1 human resource management and its theoretical base
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This document discusses human resources management. It outlines 9 key areas of human resources including training and development, organization development, compensation and benefits, and union/labor relations. It also discusses strategic human resources management and the role of human resources in performance management, change management, and designing performance levers. Finally, it lists some performance indicators for measuring human asset management effectiveness.
1 human resource management and its theoretical base
- 1. HUMAN RESOURCES MANAGEMENT Presentation by Prof.M.S.S.Varadan Chairman Om Consultants (India) Pvt. Ltd. C O N S U L T A N T S U N L O C K IN G P EO PL E P O T E N T I A L
- 2. TRAINING & DEVELOPMENT Focus: Identifying, assessing and – through planned learning – helping develop the ORGANIZATION key competencies which UNION/LABOR RELATIONS DEVELOPMENT enable individuals to perform Focus: assuring healthy current or future jobs. Focus: assuring healthy union / organization inter-and intra-urlit relationships relationships and helping groups initiate and manage change ORGANIZATION / JOB DESIGN EMPLOYEE ASSISTANCE Focus: defining how tasks, HUMAN RESOURCE AREAS Focus: providing personal authority and systems will Outputs : problem solving, be organized and integrated counseling to individual • Quality work life across organization units employees. • Productivity and in individual jobs. • Readiness for Change HUMAN RESOURCE PLANNING COMPENSATION / BENEFITS Focus: determining the Focus: assuring organization’s major Human compensation and benefits Resource needs, strategies fairness and consistency and philosophies PERSONNEL RESEARCH & SELECTION & STAFFING INFORMATION SYSTEMS Focus: matching people Focus: assuring a personnel and their career needs and information base. capabilities with jobs and career paths.
- 3. HRM ACQUISITION * Human resource COMPONENTS Planning * Recruiting - Internal - External * Employee Socialization MAINTENANCE DEVELOPMENT * Safety and Health * Employee Training * Employee/Labor * Management EXTERNAL Development Relations INFLUENCES * Career Development MOTIVATION * Job Design * Performance Evaluations * Rewards * Job Evaluation * Compensation/Benefits * Discipline C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 4. ASTD NINE HUMAN RESOURCE AREAS 1. Training and Development 2. Organization and Development 3. Organization / Job design 4. Human Resources Planning 5. Selection and staffing 6. Personnel Research and Information Systems 7. Compensation/Benefits 8. Employee Assistance 9. Union / Labor Relations C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 5. STRATEGIC HUMAN RESOURCES MANAGEMENT • Performance Management – Improve the human performance of the organization – Develop the strategy and the success measurements for performance management in order to meet, the organization’s changing business demands. – Serve on the executive team and contribute to business strategies. – Educate senior management about the value of the human performance improvement measures C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 6. • Change Management – Improve productivity through periods of significant change – Design and monitor systems for managing productive change – Assist in the internal staffing of change management projects – Assist in the selection of external advisors for change management projects – Identify and adjust to changing customer needs – Educate line managers as to the value of change management C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 7. • Designing of performance levers (These levers are compensation and benefits, performance management systems, leadership style, strategic communications, training and development and organizational structure) – Improve the productivity of the organization – Create, monitor and revise the performance levers – Assist in the internal staffing of projects to improve human performance Help select external advisors to improve human performance – Identify and adjust to changing customer needs – Educate line managers as to the value of the performance levers. C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 8. • Systems and Compliance – Assure that systems and compliance efforts are efficient and cost effective – Determine and adjust system’s needs – Assist in the selection of external vendors for outsourcing – Assist in the selection of technology-related solutions – Measure the success of vendor’s and technology- related solutions – Manage outside vendor relationship C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 9. PERFORMANCE INDICATORS FOR HUMAN ASSET MANAGEMENT • Attrition rate • Number of training days per employee • Training expenses per employee • Sales per employee • Number of quality applicants vs positions • Capital investment per employee • Training expense vs salary • Number of passengers serviced per employee • Number of products per employee C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L
- 10. Innovative HR practices CORE PERFORMANCE TRAINING & APPRAISAL ORGANIZATION COMPETENCE RECRUITMENT MANAGEMENT DEVELOPMENT & REWARD EXIT Competitive Edge * Shortlist Campuses * Job content * For TQM * Pay smartly * Appraising * General core * Team building * Induction teams - Stock Ownership * Stress Training * Trimming the competencies - Risk-free benefits * Appraising Work force * Competency Management * Cross- Potential for start- * Employee cultural * VRS Modelling up ventures, ertc. * 360 degree * Out placement Involvement Training Appraisal * Behavioural profiles * Exit interview C O N S U L T A N T S U N L O C K IN G P EO P L E P O T E N T I A L