Introduction to HRM

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Ambar Ashraf Ankush Gupta Chetan Kumar Bhatt Vijender Singh Bhaskar Patak

Competitive Challenges for HRM
Technology Globalization Managing Change

Cost Containment Developing Human Capital Market Responsiveness

Globalization
‡ Started post liberalization (after 1991). ‡ Global companies in India: BMW, GE, Citibank « ‡ Indian companies going global TCS, Infosys, Bharti «

Free Trade Unions

CSR .

Challenges For HR Different Languages Employment Laws Cultural Diversity Different Geographies Foreign Visits .

Technology Learning Resources Human Resource Management System .

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Sample Applications .

Compatibility with current systems. Initial Cost & Annual Maintenance cost. Time required to implement & train staff.Which Technology? ‡ ‡ ‡ ‡ ‡ ‡ ‡ Fit of the application to firm¶s employee base. User friendliness Availability of technical support. . Ability to upgrade or customize.

Managing Change Proactive Change Reactive Change .

net/ .http://www.pls.

Containing Cost .

Productivity Enhancements Motivation ‡ job enrichment ‡ promotions ‡ coaching ‡ feedback ‡ rewards Perf=f(A.M.E) Ability ‡ recruitment ‡ selection ‡ training ‡ development Environment ‡ empowerment ‡ teams ‡ leader support ‡ culture .

Outsourcing & Employee Leasing .Offshoring.

Downsizing Alternatives ‡Solicit ideas from employees ‡Hiring freeze ‡Mandatory vacation ‡Compressed work week ‡Increased work hors ‡Temporary facility shutdown ‡Salary reduction .

Market Responsiveness : Quality .

and speed . service. quality.Market Responsiveness : BPR Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost.

Intel . The rest is intellect & mistakes. -Gordon Moore. that¶s a tiny fraction of the costs.Human Capital & Managing Talent If you look at our semiconductors & melt them down for silicon.

HR & Human Capital Future Leader Program Professional Course Reimbursement Hot Skill Bonus Domain Learning Programs Use Existing Human Capital Tata Administrative Service .

Social Concerns in HRM Changing Demographics Attitudes toward Work and Family Employer/ Employee Rights .

Changing Demographics Gender Educational Geographical Ethnic Religious Income .

8 0.Age Diveristy Indian Population 2000 Indian Population 2050 Age >= 50 Age < 50 Age >= 50 Age < 50 Indian Population : Dependency Ratio 0.2 0.7 0.1 0 19991 2001 2011 .6 0.9 0.5 0.3 0.4 0.

o t e l e s t aur an t Co n s t r 2 ct i o n 1999 1983 1993 94 E le ct r i ci t y Wat e r e tc Man act r i n Mi n i n rryin ri lt r e 1 2 3 4 6 7     ¡          ¡           £ ¥ £ ¦ ¥ ¥ ¤ £¢ ¥  ¨¥ § ¦ £    ©¥   4 .Employment Diversity Sectoral Employment Shares by Current Daily Status Co m m un i t y & So ci al Se r v i ce s i n an ce . St o r age & Co m m un cat i o n Tr ade . e al us i n e s s e s t at e & Tr an s p o r t .

000 30.000 0 No diploma Associate Masters Professional .000 50.000 10.000 40.000 20.Income Diversity 80.000 70.000 60.

utilization of talent  Increased marketplace understanding  Breadth of understanding in leadership positions  Enhanced creativity  Increased quality of team problem-solving  Better .

Respect cultural belief. language and needs of all employees .VALUING DIVERSITY in the WORKPLACE CULTURE Organization ‡Fosters mutual respect & sense of belonging ‡Accepts differences. ‡Have diversity training program Equality Equal ‡Respect ‡Expectations ‡Rewards ‡Pay & income for minority & majority group OPPORTUNITY Career Development ‡Promotion of multi cultural employees ‡Opportunity for development of new skills ‡Preference to minorities in promotion ‡Access to top management positions Hiring Practices ‡Active recruitment of multicultural employees ‡Equal opportunity for ‡minorities ‡Affirmative action program LEADERSHIP Management Practices ‡Recognize ‡Support ‡Communicate to ‡Respect of All employees.

Work-Life Balance ‡Flexible work hours ‡Paid vacations ‡Volunterring leaves ‡Maternity. paternity leaves ‡Work from home facility ‡Hobby clubs ‡Sport centres ‡Clb memberships ‡Family day ‡Sabbaticals .

Line and Staff Aspects of HRM ‡ Line manager ± A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization¶s tasks. ‡ Staff manager ± A manager who assists and advises line managers. .

Gaining creative cooperation and developing smooth working relationships . Controlling labor costs . Starting new employees in the organization (orientation) .Line Managers¶ HRM Responsibilities . Training employees for jobs that are new to them . Creating and maintaining department morale . Improving the job performance of each person . Placing the right person on the right job . Developing the abilities of each person . Interpreting the firm¶s policies and procedures .

The Human Resource Manager¶s Proficiencies ‡ New Proficiencies ± HR proficiencies ± Business proficiencies ± Leadership proficiencies ± Learning proficiencies .

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