Advanced Human Resource Management :An Overview

Employee Life Cycle

SeparationGrievance Handling Recruitment Payroll Employee Welfare Social System Performance Management Responsibility Recognition Corporate Rewards and Training Engagement Activit

Communicatio n

Recruitment Overview

Joining and Induction Sourcing/Selection

Manpower budgeting Vacancy

Name Badges, Lockers ESIC /PF/Gratuity forms Application Medical Induction Joining Pre Joining blank/Documents Verification Bank Accounts

Joining

Joining

Employee Welfare

Decease Bonus,Gratuity

Logistics & Health Statuary Superannuation SchemesTransportation Compliances (PF,ESIC) and

Channels Of Internal Communication

Internal communication through notice

boards,emails,memos
Town Hall Meetings
All formats of communication (Policies, staff

guidelines,processes,disciplinary actions).

Employee of recreation joy at work As a part Engagement Activities activities.

Birthday Bash Weekly Activity Initiatives meetings Competitions Shows Group Prayer Cafeteria Adoption Talent Special Days

Making arrangements for distribution chains Purchase of amenities, candals,spices etc

Model theme for Corporate Social Responsibility

Training And Recruitment Of differently abled Support nutrition HygieneOf Raw Skill Training Low Cost Cooking and to Artisans and Karigars people. Purchase

Training &Recruitment of youth Training Nutrition Programmes and hygienic cooking

Grievance Handling Process

Levels Of Escalation
Unit Head HR Manager HOD

Grievance Recording
Drop Boxes Single Window Hotline

Format
Grievance Redressal Form submitted to HR by department Heads

Immediate Supervisor

Separation
Resignation Retirement

Full and Final Settlement

Resignation-Notice Period

Employee Clearance/ claims Form

Exit Interview

CH-1 The Strategic Role of Human Resource Management Shifts towards Strategic HRM

Traditional HR practice

Emerging HR practice

Administrative role Reactive Separate, isolated from company

mission
Production focus Functional organisation Individuals encouraged, singled out for praise, rewards People as expenses

Strategic role
Proactive Key part of organisational mission Service focus

Process-based organisation
Cross-functional teams, teamwork most important People as key investments/assets

Copyright 2010, VSP Rao

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Human resource

Management (3rd Edition)

V S P Rao

Excel Books

HRM in context of organization & Environments Government Legislation

Training & Development Maintenance

HRM Goals
Staffing Motivation & Retention

External Influences

Labor

Unions

Globalization

HRM in context of Organization & Environments

External Influences: Pressures from internal and

external environments/industry
Resistance to change v/s the pressures to become

similar
Globalization
Organizations gain power over each other by controlling

valued resources.
Labor Unions
Settlement of labor laws and terms

Government Legislation

1 1 4

HRM in India
In the 1970s and 1980s typical HRM functions in organization included: Personnel and administration Industrial relations Labor welfare

Up to the mid-80s human resource management in Indian organizations grew through various phases under the influence of the following factors: A philanthropic viewpoint about doing good for workers

Government policies
Trade unions Emerging trends/concepts in management

Aligning HR with Strategy

Strategy Type Cost Differentiation Provide great value at low cost. What it Looks Like Acquiring low cost material, streamlining processes, reducing waste maximization (Wall Mart) Implications for HR Structure: Jobs and departments to maximize cross training ,knowledge sharing. Design: Compensation programs to reward efficiency and cost saving Select: Versatile skill set employees

Product Differentiation Deliver products and services that is similar to competitors but incorporates features

Emphasize innovation and creativity. Customers have multiple choices. Design the most attractive features.

Design: Compensation programs to reward creativity, innovation. Train :Employees about product or service differentiating

Aligning HR with Strategy

Strategy Type Customer Intimacy Strong relationships between provider of product/service and customer What it Looks Like Emphasize relationship between customer and point person. Personalized service acts as differentiator. Implications for HR Select: Employees with high service orientation, person skills and anticipatory skills. Fous:Reward and recognition on customer attraction ,satisfaction & retention.

Customer/Market Focus Unique target market characteristics

Emphasize the needs of a specific target market, such as generation of lifestyle.

Use strong research in employing candidates having strong understanding of target markets.

HR Objective
1. Strategic Competencies: understand what competencies needed, available, and plan to close the gap.

Measure of Strategic Readiness

* Strategic Talent Gap * Key Employee Retention

2. Leadership: build leadership pipeline

linking the organizations strategy and HR strategy

* Leadership Gap * Employee Survey of Leadership * Cultural Alignment Survey * % of personal the understand strategy * % of Goal Alignment * % of Incentive Alignment

3. Culture: internalize a shared vision, aligned with strategy. 4. Alignment: personal goals linked to org. goals

5. Learning/Knowledge: sharing of knowledge & experience needed by the strategy

* Sharing across departments: best practices, key people, teams, rewards.

Challenges :Aligning HR with Strategy Competing, Recruiting, and Staffing Globalization:

Globally
Corporate

Social Responsibility (CSR):The responsibility of the firm to act in the best interests of the people and communities affected by its activities Training

Embracing New Technology: Knowledge-Based

Increase in Managerial jobs: Workers whose

responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving

Thank you!