HRM Function

8/6/2019 HRM Function

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Human Resource Management

Made By:Amrit Kaur Bharaj



What Is a Human Resource?

�William R. Tracey, defines Human Resources as: "Thepeople that staff and operate an organization";as

contrasted with the financial and material resources of an organization.

A Human Resource is a single person or employeewithin your organization.



Wha t I an r

Mana g n tan r Mana g n t ( M) i t he f nc ti n ith in an rgan i a ti n

tha t f cuses n :ec r u it en t

�Dir ec ting

�C ensa ti n ,� iri ng,�P e rf r ance ana gemen t,�Org an i a ti n eve l men t,

ea lth and S a f e t ,�B ene fits ,

�E mp l ee mo tiva tion ,�C ommun ica tion ,dm in is tr a tion ,

r a in ing.



Wha t Is uman esou r ce

e e lopmen t ( )

uman esou r ce e e lopmen t ( ) is the fr ame wo rk f o r he lping em ployees de e lop t he ir pe r sona l an d o rgan iza tiona l s kills , kno wle dg e , an dab ilities .

uman esou r ce e e lopmen t inc ludes opp o rtun ities such as :

mployee tr a in ing,mployee ca r ee r d e e lopmen t,e rf o r mance mana gemen t an d d e e lopmen t,oach ing

�M en to ring�K e y em ployee iden tifica tionT u ition ass is tance

rg an iza tion de e lopmen t-by de e loping su pe rio r wo rkf o r ce

HRD

Fo rmal

Classroo mteaching

Co llegeco urse

an org an iza tiona l

planne dchan ge e ff ort.

Inf o rmal

em ployee coach ing bya mana ge r.



W HAT IS STRATEGY?S trategy is the c o mpany s lo ng-term

plan f o r h ow it w ill balance itsinternalstrengths and w eaknesses w ith its

external o pp o rtunities and threats t omaintain a c o mpetitive advantage.



STRATEGIC HRMS trategic human res o urce management; linking HR M w ith strategic g o als ando bjectives t o impr o ve business perf o rmance and devel o p o rganizati o nalcultures f o stering inn o vatio n and flexibility.



New role of HR V/S TRADITIO

NAL



W HY TO IN CLUDE HR IN

STRATEGIC DECISION

S?1.When goals are set, it·s people who work to fulfill those goals

2 . In o rder t o achieve the c o mpany s strategic go al there are different f o rces inv o lvedand HR is o ne o f them.

3. HR f o lks are o ften a w are o f gro up initiatives and changes that has o ccurredco mpany- w ide. Acco rdingly, they w ill be able t o speak w ith unique insights o n h ow changes may impact systems and pr o cesses already in place.

4 . R esearch sh ow s that o nly 20% o f the wo rkf o rce has the skills that w ill be requiredten years fr o m n ow . That means training and devel o pment are guaranteed t o beneeded at s o me p o int o f the strategic gr ow th pr o cess. Again, HRD f o lks w ill be ableto speak instantly t o any issues, and p o ssibly pr o vide input that c o uld help aco mpany achieve its g o als faster.

If organizations include HRM and HRD professionals in their strategicplanning. There is nothing to lose by doing so, and plenty to gain.



W HY SHOULDW E

CARE ABOUT HR?N o reso urces are m o re vital t o o rganizati o nal success than humanreso urces - Fo rtune, 1998

In business, there is o nly o ne true l o ng-term c o mpetitive advantage andkey to S takeh o lder satisfacti o n: Peo ple - H arley-D avidso n Annual R epo rt

I am the ultimate believer in pe o ple first, strategies sec o nd.To me, strategy starts w ith the pers o n y o u hire.-Jack Welch, CEO, General Electric

The quality o f wo rk fro m m o tivated pe o ple is light-years ahead o f w hat

y o

u get fro

m peo

ple no

t w

ell mo

tivated. -Frank P

op

off, President,

Dow Chemicals

Management o f peo ple is an indispensable c o mpo nent o f sustainedco rpo rate perf o rmance and c o mpetitive advantage. - results fr o m a survey o f 1500 CEO



CAN HR HAVE A MEASURABLE

IMPACT ON A COMPAN Y SBOTTOM LIN E?Better HR M translates int o

impr o ved empl o yee attitudesand m o tivati o n(e.g., wo rking at h o me)

Well run HR pro grams drive empl o yeeco mmitment



THREE ADDITION AL ROLESFOR THE HR MAN AGER.

Business and Strategic Partner:T he devel o pment and the acc o mplishment o f the o rganizati o n- w ide business plan and o bjectives.HR staff members have t o think like business pe o plekn ow finance and acc o untingand be acc o untable and resp o nsible f o r co st reducti o nsthe measurement o f all HR pro grams and pr o cesses.

Em ployee Advocate:

create a wo rk envir o nment in w hich pe o ple w ill choo se to be m o tivated, c o ntributing, and happy.HR manager pr o vides empl o yee devel o pment o ppo rtunitiesempl o yee assistance pr o gramsgain sharing and pr o fit-sharing strategieso rganizati o n devel o pment interventi o nsdue pr o cess appr o aches t o pro blem s o lvingregularly scheduled c o mmunicati o n o ppo rtunities.

C hange C ha m pion:co nstantly assessing the effectiveness o f the HR functi o n.spo nso r change in o ther departments and in wo rk practices.To pro mo te the o verall success o f his o rganizati o n,he champi o ns the identificati o n o f the o rganizati o nal missi o n, visio n, values, g o als and acti o n plans.helps t o determine the measures that w ill tell his o rganizati o n h ow w ell it is succeeding in all o f this



BEN EFITS OF SHRMIdentifying and analyzing external o ppo rtunities and

threats that may be crucial t o the c o mpany's success.F acilitate achievement o f o rganizati o n s business strategy

and visi o n f o r the future.

To recruit, retain and m o tivate pe o ple.To develo p and retain o f highly co mpetent pe o ple.To ensure that pe o ple devel o pment issues are addressed

systematically.To supply inf o rmati o n regarding the c o mpany's internal

strengths and w eaknesses.To meet the expectati o ns o f the cust o mers effectively.



SHORTCOMIN GSBeing S trategic Means Taking R espo nsibility And O w nership Fo r Things Y o u Do n't

Co ntr o l:o ften HR pro fessio nals w ant t o take credit w hen pr o ductivity is high but they refuse t o accept the blame o r resp o nsibility w hen it falls.

HR managers are paid by management and the business n o t by empl o yees so HR mightno t even appear credible t o empl o yees

HR s histo ric emphasis o n cutting c o sts.:The strategic target f o r HR sho uld be t o increaserevenues and pr o ductivity w hile simultane o usly maintaining o r reducing y o ur relativelabo r co sts.

Many pe o ple equate being strategic w ith having s o me degree o f f o rmal auth o rity o rco ntr o l but there is really n o aut o matic c o nnecti o n bet w een the t wo .

Any f o cus o n wo rkf o rce pr o ductivity and pr o fitability can get blurred w hen HR co nsidered the empl o yee perspective because quite frequently, empl o yee self-interest isno t co nsistent w ith increasing pr o ductivity and pr o fit.



CON CLUSIOND

ue to

the ne w

trends inHR

, in a nutshell theHR

manager sho

uld treat peo

pleas res o urces, re w ard them equitably, and integrate their aspirati o ns w ithco rpo rate g o als thr o ugh suitable HR po licies.



CON CLUSION

As glo bal business c o mpetiti o n shifts fr o m efficiency t o inn o vatio n andfro m enlargement o f scale t o creati o n o f value, management needs t o beo riented t ow ards the strategic use o f human res o urces.

Strategic human res

ources management practices enhance empl

o yeepro ductivity and the ability o f agencies t o achieve their missi o n.

Integrating the use o f pers o nnel practices int o the strategic planningpro cess enables an o rganizati o n t o better achieve its g o als and o bjectives.

Co mbining human res o urce practices, all w ith a f o cus o n theachievement o f o rganizati o nal go als and o bjectives, can have a substantialaffect o n the ultimate success o f the o rganizati o n.

To manage future o perati o ns effectively, it is essential that c o mpanies

pro

duce "business leaders" and "inno vat

ors" thr

ough

S HR M Appr

oach.



TREN DS AFFECTIN G HR

STRATEGY IN CLUDESo ccupati o nal shiftglo balizati o n and gl o bal co mpetiti o nquantity and quality o f ne w entrants t o the lab o r f o rcegrow th o f co ntingent wo rkersdem o graphic changesincreased imp o rtance o f wo rk-family balanceincreased reliance o n o uts o urcingTechn o lo gy mandates and enables c o mpanies t o be m o re

co

mpetitiveKnow ledge intensive j o bs in industries such aer o space,co mputers , telec o mmunicati o ns, and bi o techn o lo gy arereplacing fact o ry jo bs in steel, aut o , rubber and textiles



EN

VIRON

MEN

TAL PRESSURES�Fierce, often global competition for customers, competencies,capital, technology, suppliers, ideas, intellectual property, market andmind share, and influence;�Growing customer information access and decision-makingsophistication about their business needs, their product and servicechoices, and the financial implications of both;�Rapid changes in information technology with improvedavailability, ease of use, and affordability, but also greater complexityof choices, integration and management;�Nearly pervasive information and information technology fromembedded systems to manufacturing robotics, universal e-mail/IM/cellular, Web 2.0 and Web ubiquity, and every teenager smastery of the basics;�Changing business models and investment strategies as work isdigitized and moves to where it can be done with the bestcombination of cost, quality, speed and risk;



CON TI�T r r t il ilit f land it rt r l ti f r it r a ti n and

l nce

�E no r ous ressu re t o do t e ri t t i ngs f as t e r and e tt e r and it f ewe r, l ess expens i e resou rces .



EMERGIN G ISSUES IN HRK now ledge ga t e eep ing - no t sha ring o f now ledge in o rde r t o

secu re ou r j ob

�H uman resou rce ou t sou rcing - H uman resou rce is cons ide red o f a liab ilit t han resou rce acco rd ing t o the tr ad iti ona l i ew .

�W it h t he inc rease o f g loba l j ob mob ilit , r ec ru iti ng compe t en tpeop le is a lso inc reas ing l becom ing d ifficu lt, espec ia ll i n Ind ia .

�T he re f o re by crea ti ng an enab ling cu lt u re , o rgan i a ti ons a re a lso requ ired to wo r ou t a re t en ti on s tr a t egy f o r t he ex is ti ng sk illed manpowe r.

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HRM Function