What is HR?

Dipankar Banerjee
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 Human Resources
• ‘Human Resource Development’ is a philosophy of the management.
• It is the reflection of the basic belief of an organization.
• Involves a shift from mere direction and control to the new paradigm of involvement and self
development.
• We have to provide opportunity to people by caring and empowerment, so that people can
develop (those who want to).
• Effectiveness of Human resources will depend not only on training and development, but
also development and implementation of meaningful HR systems.
• However, human resource development is not magic.
• Only a Manager-HR cannot develop HR.
• It requires internalization of HR philosophy and beliefs by the top and senior management
team.
• All line managers have to take responsibility and ownership of development of their own
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HORIZONTAL INTEGRATION
All HRM Systems Are Interdependent
MENTORING
Recruitment Performance
Selection Counselling / Self -
Management &
Induction Compensation Mentoring Development
Review Process
Placement Management

Manpower
Review & Job Analysis / DATA Training &
Evaluation Development
Planning BANK

Promotion
Corporate Succession
Career Planning Rotation
Planning Planning
Transfer

CULTURAL INTEGRATION
All Pervading And Has Impact On All Systems
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INTEGRATIVE APROACH TO HRM - VERTICAL INTEGRATION
ENVIRONMENTAL ANALYSIS
ENVIRONMENT (OUTSIDE) RESOURCE AUDIT (INSIDE)
SCAN OPPORTUNITIES AND THREATS STRENGTHS AND WEAKNESSES

VISION “PREFERRED FUTURE STATE”

WHERE DO WE WANT TO GO?

WHAT BUSINESS ARE WE IN? MISSION

WHAT DO WE STAND FOR?
(core business related values) LONG TERM /
OBJECTIVES
MIDDLE / SHORT TERM

STRATEGIES “CHOICE OF PATHWAY”

MKTG. STRATEGY, OPS/MFG, IT, FIN
HR?
WHO WILL DO WHAT & WITH
WHOM ?
STRUCTURE
ACCOUNTABILITY & AUTHORITY
SYSTEM INCLUDE HR SYSTEMS

SKILLS & ATTITUDES 4

 Some quick necessary understanding

HR is related to business and organizations

 Business / Organizations are related to the
economy of the country
 The economy of the country is dependent
on Government’s policies and actions
 Government policies and actions depend on
the foresight and far-sight of the political
leadership keeping in mind the macro global
economic scenario 5
India ‘liberalized’ its economy in 1991 under the
stewardship of the Late Prime Minister P V Narasimha
Rao
Most of the developed nations in the world were
already having a liberalized economy at that point of
time
 However, the world started ‘Globalizing’ at the same
time – this was a new experience for the entire world
 In the ‘Globalized and Liberalized’ world the
business needed to be done differently which
requireded a fresh look at HR – in its policies, content,
outlook and operations
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The pandemic (COVID 19) has also brought in newer
dimensions to consider while doing HR at present.

Current developments in China, which is an economic

super power, are pushing the world in getting itself
divided in two blocs.

In this emerging scenario the whole understanding of a

globalized world, as experienced by us in the last 20 / 25
years, may need undergoing a major change.

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In the very beginning of globalization process in early 1990s
the management world started questioning that what is the value
addition by HR? Should we do away with HR?
Dave Ulrich, the management guru from the University of Michigan,
approached it quite differently. His point was if HR is adding value
to the business it stays. If it does not, HR will not be considered
relevant to business.
If HR gets stuck only with the routine HR tasks, like keeping service
records, recruiting, making pay-rolls, handling retirement benefits
and statutory compliances, what value is HR adding? All these
can be both outsourced and digitized.
Therefore, in order to become meaningful HR has to shift their focu
from ‘doable’ to ‘deliverable’
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Four major expectations of the HR function:

HR must have knowledge of the business

HR must have a knowledge of HR
HR must have an ability to lead any change
process
HR must have the leadership ability to influence
the organization

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FOUR ROLES THAT HR PROFESSIONALS
NEED TO PLAY TODAY

STRATEGIC PARTNER

ADMINISTRATIVE EXPERT

EMPLOYEE CHAMPION

CHANGE AGENT

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 Definition of HR Roles:
ROLE DELIVERABLE/ METAPHOR ACTIVITY
OUTCOME
Management of Executing strategy STRATEGIC PARTNER – Aligning HR and
Strategic Human align HR Strategies & business strategy:
Resources Practices with Business “Organizational
Strategy – (Marriott offering 5 diagnosis”
day week in Hong Kong to
attract & retain talent)
Management of Building an efficient ADMINISTRATIVE Reengineering
Firm Structure infrastructure EXPERT – (HR Professional Organization Process:
design and deliver efficient HR ‘Shared Services’
processes for staffing, training,
appraising, rewarding)

Management of Increasing employee EMPLOYEE CHAMPION – Listening and

Employee commitment & (HR Professionals should be responding to
active and aggressive in
Contribution capability developing Human Capital)
Employees:
”Providing resources
to employees”
Management of Creating a renewed CHANGE AGENT – Managing
Transformation & organization (enhance employees’ capacity transformation and
for change)
Change change: “Ensuring
capacity for
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change”
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HR MUST DELIVER VALUE. HR
PRACTICES MUST CREATE VALUE IN
THE EYES OF INVESTORS,
CUSTOMERS, LINE MANAGERS AND
EMPLOYEES.
HR DEPARTMENTS MUST BE
ORGANIZED.
THEY MUST IMPLEMENT STRATEGIES
THAT CREATE VALUE BY DELIVERING
BUSINESS RESULTS IN EFFICIENT AND
EFFECTIVE WAYS. 12 12
 GLOBAL HR CHALLENGES FOR THE HR

PROFESSIONALS AND THE FUNCTION

THE HR CHALLENGES FOR THE NEXT THREE TO
FIVE YEARS ARE EXPECTED TO BE:

1. CHANGE MANAGEMENT
2. LEADERSHIP DEVELOPMENT, TALENT
ACQUISITION & RETENTION
1. HUMAN CAPITAL MEASUREMENT
2. HR EFFECTIVENESS
REF: “GLOBAL HR CHALLENGES FOR THE HR PROFESSIONAL AND
FUNCTION”, CHANDRASEKHAR PINGLAI, NHRDN JOURNAL, Volume 2,
Issue 1, January 2008, pp 53 – 58.

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 WHY THIS GROWING INTEREST IN HRM?
 GLOBALISATION HAS ENHANCED THE NUMBER OF MULTINATIONAL
ENTERPRISES ACROSS THE GLOBE RESULTING IN GREATER
MOBILISATION OF HUMAN RESOURCE

 EFFECTIVE UTILISATION OF HR IS INCREASINGLY BECOMING A

MAJOR DETERMINANT OF SUCCESS IN INTERNATIONAL BUSINESS

IMPLEMENTATION OF STRATEGIES IS DEPENDENT ON THE

COMPETENCE OF HR

 NETWORKING HAS BECOME VERY IMPORTANT FOR PERFORMANCE

AND MEASUREMENT OF THE SAME (BENCHMARKED POINTS)

 CULTURES IN ORGANISATIONS ARE BUILT BY PROACTIVE HR

POLICIES AND ACTIONS
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THEREFORE:

IT IS ESSENTIAL THAT “AN ENTIRELY NEW ROLE AND

AGENDA IS CREATED FOR HR THAT FOCUSES IT NOT ON
TRADITIONAL HR ACTIVITES, SUCH AS STAFFING AND
COMPENSATION, BUT ON OUTCOMES.

HR SHOULD NOT BE DEFINED BY WHAT IT DOES BUT BY

WHAT IT DELIVERS – RESULTS THAT ENRICH THE
ORGANIZATION’S VLAUE TO CUSTOMERS, INVESTORS,
AND EMPLOYEES.”

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 The HR challenge is to shift from
doables’ to ‘deliverables’
and in doing so the transition has to be from:
 Operational to strategic
 Qualitative to quantitative
 Policing to partnering
 Short-term to long-term
 Administrative to consultative
 Functionally oriented to business oriented
 Internally focused to externally and customer –
focused
 Reactive to proactive
 Activity-focused to solutions-focused. 16
Thank you

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