Professional Documents
Culture Documents
HR Strategies
By Manish Bhalla
Organizational goals and objectives HR planning Alternatives to Recruitment Contingent Workforce Recruitment
Selection methods
Rejected candidates
Influences on Staffing
Environmental Factors
- Job attractiveness
Internal sources
Methods
Recruitment
-Direct applications
External sources
Methods
-Employment agencies
-Executive search firms -Advertisements - Campus recruitment
Employer Branding
Contest Recruitment
Managers also have responsibility of managing an ever-changing workforce operating in a dynamic environment.
In order to achieve goals, organizations require employees who have the relevant KSA.
Firms seek to ensure that they have the resources with required skills & competencies.
Even if organization finds the right skills, there is no guarantee that these skills will continue to be relevant and important for organizational goals. The coming years are likely to herald new jobs that will require new set of skills. With the resurgence of the manufacturing sector, the country is faced with a shortage of vocationally trained workforce. All of these changes and their consequences have made it imperative for firms to make considerable investments in HR training and development.
Performance improvement
Opportunities for personal growth Skill updating
Advances in technology
Work redesign
Employee mobility
Strategic Framework
Contingent Approach
Performance review
(Future focused)
OBJECTIVE (Emphasis on integrating organizational, team, and individual objectives Performance measures (Competency requirements as well as quantified measures
Corporate alignment (Integrated business-driven system aimed at organizational and people development)
Features of PM
Ownership (Owned by management) line Reward Linkage (Do not have direct link to reward)
Rating system
Objectives of PM
Personnel decisions
Evaluative objectives - Validating selections - Bonuses and incentives - Promotions - Salary increases Manager is a judge and makes reward decisions
Development objectives - Feedback - Motivation - Training & Development - Career planning - HR planning Manager is a coach who helps in performance improvement
Organizational Strategies
HR Strategy
Inception (Start-up)
Weak
Value creation
Focus on exploratory knowledge of employees Focus on exploitative knowledge Harvest strategy to maintain competitive status
Qualitative methods
Growth
Strong
Value accumulation
Quantitative methods
Maturity
Stable
Value maintenance
Qualitative methods
Determine Strategies
-Setting corporate strategy - Setting HR strategy - Determine needed employee behaviors
Objectives of CRM
Reinforce desirable employee behavior Communicate to the employee his worth to the organization
Classification of Rewards
Financial Direct (Wages, salaries, incentives, bonus, etc.) Indirect (Benefits) Total Compensation Satisfaction derived from job
Non-financial
Praise and recognition
Base Pay
-Wage - Salary
Direct Variable Pay - Individual incentives - Group/team incentives - Organization-wide incentives Mandatory Benefits - Provident fund - Gratuity - Maternity leave - Health plans - Medical leave Voluntary Benefits - Paid holidays - Family-friendly benefits - Retirement benefits, etc.
Indirect
Benefits
Aggregate incentives
Risk sharing
Increasing the quality of nutrition (Free meals) Providing basic medical care Medical clinics at the plants Reduction of smoking through prohibition at workplace and smoking cessation programs Experimental designs and control groups Fitness centers and physical condition programs On-site health clinics During economic downturns Stockpiling a limited number of high quality key personnel for future use Results in regular age distribution to overcome disproportionate numbers of older workforces
Countercyclical Hiring
Knowledge Management
Hr managers have to be creative in seeking ways to generate, capture, validate, transfer, apply and integrate knowledge throughout the network to leverage available intellectual corporate. Talent generates intellectual capital, the most potent business resource today. This knowledge can be thought of as codified in written documents or graphical presentations, or tacit in informal routines and implicit know-how. Knowledge may refer to what we know (facts), how and why we know it (research and analytical methods, mental models and paradigms), and whom we know (relationship networks).
The challenge for the globally competitive organization is to minimize barriers to knowledge transfer like ambiguity, lack of motivation, lack of persistence, etc.
The transfer of critical capabilities cannot happen without a high level of collaboration across the enterprise.
Talent Management
The main success factors of talent management skills are accelerating the development of global mindsets and skills throughout the organization.
In UK teams expect casual leadership, French teams expect directive & autocratic leadership, Swedish teams expect their leaders to be the first among the equals, Germans may expect a formal hierarchy with consensus.
Asian teams expect a leader to offer consensus whereas Latin and Arab cultures may expect a more familial approach from their leader.
Occupation
Age
Education
Work experience
The responsibility of all in the organization and not just of the personnel function
not
Focused on total culture of the organization rather than just on the systems used
Thank u !!!