Contemporary Issue in HRM

8/7/2019 Contemporary Issue in HRM

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Introduction

Practices

Conclusion


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Why Human Resources Is Important: The

HRM Process

Explain how an organizations human resources can

be a significant source of competitive advantage. List the activities necessary for staffing the

organization and sustaining high employee

performance.

Discuss the environmental factors that most

directly affect the HRM process.


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Human Resource Planning; Recruitment/ Decruitment;Selection; Orientation; Training

Contrast job analysis, job description, and job specification. Discuss the major sources of potential job candidates.

Describe the different selection devices and which work bestfor different jobs.

Describe what a realistic job preview is and why itsimportant.

Describe the different types of training and how thattraining can be provided.

Human Resource Planning; Recruitment/ Decruitment;Selection; Orientation; Training

Contrast job analysis, job description, and job specification.

Discuss the major sources of potential job candidates.

Describe the different selection devices and which work bestfor different jobs.

Describe what a realistic job preview is and why itsimportant.

Describe the different types of training and how thattraining can be provided.


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HRprofessionalas

changeagent

Changingworkforce

demographics

Make HRactivitiesEthical

ManagingDiversity

BalancingWorklife

Changedemployee

expectations

HRMin

M & As

Attitudetowardsunions

HRmanageras

strategist


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HR outsourcing is the outsourcing ofperipheral but necessary administrativetasks such as payroll, benefits,education/training, recruiting personnel,administration, to realize economies of scaleand achieve standardization of services.

Rapidly changing market dynamics andglobal competitive pressures have caused

organizations to spend more time focusing ontheir core business. Organizations are fastrealizing that they can't be all things to allpeople.


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HR outsourcingcanhappenin HR functions,likepayrolladministration (producingchecks,handlingtaxes,dealing withsick-timeandvacations),employeebenefits(Health,Medical,

Lifeinsurance,Cafeteria,etc),humanresourcemanagement (hiringandfiring,backgroundinterviews,exitinterviewsand wagereviews),riskmanagement,etc.

Outsourcinghas

become

acommon

res

ponse

to

manage peopleandtechnologyresourcesstrategically,enhanceservices,andmanagecostsmoreeffectively.


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Benefits:

Helpsin SavingMoney

Gainincreasedefficiencyandbetterserviceinthe

performancefunctions,etc.

P&G vs. IBM

P&Ghassigneda 10-year, $400 milliondeal withIBM

tohandleemployeeservices.IBM willsupportalmost

98,000 ofP&Gemployeesinnearly 80 countries with

servicessuchas payroll processing,benefits

administration,compensation, planning,relocation

services,travelexpensemanagement,etc.


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Someofthe HR outsourcingservices providersin

India:

Indianlife Hewitt(ILH),

FIDELITY,

EXULT,

MAFOI,etc.


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Becomeanagentforchangebyexpanding

yourroletohelp yourorganization

successfullyevolve,adaptandgrow.

Be prepared withthe practicalknowledgeneededtohelp managetheissues

accompanyingtoday'scontinuouslychanging

workplace. Learnkeystrategiesforresolving

conflictandinterdepartmentalstruggles. Develop theskillstohelp yourstaffadjustto

new technology,andtoincreaseandimprove

management-employeecommunication.


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Change Agent Objectives:

Understandthedriversbehindchange.

Understandtheimpactofchangeonyourself

andothers.

Understandtheuseofachangemodelandachange process.

Understandtheroleofthechangeagentin

managingandsustainingchange.

Understandstrategiestosuccessfullynegotiatechange.


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Core Competencies for the Change

Agent Role:

.

Designs and Implements Change Process Possesses Marketing and Representational Skills

UnderstandsBusiness Process and How to Change

Improve Efficiency and Effectiveness

Understands Public Service Environment

Understands Team Behavior

Possesses the Ability to Build Trust Relationships

Uses Consultation and Negotiation Skills Including

Dispute Resolution


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HR professionalshould playtheroleofachange

agentinthreeareas:

- Initiatives,

-Processes &

-CulturalChanges.


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Themajorchallengethathasresultedfromchanging workforcedemographicsconcernsdualcareercouples,couples whereboth partnersareactively pursuing professionalcareers.

Thechangein workforcedemographicsrelatesto

thegrowingnumberofemployees whoareyoung. Enterprises which werenewlyestablished prefer

youngmenand womenonly.

Forexample,BangalorebasedInfosyshasemployees whoseaverageageisjust 25 years.

Facilitieslike pickingup employeesfrombusstop, providingbreakfast(whoaresingle),providing Dormitories,gymnasium,etc.areneededtobe providedtothe workforce whichhasmoreyoungemployees.


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Thedemographicchangesinthe workforceare:i. Increasingnumbersofworkingmothers

ii. Asteadydeclineofblue-collaremployees whoare

giving wayto white-collaremployees,and

iii. Increasingawarenessandeducationamong

workers.


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The HR managersroleinbuilding Ethicalclimateintheorganizationissignificant.

The HR managerneedstocarefullyscreen

applicationforthejobs, weedoutthose whoare

pronetoindulgeinmisdemeanorsandhirethose

whocanbuildavaluedrivenorganization.

Hiringethicallystrongemployeesisonlythe

beginning.The HR managerneedstoinstitute

mechanismstoensureethicalconductof

employees. The HR managerbyhimself/herselfshouldsetan

exampleforethicalbehavior.

Dishonest people cannot make others Honest


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Employeesoforganizationsarebecomingincreasingly Heterogeneous.Asdaysgoby

Diversityisgoingtobeanimportantissueforthe

HR managerforthefollowingreasons:

Thenumberofyoung workersinthe workforceis

increasing

More womanarejoiningthe workforce

Workforcemobilityisincreasing

Internationalcareersandexpatriatesarebecoming

common. Internationalexperienceisbecominga prerequisite

forcareer progressiontomanytop levelmanagerial

positions.


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How to manage Diversity?Thisbecomeamajorchallengefor HR managers

tomanagediversity.Followingaresome

guidelinestomanagediversity:

Top managementcommitmenttovaluediversityisaprerequisite.

Organizediversitytraining programmes.

Propercommunications.

Apprenticeship programmes.

Provideanurturingclimate.


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Balancing workandlifeassumesrelevance when

bothhusbandand wifeareemployed.

Work-lifebalanceisbecomingamajorchallenge

to HR managerasmore womenaretakingupjobstoaddtofinancesoftherefamiliesorbecome

careerists.


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HR staffhavebusinessacumen.TheycanthinkstrategicallyandexertinfluenceonthestrategicthinkingofExecutives.Businessacumenisstatedinthe positiondescriptionandformallyassessedduringrecruitment.

Instrategy whole-of-businessalways trumpsthe

narrow functionalview.IfHR wantstobeabusiness partneritshouldoperatea whole-of-businessmodel.

Forany HR investment,thekeyquestionisWhatisthebusinessrequirementhere?

HR managerisexpectedtoactasastrategist.beingastrategic partner,he/shemustanswer.

How tocreateanorganisation toaccomplishabusinessgoals?


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Businessobjectivesmaybestatedin

several ways- as Financialtargets

Balancescorecards

Visions

Missions

Goals

When HR professionalactsasastrategic

partner,

he/she

works

with

line

managers

toinstituteandmanagea processthat

createsanorganisation tomeetbusiness

requirements.


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CORPORATE-LEVEL STRATEGIES:

1. Growth strategy

Internal growth

Horizontal integration

Vertical i

ntegratio

n

Mergers,etc.

2. Stability Strategy

3. Retranchment strategies

Turnaround

Divestment

Liquidation, etc.


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Apartfromregular practices,thesearesome

contemporary/new practices whichusuallysome

organizationdo.

Forthedevelopmentoftheorganization,the HRmanager/department playsamajorrole.

TheroleofHR managerstartsfromthe

recruitment,training,developmenttoincentive

benefits,developmentofpaystractures,etc.

The HR managerroleisnotrestricted withthat.

Now adayscompaniesthinkaboutthere

developmentgrowth.


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Documents

Contemporary Issue in HRM