SLM-Unit 01

Human Resource Management Unit 1

Sikkim Manipal University Page No. 1

Unit 1 Introduction to Human Resource Management

Structure:

1.1 Introduction to Human Resource Management

Objectives

1.2 Concept of Human Resource Management

1.3 Scope of Human Resource Management

1.4 History of Human Resource Management

1.5 Function of Human Resource Management

1.6 Role of HR Executives

1.7 Summary

1.8 Glossary

1.9 Terminal Questions

1.10 Answers

1.11 Case Study

1.1 Introduction to Human Resource Management

Every organisation is essentially a blend of material and Human Resource

(HR). Material refers to money and machines pre-arranged by organisations

for production or trade. Human Resource, on the other hand, refers to the

knowledge, education, skills, training and ability of the members of the

organisation. Human resources are the most valuable and unique assets of

an organisation.

The successful management of an organisation's human resources is an

exciting, dynamic and challenging task, especially at a time when the world

has become a global village and economies are in a state of change. The

scarcity of talented resources and the growing expectations of the modern

day worker have further increased the complexity of the human resource

function. Even though specific human resource functions/activities are the

responsibility of the human resource department, the actual management of

human resources is the responsibility of all the managers in an organisation.

In this unit, we shall look into the concept of Human Resource Management

(HRM), its functions and roles in detail.



Objectives:

After studying this unit, you should be able to:

describe the concept of HRM

define the scope of HRM

describe the history of HRM

explain the functions of human resource

recognise the role of HR executives

1.2 Concept of Human Resource Management

Todays organisations constantly mould itself to meet the business

challenges despite economic, political and social patterns in which it exists.

The efforts made by organizations to sustain business metrics like revenue,

profits and growth, market share is possible only through the people in the

organization who work towards making this happen within the enterprise.

One of the most useful definitions of Human Resources Management

(HRM) is provided by Fisher, Schoendfelt and Shaw in their book Human

Resources Management, HRM involves all management decisions and

practices that directly affect or influence the people or Human resources

who work for the organization.

The concept of human resources entails:

Total knowledge

Skills

Creative abilities

Talents

Aptitudes of an organisations workforce

Values

Attitudes

Belief of the individuals involved

A human resource manager has to build an effective workforce, handle the

expectations of the employees and ensure that they perform at their best.

He or she also has to take into account the firms responsibilities to the

society that it operates in.

It is therefore necessary for all managers to understand and give due

importance to the different human resource policies and activities in the



organisation. Human resource management outlines the importance of HRM

and its different functions in an organisation. It examines the various HR

processes that are concerned with attracting, managing, motivating and

developing employees for the benefit of the organisation.

Objectives of HRM

The objectives of HRM can be classified into the following:

To act as a link between the top management and the employees.

To arrange and maintain adequate manpower inventory, which in turn,

ensures the smooth working of the organisation.

To offer training as a way of developing skills, enhancing productivity

and most importantly, increasing individual and organisational

performance to achieve the desired results.

To devise employee benefit schemes for improving employee motivation

and group morale, and enhancing employer-employee cooperation.

To ensure and enhance the quality of work life, which refers to the

employees perception of their physical and psychological well-being at

work.

To help keep up ethical values and behaviour amongst employees both

within and outside the organisation.

Self Assessment Questions

Fill in the blanks:

1. A HR Manager has to build an effective ____________, handle the

expectations of the employees and ensure that they perform at their

best.

2. One of the major objectives of HRM is to act as a link between the

____________ and __________.

3. HRM examines the various HR processes that are concerned with

attracting, managing, ______ and ______ employees for the benefit of

the organisation.

1.3 Scope of Human Resource Management

In the previous section we discussed the concept and objectives of HRM.

Let us now discuss the scope of HRM in an organisation.



The scope of HRM is wide and far-reaching. An understanding of HRM is

important to anyone who is employed in an organisation. HR issues become

important wherever there is a group of workers. Staffing is performed by all

the managers as a managerial function, either directly or indirectly through

HR department. All managers are, in this way, HR managers, since they get

involved in HR activities such as selecting, training, inducting, compensating

and motivating the employees along with industrial relations activities.

We may classify the scope of HRM under the following heads:

HRM in personnel management This is typically direct manpower

management that involves manpower planning, hiring (recruitment and

selection), training and development, induction and orientation, transfer,

promotion, compensation, layoff and retrenchment, and employee

productivity. The overall objective is to ascertain individual growth,

development and effectiveness which indirectly contribute to

organisational development.

It also includes performance appraisal, developing new skills,

disbursement of wages, incentives, allowances, travelling policies and

procedures, and other related courses of actions.

HRM in employee welfare This particular aspect of HRM deals with

working conditions and amenities at the workplace. This includes a wide

array of responsibilities and services such as safety services, health

services, welfare funds, social security and medical services. It also

covers appointment of safety officers, making the environment

conducive for working, eliminating workplace hazards, support by top

management, job safety, safeguarding machinery, cleanliness, proper

ventilation and lighting, sanitation, medical care, sickness benefits,

employment injury benefits, personal injury benefits, maternity benefits,

unemployment benefits and family benefits.

It also relates to supervision, employee counselling, establishing

harmonious relationships with employees, education and training.

Employee welfare is about determining employees real needs and

fulfilling them with active participation of both the management and the

employees. In addition to this, it also takes care of canteen facilities,

crches, rest and lunch rooms, housing, transport, medical assistance,

education, health and safety, recreation facilities, etc.



HRM in industrial relations Since employment relationship is a highly

sensitive area, it needs careful interactions with labour or employee

unions, address their grievances and effectively settle the disputes in

order to maintain peace and harmony in the organisation. Industrial

relations is the art and science of understanding the employment (union-

management) relations, joint consultations, disciplinary procedures,

solving problems with mutual efforts, understanding human behaviour

and maintaining work relations, collective bargaining and settlement of

disputes.

The main aim is to safeguard the interest of employees by securing the

highest level of understanding to the extent that does not leave a

negative impact on the organisation. It is about establishing, growing

and promoting industrial democracy to safeguard the interests of both

employees and management.


Match the following:

4. Personnel management (a) working conditions and workplace

amenities

5. Employee welfare (b) promotes industrial democracy

6. Industrial relations (c) Direct manpower management

1.4 History of Human Resource Management

In the previous unit we discussed the scope of HRM and its classification

under different headings. Let us now discuss the history of HRM.

There is a vast difference between modern HRM and the personnel

management that was prevalent decades ago. By the end of the twentieth

century, the managerial philosophy that had defined the personnel function

had undergone radical changes. Over the past several years, scientific

management approach and the human relations approach appeared and

then disappeared too. However, the human resource approach has gained

prominence in recent times.



Scientific management approach

Fredrick Taylor, who is widely considered to be the father of scientific

management, focused on motions that were required for each job, the tools

used and the time needed to accomplish each task. Fair performance

standards were then determined for each job, on the basis of such scientific

data rather than on the superiors subjective judgment. Those workers

whose output exceeded the standards were given additional incentive pay.

The base of scientific management was solely motivated by money and led

to many problems.

Human relations approach

The Hawthorne studies conducted during the 1930 and 1940s, forced

organisations to shift their attention from scientific management approach to

human relations approach.

Hawthorne studies suggested that employee productivity was not only

influenced by the way the job was designed and the economic rewards, but

also by certain social and psychological factors. Feelings, emotions and

sentiments of employees were greatly influenced by work conditions such

as group relationships and management support.

It was recognised that treating employees with respect would improve

employee satisfaction and help in achieving higher productivity.

Human resources approach

Human resources approach treats people as resources, rather than factors

of production, or as human beings who act on the basis of emotions alone.

Some of the principles of human resource approach are:

Employees are assets to an organisation.

Policies, programmes and practices must cater to the needs of

employees and should help them in their work and in their personal

development.

The job and tasks are the primary motivators for employees. Individual

employee needs must be catered to maintain motivation.

It is necessary to create and maintain a supportive work environment, to

encourage the employees to develop and harness their knowledge and

skills for the benefit of the organisation.



HR policies and practices should be in alignment with the goal of

balancing individual and organisations needs.

When employees are considered as assets and treated individually, the

level of motivation improves. This leads to more committed and better

employee performance. Overall increase in the performance of employees

leads to an increased organisational performance. When the organisation

reaps benefits out of the increased performance, it is bound to share some

of it to the employees in the form of employee rewards.

Employee rewards may be monetary such as hike in salary or increments or

it may be non-monetary such as change in designation, status, fringe

benefits, etc. When employees realise that they are rewarded and respected

for their efforts they are further motivated. Thus, the human resource

approach helps the employees to achieve through a mutual process where

the organisation and the employees help each other to achieve their goals

as shown in figure 1.1.

8

Employee

Motivation

Employee

Performance Employee

Rewards

Organisational

Performance

Fig. 1.1: Human Resource Approach

[Source: ICFAI Center for Management Research]


Fill in the blanks:

7. _________ is considered to be the father of scientific management.

8. __________ suggested that employee productivity was not only

influenced by the way the job was designed and the economic rewards

but also by certain social and psychological factors.



9. __________ approach states that HR policies and practices should be

in alignment with the goal of balancing individual and organisations

needs.

Activity 1:

Browse the Internet and prepare a report on the implications of

Hawthorne Studies.

(Hint: Refer to:

1. http://www.enotes.com/hawthorne-experiments-

reference/hawthorne-experiments

2. http://www.nwlink.com/~donclark/hrd/history/hawthorne.html)

3. http://www.accel-team.com/motivation/hawthorne_02.html

1.5 Function of Human Resource Management

In the previous section we discussed the history of HRM and analysed the

various approaches towards HRM. Let us now describe the functions of

HRM.

Human resource management involves blending the traditional

administrative functions along with the changing concepts of employee

welfare in the organisation. Organisations now regard employees as a

precious resource and spend more efforts to retain them. The retention of

employees is dependent on how they are perceived and treated in the

organisation based on their performance, abilities and skills.

Human resource managers are involved right from identifying potential

candidates for jobs to their separation from the organisation. They

encourage communication amongst the employees and also promote better

employer employee relationship.

Organisational performance depends directly on how efficiently and

effectively the HR department functions. It is the quality of the human

resources available to the organisation that primarily determines the quality

of the products and services produced by the organisation. The HR

personnel are the key link between the top management and the

employees. Today, HRM operates in tune with other essential organisational

requirements and co-exists with the topmost management cadre. It thrives



on the strength of the relationship between the management and the

workers of the company.

Figure 1.2 depicts the major functions that an HR manager has to carry out

in any organisation. The extent of activities carried out by the HR is

dependent on the size and scope of the organisation, the nature of

operations and the attitude of management towards the employees.

10

MISSION OF AN ORGANISATION

VISION & OBJECTIVES

HRM OBJECTIVES

STRATEGIES AND POLICIES OF HRM

MANAGERIAL FUNCTIONS OF HRM

OPERATIVE FUNCTIONS OF HRM

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RESOURCES

DEVELOPMENT

EMPLOYEE

RELATIONS

CONPENSATION

MANAGEMENT

HUMAN

RESOURCES

DEVELOPMENT

RECRUITMENT

SELECTION

PLACEMENT

PERFORMANCE APPRAISAL

TRAINING

MANAGEMENT DEVELOPMENT

PERFORMANCE APPRAISAL

JOB

EVALUATION

WAGE AND

SALARY

FRINGE

BENEFTS

ORGANISATION CHANGE AND

ORGANISATION DEVELOPMENT

MOTIVATION

MORALE

JOB SATISFACTION

COMMUNICATION

GRIEVANCE AND

DISCIPLINARY PROCEDURE

INDUCTION

Fig. 1.2: Flow Chart of Functions of HRM

[Source: Rao, Subba (2011). Essentials of HRM and Industrial Relations,

3rd

Ed. Himalaya Publishing Pvt Ltd.]

HRM functions can be broadly classified into the following two categories:

1. Managerial functions

2. Operative functions

Managerial functions of HR department

The managerial functions of HR department include the following:

Planning Future course of action; it also includes identifying human

resource requirements and forecasting personnel needs.



Organising Division of labour; assignment of responsibility is part of

the organisations functions.

Staffing It is the process of obtaining and maintaining capable and

competent personnel in various positions at all levels, i.e., manpower

planning, recruitment, selection, placement and induction.

Directing It is the process of directing all the available resources

towards the common organisational goals.

Controlling It is the measurement and rectification of activities to

ensure that the events conform to plans.

Operative functions of HR department

Operative functions of HR department are those core functions that only the

HR department is assigned to perform. These include functions such as

employment of new personnel, developing their skill sets, compensating

them for their efforts and maintaining employee relations. Figure 1.3 depicts

the operative functions of HRM.

Fig. 1.3: Operative Functions of HRM

Let us now discuss the operative functions of HRM.

Employment Employment is the first operative function of HRM. This

involves procuring and employing individuals with suitable knowledge,

skills, experience and aptitude necessary to perform various jobs. It

includes functions such as job analysis, human resource planning,



recruitment, selection, placement and induction. Figure 1.4 shows the

different functions of employment.

Fig. 1.4: Functions of Employment

The various functions of employment are:

a) Job analysis To ensure the satisfactory performance of an

employee, his skills, abilities and motives to perform a job must

match the requirements of the job.Job analysis is the process by

which the tasks which comprise the job are determined and the skills

and abilities required to perform it successfully are identified.

b) HR planning HR planning involves forecasting the human

resource requirements of an organisation and the future supply of

human resources, and making suitable adjustments between the two

in correlation with the organisational plans.

c) Recruitment Recruitment is the process of seeking and attracting

prospective candidates against a vacancy in the organisation.

d) Selection The purpose of employment selection is to choose the

right candidate for a job.

e) Placement After a selected candidate conveys his or her

acceptance of the offer of employment made by an organisation, his

or her placement has to be decided based on the needs of the

organisation.



f) Induction Introducing a new employee to the organisation, the

organisations business, its culture, values and beliefs, and practices

and procedures is termed as induction.

HR development HR development concentrates on developing the

workforce so that both the employees and the organisation in turn can

achieve their goals. It focuses on strengthening the skills, knowledge

and aptitudes of the employees. This includes functions starting with

evaluating the performance of the employees, providing necessary

training and development programmes to fill the gaps between current

performances to the optimum performance of employees.

HR development involves functions such as:

a) Performance appraisal This is the process of evaluating the

performance of an employee on the job and developing a plan for

the employees improvement. This includes an assessment of the

strengths and weaknesses of the employee, and drawing up a

development plan in consultation with him or her to prepare him or

her for future tasks and responsibilities in the organisation.

b) Training Training is the systematic development of knowledge,

skills and attitudes required to perform a given task or job

successfully, in an individual.

c) Management development It is the concept of developing the

employees of an organisation to meet future changes and

challenges.

d) Career planning and development Career planning and

development refers to identifying ones career goals and formulating

plans forachieving them through various means such as education

and work experience.

Compensation Compensation includes all the rewards that an

employee receives during the course of his or her jobfor his or her

contributions to the organisation. Compensation encompasses base

salary, incentives, bonus and benefits, and is based on job evaluation.

a) Job evaluation Job evaluationis a systematic determination of the

value of each job in relation to other jobs in the organisation, in the

industry and in the market.



b) Wage and salary administration Wage and salary administration is

the process of formulating and operating a suitable wage and salary

programme.

c) Incentives Incentives are the rewards that an employee earns in

addition to regular wages or salary based on the performance of the

individual, the team or the organisation.

d) Fringe benefits Fringe benefits are monetary and non-monetary

benefits given to employees during their employment, and

sometimes, also in the post-employment period. These include

housing facilities, canteen facilities, conveyance facilities,

educational facilities for employees and their children, medical and

welfare facilities, company stores, etc.

Employee relations Employee relations deals with the employees, in

the organisational context, as a social group that contributes to the

organisation. It includes:

a) Increasing employee productivity.

b) Keeping the employees satisfied and motivated.

c) Developing team building, team management, leadership skills in

employees.

d) Designing and implementing a fast and suitable grievance

management system.

e) Ensuring discipline among the employees by prompt action to

correct deviations.

f) Supporting employees by counselling and developing them into

complete individuals and responsible citizens.

g) Enhancing the quality of both work and personal life of the

employees.


10. __________ is the future course of action that includes identifying

human resource requirements and forecasting personnel needs.

11. ___________ are the rewards that an employee earns in addition to

regular wages or salary based on the performance of the individual,

team or the organisation.

12. ____________ are monetary and non-monetary benefits given to

employees during their employment.



1.6 Role of HR Executives

In the previous section, we discussed the various functions involved in

HRM. Let us now discuss the role of HR executives.

Managing people is one of the biggest challenges for a manager. Few of the

reasons are:

Individuals differ from each other in terms of their values, attitudes,

beliefs and culture. This leads to a very complex situation.

The stimulating and motivational factors might not be the same for all

employees.

It is important to understand the individual needs of the employees and

cater to those needs. This involves taking up different roles by the HR. The

specialist role of HR manager includes:

Services provider

Administrative expert

Facilitator

Consultant

Auditor

Change agent

Employee advocate

Let us now look into each of these roles in detail.

Service provider Management needs to gather information such as

market statistics, pay rates and labour laws, and legislations from the

market as well as from their competitors before making decisions on

various employee related issues.

Administrative expert The administrative role involves record

keeping and legal compliance. The HR is responsible for maintaining all

records of the employees relating to their employment and also ensuring

the organisation complies to the statutory health and safety, employee

welfare measures.

Facilitator They act as a facilitator when training and development

actions are planned and conducted,and when performance appraisals

are done.



Consultant While supervising the employees, managers face many

problems. Their problems may be due to lack of motivation, lack of

training,job misfit and grievances relating to pay.They should know how

to smoothly resolve such problems.

Auditor HR specialists are responsible for ensuring that all members

of the management perform their respective roles efficiently and also

ensures that there is effective use of the human resources of the

organization.

Change agent It is the HR that helps organisations to implement

changes and help employees adapt to changes. The HR is the first

department that recognises the changes in the external environment and

makes necessary changes within the organisation to help the

organisation adjust to the changes without any hitches. When the

market is not favourable, the HR may be busy with downsizing and

when there are new prospects in future, the HR tries to ensure that the

employees are well trained to take full advantage of it.

Employee advocate HR employees are the link between the top

management and the employees. The concerns of the employees are

first reported to the HR personnel. They report these issues to the top

management and try to resolve the issues.

Thus, we have seen that the HR in any organisation has multiple roles to

play. No HR can perform just one role. They may have to perform all the

mentioned roles at different stages in their career as HR personnel.


13. The administrative role of the HR involves record keeping and

____________.

14. As an ___________ HR employees link the top management and

employees.

15. As an _______ HR specialists are responsible for ensuring that all

members of the management perform their respective roles concerned

with the effective use of HR.



1.7 Summary

Let us recapitulate the important concepts discussed in this unit:

Human resource management is one of the most complex and

challenging field of management study. It mainly deals with people

dimension in management.

Over the past several years various approaches to human resource

management have been adopted by companies. Scientific management

approach gave rise to the human relations approach. The human

resource approach has gained prominence in recent times valuing

employees as the prime asset in any organisation.

The primary objective of HRM is to take care of the work life of

employees even while ensuring their best possible cooperation for

achieving the organisational goals and objectives.

The scope of HRM can be divided into HRM in personnel management,

HR in employee welfare, HR in industrial relations.

Basically, HRM includes the four functions of acquiring, developing,

motivating and managing the human resources. HRM functions are

broadly classified into two categories managerial and operative

functions.

Managerial functions include planning, organising, directing and

controlling.

The operative functions of HRM are related to specific activities of HRM

such as employment, development, compensation and employee

relation.

The specialist role of the HR professional takes a number of roles, which

is that of an auditor, service provider, administrative expert, facilitator,

consultant, the change agent and employee advocate.

1.8 Glossary

Manpower inventory: A record of all the employees that lists all

relevant employment related information such as age, sex, educational

qualification, job history, type of employment, years of work experience.

It helps in knowing the number of employees in a department and the

job that they carry out.



Employee Retention: Employee retention refers to the various policies

and practices which let the employees stick to an organization for a

longer period of time.

Hawthorne studies: In the 1920s Harvard Business School professor,

Elton Mayo, and his Fritz J. Roethlisberger led a landmark study of

worker behavior at Western Electric, Chicago. The study began by

examining the physical and environmental influences of the workplace

(e.g. brightness of lights, humidity) and later, moved into the

psychological aspects (e.g. breaks, group pressure, working hours,

managerial leadership). The major finding of the study was that almost

regardless of the experimental manipulation employed, the production of

the workers seemed to improve. The Hawthorne experiments brought to

light ideas concerning motivational influences, job satisfaction;

resistance to change, group norms, worker participation, and effective

leadership.

1.9 Terminal Questions

1. What is human resources management? Discuss the scope of HRM.

2. Explain the functions of HRM.

3. Discuss the main features of human relation approach. How does it

differ from scientific management?

4. Briefly describe the different roles of HR professional in business.

1.10 Answers


1. Workforce

2. Top management and the employees

3. motivating, developing

4. (c) direct manpower management

5. (a) Working conditions and workplace amenities

6. (b) promotes industrial harmony

7. Fredrick Taylor

8. Hawthorne studies



9. Human Resource

10. Planning

11. Incentives

12. Fringe benefits

13. Legal compliance

14. Employeee Advocate

15. Auditor

Terminal Questions

1. Human resource refers to total knowledge, skills, creative abilities,

talents and individual aptitudes of an organisations workforce, as well

as values, attitudes and beliefs of the individuals involved. A human

resource manager has to build an effective workforce, handle the

expectations of the employees and ensure that they perform at their

best.For more details, refer section 1.2

2. HRM includes the four functions of acquiring, developing, motivating and

managing the human resources. HRM functions are broadly classified

into two categories-managerial and operative functions.For more details,

refer section 1.5

3. The Hawthorne studies conducted during the 1930 and 1940s, forced

organisations to shift their attention from scientific management

approach to human relations approach. Hawthorne studies suggested

that employee productivity was not only by the way the job was

designed and the economic rewards, but also by certain social and

psychological factors. For more details, refer section 1.4

4. HR professional takes a number of forms: the auditors role, the

executives role, the facilitators role, the consultants role, and the

service providers role. HRM objectives should align with the

organisational objectives, and should balance them with the individual

and social goals. For more details, refer section 1.6



1.11 Case Study

HR, The trendsetter?

No longer is HR just a recruitment function; it is part of the company's

overall strategy to achieve its business goals. With increased competition in

every industry, the challenge for companies is to remain competitive, and

are they doing just that? Industry experts give a bird's-eye view of a few HR

trends in the months to come.

Dayanand Allapur, Head HR, Tesco HSC, feels that in the months to come,

there would be an increased focus on strengthening the employee brand

and creating a workplace of choice' through various initiatives such as

smarter employee policies, increased workplace interaction through new

age social media tools and using technology to optimise systems and

processes. "This would be augmented with greater focus on talent planning

and development, thereby providing better career options to employees.

The trend would also lean more towards the "human side" of companies

such as how "green" are we and also focus on diversity and giving back to

the community," says Allapur.

What is in store?

Ashish Srivastava, Director - HR, Canara HSBC Oriental Bank of

Commerce Life Insurance:

Work-life balance Organisations will look at ensuring higher flexibility with

enhanced focus on overall productivity rather than mere number of hours.

Employees would be encouraged to constantly up-skill themselves and

learn to work "smarter" and carve time for value-added initiatives with

colleagues and family.

Staffing and Compensation Staffing will remain lean with higher

demands on individual productivity - beyond specified KRAs, albeit all within

the parameter of core organisational values. The concept of "Total

Rewards" will be earnestly applied as organisations will make compensation

more creative and competitive. Expect deliberate focus on variable pay

plans and a higher ROI on compensation. "Recognition" would be a focal

point to ensure sustained engagement whilst simultaneously encouraging

increased performance differentiation. What the high-performing

organisations will choose to do is to give a staff an overall sense of "a great

total-deal" and not just a good fixed base in compensation.



Talent Management What will matter is the "Employment Brand" and

existent talent, just as much as product loyalty will differentiate the top

players in the industry. For instance, propel increase in the breadth of

experience resulting in versatile workforce within the organisation through

means of short-term and cross functional projects and assignments.

Deepak Kaistha, Director, Planman Consulting

Work-life Balance Work-life balance is just not a simple term but the way

one should maintain/divide their work hours effectively. What will matter in

the months to come is how you work smart and complete a defined task at a

given time frame. Employees who are able to manage the same will be

termed smart' workers.

Staffing and Compensation Hiring plans for the next quarter is on its

spree and looks optimistic. As per a study, employers in various industry

sectors and all four regions of India report positive hiring plans for the next

three months. Job seekers in the wholesale and retail trade sector (+51 per

cent) and service sector (+48 per cent) can look forward to the most

vigorous hiring in the next three months. Globally, the third quarter hiring

expectations are positive, India being the strongest country, apart from

Brazil, Taiwan, Turkey and Singapore.

Talent Management Given ample evidence that companies with highly

engaged employees outperform companies with neutrally or negatively

engaged employees, over the next few years we'll see more companies

adopt - not just talk about - best practices such as closer scrutiny of

manager quality, continuous feedback, talent mining and mobility, workforce

segmentation, employee recognition programmes and differentiated pay.

Rajesh Padmanabhan, Head-HR, Capgemini India

Work-life balance is an important ingredient of driving company culture

and employer of choice value proposition. India Inc. will see more

expectations around this and will need to ready organisations keeping this

important aspect in mind.

Staffing and Compensation as a recruitment channel is set to increase,

going forward. More structured compensation options in the form of time-off,

remote working, project allowance and performance accelerators would

slowly start coming into play.



Talent Management Structured capability building models and building

future leaders will be the way forward.

Whatever the route, HR is all set to pull up its sleeves and become the new

trend-setter.

Discussion Questions

1. What are the trends in staffing ?

2. What are the ways of ensuring talent management ?

(Source: http://www.itsmyascent.com/web/itsmyascent/hr-zone/-/

asset_publisher/4htH/content/hr-the-trendsetter

(Retrieved on 27th February, 2012)

References:

Bearwell, I, & Holden, L. (1995). Human Resource Management: A

Contemporary Perspective. New Delhi: Macmillan India Limited.

Dessler, G, & Verkkey, B. (2011). Human Resource Management. New

Delhi: Pearson Prentice Hall.

Durai, P. (2010). Human Resource Management. New Delhi: Pearson

Publication.

E-Reference:

http://www.managementstudyguide.com/scope-of-human-resource-

management.htm (Retrieved on 20 December 2011 )

http://www.slideshare.net/hemanthcrpatna/procedures-for-handling-

disciplinary-matters-in-ktms (Retrieved on 20 December 2011 )

SLM-Unit 01

Documents