For MBA Trainees

1. HRM Function Definition Human Resource Management is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns.

2. Functions of HRM Identifying and Developing Persons Retaining Suitable Persons Creating a Work Culture Educating Managerial Personnel Conducting Research Developing a Communication System

3. Importance of HRM NEEDED FOR: Better Industrial Relations Develop Organizational Commitment Coping with Changing Environment Changes in Political Philosophy Increased Pressure on Employees

4. HRM VS HUMAN RESOURCES DEVELOPMENT HRM Need to develop skills, talents, capabilities, potentialities of people in organization and this task is taken up in human resource management HRD Strategy is to bring about the changes in personnel so that new challenges are met.

5. HRD T.V. Rao and Udai Pareek have given six dimensions (i) Performance appraisal (ii) Potential appraisal (iii) Employee counseling (iv) Career development and planning (v) Training (vi) Organizational development

6. The Management Process Planning Organizing Staffing Leading Controlling

7. Management Process Planning Goals and standards Rules and procedures Plans and forecasting. Organizing Tasks Departments Delegating Authority and communication Coordinating

8. Management Process Staffing Hiring Recruiting Selecting Performance standards Compensation Evaluating performance Counseling Training and developing

9. Management Process Leading Getting the job done Morale Motivation Controlling Setting standards Comparing actual performance to standards Corrective action

10. HRM People Functions Include: Performance Communicate Train and develop Employee commitment Equal opportunity Health and safety Grievances/labor relations Job analyses Labor needs Recruit Select candidates Orient and train Wages and salaries Incentives and benefits

11. HRM is Important to all Managers.Don’t Let These Happen to You! The wrong person High turnover Poor results Useless interviews Court actions Safety citations Salaries appear unfair Poor training Unfair labor practices

12. HRM – It’s All About Results “For many years it has been said that capital is the bottleneck for a developing industry. I don’t think this any longer holds true. I think it’s the work force and a company’s inability to recruit and maintain a good work force that does constitute the bottleneck….” F. K. Foulkes

13. Line and Staff Aspects of HRM Definition Authority Making decisions Directing work Giving orders Line Managers Accomplishing goals Staff Managers Assisting and advising line managers

14. Line Manager’s HRM Jobs The right person Orientation Training Performance Creativity Working relationships Policies and procedures Labor costs Development Morale Protecting

15. Staff Manager’s HRM Jobs Line authority Implied authority Functional control Employee advocacy

16. HR Department Organizational Chart

17. Strategic Planning and Trends Definition Strategy is the company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.

18. Strategic Planning 101 There are three levels of strategic planning as shown below Corporate Strategy Business Strategy Business Strategy Business Strategy Business Strategy Functional Strategies

19. The Strategic Planning Process SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats Best strategic plans balance a company’s Strengths and Weaknesses with the Opportunities and Threats the firm faces Basic strategic trends Globalization Technological advances The nature of work The workforce

20. Consequences of these basic trends Global expansion Companies must be Fast, Responsive, and Cost-effective Uncertainty, Turbulence, Rapid Change, Changing power bases Technology Strengths and Weaknesses Improved competition

21. HR’s evolving role Protector and Screener Change Agent Strategic Partner

22. Strategic HRM Definition Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility. Clarify the business strategy Realign the HR functions and key people practices Create needed competencies and behaviors Realization of business strategies and results Evaluate and refine

23. HR’s evolving role as strategic partner Corporate strategy Corporate strategy HR operations HR operations Corporate strategy Corporate strategy HR programs HR programs Corporate strategy HR programs FedEx

24. How HR helps strategy execution Functional strategies should support competitive strategies Value chain analysis Outsourcing Strategy Formulation

25. How HR helps form strategy Formation of a company’s strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses Environmental scanning

26. The Value Chain Approach

27. Technology can be the Human Resources engine of change

28. HR and technology Basic HR systems demand paperwork 70% of HR’s employees time = paperwork Off the shelf forms from Office Depot/Officemax Online forms Human Resource Information Systems (HRIS) HR on the Internet

29. HR portals Employees can answer their own questions HR moves from reactive to proactive

30. HR means performance Can HR have a measurable impact on a company’s bottom line? Better HRM translates into improved employee attitudes and motivation (e.g., working at home) Well run HR programs drive employee commitment TOYOTA

31. A Case Study Dell’s dual HR roles OPERATIONS MANAGEMENT Deals with management - education - recruitment - planning - training - personnel needs Deals with staff - benefits - compensation - call center

32. Is There a “One Best HR Way”? Follow a company’s operating and strategic initiatives All companies can benefit from Profit sharing programs Results oriented appraisals Employment security Foster informal relationships- promote worldwide communications Develop global executives