Introduction to HRM- II

8/2/2019 Introduction to HRM- II

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Advanced HumanResource Management :An

Overview


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Recruitment Performance Management System

Employee Welfare Rewards and Recognition

Payroll Engagement ActiviCorporate Social ResponsibilityGrievance HandlingSeparation

Training

Employee Life Cycle

Communicatio

n


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Recruitment Overview

Manpower budgeting VacancySourcing/SelectionJoining and Induction


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Joining

Joining

Pre JoiningVerificationJoiningInductionMedicalApplication blank/DocumentsESIC /PF/Gratuity formsName Badges, LockersBank Accounts


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Employee Welfare

Health anStatuary Compliances (PF,ESIC)Bonus,Gratuity

Decease Superannuation Schemes

Logistics & Transportation


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Channels Of InternalCommunication

Internal communication through noticeboards,emails,memos

Town Hall Meetings

All formats of communication (Policies, staffguidelines,processes,disciplinary actions).


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Employee Engagement Activities

Group InitiativesWeekly ActivityBirthday Bash Prayer meetings Special DaysCafeteria Adoption Talent ShowsCompetitions

As a part of recreation joy at work

activities.


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Model theme for Corporate SocialResponsibility

Support to Artisans and KarigarsTraining And Recruitment Of differently abled people.Low Cost Cooking and nutrition HygienePurchase Of Raw

Training of youth

Skill Training

Purchase of amenities, candals,spices etc

Nutrition Programmes and hygienic cookingTraining &Recruitment

Making arrangements for distribution chains


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Grievance Handling Process

ImmediateSupervisor

Unit Head

HRManager

HOD

GrievanceRecording

Drop Boxes

Single Window Hotline

Levels Of Escalation

Format

Grievance RedressalForm submitted toHR by department

Heads


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Separation

Employee Clearance/ claims For Resignation-Notice PeriodFull and Final Settlement

ExitInterview

Resignation Retirement


11/19Excel Books1 11

Copyright 2010, VSP Rao

CH-1 The Strategic Role of Human Resource Management

Human resource Management (3rd Edition) V S P Rao

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

Shifts towards Strategic HRM


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Exter

nalInfluences

HRM Goals

Staffing

Training & Development

Motivation & Retention

Maintenance

LaborUnio

ns

Government Legislation

Globalization

& Environments

HRM i t t f O i ti &


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External Influences: Pressures from internal andexternal environments/industry

Resistance to change v/s the pressures to becomesimilar

Globalization

Organizations gain power over each other by controllingvalued resources.

Labor Unions

Settlement of labor laws and terms

Government Legislation

HRM in context of Organization &Environments

1


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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 Indianorganizations grew through various phases under the influence of thefollowing factors:

A philanthropic viewpoint about doing good for workers

Government policies

Trade unions

Emerging trends/concepts in management


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Aligning HR with Strategy

Strategy Type What it Looks Like Implications for HR

Cost DifferentiationProvide great value atlow cost.

Acquiring low costmaterial, streamliningprocesses, reducingwaste maximization

(Wall Mart)

Structure: Jobs anddepartments tomaximize cross training,knowledge sharing.Design: Compensation

programs to rewardefficiency and costsavingSelect: Versatile skillset employees

ProductDifferentiation Deliverproducts and services

that is similar tocompetitors but

incorporates features

Emphasize innovationand creativity.Customers havemultiple choices.Design the mostattractive features.

Design: Compensationprograms to rewardcreativity, innovation.Train :Employeesabout product orservice differentiating


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Aligning HR with StrategyStrategy Type What it Looks Like Implications for HR

Customer IntimacyStrong relationshipsbetween provider ofproduct/service andcustomer

Emphasize relationshipbetween customer andpoint person.Personalized serviceacts as differentiator.

Select: Employeeswith high serviceorientation, personskills and anticipatoryskills.

Fous:Reward andrecognition oncustomer attraction,satisfaction &retention.

Customer/MarketFocus Unique targetmarket characteristics

Emphasize the needsof a specific targetmarket, such asgeneration of lifestyle.

Use strong research inemploying candidateshaving strongunderstanding oftarget markets.


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linking the organizations

strategy and HR strategy

HR Objective Measure of Strategic Readiness

1. Strategic Competencies: understand * Strategic Talent Gap

what competencies needed, available, and * Key Employee Retention

plan to close the gap.

2. Leadership: build leadership pipeline * Leadership Gap

* Employee Survey of Leadership

3. Culture: internalize a shared vision, * Cultural Alignment Survey

aligned with strategy. * % of personal the understand strategy

4. Alignment: personal goals linked to org. goals * % of Goal Alignment

* % of Incentive Alignment

5. Learning/Knowledge: sharing of * Sharing across departments: best

knowledge & experience needed by the strategy practices, key people, teams, rewards.


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Challenges :Aligning HR with

Strategy Globalization: Competing, Recruiting, and StaffingGlobally

Corporate Social Responsibility (CSR):Theresponsibility of the firm to act in the best interests

of the people and communities affected by itsactivities

Embracing New Technology: Knowledge-BasedTraining

Increase in Managerial jobs: Workers whoseresponsibilities extend beyond the physicalexecution of work to include planning, decision

making, and problem solving


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Thank you!