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HRM Activities:obalization and Its HRM Implications, Embracing new technology(Operational, relational, transformational impact) Managing change (Reactive, Proactive)

eveloping humancapital, Responding to the market(TQM, SixSigma,BPR),containing costownsizing,offshore,outsourcing,leasing)Perfomance(Motivation,envioronment,abilities). Cultural affects:beahior, enviorenment, reaction to work, leadership

yle, reward systeme,employee rights.esponsibilities of the HR manager:Advice, service, policy formulaton, employee advocacy. Competencies of the HR manager: Business mastery, HR mastery,hange mastery, Personal credibility.3. Strategic Approach to HRM: * Explicitly recognizes the impact of the outside environment. * Explicitly recognizes the

mpact of competition and the dynamics of the labor market. *Has a long-range focus (3-5 years). * Focuses on the issue of choice and decision making. *Considerspersonnel, not just hourly or operational employees.*Is integrated with overall corporate strategy and functional strategies.

rategic Planning : Procedures for making decisions about the organization‟s long-term goals and strategies. Human Resources Planning (HRP): Process ofticipating and making provision for the movement (flow) of people into, within, and out of an organization.rategic Human Resources Management (SHRM): The pattern of human resources deployments and activities that enable an organization to achieve its strategicals.Step One: Mission, Vision, and Values: two:Environmental Scanning, Step Three: Internal Analysis (Culture, Competencies, Composition. if these humansources: 1.Are valuable. 2. Are rare and unavailable to competitors. 3. Are difficult to imitate. 4. Are organized for synergy.

omposition(Core knowledge workers, Traditional job-based employees, Contract labor,Alliance/partners.ep Four: Formulating Strategy: Moving from simple analysis to devising a coherent course of action. Domain Selection. Corporate Strategy (Growth andversification, Mergers and Acquisitions, Strategic Alliances and Joint Ventures) Business Strategy: Domain Navigation. (Value Creation, Low-cost strategy,fferentiation strategy) Functional Strategy: Ensuring Alignment(External Fit (or External Alignment) Focuses on the connection between the business objectivesd the major initiatives in HR. • Internal Fit (or Internal Alignment) Aligning HR practices with one another to establish a configuration that is mutuallyinforcing. Step Five: Strategy Implementation (Taking Action: HR is instrumental to every aspect of strategy implementation.)7s(Sharedlues,strategy,systems,skills,staff,style). Six Evaluation and Assessment Issues of comparing the organization‟s processes andactices with those of other companies Human capital metrics -A - Assess the performance of the HR function itself. rategy Mapping and the Balanced Scorecar - A measurement framework that helps managers translate strategic goals into

.Ensuring strategic flexibility for thr future.  Organizational Capability- Capacity of theganization to act and change in pursuit of sustainable competitive advantag -The ability to rapidly reallocate resources to new oranging needs. Resource flexibility -Having human resources who can do many different things in different ways. 5 HR Forecasting : Forecasting: a.recasting HR requirements (demand) b. forecasting HR availability (supply) c. balancing supply and demand considerations. Quantitative Approach: Trendnalysis: sting labor demand based on an organizational index such as sales: 1. Select a business factor that best predicts human resources needs. 2. Plote business factor in relation to the number of employees to determine the labor productivity ratio. 3. Compute the productivity ratio for atleast past five years. 4.

alculate human resources demand by multiplying the business factor by the productivity ratio. 5. Project human resources demand out to the targetar(s).

Management Forecasts- The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about theganization‟s future employment needs. - An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the judgmentsa preselected group of individuals. -The final forecast represents a composite group judgment.recasting the Supply of Employees: Internal Labor Supply anning

- Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or- A method for tracking the pattern of employee movements through various jobs  Skill Inventories - Files

personnel education, experience, interests, -stings of current jobholders and persons who are potential replacements if an opening occurs. ession Planning - The process of identifying, developing,d tracking key individuals for executive positions.ob Analysis : Systematic process of determining tasks and duties, KSA, responsibilities to perform the job as well as its relationship to other jobs.b – Group of tasks that must be performed for an organization to achieve its goals. Position – Collection of tasks and responsibilities performed by one person.b description - statement of tasks, duties, and responsibilities of a job. Job family – a group of individual jobs with similar characteristics. Job specification – 

atement of minimum acceptable qualifications a person should to perform a job.UNCTIONAL JOB ANALYSIS: e approach developed by US department of Labor that utilises a compiled inventory of work functionsnder three headings of 1) Data 2,) People 3) Things

onducts background research, interviews job incumbents and supervisors, makes site observations. Basically, an employee‟s handling ofta, his relationship with colleagues and the kind of work he does are covered.

OSITION ANALYSIS QUESTIONNAIRE (PAQ) k‟s PAQ system contains 194   job elements that fall into six major categories. Auantitative data collection method uses a five point scale to determine the degree to which different tasks/job elements are involved in performing a

rticular job.PAQ also permits dimensions of behaviour to be compared across a number of jobs and permits jobs to be grouped on the basis of commonaracteristics.

RITICAL INCIDENT TECHNIQUE (CIT) : Important job tasks are identified for job success. about critical job tasks can be collectedrough interviews with employees or self-reports written by employees. to jobs performed by a few people and suitable for middle and

op management levelASK INVENTORY ANALYSIS : An organisation specific list of tasks and their descriptions ory questionnaire is tailor made to a specific

ts that are applicable to all jobs.

R INFORMATION SYSTEMS (HRIS) : ous software programmes to analyse jobs and to write job descriptions and specifications.b Design: Part of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employeeb satisfaction.Behavioral Concerns: •Job Enrichment: Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding ortisfying by : Job Characteristics: Motivation, satisfaction and productivity are the three factors that should be integrated into job design with the following coremensions : Skill Variety : different skills, Task Identity : output complete and identifiable, Task Significance : impact on others, Autonomy :discretion , Feedback :rect and timely information on progress & performance •Employee Empowerment : Technique of involving employees to become innovators and managers ofeir own work through a process of granting power to initiate change: •Participation •Innovation •Access to information •Accountability esigning Work for Group/Team Contributions: Also known as quality circles are groups of employees who resolve problemsoffer suggestions for organisational improvement. : a logical outgrowth of employee involvement and empowerment whereby work functions

e structured for groups rather than Synergistic Team Characteristics: Employee team: a logical outgrowth of employeevolvement and empowerment whereby work functions are structured for groups rather than individuals. Team members are given discretion in matters likeocess improvements, service development and are in the best position to contribute to workplace

Forms of Employee Teams : Cross- - -mprovement teams.Flexible Work Schedules: of days in a workweek are reduced by increasing the number of work hours

me: permit employees to choose starting and finishing time provided they put a set number of hours per day/week.

ore part time employees share the work of a full time employee. elecommuting: Use of personal computers, networks and other communications technologydo work from home.Keys for successful telecommuting: Identify jobs best suited to distance work. Select responsible employees; blish formalizedecommuting procedures; gnize when telecommuting isn‟t working.RECRUITMENT: The process of locating potential individuals who might join an organisation and encouraging them to apply for existing and anticipated jobenings.Factors affecting recruitment: : 1 Reputation of the organization 2 Org culture and attitude of management towards employees 3

eographical location of the vacant position 4 Amount of resources allocated 5 Channels and methods used to advertise the vacancy 6 Emoluments offered: 1 Labour market situation 2 Stage of development of industry 3 Culture , social attitudes, beliefs about industry 4 Legal implications.

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ternal recruitment: websites, newspapers, employment newspapers, Radio, television, posters, emails, exhibitions ,job fairs, competitionsd events : Individuals who contact the employer on their own initiative :recommendations from the firm‟srrent employees about potential candidates Executive Search Firms : Often called „head hunters” find the right person for the a

b. Do not advertise in the media, nor any fee from the individual. Educational institutes : source of young applicants with formal training but little workperience Professional associations :placement services for their members eg. SHRM; citehr.com Labour Unions: provide prospective workersPublic and Private Employment Agencies : Employment Exchange (govt) Private agencies tailor their services to specific needs of client, fee may be paid by the

mployer, job seeker or both. Employee leasing : contract with a company to lease employees Internet recruiting recruitment: Online recruiting has revolutionised the way companies recruit employees and job seekers search and apply for jobs:ternal recruitment records and qualifications of each employeetices on electronic or regular bulletin boards, employee publications, special handouts. Information on job progression may also be given that describes the lines

nd career decisions; transfers and demotions ng Talent: Skill inventories forin a series of situations that resemble and reflect real life job requirements. 1 In-basket

ercises 2 Group discussions 3 Role playing 4 Behavioral interviews eective Recruitment Considerations - Percentage of applicants from a recruitment source that make it to the next stage of the selection process.

cruitment (per employee hired) SC/H=AC+AF+RB+NC/H Training Recruiters: The size of the org determines who performs the recruitmentnction. Should have good understanding of the job and required KSA

: Informing applicants about all aspects of job, desirable and undesirable facets leading to :n through honesty and openness

lection : Maximise Hits & Avoid MissesMatching people and jobs: Selection : Process of choosing from a group of applicants the individual best suited for articular position and organisation •Person- Job Fit: •Person-Organization Fit: The selection process : •Varies with organisation, level and type of job •Theformation obtained through the process should be reliable and valid. 

Conforms to accepted ethical standards, including privacy and confidentiality, as well as legal requirements.eliability: The degree to which interviews, tests and other selection procedures yields comparable data over time & alternative measures. Validity: refers tohat a test measures and how well it measures it. Validity refers to the inferences made from the use of the procedure.

Content validity : the extent to which a selection tool adequately samples the knowledge and skills needed to perform a job e.g. data entering test. 2. Constructlidity: the extent to which a selection tool measures a theoretical construct or trait - intelligence, creativity. 3. Criterion-related validity: the extent to which alection tool predicts or correlates with important elements of work behavior e.g. quantity/quality of work.•Concurrent validity: the extent to which currentores match criterion data obtained at about the same time from current employees. •Predictive validity : the extent to which applicants‟ scores match criterionta obtained from those applicants after they have been on job for some time.Sources of information about job candidates:

plications ks: reveal information about a person‟s history that may have shaped his/her behavior ns:r questions (yes/no) Honesty or Integrity tests: Valid for predicting job performance as well as wide variety of disruptive

haviours used in settings such as retail stores where employees have access to cash or merchandise.Graphology : handwriting analysis •Medical Examination: ensure adequate health to meet the job requirements.Employment Tests: Standardized measure touge a person‟s KSA and other characteristics. Generally they are used to measure.

ptitude: person‟s capacity to learn or acquire skills. Achievement: what a person knows or can do right now.Classification of employment testsility tests;

: Measure mental capabilities e.g. general intelligence, verbal fluency, numerical ability, reasoning abilityventories: measure disposition and temperament. Five dimensions summaries personality traits: : such as strength and endurance eg.

olice officers ests : level of understanding of a particular job : require applicants to perform tasks including major jobnctions required on the job such as map reading test for traffic control officers; lathe test for machine operators.

tive interview: broad, open ended questions. Also uses follow up questions with a minimum of interruption. Highlights attitudes, feelings,informationat may have been concealed. Good for high level positions and counseling : set of standardized questions based on job analysis and antablished set of answers against which applicant responses can be rated. Generally includes job knowledge questions, job sample/simulation questions andorker requirements questions. erview :applicant is given a hypothetical incident and asked how he would respond to it which is evaluated

lative to pre-established benchmark. : focuses on actual work incidents in the interviewee‟s past. Questions about what anplicant actually did in a situation. Based on critical incidents job analysis, it assumes that past performance is the best predictor of performance.terview: Board of interviewers questions and observes : requires candidates to answer a series of multiple choice questions tailored to theob. Though this has been used as a complement to, rather than as a replacement for traditional interview. : Videoconferencing to evaluatendidates for speed, flexibility and cost.Interviewer Training: 1. Establish an interview plan 2. Establish and maintain rapport 3. Be an active listener 4. Attentionnon verbal cues 5. Provide information freely and honestly 6. Use questions effectively 7. Recognise biases and stereotypes 8. Control the course of interview 9.

andardise the questions asked.Selection decision models : a high score in one area can make up for a low score in another area:requires an applicant to achieve some minimum level of proficiency on all selection dimensions.: A sequential strategy in which only the applicants with highest scores at each stage go on to subsequent stages.

aining and DevelopmentHASE 1 : Training Need Assessment: 1.Start with future organisational goals and challenges 2.Assess required employee performance to meet the goals andallenges3. Assess required employee Skills, Knowledge and Attitudes to deliver the performance 4.Identify employee training needs to bridge the gap.

HASE 2 Designing Training Program : Instructional Objectives: Knowledge or skills to be acquired Attitude to be changed Performance centric objective (topair, to assemble)ainee Readiness and Motivation: Prospective trainees should be screened to determine they have the background knowledge and skills for the training to be

fective. They should also recognize the need for new learning and must maintain the desire as training progresses.esigning Training Program: Characteristics of Instructors: Knowledge of subject,Adaptability ,Sense of humour, Sincerity,Interest ,Clear Instructions.Individualsistance .Training Methods: On the job training (OJT) :

d Governmental Training: Similar to apprenticeships, these programs combine practical on-the-job experience with formal classes. However, the termoperative training is typically used in connection with high school programs that incorporate part/full time experience. .struction : Referred to as self directed learning, it involves the use of books, manuals, instructions to break down the subject matter into highly organised, logicalquence allowing individuals to learn at their own pace. To teach skills and procedures for many production jobs, certain audiovisualvices can be used. Videotapes, camcorders, DVDs, teletraining, videoconferencing -learning: Computer and web based learning,virtual classrooms

mulation Method: Realism in equipment and its operation at minimum cost and maximum safety.Training Methods for Management Development: On the jobperiences Seminars and Conferences: Useful in bringing groups of people together for their development and are used to communicate ideas, policies. aseudy: Process of learning is as important as the content. Analytical, problem solving and critical thinking skills are important. Team work and interaction areossible. th the task of making a series of decisions affecting a hypothetical organisation. “EEO : Its Your Job”veloped by Motorola to teach the basics of equal employment opportunity, Delta airlines fferent point of view. Act outother‟s role for better understanding and coping with others. several training methods that demonstrates desired

haviour and gives trainees the chance to practice and role play those behaviours and receive feedback. It has 4 components: 1. Learning points 2. Modeling 3.actice and role play 4. Feedback and reinforcement.PHASE 4 : Evaluation: Reactions  (what trainees think and feel about training) Learning (what they havetually learned) Behaviour (effective application of what they learned, behaviour change on the job) Results (utility derived from training dollars. ROI andnchmarking) ROI = Benefits/Training CostsBenefits derived from training relative to the costs incurred. If ROI > 1, benefits exceed the cost of training If ROI <cost of training exceeds the benefits. Type of training:Skills Training Retraining, Cross-functional training, Team training ,Creativity training ,Diversity Training,isis Training ,Customer Service Training