Subject-

Human Resource Management

Presentation on-
Study HRM and HRD
Presented by-
Sharad Pravin Langade
 Defination of Human resource management
• Human resource management can be defined as
“ employing people, developing their resource,
utilizing maintaining and compensating their
services in tune with the job and organizational
requirements”
 HRM FUCTIONS

HR Motivation
HR Performanc & Industrial
acquisition
development e & maintenance relations
1. HR
1. Career planning compensatio 1. Empowerment 1.Discipline
planning &
n 2. Health &
2. Recruitment 2.Training & grievance
development 1. Performance Safety mg
3. Selection Mg
3.Organizationa 3. HR mobility 2.Industria
4.Placement l dispute
l Development 2.Incentives& 4.Creating
benefits motivating Mg
environment

HR Information
system HR research
HR accounting
HR audit
1. Primary HRM Functions
Human resource planning
Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development
2. Secondary HRM Functions
Organization and job design
Performance management
Research and information systems
 Nature of HRM
1. Inherent part of management- selecting people, training, motivating, appraising
their performance for improving their quality.
2. Pervasive function-present in all levels of mg in an organization
3. Action oriented-solve problem through rational(balanced) policies rather than
record keeping
4. People oriented-HRM is all about people at work. Assign jobs, produce
results, reward, motivate them towards improvements in productivity
5. Future oriented- Effective HRM helps organization meet its goals
6. Development oriented-HRM develops full potential of employees through reward,
training, job rotation.
7. Integrating mechanism: HRM maintains cordial relationship between
people working at various levels in organization.
8. Comprehensive function: Workforce signifies people working at all levels, HRM
differs with form & shape but the basic objective of effective utilization of human
resource remains the same.
9. Continuous function: HRM is not a one shot deal it requires constant awareness
and alertness of human relations in every day operation.
10. Based on human relation: Every person has different need, perception and
expectations. The manger should give due attention to these factors.
 Scope(capacity) of HRM
1. Human resource planning-fill various position
2. Recruitment & Selection- develop a pool(team) of candidates
3. Job Design: define task, assign authority & responsibility
4. Training & Development- helps in developing key competencies
5. Appraisal of performance-systematic assessment & evaluation
of workforce
6. Motivation of workforce- develop enthusiastic workforce
7. Remuneration of employees-focuses on fair, consistent &
equitable compensation
8. Social security & Welfare of employees-working
conditions,
transport, medical assistance etc
9. Review & audit of personnel policies- ensures reliable
HR policies
10. Industrial labour relation- ensures healthy union mg
 Difference between personnel mg & HRM
PERSONNEL MANAGEMENTHUMAN RESOURCE MG
• Mg of people employed Mg of employees skills,
• Knowledge, abilities
• Employees are treated as • Employees are treated as
economic man as his service are economic, social &
exchanged with salary psychological man
• Employee are viewed as tool, • Employee are treated as a
equipment resource
• Employee are treated as cost • Employees as treated as profit
center. Therefore mg controls center. Therefore, invest in
cost of labour human resource.
• Employees used as • Employees used for multi-mutual
organization benefit for org, employees &
benefit family
• Personnel function is only • HRM is a strategic(planned)
auxiliary (secondary) mg function
• Short term perspective • Long term perspective
 Objectives of HRM
1. To help the organization reach its goal
2. To employ the skills and abilities of the workforce efficiently
3. To provide the organization with well trained & well motivated
employees
4. To increase employees job satisfaction and self actualization
(stimulate employees to realize their potential)
5. To develop & maintain a quality of work life.
6. To communicate HR policies to all employees.
7. To be ethically & socially responsive to the needs of the
society(ensuring compliance with legal & ethical standards)
8. To provide an opportunity for expression & voice in
management
9. To provide fair, acceptable & efficient leadership
10. To establish sound organizational structure & desirable working
 Importance of HRM
1.Attract & retain talent
2.Train people for challenging roles
3.Develop skills & competencies
4.Promote team spirit
GOOD HR 5.Develop loyalty & commitment
PRACTICES HELPS
6.Increase productivity & profits
7.Improve job satisfaction
8.Enhance standard of living
9.Generate employment
opportunity
10.Greater trust &
respect
 Qualities of HR Manager
Henry fayol categorized as
a) Physical- health, vigor (energy, strength), address
b) Mental- ability to understand, learn, judge & adaptable
c) Moral – firmness, responsible, initiative, loyal, dignity
(self respect)
d) Educational- subject knowledge about function performed
e) Technical- peculiar knowledge on function
f)Experience – arising from work proper.
OTHERS:
Alert mentally, competent to take quick decision,
honesty & integrity, patience, good leader,
socially responsible, good communicator,
courteous (well mannered)
 Environmental factors that affects
the HRM

Legal Technological Socio- cultural

Economic environmen environment environment
environmen t (a)Electronic (a)Expectation of
t communication society
(a ) No
discrimination (b)Open door policy (b)Social status of
(a) Population & (can communicate
on sex job
workforce with any1 in
(b ) At least organization) (c ) Achievement of
(b)Workforce market work
condition prescribed % of total
(c ) Global
employees must (d ) Authority
( c) National income- monitoring
belong to SC & structure
Salary structure physically (d) Virtual
office ( no (e)Workforce
(d) Inflationary handicapped
mobility
pressure central
( c ) Safety,
place ) (f)Role of labour
working condition
union
(d) Industrial
relation
 Emerging issues in HRM Future of HRM: influencing
factors
1. Increase in size of workforce-additional demands for better pay, benefits
& working conditions.
2. Composition of workforce- The raising percentage of women in
workforce,
demand for equal pay, gender inequality
3. Employees expectations-as workers are better educated, more demanding,
voice strong- financial & non financial demands is ever growing & expanding.
4. Changes in technology- increase in automation, modernization &
computerization. Employees must update their knowledge & skills constantly.
This will necessitate constant training at all levels.
5. Life style changes- people are ready to change jobs, shift locations, start
up companies & even experiment with untested ideas.
6. Environmental challenges- Privatization efforts in India will gather
momentum . Burden of training & retraining falls on the shoulder of HR manager.
Reserved categories, minorities will lose importance during selection of
employees.
7. Personnel Function- Job redesign, career opportunity, Productivity,
reward, safety and welfare, Talent hunting, developing & retaining, Lean & mean
Role & Responsibility of HR professionals in
changing Environment
• Focus on strategic HR issues: Issues have to be identified &
dealt with adequately. It will act as an in-build advantage
• Proactive action: not on reactive basis. Putting action in practice before
an issue arises.
• Developing integrated HR system:
Well balanced system without lack of coherence (unity) in function
• Working as Change agent: must perceive need for change and
initiate it. HR professionals must play an active role.
• Marketing HR potential: must have ability to prove
their contribution to enterprise
• Outsourcing HR functions: business instructs an
external supplier to take responsibility (and risk)
for HR functions.
Definition of Human resource development

A set of systematic and planned activities

designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.
 Emergence of HRD
1.Employee needs extend beyond the training
classroom
2.Includes coaching, group work, and problem
solving
3.Need for basic employee development
4.Need for structured career development
 Relationship Between HRM and
HRD
1.Human resource management (HRM)
encompasses many functions
2.Human resource development (HRD) is just one
of the functions within HRM
 HRD Functions
• Training and development (T&D)
• Organizational development
• Career development
 Training and Development (T&D)

• Training – improving the knowledge, skills and

attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
1. Employee orientation
2. Skills & technical training
3. Coaching
4. Counseling
Training and Development (T&D)
• Development – preparing for future
responsibilities, while increasing the capacity
to perform at a current job
1. Management training
2. Supervisor development
 Organizational Development
• The process of improving an organization’s
effectiveness and member’s well-being
through the application of behavioral science
concepts

• Focuses on both macro- and micro-levels

• HRD plays the role of a change agent

 Career Development
• Ongoing process by which individuals progress
through series of changes until they achieve
their personal level of maximum achievement.
1. Career planning
2. Career management
 Critical HRD Issues
• Strategic management and HRD
• The supervisor’s role in HRD
• Organizational structure of HRD
 Strategic Management & HRD
• Strategic management aims to ensure
organizational effectiveness for the
foreseeable future – e.g., maximizing profits in
the next 3 to 5 years
• HRD aims to get managers and workers ready
for new products, procedures, and materials
 Supervisor’s Role in HRD
• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HRD
Organizational Structure of HRD
Departments
• Depends on company size, industry and
maturity
• No single structure used
• Depends in large part on how well the HRD
manager becomes an institutional part of the
company – i.e., a revenue contributor, not just
a revenue user
 Sample HRD Jobs/Roles
• Executive/Manager
• HR Strategic Advisor
• HR Systems Designer/Developer
• Organization Change Agent
• Organization Design Consultant
• Learning Program Specialist
• Instructor/Facilitator
• Individual Development and Career Counselor
• Performance Consultant (Coach)
• Researcher
 Strategic HRD
• Integration of HRD with strategy formulation
and implementation
• Long-term view of HR policy
• Horizontal integration among HR functions
• Vertical integration with corporate strategy
• SHR as core competitive advantage
 Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
A Framework for the HRD Process
HRD efforts should use the following four phases
(or stages):
• Needs assessment
• Design
• Implementation
• Evaluation
• Needs Assessment Phase
Establishing HRD priorities
Defining specific training and objectives
Establishing evaluation criteria
• Design Phase
Selecting who delivers program
Selecting and developing program content
Scheduling the training program
• Implementation Phase
Implementing or delivering the program
• Evaluation Phase
Determining program effectiveness – e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
Thank You