout the
organizational and business practices

Business Acumen The ability to understand and apply information with which to contribute to
organization’s strategic plan
Relationship The ability to manage interactions to provide service and to support the organization
Management
Consultation The ability to provide guidance to organization’s stakeholders
Global and Cultural The ability to value and consider the perspectives and backgrounds of all parties
Effectiveness
Communication The ability to effectively exchange information with stakeholders
Knowledge of Functional Areas
 Talent Acquisition and retention
 Employee engagement
 Learning and Development
 Total Rewards
 Structure of the HR Functions
 Organization Development and Effectiveness
 Workforce Management
 Employee Relations
 Technology & Data
 HR in Global Context
 Diversity and Inclusion
 CSR
HR Roles
Future/Strategic
Focus
Management of Management of
Strategic Human transformation
Resources and change

Processes People
Management of Management of
firm employee
infrastructure contribution

Day-to-
Day/Operati
onal Focus
 • Strategic Partner • Change Agent

Negotiations
Communications
Data based
decision making Overcoming
resistance to
change

Compliance
Counseling
Contract
Administration Developing
Teams
eHRM and HRIS

• Administrative Expert • Employee Advocate