This presentation is talking about the new trends, innovation in HRM area.

1. “INNOVATION IN HRM”
By –
Saurabh Deoli
IBT+MBA
ASU2011010100054

2. INTRODUCTION
 Historically, the HR Department was viewed as administrative
overhead.
 HR processed payroll, handled benefits administration, kept
personnel files and other records, managed the hiring process,
and provided other administrative support to the organization .
 The role of Human Resources is changing as fast as technology
and the global marketplace.
 The positive result of these changes is that HR professionals
have the opportunity to play a more strategic role in the
business.
 The challenge for HR managers is to keep up to date with the
latest HR innovations -technological, legal, and otherwise.

3. NEW TRENDS IN HRM
 Over the years, highly skilled and knowledge based
jobs are increasing while low skilled jobs are
decreasing. This calls for future skill mapping
through proper HRM initiatives.
 Indian organizations are also witnessing a change
in systems, management cultures and philosophy
due to the global alignment of Indian organizations.

4. HRM ACTIVITIES
Human Resource
Management
Attract and
orient new
employees
Effective
compensation
systems
Effective
work
environment
Compliance &
procedures
Effective
relationships

5. TECHNOLOGICAL CHANGES AND HRM
 Technology includes tools, machinery, equipment,
work procedures and employee knowledge and
skills. The impact of technology on HR can be
profound, as the following things clearly reveal:
 New skills, knowledge, experience and expertise
required to gain the edge over rivals.
 Downsize operations, cut organizational layers and
cut the extra fat to survive in a competitive world
 Collaborate and achieve teamwork
 Relocate work from the office to the home
 Internet and intranet revolution.

6. ECONOMIC, POLITICAL AND SOCIAL CHALLENGES AND
HR
 Now-a-days, people, goods, capital and
information are moving around the globe as
never before.
 Global competition is making every firm to think
in terms of gaining an edge over rivals by
producing high quality goods at a very
competitive price.
 This is where the ‘people’ dimension comes into
being. Incentives, favorable work climate, team
spirit, freedom to think and act independently,
and a host of other HR initiatives are needed to
keep talent from flying away.

7. DESIGNING APPROPRIATE HR SYSTEMS
Issue Focus on
 Nature of employment : Job/Career
 Recruitment : Internal/external/both
 Selection : Merit/other considerations
 Training and employee : 6 months/yearly
development actions Regular/irregular/need based
 Degree of participation : Top down/bottom up
 Incentives : Individual merit/group output
 Job security : Lifelong employment/need-based jobs
 Employee welfare : Be a model employer (offer those that
are needed by law.)

8. HIGH-PERFORMANCE WORK SYSTEMS
 High-performance work systems are organizations
that have the best possible fit between their social
system and technical system.
 Some of the trends in today’s high-performance
work systems are:
 Trust on knowledge workers.
 Empowerment of employees to make decisions.
 Utilization of teamwork.

9. FOCUS ON STRATEGY
 At a growing number of
organizations, HR
professionals are strategic
partners with other
managers.
 The specific ways in which
HR professionals support
the organization’s strategy
vary according to their level
of involvement and the
nature of the strategy.

10. EXPANDING INTO GLOBAL MARKETS
In order to meet
challenges, companies
must :-
 Develop global markets
 Keep up with competition
from overseas.
 Hire from an international
labor pool.
 Prepare employees for
global assignments.
 Employees who take
assignments in other
countries are called

11. CHANGES IN THE EMPLOYMENT
RELATIONSHIP
 A psychological contract is a description of what an
employee expects to contribute and what the employer
will provide the employee in exchange for the
contributions.
 From the organization’s perspective, the key to survival
in a fast-changing environment is flexibility.
Flexibility in HRM includes:
 Flexible staffing levels
 Flexible work schedules

12. CHANGES IN THE EMPLOYMENT RELATIONSHIP
 Alternative work arrangements are methods of staffing
other than the traditional hiring of full-time staff.
 Independent contractors
 On-call workers
 Temporary workers
 Contract company workers
 From employees’ perspective, alternative work
arrangements provide some flexibility for balancing work
and non-work activities.
 The globalization of the world economy and the
development of e-commerce have made the notion of a
40-hour workweek obsolete.
 Offering flexible work schedules provide organizations
with many benefits.

13. BUSINESS STRATEGY: ISSUES AFFECTING HRM

14. LATEST TERMS IN HR
o Talent management
o Succession planning
o Competency mapping

15.  Succession planning is a process for identifying
and developing internal personnel with the potential
to fill key or critical organizational positions.
 Talent Management is a set of integrated
organizational HR processes designed to attract,
develop, motivate, and retain productive, engaged
employees.
 Competency Mapping is a process which
identifies key competencies for an organization
and/or a job and incorporating those competencies
throughout the various processes (i.e. job
evaluation, training, recruitment) of the
organization.

16. CONCLUSION
 Due to the new trends in HR, in a nutshell the HR
manager should treat people as resources, reward them
equitably, and integrate their aspirations with corporate
goals through suitable HR policies.

17. REFERENCES
 http://www.innovationexcellence.com/blog/2012/09/
06/involving-hrm-in-innovation/
 http://onlinelibrary.wiley.com/doi/10.1111/j.1467-
8691.2005.00331.x/abstract