Human Resource Management

Made By:Amrit Kaur Bharaj

What Is a Human Resource?

William R. Tracey, defines Human Resources as: "The people that staff and operate an organization";as contrasted with the financial and material resources of an organization.

A Human Resource is a single person or employee within your organization.

What I an nt Manag
an r Manag nt ( that f cuses n: ecruit ent Directing ensati n, C iring, Perf r ance anagement, Organi ati n evel ment, ealth and Safet , Benefits, Empl ee motivation, Communication, dministration, raining.

M) i the f ncti n ithin an rgani ati n

What Is uman esource e elopment ( )

uman esource e elopment ( ) is the framework for helping employees de elop their personal and organizational skills, knowledge, and abilities. uman esource e elopment includes opportunities such as : mployee training, mployee career de elopment, erformance management and de elopment, oaching Mentoring Key employee identification Classroom teaching Tuition assistance rganization de elopment-by de eloping superior workforce

HRD

Formal

Informal

College course

an organizational planned change effort.

employee coaching by a manager.

WHAT IS STRATEGY?
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.

STRATEGIC HRM
Strategic human resource management; linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.

New role of HR V/S TRADITIONAL

WHY TO INCLUDE HR IN STRATEGIC DECISIONS?

1. When goals are set, its people who work to fulfill those goals 2. In order to achieve the company s strategic goal there are different forces involved and HR is one of them. 3. HR folks are often aware of group initiatives and changes that has occurred company-wide. Accordingly, they will be able to speak with unique insights on how changes may impact systems and processes already in place. 4. Research shows that only 20% of the workforce has the skills that will be required ten years from now. That means training and development are guaranteed to be needed at some point of the strategic growth process. Again, HRD folks will be able to speak instantly to any issues, and possibly provide input that could help a company achieve its goals faster. If organizations include HRM and HRD professionals in their strategic planning. There is nothing to lose by doing so, and plenty to gain.

WHY SHOULD WE CARE ABOUT HR?

No resources are more vital to organizational success than human resources - Fortune, 1998 In business, there is only one true long-term competitive advantage and key to Stakeholder satisfaction: People - Harley-Davidson Annual Report I am the ultimate believer in people first, strategies second.To me, strategy starts with the person you hire.-Jack Welch, CEO, General Electric The quality of work from motivated people is light-years ahead of what you get from people not well motivated. - Frank Popoff, President, Dow Chemicals Management of people is an indispensable component of sustained corporate performance and competitive advantage. - results from a survey of 1500 CEO

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

THREE ADDITIONAL ROLES FOR THE HR MANAGER.

Business and Strategic Partner: The development and the accomplishment of the organization-wide business plan and objectives. HR staff members have to think like business people know finance and accounting and be accountable and responsible for cost reductions the measurement of all HR programs and processes. Employee Advocate: create a work environment in which people will choose to be motivated, contributing, and happy. HR manager provides employee development opportunities employee assistance programs gain sharing and profit-sharing strategies organization development interventions due process approaches to problem solving regularly scheduled communication opportunities. Change Champion: constantly assessing the effectiveness of the HR function. sponsor change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. helps to determine the measures that will tell his organization how well it is succeeding in all of this

BENEFITS OF SHRM
Identifying and analyzing external opportunities and threats that may be crucial to the company's success. Facilitate achievement of organization s business strategy and vision for the future. To recruit, retain and motivate people. To develop and retain of highly competent people. To ensure that people development issues are addressed systematically. To supply information regarding the company's internal strengths and weaknesses. To meet the expectations of the customers effectively.

SHORTCOMINGS
Being Strategic Means Taking Responsibility And Ownership For Things You Don't Control:often HR professionals want to take credit when productivity is high but they refuse to accept the blame or responsibility when it falls. HR managers are paid by management and the business not by employees so HR might not even appear credible to employees HR s historic emphasis on cutting costs.:The strategic target for HR should be to increase revenues and productivity while simultaneously maintaining or reducing your relative labor costs. Many people equate being strategic with having some degree of formal authority or control but there is really no automatic connection between the two. Any focus on workforce productivity and profitability can get blurred when HR considered the employee perspective because quite frequently, employee self-interest is not consistent with increasing productivity and profit.

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.

CONCLUSION
As global business competition shifts from efficiency to innovation and from enlargement of scale to creation of value, management needs to be oriented towards the strategic use of human resources. Strategic human resources management practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel practices into the strategic planning process enables an organization to better achieve its goals and objectives. Combining human resource practices, all with a focus on the achievement of organizational goals and objectives, can have a substantial affect on the ultimate success of the organization. To manage future operations effectively, it is essential that companies produce "business leaders" and "innovators" through SHRM Approach.

occupational shift globalization and global competition quantity and quality of new entrants to the labor force growth of contingent workers demographic changes increased importance of work-family balance increased reliance on outsourcing Technology mandates and enables companies to be more competitive Knowledge intensive jobs in industries such aerospace, computers , telecommunications, and biotechnology are replacing factory jobs in steel, auto, rubber and textiles

TRENDS AFFECTING HR STRATEGY INCLUDES

ENVIRONMENTAL PRESSURES
Fierce, often global competition for customers, competencies, capital, technology, suppliers, ideas, intellectual property, market and mind share, and influence; Growing customer information access and decision-making sophistication about their business needs, their product and service choices, and the financial implications of both; Rapid changes in information technology with improved availability, ease of use, and affordability, but also greater complexity of choices, integration and management; Nearly pervasive information and information technology from embedded systems to manufacturing robotics, universal email/IM/cellular, Web 2.0 and Web ubiquity, and every teenager s mastery of the basics; Changing business models and investment strategies as work is digitized and moves to where it can be done with the best combination of cost, quality, speed and risk;

CONTI
Tr and l r it nce t rt r il l ti ilit f f r it l r ati n and

Enor ous ressure to do t e ri t t ings faster and etter and it fewer, less expensi e resources.

EMERGING ISSUES IN HR
Knowledge gate eeping-not sharing of nowledge in order to secure our job Human resource outsourcing-Human resource is considered of a liabilit than resource according to the traditional iew. With the increase of global job mobilit , recruiting competent people is also increasingl becoming difficult, especiall in India. Therefore by creating an enabling culture, organi ations are also required to wor out a retention strategy for the existing skilled manpower.