Project HR Recruting & Selection - copy

UNIVERSITY OF MUMBAI
PROJECT REPORT
ON
RECRUITING & SELECTION
BY
MR. JITEN H MENGHANI
ROLL NO 32
M.COM. (PART-1)
ACADEMIC YEAR 2013-2014
PROJECT GUIDE
PROF.MRS.PRAVIN. NAGPAL & DR.MADHAVI PETHE
PARLE TILAK VIDYALAYA ASSOCIATION’S
M.L.DAHANUKAR COLLEGE OF COMMERCE
DIXIT ROAD, VILE PARLE (EAST)
MUMBAI-400 057

DECLARATION
I, MR. JITEN H MENGHANI OF PARLE TILAK
VIDYALAYA
ASSOCIATION’S, M.L.DAHANUKAR COLLEGE OF
COMMERCE of M.COM (PART-1) (Semester 1) hereby
Declare that I have completed this project on
RECRUITING & SELECTION
in
The Academic year 2013-2014. The information
Submitted is true & original to the best of knowledge.
-----------------------
(Signature of student)

ACKNOWLEGEMENT
To list who all have helped me is difficult because they are so
numerous and the depth is so enormous.
I would like to acknowledge the following as being idealistic
channels and fresh dimensions in the completion of this
project
I take this opportunity to thank the University of Mumbai for
giving me chance to do this project.
I would like thank my Principal, Dr. Madhavi.S.Pethe
for providing the necessary facilities required for completion of
this project.
I would also like to express my sincere gratitude towards my
project guide PROF.MRS.PRAVIN. NAGPAL & DR.MADHAVI
PETHE
whose guidance and care
made the project successful.
I would like to thank my college library, for having provided
Various reference books and magazines related to my project.
Lastly I would like to thank each & every person who directly
or indirectly helped me in completion of the project especially
my parents & peers who supported me throughout my project.

Content
1. History of Human Resources Management
2. The History of Human Resource Development (HRD)
3. Education
4. Professional associations
5. Human Resources Management - Introduction
6. Importance of Human Resources Management
7. Role of Human Resources Management in Leadership Development
8. The Human Resources Management Function and its Role in
Organizational Processes
9. Typical Functions of a Human Resource Manager
10.Objectives Of Human Resources Management (HRM)
11.Scope of Human Resources Management
12.Strategic Human Resources Management
13.Global Human Resources Management
14.What is HR Planning
15.Process in Human Resources Management
16.Hiring Strategies followed by organisation

17.Using Social Media Profiles of Job Applicants for Hiring Decisions
18.Importance of Background Checks while hiring New candidate
19.Retention Strategies
20.History of IBM
21.Introduction Of IBM GPS
22.Data Collected
23.Recruiting & Selection In IBM GPS
24.Conclusion
25.Reference

History of Human Resource Management
The history of personnel management begins around the end of the 19th century, when
welfare officers (sometimes called ‘welfare secretaries’) came into being. They were women
and concerned only with the protection of women and girls. Their creation was a reaction to
the harshness of industrial conditions, coupled with pressures arising from the extension of
the franchise, the influence of trade unions and the labour movement, and the campaigning of
enlightened employers, often Quakers, for what was called ‘industrial betterment’. As the
role grew there was some tension between the aim of moral protection of women and
children and the needs for higher output.
The First World War accelerated change in the development of personnel management, with
women being recruited in large numbers to fill the gaps left by men going to fight, which in
turn meant reaching agreement with trade unions (often after bitter disputes) about ‘dilution’–
accepting unskilled women into craftsmen’s jobs and changing manning levels.
During the 1920s, jobs with the titles of ‘labour manager’ or ‘employment manager’ came
into being in the engineering industry and other industries where there were large factories, to
handle absence, recruitment, dismissal and queries over bonuses and so on. Employers’
federations, particularly in engineering and shipbuilding, negotiated national pay rates with
the unions, but there were local and district variations and there was plenty of scope for
disputes.
During the 1930s, with the economy beginning to pick up, big corporations in these newer
sectors saw value in improving employee benefits as a way of recruiting, retaining and
motivating employees. But older industries such as textiles, mining and shipbuilding which
were hit by the worldwide recession did not adopt new techniques, seeing no need to do so
because they had no difficulty in recruiting labour.

The Second World War brought about welfare and personnel work on a full-time basis at all
establishments producing war materials because an expanded Ministry of Labour and
National Service insisted on it, just as the Government had insisted on welfare workers in
munitions factories in the previous conflict. The government saw specialist personnel
management as part of the drive for greater efficiency and the number of people in the
personnel function grew substantially; there were around 5,300 in 1943.
By 1945, employment management and welfare work had become integrated under the broad
term ‘personnel management’. Experience of the war had shown that output and productivity
could be influenced by employment policies. The role of the personnel function in wartime
had been largely that of implementing the rules demanded by large-scale, state-governed
production, and thus the image of an emerging profession was very much a bureaucratic one.
Following the development of poor industrial relations during the 1960s a Royal Commission
under Lord Donovan was set up. Reporting in 19681, it was critical of both employers and
unions; personnel managers were criticised for lacking negotiation skills and failing to plan
industrial relations strategies. At least in part, Donovan suggested, these deficiencies were a
consequence of management’s failure to give personnel management sufficiently high
priority.
In the 1960s and 70s employment started to develop significantly. At the same time personnel
techniques developed using theories from the social sciences about motivation and
organisational behaviour; selection testing became more widely used, and management
training expanded. During the 1970s, specialisms started to develop, with reward and
resourcing, for example, being addressed as separate issues.
Around the mid-80s, the term ‘human resource management’ arrived from the USA. The
term ‘human resources’ is an interesting one: it seemed to suggest that employees were an
asset or resource-like machines, but at the same time HR also appeared to emphasise
employee commitment and motivation.
Today’s HR profession encompasses a number of specialist disciplines, including diversity,
reward (including compensation, benefits, pensions), resourcing, employee relations,
organisation development and design, and learning and development (the history of which is
covered in detail in the next section of this factsheet). Most recently, in developing
the Profession Map, the CIPD has defined ten ‘professional areas’ covered by the HR
profession.

The History of Human Resource Development (HRD)
Emphasis on training really grew in the latter part of the 19th century when concern grew that
compared with other industrial nations (notably Germany) Britain’s labour force was of a
poor standard, leading to a lack of competitiveness, a theme which would re-emerge
continually during the 20th century.
The First World War demanded rapid production of munitions, so the Ministry of Munitions
devised training schemes aimed at producing competent machine operators in under three
months. In 1917, the emphasis shifted to skill training for (mainly) disabled ex-servicemen, to
enable them to gain both employment and trade union membership.
After the First World War the government was concerned about a possible shortage of skilled
workers, while simultaneously there was concern to alleviate mass unemployment. So from
1925 The Interrupted Apprenticeship Scheme enabled those whose apprenticeships had been
interrupted by the war to resume them. For women, training schemes were established to fit
unemployed women and girls for domestic employment. The principal aim of virtually all the
schemes was to mitigate long-term unemployment, which disappeared with the onset of the
Second World War. In 1945, with the end of the war in sight, courses were again adapted to
the needs of post-war reconstruction to provide training for the building industry.
But the quality of the training was generally considered poor: although the experience of the
war stimulated interest in training and formalised to some extent training techniques, it did
not change attitudes.
The post-war years were a period of full employment, and the consensus remained that
employers should bear the major responsibility for training their employees; and training, in
most cases, still meant time-served apprenticeships which were regulated by industry-wide
national agreements between employers and unions, formed by the widely varying custom
and practice of each industry.
Unemployment rose rapidly from the mid-70s and various schemes were developed to train
young people and to reduce unemployment. One such major outcome was the Youth
Opportunities Programme (YOP) which began in 1978 and offered unemployed school
leavers work experience, training and work preparation courses.
In 1987 the National Council for Vocational Qualifications (NCVQ) was established to
design and implement a new National Vocational Qualification (NVQ; SVQ in Scotland)
framework to bring order and structure to qualifications, including accreditation for what had
already been accomplished.
From 1989 Training and Enterprise Councils (TECs) were established in England and Wales,
and Local Enterprise Companies (LECs) in Scotland and Northern Ireland. They were legally
autonomous bodies that controlled the public funds allocated to them, could raise private
funds and were employer-based. Their aim was to make training policy sensitive to local
needs and therefore have a real impact on business growth.
In 2003 the Government issued its skills strategy White Paper2 with the aims of ensuring that
employers had the skills to support the success of their business, and that employees had the
necessary skills to be both employable and personally fulfilled. The White Paper spoke of

building a new skills alliance where every employer, employee and citizen played their part,
by integrating what already existed and focusing it more effectively.
This was followed by the Leitch Review of Skills published in 20063. It proposed to tackle
the continuing problem of low skills by (among other recommendations) proposals for the
UK ultimately getting to a position where 95% of adults would achieve a Level 2
qualification, and supporting a new ‘pledge’ for employers to voluntarily commit to train all
eligible employees up to Level 2. Progress would be reviewed in 2010, and if improvement
was ‘insufficient, introduce a statutory entitlement to workplace training to Level 2 in
consultation with employers and unions’. The consensus among both governments and skills
experts is that despite years of supply increase, employer demand for skills has been
neglected or even ignored. The supply of public expenditure has dried up and
the assumptions behind much of the policy have been challenged by experts like the SKOPE
institute at Cardiff University.
In these difficult times there has been an increasing emphasis on increasing the productivity
of the workforce. Skills utilisation is key and CIPD was part of this approach with our
involvement in a Scottish Government pilot project of 2008-09. For young people and those
without basic skills, the Level 2 fixation has been jettisoned. Government increasingly places
its faith in apprenticeships though there is ongoing debate about quality.
Skills development is a critical aspect of HRD but the neglect of what goes on inside the
workforce is one of the major fallings of policy in recent years. CIPD’s vision of HRD is
about individual and organisational learning. In that sense, it’s about developing the core of
coaching, learning and development, change and knowledge management and linking these
to personal development and sustainable organisation development. It’s also about
developing management and leadership capability given their pivotal role in everything
which reinforces and undermine performance and personal development. CIPD continues to
support HRD in all its forms.

Education
Higher education
The School of Industrial and Labour Relations at Cornell University was the world's first
school for college-level study in HR.
Several universities offer programs of study pertaining to HR and related fields. The School
of Industrial and Labour Relations at Cornell University was the world's first school for
college-level study in HR. It continues to offer education at the undergraduate, graduate, and
professional levels; and it operates a joint degree program with the Samuel Curtis Johnson
Graduate School of Management, which HR Patriot termed the "crown jewel for aspiring HR
professionals".
Other universities with entire colleges dedicated to the study of HR include Michigan State
University, University of Illinois at Urbana-Champaign, and Renmin University of China.
Dozens of other universities house departments and institutes related to the field, either
within a business school or in another college.
Professional associations
HR education also comes by way of professional associations, which offer training and
certification. The Society for Human Resource Management, which is based in the United
States, is the largest professional association dedicated to HR, with over 250,000 members in
140 countries. It offers a suite of Professional in Human Resources (PHR) certifications
through its HR Certification Institute. The Chartered Institute of Personnel and Development,
based in England, is the oldest professional HR association, with its predecessor institution
being founded in 1918.
Several associations also serve niches within HR. The Institute of Recruiters (IOR) is a
recruitment professional association, offering members education, support and training.
World at Work focuses on "total rewards" (i.e., compensation, benefits, work life,
performance, recognition, and career development), offering several certifications and
training programs dealing with remuneration and work-life balance. Other niche associations
include the American Society for Training & Development and Recognition Professionals
International.

Human Resource Management - Introduction
We often hear the term Human Resource Management, Employee Relations and Personnel
Management used in the popular press as well as by Industry experts. Whenever we hear these
terms, we conjure images of efficient managers busily going about their work in glitzy offices. In
this article, we look at the question “what is HRM ?” by giving a broad overview of the topic and
introducing the readers to the practice of HRM in contemporary organizations. Though as with
all popular perceptions, the above imagery has some validity, the fact remains that there is much
more to the field of HRM and despite popular depictions of the same, the “art and science” of
HRM is indeed complex. We have chosen the term “art and science” as HRM is both the art of
managing people by recourse to creative and innovative approaches; it is a science as well
because of the precision and rigorous application of theory that is required.
As outlined above, the process of defining HRM leads us to two different definitions. The first
definition of HRM is that it is the process of managing people in organizations in a structured
and thorough manner. This covers the field of staffing (hiring people), retention oof people , pay
and perks setting and management, performance management, change management and taking
care of exits from the company to round off the activities. This is the traditional definition of
HRM which leads some experts to define it as a modern version of the Personnel Management
function that was used earlier.
The second definition of HRM encompasses the management of people in organizations from a
macro perspective i.e. managing people in the form of a collective relationship between
management and employees. This approach focuses on the objectives and outcomes of the HRM
function. What this means is that the HR function in contemporary organizations is concerned
with the notions of people enabling, people development and a focus on making the “employment
relationship” fulfilling for both the management and employees.
These definitions emphasize the difference between Personnel Management as defined in the
second paragraph and human resource management as described in the third paragraph. To put it
in one sentence, personnel management is essentially “workforce” centred whereas human
resource management is “resource” centred. The key difference is HRM in recent times is about
fulfilling management objectives of providing and deploying people and a greater emphasis on
planning, monitoring and control.
Whatever the definition we use the answer to the question as to “what is HRM?” is that it is all
about people in organizations. No wonder that some MNC’s (Multinationals) call the HR
managers as People Managers, People Enablers and the practice as people management. In the
21st century organizations, the HR manager or the people manager is no longer seen as someone
who takes care of the activities described in the traditional way. In fact, most organizations have
different departments dealing with Staffing, Payroll, and Retention etc. Instead, the HR manager
is responsible for managing employee expectations vis-à-vis the management objectives and
reconciling both to ensure employee fulfilment and realization of management objectives.
In conclusion, this article has briefly touched upon the topic of HRM and served as an
introduction to HRM. We shall touch upon the other topics that this field covers in other articles

Importance of HRM for Organizational Success
We have discussed the basic concept of HRM and the ways in which it helps the organization
meet its goals. In this article, we discuss the reasons for organizations to have a HRM
strategy as well as the business drivers that make the strategy imperative for organizational
success. It is a fact that to thrive in the chaotic and turbulent business environment, firms
need to constantly innovate and be “ahead of the curve” in terms of business practices and
strategies. It is from this motivation to be at the top of the pack that HRM becomes a valuable
tool for management to ensure success.
The EvolvingBusinessParadigm
One of the factors behind organizations giving a lot of attention to their people is the nature
of the firms in the current business environment. Given the fact that there has been a steady
movement towards an economy based on services, it becomes important for firms engaged in
the service sector to keep their employees motivated and productive. Even in the
manufacturing and the traditional sectors, the need to remain competitive has meant that
firms in these sectors deploy strategies that make effective use of their resources. This
changed business landscape has come about as a result of a paradigm shift in the way
businesses and firms view their employees as more than just resources and instead adopt a
“people first” approach.
StrategicManagementand HRM
As discussed in the articles on modern day HRM practices, there is a need to align
organizational goals with that of the HR strategy to ensure that there is alignment of the
people policies with that of the management objectives. This means that the HR department
can no longer be viewed as an appendage of the firm but instead is a vital organ in ensuring
organizational success. The aims of strategic management are to provide the organization
with a sense of direction and a feeling of purpose. The days when the HR manager was
concerned with administrative duties is over and the current HRM practices in many
industries are taken as seriously as say, the marketing and production functions.
Importanceof HRM for OrganizationalSuccess
The practice of HRM must be viewed through the prism of overall strategic goals for the
organization instead of a standalone tint that takes a unit based or a micro approach. The idea
here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal
strategies and the HRM policy enmeshes itself fully with those of the organizational goals.
For instance, if the training needs of the employees are simply met with perfunctory trainings
on omnibus topics, the firm stands to lose not only from the time that the employees spend in
training but also a loss of direction. Hence, the organization that takes its HRM policies
seriously will ensure that training is based on focused and topical methods.
In conclusion, the practice of HRM needs to be integrated with the overall strategy to ensure
effective use of people and provide better returns to the organizations in terms of ROI
(Return on Investment) for every rupee or dollar spent on them. Unless the HRM practice is
designed in this way, the firms stand to lose from not utilizing people fully. And this does not
bode well for the success of the organization.

Role of Human Resource Management (HRM) in Leadership Development
Leadership Developmentin Successful Companies
The previous articles have discussed how the HRM function is now seen as a critical and
crucial component of the organizational support functions. In particular, we have analyzed
how effective people management goes a long way in ensuring better economic performance.
Among the components of people, management that the HRM function does is the aspect
related to leadership development. Research into the HRM practices of successful companies
has shown that these companies significantly outperform their peers in terms of economic
profitability by following the leadership development practices discussed in this article. By
successful companies, we mean those companies in the Fortune 100 list that have managed to
retain their position in the firms over a decade. To put this in perspective, it needs to be
remembered that many companies that were in the Fortune 100 list for a few years failed to
retain their positions in subsequent years and hence, the fact that these companies have
managed to stay in the hunt means that they have outperformed their peers and competitors.
The Componentsof Leadership Development
The leadership development programs in these companies follow the philosophy of
grounding them in value, the expected contributions from the leaders are defined, and the
organizational culture geared towards inspiring leaders. Next, the performance management
system in these companies is tied to the company’s business strategy and it includes talent
development activities and leadership objectives that are articulated clearly and succinctly. In
other words, promotions are based on individual performance as well as people development
activities and these in turn are linked to the business strategy and objectives. These
companies also have a leadership pipeline, which means that the leadership development is
embedded in their strategic workforce planning which is comprehensive, and longer term
oriented. These companies also ensure that they divide their workforce into job families and
the potential leaders are identified and groomed for higher roles and responsibilities. In many
of these companies, it is common to find lists of potential leaders known as high potentials
who are earmarked for fast track career progression based on the organizational assessment
of the skills and capabilities of these leaders. Further, the recruitment and training of new
employees is based on longer-term analysis of demand and supply patterns, which ensure that
newer generation of leaders, are hired into the company to replace those who have made it to
the higher levels.
Collaboration between the HRM Function and SeniorManagement
The HRM functions in these companies work on a collaborative model with their potential
leaders which means that the job of people development is not left to the HRM function or
the leaders alone. Instead, the potential leaders are identified and then their performance is
linked to the enabling and empowerment of others to move up the chain. In other words, the
ability to spot talent and identify leaders for the future is done by both the HRM function and
the senior management who work in tandem in this effort. Research into these successful
companies has shown that the people management in these companies is world class and the
contributing factor that differentiates these companies from others is that the HRM function

plays a critical role throughout the employee lifecycle and not at the recruitment and training
phase alone. The other factor is that the leaders in these companies are expected to have skill
sets that match the need for adapting to the challenges of the 21st century business landscape.
In other words, these companies groom the leaders of the future right from the middle
management level.
The HRM Function and its Role in Organizational Processes
The Changing Roleof the HR Function
Of all the support functions, the HRM (Human Resource Management) function is a critical
component of any organization. Apart from finance, which serves as the lifeblood of the
organizational support functions, the HRM function more than any other support function, has
the task of ensuring that the organizational policies and procedures are implemented and any
grievances of the employees are taken care of. For instance, it is common for the HRM
function in many organizations to combine hiring, training, providing assistance during
appraisals, mentoring employees, and deciding on pay structures and grades. This means that
the HRM function has its task cut out wherein it has to take care of the “people” side of the
organizational processes. Considering the fact that the ascent of the services sector (IT,
Financial Services, BPO) has meant that people are the key assets for organizations, the
importance of the HRM function has grown by leaps and bounds thanks to the preponderance
of the services sector. This has given impetus to many aspiring HR professionals to try and
make a career for themselves in the HR field thanks to the burgeoning demand for HR
professionals.
Changein Conception from Reactiveto Proactive
Many people think of the HR manager as someone who attends to complaints from
employees, appears at the time of appraisals, and generally is useful only when there is a
genuine need for him or her. This is the classic old world thinking wherein HR managers
were confined to these activities alone. The reason for such conceptions is that most of us are
used to our parents and other older generation people referring to HR managers as labour
officers whose sole function is to take care of payroll and disputes. However, times have
changed and in the recent decades, the HR function has emerged as a key function in itself
wherein the HR professionals are proactive and preventive in nature. What this means is that
HR managers anticipate the crises and prevent them from happening instead of waiting for
the crisis to appear and then resolve it. Further, unlike in earlier generations where there were
chances of strikes and lockouts of the organizations in the manufacturing sector, the services
sector does not have any place for these and hence, the role of the HR professionals have
evolved to a point where they have moved from reactive mode to proactive mode. This means
that in many multinationals, the HR professionals regularly have what are known as one-on-
ones or individual meetings with the staff to try and understand their grievances, seek
feedback, and overall focus on how to prevent any kind of crisis from happening.

HR ProfessionalsHaveFun as Well
The changing role of the HRM function is especially visible in the IT and BPO sector where
they are also engaged in organizing offsite events, which are held in a resort or in a hotel and
which provide the employees with a chance to brainstorm about issues in a relaxed and slow
manner outside of the confines of the office. This trend has made the HRM function very
busy because a lot of planning goes into organizing these events and indeed, in multinationals
like Fidelity, this is now handled by dedicated HR staff apart from the regular staff.
Their are 2 more functions which are listed below:
A. Primaryfunctionsof human resource management
1. Human resource planning: This is related to planning for both present and future
demand and supplies. This is required to study the external market, and changes so that the
planners can conduct a strategic plan in advance.
2. Equal employment opportunity: This is concerned with both moral and legal
responsibilities of the organizations through prevention of discriminatory policies, procedures
and practices that are relevant to hiring, training, compensating, and appraising.
3. Staffing (recruitment and selection): It mainly deals with the identification of
potential applicants for current and future openings and for assessing and evaluating in order
to make a selection and placement decision.
4. Compensation and benefits: This copes with an equitable internal wage structure, a
competitive benefits package, as well as incentives tied to individual, teams or organizational
performance.
5. Employees (labor) relation: It is related to the communication system that employees can
address their problems and grievances. This included unionized organizations and labor
relations.
6. Health, Safety and Security: This annexes to promoting a safety and health work
environment that includes safety training, employees’ assistance programs, and health and
wellness programs.
7. Human resource development: It is intended to ensure that organizational members have
the skills or competencies to meet current and future job demands.
B. Secondaryfunctions of human resource management
1. Organization and job design: It is the way of communication through inter-
department, organization and job definition.
2. Performance management and performance appraisal systems: It is related to
maintaining accountability through the organization.
3. Research and information systems: This includes human resource information
systems that are necessary to make enlightened human resource decisions.

Typical Functions of a Human Resource Manager
Introduction:The Typical Functionsof a HR Manager
Until now, we have discussed how the HRM function in organizations works and the role of
the function in organizational processes. We have also discussed the changing nature of the
HRM function in recent years and how with the introduction of enterprise software, an
entirely new dimension has been added to these functions. This article discusses the typical
functions of a HR manager and analyzes how he or she can make a positive contribution to the
organization and add value to the process. First, the HR manager has to juggle between hiring,
training, appraisals, and payroll among other things. This means that a typical function of the
HR manager would encompass the end to end management of the employee people lifecycle
which means that the HR manager would have to take care of everything that is concerned
with the people aspect right from the time the employee enters the organization till the time
the employee quits or retires from the organization. Hence, the lifecycle of an employee’s time
in an organization has to be managed and this means that the HR manager is responsible for
the hiring, training, appraisals, payroll, and exit interviews.
Entry to Exit: Managingthe EmployeeLifecycle
If we take each of these activities in turn, we find that hiring is done in conjunction with the
line managers who put out their requirements periodically on the kind of recruits they want
and the number of recruits they want. Once the request reaches the HR manager, he or she
has to scour the market for potential recruits. The next step is the interview stage after the
shortlists are done and this is an activity where the HR manager either delegates the task of
assessing the potential recruits to the staffing team or does the job personally. In large
organizations like Fidelity and Microsoft, there are dedicated teams for each of these
activities and this is something we would be discussing in detail in subsequent articles. After
the interview stage is over, the important task of fixing the salary and benefits of the
successful candidates has to be done. This is usually the time when the HR manager plays a
critical role as he or she has to determine the fit between the role and the candidate and
decide on the quantum of salary and benefits that is appropriate to the role and after
examining the budgets for the same.
The AppraisalProcess and the ExitInterviews
After these activities, the HR manager is also involved in conducting the last stage of
appraisals or evaluating the appraisals. In recent years, the trend is more towards the latter
where the HR manager in charge of the business unit evaluates the appraisals instead of
participating in the process directly. This is done in a manner to determine the quantum of
pay hike or bonuses keeping in mind the same principles that were discussed in the hiring
activity. What this means is that the HR manager has to work closely with the line managers
to get this done. In many organizations, employees can take their grievances to the HR
managers in case they are not satisfied with their pay hikes or the quantum of benefits. The
last activity that the HR manager is involved in is conducting the exit interviews when
employees leave the organizations. This is usually done on the last day of the employee’s stay
in the organization and this process consist of a free and frank discussion on what the
employee feels about the organization and why he or she is leaving the organization.

OBJECTIVES OF HUMAN RESOURCES MANAGEMENT (HRM)
Objectives are pre-determined goals to which individual or group activity in an organization
is directed. Objectives of personnel management are influenced by organizational objectives
and individual and social goals. Institutions are instituted to attain certain specific objectives.
The objectives of the economic institutions are mostly to earn profits, and of the educational
institutions are mostly to impart education and / or conduct research so on and so forth.
However, the fundamental objective of any organization is survival. Organizations are not
just satisfied with this goal. Further the goal of most of the organizations is growth and / or
profits.
Institutions procure and manage various resources including human to attain the specified
objectives. Thus, human resources are managed to divert and utilize their resources towards
and for the accomplishment of organizational objectives. Therefore, basically the objectives
of HRM are drawn from and to contribute to the accomplishment of the organizational
objectives. The other objectives of HRM are to meet the needs, aspirations, values and
dignity of individual employees and having due concern for the socio-economic problems of
the community and the country.
The objectives of HRM may be as follows:
1. To create and utilize an able and motivated workforce, to accomplish the basic
organizational goals.
2. To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
3. To secure the integration of individual or groups within the organization by co-ordination
of the individual and group goals with those of the organization.
4. To create facilities and opportunities for individual or group development so as to match it
with the growth of the organization.
5. To attain an effective utilization of human resources in the achievement of organizational
goals.
6. To identify and satisfy individual and group needs by providing adequate and equitable
wages, incentives, employee benefits and social security and measures for challenging work,
prestige, recognition, security, status.
7. To maintain high employees morale and sound human relations by sustaining and
improving the various conditions and facilities.
8. To strengthen and appreciate the human assets continuously by providing training and
development programs.
9. To consider and contribute to the minimization of socio-economic evils such as
unemployment, under-employment, inequalities in the distribution of income and wealth and
to improve the welfare of the society by providing employment opportunities to women and
disadvantaged sections of the society.

10. To provide an opportunity for expression and voice management.
11. To provide fair, acceptable and efficient leadership.
12. To provide facilities and conditions of work and creation of favorable atmosphere for
maintaining stability of employment.
Management has to create conductive environment and provide necessary prerequisites for
the attainment of the personnel management objectives after formulating them.

Scope of Human Resource Management
Human resources are undoubtedly the key resources in an organization, the easiest and the
most difficult to manage! The objectives of the HRM span right from the manpower needs
assessment to management and retention of the same. To this effect Human resource
management is responsible for effective designing and implementation of various policies,
procedures and programs. It is all about developing and managing knowledge, skills,
creativity, aptitude and talent and using them optimally.
Human Resource Management is not just limited to manage and optimally exploit human
intellect. It also focuses on managing physical and emotional capital of employees.
Considering the intricacies involved, the scope of HRM is widening with every passing day. It
covers but is not limited to HR planning, hiring (recruitment and selection), training and
development, payroll management, rewards and recognitions, Industrial relations, grievance
handling, legal procedures etc. In other words, we can say that it’s about developing and
managing harmonious relationships at workplace and striking a balance between
organizational goals and individual goals.
The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under following heads:
 HRM in Personnel Management: This is typically direct manpower management
that involves manpower planning, hiring (recruitment and selection), training and
development, induction and orientation, transfer, promotion, compensation, layoff
and retrenchment, employee productivity. The overall objective here is to
ascertain individual growth, development and effectiveness which indirectly
contribute to organizational development.
It also includes performance appraisal, developing new skills, disbursement of
wages, incentives, allowances, traveling policies and procedures and other related
courses of actions.
 HRM in Employee Welfare: This particular aspect of HRM deals with working
conditions and amenities at workplace. This includes a wide array of
responsibilities and services such as safety services, health services, welfare
funds, social security and medical services. It also covers appointment of safety
officers, making the environment worth working, eliminating workplace hazards,
support by top management, job safety, safeguarding machinery, cleanliness,
proper ventilation and lighting, sanitation, medical care, sickness benefits,
employment injury benefits, personal injury benefits, maternity benefits,
unemployment benefits and family benefits.
It also relates to supervision, employee counseling, establishing harmonious
relationships with employees, education and training. Employee welfare is about
determining employees’ real needs and fulfilling them with active participation of
both management and employees. In addition to this, it also takes care of canteen
facilities, crèches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
 HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful
interactions with labor or employee unions, addressing their grievances and
settling the disputes effectively in order to maintain peace and harmony in the

organization. It is the art and science of understanding the employment (union-
management) relations, joint consultation, disciplinary procedures, solving
problems with mutual efforts, understanding human behavior and maintaining
work relations, collective bargaining and settlement of disputes.
The main aim is to safeguarding the interest of employees by securing the highest
level of understanding to the extent that does not leave a negative impact on
organization. It is about establishing, growing and promoting industrial
democracy to safeguard the interests of both employees and management.
The scope of HRM is extremely wide, thus, can not be written concisely. However, for the
sake of convenience and developing understanding about the subject, we divide it in three
categories mentioned above.

Strategic Human Resource Management
Strategic Human Resource Management is the practice of aligning business strategy with that
of HR practices to achieve the strategic goals of the organization. The aim of SHRM
(Strategic Human Resource Management) is to ensure that HR strategy is not a means but an
end in itself as far as business objectives are concerned. The idea behind SHRM is that
companies must “fit” their HR strategy within the framework of overall Business objectives
and hence ensure that there is alignment between the HR practices and the strategic
objectives of the organization.
Evolution of SHRM
With the advent of new economy industries like IT and the mushrooming of the service
sector, organizations all over the world realized that human resources must be viewed as a
source of competitive advantage as opposed to treating it much the same way in access to
technology or capital is concerned. What this means is that the practice of HRM is being
viewed as something that promotes the business objectives of the firms and not merely
another factor in the way the firm is managed
How does SHRM fit in withStrategy?
With the advent of today’s economy where services account for a major share of the GDP
and the fact that the service sector is essentially people centric, it is imperative that the people
first approach be embraced by the organizations for sustainable business strategy. The
practice of SHRM demands a proactive and hands on approach by the management as well as
the HR department with regards to the entire gamut of activities ranging from staffing and
training and development to mentoring and pay and performance management.
The Way SHRM works
If we take real world examples, many organizations in recent times have dedicated “people
managers” whose sole function is to look after the enabling and fulfilling needs of the
resources. This is a marked change from treating people as just resources to treating people as
assets. For instance, Infosys states that people are its assets and the famous statement by Mr.
Narayana Murthy, one of the founders of the company that the capital of Infosys walks in
every morning and walks out every evening has to be taken in this context.
Elaborating on this point, one finds that organizations tend to leverage upon the capabilities
of the people employed there and ensuring that the “human capital” is nourished and nurtured
as a source of competitive advantage. This translates into a dedicated HR department and
people managers in every group dealing exclusively with employee issues as opposed to
treating this as a line management function.

Global Human Resource Management
Meaning
With the advent of globalization, organizations - big or small have ceased to be local, they
have become global! This has increased the workforce diversity and cultural sensitivities have
emerged like never before. All this led to the development of Global Human Resource
Management.
Even those organizations who consider themselves immune to transactions across
geographical boundaries are connected to the wider network globally. They are in one way or
the other dependent upon organizations that may even not have heard about. There is
interdependence between organizations in various areas and functions.
The preliminary function of global Human Resource Management is that the
organization carries a local appeal in the host country despite maintaining an
international feel. To exemplify, any multinational / international company would not like to
be called as local, however the same wants a domestic touch in the host country and there lies
the challenge.
Objectives
We may therefore, enumerate the Objectivesof global HRM as follows:
1. Create a local appeal without compromising upon the global identity.
2. Generating awareness of cross cultural sensitivities among managers globally and
hiring of staff across geographic boundaries.
3. Training upon cultures and sensitivities of the host country.
The strategic role of Human resources Management in such a scenario is to ensure that
HRM policies are in tandem with and in support of the firm’s strategy, structure and controls.
Specifically, when we talk of structures and controls the following become worth mentioning
in the context of Global HRM.
 Decision Making: There is a certain degree of centralization of operating decision
making. Compare this to the International strategy, the core competencies are
centralized and the rest are decentralized.
 Co-ordination: A high degree of coordination is required in wake of the cross
cultural sensitivities. There is in addition also a high need for cultural control.
Integrating Mechanisms: Many integrating mechanisms operate simultaneously.

Global HRM and the Staffing Policy
Here also the role is no different i.e. hiring individuals with requisite skills to do a particular
job. The challenge here is developing tools to promote a corporate culture that is almost the
same everywhere except that the local sensitivities are taken care of.
Also, the deciding upon the top management or key positions gets very tricky. Whether to
choose a local from the host country for a key position or deploy one from the headquarters
assumes importance; and finally whether or not to have a uniform hiring policy globally
remains a big challenge.
Nevertheless an organization can choose to hire according to any of the staffing policies
mentioned below:
 Ethnocentric: Here the Key management positions are filled by the parent country
individuals.
 Polycentric: In polycentric staffing policy the host country nationals manage
subsidiaries whereas the headquarter positions are held by the parent company
nationals.
 Geocentric: In this staffing policy the best and the most competent individuals
hold key positions irrespective of the nationalities.
Geocentric staffing policy it seems is the best when it comes to Global HRM. The
human resources are deployed productively and it also helps build a strong
cultural and informal management network. The flip side is that human resources
become a bit expensive when hired on a geocentric basis. Besides the national
immigration policies may limit implementation.
Global HRM therefore is a very challenging front in HRM. If one is able to strike the
right chord in designing structures and controls, the job is half done. Subsidiaries are
held together by global HRM, different subsidiaries can function operate coherently only
when it is enabled by efficient structures and controls.

What is Human Resource Planning ?
Human Resource Planning (HRP) is the process of forecasting the future human resource
requirements of the organization and determining as to how the existing human resource
capacity of the organization can be utilized to fulfil these requirements. It, thus, focuses on the
basic economic concept of demand and supply in context to the human resource capacity of
the organization.
It is the HRP process which helps the management of the organization in meeting the future
demand of human resource in the organization with the supply of the appropriate people in
appropriate numbers at the appropriate time and place. Further, it is only after proper analysis
of the HR requirements can the process of recruitment and selection be initiated by the
management. Also, HRP is essential in successfully achieving the strategies and objectives of
organization. In fact, with the element of strategies and long term objectives of the
organization being widely associated with human resource planning these days, HR Planning
has now became Strategic HR Planning.
Though, HR Planning may sound quite simple a process of managing the numbers in terms of
human resource requirement of the organization, yet, the actual activity may involve the HR
manager to face many roadblocks owing to the effect of the current workforce in the
organization, pressure to meet the business objectives and prevailing workforce market
condition. HR Planning, thus, help the organization in many ways as follows:
 HR managers are in a stage of anticipating the workforce requirements rather than
getting surprised by the change of events
 Prevent the business from falling into the trap of shifting workforce market, a
common concern among all industries and sectors

 Work proactively as the expansion in the workforce market is not always in
conjunction with the workforce requirement of the organization in terms of
professional experience, talent needs, skills, etc.
 Organizations in growth phase may face the challenge of meeting the need for
critical set of skills, competencies and talent to meet their strategic objectives so
they can stand well-prepared to meet the HR needs
 Considering the organizational goals, HR Planning allows the identification,
selection and development of required talent or competency within the
organization.
It is, therefore, suitable on the part of the organization to opt for HR Planning to prevent any
unnecessary hurdles in its workforce needs. An HR Consulting Firm can provide the
organization with a comprehensive HR assessment and planning to meet its future
requirements in the most cost-effective and timely manner.
An HR Planning process simplyinvolvesthe following fourbroad steps:
 Current HR Supply:Assessment of the current human resource availability in
the organization is the foremost step in HR Planning. It includes a comprehensive
study of the human resource strength of the organization in terms of numbers,
skills, talents, competencies, qualifications, experience, age, tenures, performance
ratings, designations, grades, compensations, benefits, etc. At this stage, the
consultants may conduct extensive interviews with the managers to understand
the critical HR issues they face and workforce capabilities they consider basic or
crucial for various business processes.
 Future HR Demand:Analysis of the future workforce requirements of the
business is the second step in HR Planning. All the known HR variables like
attrition, lay-offs, foreseeable vacancies, retirements, promotions, pre-set
transfers, etc. are taken into consideration while determining future HR demand.
Further, certain unknown workforce variables like competitive factors,
resignations, abrupt transfers or dismissals are also included in the scope of
analysis.
 Demand Forecast: Next step is to match the current supply with the future
demand of HR, and create a demand forecast. Here, it is also essential to
understand the business strategy and objectives in the long run so that the
workforce demand forecast is such that it is aligned to the organizational goals.
 HR Sourcing Strategyand Implementation:After reviewing the gaps in
the HR supply and demand, the HR Consulting Firm develops plans to meet these
gaps as per the demand forecast created by them. This may include conducting
communication programs with employees, relocation, talent acquisition,
recruitment and outsourcing, talent management, training and coaching, and
revision of policies. The plans are, then, implemented taking into confidence the
mangers so as to make the process of execution smooth and efficient. Here, it is
important to note that all the regulatory and legal compliances are being followed
by the consultants to prevent any untoward situation coming from the employees.
Hence, a properly conducted process of HR Planning by an HR Consulting Firm helps the
organization in meeting its goals and objectives in timely manner with the right HR strength
in action.

Processes in Human Resource Management
Each organization works towards the realization of one vision. The same is achieved by
formulation of certain strategies and execution of the same, which is done by the HR
department. At the base of this strategy formulation lie various processes and the effectiveness
of the former lies in the meticulous design of these processes. But what exactly are and entails
these processes? Let’s read further and explore.
The following are the various HR processes:
1. Human resource planning (Recruitment, Selecting, Hiring, Training, Induction,
Orientation, Evaluation, Promotion and Layoff).
2. Employee remuneration and Benefits Administration
3. Performance Management.
4. Employee Relations.
The efficient designing of these processes apart from other things depends upon the degree of
correspondence of each of these. This means that each process is subservient to other. You
start from Human resource Planning and there is a continual value addition at each step. To
exemplify, the PMS (performance Management System) of an organization like Infosys
would different from an organization like Walmart. Lets study each process separately.

Human ResourcePlanning: Generally, we consider Human Resource Planning as the
process of people forecasting. Right but incomplete! It also involves the processes of
Evaluation, Promotion and Layoff.
 Recruitment: It aims at attracting applicants that match a certain Job criteria.
 Selection: The next level of filtration. Aims at short listing candidates who are the
nearest match in terms qualifications, expertise and potential for a certain job.
 Hiring: Deciding upon the final candidate who gets the job.
 Training and Development: Those processes that work on an employee onboard
for his skills and abilities up gradation.
EmployeeRemunerationand BenefitsAdministration:The process involves
deciding upon salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is
the prime motivator in any job and therefore the importance of this process. Performing
employees seek raises, better salaries and bonuses.
PerformanceManagement:It is meant to help the organization train, motivate and
reward workers. It is also meant to ensure that the organizational goals are met with
efficiency. The process not only includes the employees but can also be for a department,
product, service or customer process; all towards enhancing or adding value to them.
Nowadays there is an automated performance management system (PMS) that carries all the
information to help managers evaluate the performance of the employees and assess them
accordingly on their training and development needs.
EmployeeRelations:Employee retention is a nuisance with organizations especially in
industries that are hugely competitive in nature. Though there are myriad factors that
motivate an individual to stick to or leave an organization, but certainly few are under our
control.
Employee relations include Labour Law and Relations, Working Environment, Employee
health and safety, Employee- Employee conflict management, Employee- Employee Conflict
Management, Quality of Work Life, Workers Compensation, Employee Wellness and
assistance programs, Counselling for occupational stress. All these are critical to employee
retention apart from the money which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single process
can work in isolation; there has to be a high level of conformity and cohesiveness between
the same

Hiring Strategies followed by Organizations
People are the lifeblood of any organization. Whether the organization is in the traditional
sectors like manufacturing or it is a “new economy” based one like IT and ITES, it needs to be
staffed with people of caliber and mettle. Hence, the kind of people that an organization hires
is critical to the success of the organization. In this respect, the hiring strategies followed by
organizations take on prominence in the competitive business environment of the 21st century.
Hiring can take place in many ways and at many levels. It can be for entry level positions or
“lateral” hiring where people with experience are taken on board. Further, hiring people can
be based on competitive exams (entry level) and the personal approach favored by HR
managers for senior level positions. In recent times, hiring for the entry level has taken on an
entirely new dimension with the campus recruitment procedures that rely on getting the best
talent available from the campuses for companies wishing to hire for entry level positions. The
other way of hiring is through selective approach where the Staffing department entrusts the
placement consultants with the task of identifying potential employees by picking “profiles”
from employee databases and the consultants own database as well.
As outlined above, the different hiring strategies are for different levels in the organization.
The most niche hiring takes place at senior levels where the essence is discreetness and hence
dedicated consultants or HR professionals approach people at higher levels on a one-one
basis.
Whatever be the hiring strategy deployed, the essential components of the process remain
more or less the same. These include choosing from the available candidates, taking a
decision as to the pay and perks, making an offer and finally, getting them “on board”. The
hiring process ranges from as less a month or so to drawn out affairs for niche placement. The
strategic imperatives that underpin hiring depend on the ability of the organization to
effectively leverage its reputation, flexibility in the roles that are available, availability of
skilled resources and finally, the package that the organization is willing to offer.
Most debates in organizations on the hiring process hinge on the length of time it takes to hire
a person for a particular role and the package that the organization is willing to offer. The
term “fitment” is often used as HR jargon which is all about whether a particular person is
suitable for the role that is being filled and how well he or she “fits” the job profile. One of
the reasons for attrition in organizations is the fact that many employees join them with a set
of assumptions about their role only to have their hopes dashed in reality. Hence, in recent
times, industry experts have focused on this aspect of ensuring that people are hired only if
they are of the right fit.

Using Social Media Profiles of Job Applicants for Hiring Decisions
The Advantages of using Information about Job Applicants from Facebook Profiles
In recent years, there has been a noticeable trend among HR professionals to check the
information supplied by a job applicant by comparing it with the information available on his
or her Social Networking Websites or SNWs profile. While this trend first become apparent in
the West and in the United States in particular, it is catching on in the rest of the world as well
where recruiters turn to the SNWs profiles of job applicants to verify and seek information
about the candidates. Indeed, this trend is both welcome and worrisome as there are potential
legal and ethical implications not to mention privacy and security issues. The trend is
welcome because the recruiters have a need to know all the information about job applicants’
background and suitability especially for sensitive jobs where the job applicant needs to be
totally “clean”. Further, the trend is welcome because employers can escape the negligent
hiring charges that of late have become common in the US. This means that the recruiters can
glean information from the SNWs profiles of the job applicants and if there are any serious
character or integrity issues, they can spot them right away.
The Disadvantages of using Information about Job Applicants from Facebook profiles
However, the trend of using the Social Networking Websites (SNWs) profiles of job
applicants is worrisome, as the recruiters do not have the legal basis of using such profiles
without the consent of the job applicants. Further, the recruiters run the risk of being
unethical in their approach as well as “lazy” in their recruiting process if they take the
information from the SNWs profiles of the job applicants. Apart from this, the job applicants
can be discriminated on the basis of gender, race, sexual orientation, and other characteristics.
Moreover, the privacy and the sanctity of information that job applicants post on their
Facebook and SNWs profiles is compromised. There is also the risk of security as once the
recruiters get access to the profiles, information can be hacked by third parties and leaked
which means that there are many implications to this practice. Therefore, it is in the interest
of all parties if there are proper safeguards that are drawn up to protect both the parties and
this process is followed diligently. This means that the recruiters cannot access the SNWs
profiles of the candidates without their consent and the job applicants are aware of their rights
and disadvantages of posting personal details on their profiles.
What Recruiters can do and how Job Applicants need to Wary
We have discussed the advantages and disadvantages of recruiters accessing the SNWs
profiles of the job applicants. Taking the discussion further, it is advisable for job
applicants to be aware of the fact that in the present information age, any details about
themselves and their friends can be accessedby anyone and hence, they must be careful
about the kind of information that they put out on the big bad World Wide Web.
Further, for many positions in the US, job applicants are required to undergo a narcotics test,
which means that they would be medically tested for traces of any narcotic substances in their
bodies. Therefore, a strong world of caution to the job applicants is that they better not reveal
what they did last summer especially when they are applying for highly competitive jobs. For
recruiters, the word of advice is that they rely on the traditional route of background checks
by independent agencies and not only on the SNWs profiles of the job applicants to base their
hiring decisions. Finally, whether the information is private or whether it has been obtained
illegally and unethically, the fact that such information exists in the internet domain is cause
enough for concern.

The Importance of Background Checks while Hiring New Employees
What are BackgroundChecks?
In recent years, corporates have been conducting background checks on potential recruits.
Before we launch into a discussion about the importance of these background checks, we will
first explain what is meant by background check. To put it simply, the process of verifying
the credentials of new and potential recruits before they are hired constitutes the process
of background checks. Further, background checks are also used to not only to verify
whether a particular employee has indeed graduated from a particular college or worked in a
particular company, but also to refer to the references that the employee has provided to get an
idea about his or her trustworthiness and personality. In other words, background checks are
used to determine the integrity and employability of a particular employee by verifying the
credentials supplied by him or her and checking them against the actual records. This practice
has become common all over the world as many candidates are found to have been fudging
their credentials leading to their detection later on during the career and resulting in
embarrassment and inconvenience to the companies. It can also lead to scandals when
employees have been found to faked their education and experience details.
BackgroundChecks around the World
Apart from this, background checks were also the norm in the United States and in
Europe where centralized databases exist that store the records of all registered
employees of the workforce. For instance, the social security number is used to identify an
employee in the database that has all details of his or her education, experience, credit
history, details of any brush with law enforcement, and any other pertinent or relevant details.
This has helped the companies in the US and in Europe to detect fake profiles of employees
and to understand whether potential recruits have been truthful in their declarations before the
companies. On the other hand, in Asia (especially in China and India), these background
checks were hitherto restricted only in special cases where the companies on suspicion of a
particular employee wanted to find out about him or her. However, in recent years, many
multinationals have found it prudent to run background checks on all potential recruits as the
incidence of employees faking their credentials has become common. Apart from this, the
fact that many employees in these countries often change jobs means that there is a need to
know the reason for these shifts as the possibility of dubious exits is very real.
The process of BackgroundChecks
The next aspect about running background checks is that corporates usually outsource this
process to dedicated service providers that have access to the databases and work force to
handle requests for background checks. Of course, many multinationals like Fidelity do this
process in house, as the number of employees on their rolls is manageable as far as running
background checks is concerned. Many domestic companies still perform cursory checks
because they do not have the resources or the time to conduct extensive background checks.
This is the reason why large Chinese and Indian companies often have many employees on
their rolls that are not what they claim they are. Without getting into the ethical debate, our
suggestion is that all companies should conduct background checks as otherwise they would
be having a problem on their hands when the past of the employees becomes public in cases
of employees with dubious histories.

Retention Strategies - Definition and its Components
Any employee retention strategy would necessarily include a plan for redressing employee
grievances and ways and means to address employee issues. This would mean that the
employees would be enabled to take their issues regarding pay, their work, their role etc. to
the HR manager for each division and expect to get a fair hearing in the process. There should
be a plan where the HR manager in conjunction with the manager of the employee who has
raised the issue works towards resolving the issue.
Componentsof a Retention Strategy
Taking each of these strategies in turn, job rotation is the practice of moving the employees
around divisions and within divisions with a clear emphasis on making sure that they operate
in domains other than the ones assigned to them initially. This would mean that the
employees get trained on competencies beyond that of their assigned plant and this would
lead to greater motivation to pick up additional skills and motivate them to perform better.
The importance of grievance redressal and mitigation cannot be emphasised more. This is the
most critical and crucial component of the HRM plan as research has shown that an employee
with pending issues awaiting resolution is twice more likely to quit the company than the
other employees. Hence, all efforts must be made to redress the grievances of the employees.
GrievanceRedressal
An effective retention strategy would focus on preventing as well as addressing grievances.
Though it is not the contention that all grievances can be prevented, they can be “pre-empted”
by actively listening to the employees from time to time. This strategy of “listening” to the
employees would revolve around a concept of “one-one” meetings between the employees
and the manager and employees and the HR representative for the unit or division. The idea
of the regular “one-one” meetings would be to identify potential causes of friction among the
employees and any issues they may have vis-à-vis their job and benefits. These issues need to
be brought out into the open before they become contentious resulting in the employee
feeling frustrated and quitting the job. Hence, all efforts must be made to identify sources of
employee dissatisfaction and “hygiene factors” that must be taken care of for proper
functioning of the employees.
Ways to MitigateJob Dissatisfaction
Management theorists often emphasise the fact that one of the reasons for low employee
morale in organizations is the fact that the employees and often feel alienated and cut off
from the larger purpose. The contention is that the employees feel themselves to be part of an
impersonal setup and perceive themselves to be unable to make a difference to the whole
unit. Hence, there is a need to involve the employees in the larger picture and provide them
with perspective on the bigger picture. In engineering units with assembly line
manufacturing, the engineer is often responsible for his or her part of the chain and is not in a
position to relate to the bigger picture. Hence, there should be effective strategies like job
rotation, interaction with other units, timely promotions and cross functional teams wherein
the engineers would feel themselves to be contributing to the larger goal of the company.

HR Challenges - How to cope with them efficiently ?
Human Resource Management used to be considered as other conventional administrative
jobs. But over a period of time, it has evolved as a strategic function to improve working
environment, plan out human resources needs and strike a balance between the organization
and employers in order to increase organizational productivity and meet organizational goals.
Not to exaggerate but in today’s highly competitive world it has gradually become one of the
most important functions of an organization.
It is really a huge challenge to understand the psychology of workforce, retain the best talents
of the industry, motivate them to perform better and handle diversity while maintaining unity
simultaneously, especially in countries like India, where it is still evolving. Globalization has
resulted in many positive developments but it has left many concerns for HR managers.
In today’s tough world and tight job market, coordinating a multicultural or diverse workforce
is a real challenge for HR department.
Human resource managers are on their toes to strike a balance between employer and
employees keeping in mind the recent trends in the market. They may find themselves in dire
consequences if they are not able to handle the human resource challenges efficiently.
To remain in business, human resource managers need to efficiently address following
human resource challenges:
 Handling Multicultural/ Diverse Workforce: Dealing with people from
different age, gender, race, ethnicity, educational background, location, income,
parental status, religious beliefs, marital status and ancestry and work experience
can be a challenging task for HR managers. With this, managing people with

different set of ideologies, views, lifestyles and psychology can be very risky.
Effective communication, adaptability, agility and positive attitude of HR
managers can bind the diverse workforce and retain talents in the organization.
 ManagingChange:Who wants to change their ideology or way of working?
Neither you nor I. How can we expect others to change then? Bringing change in
organizational processes and procedures, implementing it and then managing it is
one of the biggest concerns of HR managers. Business environment is so volatile.
Technology keeps changing every now and then. All thanks to globalization.
Upgrading the existing technology and training people for them is a real headache
for HR department. The success rate of technology change depends how well
HRD can handle the change and manage people issues in the process.
 Retaining the Talents:Globalization has given freedom to working
professionals to work anywhere in the world. Now that they have endless
lucrative opportunities to work, hiring and retaining the best industry talent is no
joke. Maintaining harmonious relations with them, providing excellent work
environment and offering more remuneration and perks than your competitors can
retain and motivate them.
 ConflictManagement:HR managers should know how to handle employee-
employer and employee-employee conflicts without hurting their feelings.
Although it is almost impossible to avoid conflicts among people still handling
them tactfully can help HR managers to resolve the issues. They should be able to
listen to each party, decide and communicate to them in a convincing manner in
order to avoid future conflicts.
HR professional must be proactive with all strategies and action plans in order to meet the
changing needs of the organization. They must be thorough with the basic functions of HR
including planning, organizing, leading and controlling human resources.

History OF IBM
The newly minted IBM continued to develop its core cultural attributes during the 1920s. It
launched an employee newspaper, Business Machines, which unified coverage of all of
IBM's businesses under one publication. It introduced the Quarter Century Club to honour
employees with 25 years of service to the company, and launched the Hundred Percent Club,
to reward sales personnel who met their annual quotas. In 1928, the Suggestion Plan program
– which granted cash rewards to employees who contributed viable ideas on how to improve
IBM products and procedures – made its debut.

The company also expanded its product line through innovative engineering. Behind a core
group of inventors – James W. Bryce, Clair Lake, Fred Carroll, and Royden Pierce – IBM
produced a series of significant product innovations. In the optimistic years following World
War I, CTR's engineering and research staff developed new and improved mechanisms to
meet the broadening needs of its customers. In 1920, the company introduced the first
complete school time control system, and launched its first printing tabulator. Three years
later the company introduced the first electric keypunch, and 1924's Carroll Rotary Press
produced punched cards at previously unheard of speeds. In 1928, the company held its first
customer engineering education class, demonstrating an early recognition of the importance
of tailoring solutions to fit customer needs. It also introduced the 80-column punched card in
1928, which doubled its information capacity. This new format, soon dubbed the "IBM
Card", became and remained an industry standard until the 1970s.
The Great Depression of the 1930s presented an unprecedented economic challenge, and
Watson met the challenge head on, continuing to invest in people, manufacturing, and
technological innovation despite the difficult economic times. Rather than reduce staff, he
hired additional employees in support of President Franklin Roosevelt's National Recovery
Administration plan – not just salesmen, which he joked that he had a lifelong weakness for,
but engineers too. Watson not only kept his workforce employed, he increased their benefits.
IBM was among the first corporations to provide group life insurance (1934), survivor
benefits (1935) and paid vacations (1936). He upped his ante on his workforce by opening the
IBM Schoolhouse in Endicott to provide education and training for IBM employees. And he
greatly increased IBM's research capabilities by building a modern research laboratory on the
Endicott manufacturing site.
With all this internal investment, Watson was, in essence, gambling on the future. It was
IBM's first ‘Bet the Company’ gamble, but the risk paid off handsomely. Watson's factories,
running full tilt for six years with no market to sell to, created a huge inventory of unused
tabulating equipment, straining IBM's resources. To reduce the cash drain, the struggling
Dayton Scale Division (the food services equipment business) was sold in 1933 to Hobart
Manufacturing for stock. When the Social Security Act of 1935 – labelled as “the biggest
accounting operation of all time”– came up for bid, IBM was the only bidder that could
quickly provide the necessary equipment. Watson's gamble brought the company a landmark
government contract to maintain employment records for 26 million people. IBM's successful
performance on the contract soon led to other government orders, and by the end of the
decade IBM has not only safely negotiated the Depression, it had risen to the forefront of the
industry. Watson's Depression-era decision to invest heavily in technical development and
sales capabilities, education to expand the breadth of those capabilities, and his commitment
to the data processing product line laid the foundation for 50 years of IBM growth and
successes.
His avowed focus on international expansion proved an equally key component of the
company's 20th century growth and success. Watson, having witnessed the havoc the First
World War wrought on society and business, envisioned commerce as an obstacle to war. He
saw business interests and peace as being mutually compatible. In fact, he felt so strongly
about the connection between the two that he had his slogan “World Peace Through World
Trade” carved into the exterior of IBM's new World Headquarters (1938) in New York
City. The slogan became an IBM business mantra, and Watson campaigned tirelessly for the
concept with global business and government leaders. He served as an informal, unofficial
government host for world leaders when they visited New York, and received numerous
awards from foreign governments for his efforts to improve international relations through
the formation of business ties.

The roots of IBM date back the 1880s, decades before the development of electronic
computers. Since the 1960s or earlier, IBM has described its formation as a merger of three
companies: the Tabulating Machine Company (with origins in Washington, D.C. in the
1880s), the International Time Recording Company (founded 1900 in Endicott), and the
Computing Scale Company (founded 1901 in Dayton, Ohio, USA). The merger was
engineered by noted financier Charles Flint, and the new company was called the Computing
Tabulating Recording (CTR) Company. CTR was incorporated on June 16, 1911 in Endicott,
New York, U.S.A.. CTR was a holding company; the individual companies continued to
operate using their established names until the holding company was eliminated in 1933. The
1911 CTR stock prospectus states that four companies were merged; the three described by
IBM, above, and the Bundy Manufacturing Company (founded in 1889). Flint remained a
member of the board of CTR until his retirement in 1930.
The companies that merged to form CTR manufactured a wide range of products, including
employee time-keeping systems, weighing scales, automatic meat slicers, coffee grinders, and
most importantly for the development of the computer, punched. The product lines were very
different; Flint stated that the consolidation... instead of being dependent for earnings upon a
single industry, would own three separate and distinct lines of business, so that in normal
times the interest and sinking funds on its bonds could be earned by any one of these
independent lines, while in abnormal times the consolidation would have three chances
instead of one to meet its obligations and pay dividends. Based in New York City, the new
company had 1,300 employees and offices and plants in Endicott and Binghamton, New
York; Dayton, Ohio; Detroit, Michigan; Washington, D.C.; and Toronto, Ontario.
Of the companies merged to form CTR, the most technologically significant was
the Tabulating Machine Company, founded by Herman Hollerith, and specialized in the
development of punched card data processing equipment. Hollerith's series of patents on
tabulating machine technology, first applied for in 1884, drew on his work at the U.S. Census
Bureau from 1879–82. Hollerith was initially trying to reduce the time and complexity
needed to tabulate the 1890 Census. His development of punched cards in 1886 set the
industry standard for the next 80 years of tabulating and computing data input.
In 1896 the Tabulating Machine Company leased some machines to a railway company but
quickly focused on the challenges of the largest statistical endeavour of its day – the 1900 US
Census. After winning the government contract, and completing the project with amazing
speed, Hollerith was faced with the challenge of sustaining the company in non-Census years.
He returned to targeting private businesses both in the United States and abroad, attempting
to identify industry applications for his automatic punching, tabulating and sorting machines.
In 1911, Hollerith, now 51 and in failing health sold the business to Flint for $2.3 million (of
which Hollerith got $1.2 million), who then created CTR. When the diversified businesses of
CTR proved difficult to manage, Flint turned for help to the former No. 2 executive at the
National Cash Register Company, Thomas J. Watson, Sr.. Watson became General Manager
of CTR in 1914 and President in 1915. By drawing upon his managerial experience at NCR,
Watson quickly implemented a series of effective business tactics: generous sales incentives,
a focus on customer service, an insistence on well-groomed, dark-suited salesmen, and an
evangelical fervour for instilling company pride and loyalty in every worker. As the sales
force grew into a highly professional and knowledgeable arm of the company, Watson
focused their attention on providing large-scale, custom-built tabulating solutions for
businesses, leaving the market for small office products to others. He also stressed the

importance of the customer, a lasting IBM tenet. The strategy proved successful, as during
Watson's first four years, revenues doubled to $2 million, and company operations expanded
to Europe, South America, Asia and Australia.
At the helm during this period, Watson played a central role in establishing what would
become the IBM organization and culture. He launched a number of initiatives that
collectively demonstrated an unwavering faith in his workers: he hired the company's first
disabled worker in 1914, he formed the company's first employee education department in
1916, and in 1915 he introduced his favorite slogan, "THINK," which quickly became a
corporate mantra. Watson boosted company spirit by encouraging any employee with a
complaint to approach him or any other company executive – his famed Open Door policy.
He also sponsored employee sports teams, family outings and a company band, believing that
employees were most productive when they were supported by healthy and supportive
families and communities. These initiatives – each deeply rooted in Watson's personal values
system – became core aspects of IBM culture for the remainder of the century.
Given the company's geographic growth (including the completion of three manufacturing
facilities in Europe), and his own expansive vision, Watson found the CTR name too
limiting,. A name of a publication from CTR's Canadian operation caught his eye, and on
February 14, 1924, the CTR name was formally changed to International Business Machines
Corporation, later to be abbreviated IBM.

Introduction OF IBM Global Process Services (GPS)
IBM Daksh was renamed as IBM Global Process Services India to bring all BPO units of the
technology firm under one roof which will significantly add to IBM’s multi-location delivery
strategy. This was done as part of global rebranding exercise at International Business
Machines Corp, reports livemint.com.
John Lutz, who heads the BPO division as general manager of IBM Global Process Services
said, “The rebranding will significantly add to multi-location delivery strategy of IBM,
making it more efficient and smoother.”
IBM operates 50 delivery centres across 40 countries and the renaming will lead to not just a
scaling up of operations but also result in repositioning key people into global roles, said
Lutz. This will also help create a more focused delivery approach for clients who are being
serviced out of multiple locations. This way the organisation can offer a flexibility of smaller
firms within a large organization to our clients, he added.
Daksh is one of the biggest success stories of the industry, said Saurabh Srivastava, the
chairman of CA Technologies and one of the founders of the National Association of
Software and Services Companies (Nasscom).
“The BPO industry was started largely by captives of large multinationals such as American
Express and General Electric. Daksh and Spectramind were one of the first to start as
standalone BPOs,” said Srivastava.
He elaborated that as IT firms began to realize the importance of having a BPO practice, such
stand-alone firms started getting snapped up.
Daksh eServices Pvt Ltd was started in 2000 by Sanjeev Aggarwal and Pavan Vaish. It was
acquired by IBM in 2004 for an undisclosed sum. Daksh was the first acquisition of IBM in
India. Wipro Ltd bought Spectra mind in 2002.
Pavan Vaish said, “The fact that Daksh has proved to be one of the most successful
acquisitions of IBM in the services sector is a testimony that we took the right decision.”
Though IBM does not release revenue or profit figures for the unit, industry experts estimate
that there would be around 100,000 staff and a large part of them would be involved in BPO
services.
Nasscom president Som Mittal said, ”Daksh enabled IBM to get a stronghold in the Indian
market.” He added, “The fact that the firm operated under its old brand (Daksh) for so long
and the founders continued to stay on is very commendable.”
Data Collected
There are two types of data collection one is by net and second is by personal visit to the
company. The listed below are the findings and personal experience with this company.

Recruiting and Selection Process in IBM GPS
SORRY CANT
DISCLOSE THE
PROCESSSS
Conclusion
The process should be shortened to reduce the time, effort and also make it electronic to
reduce the usage of paper which is a present trend
References
http://www.citeman.com/245-objectives-of-human-resource-
management.html#ixzz2g6ttkOGF

Project HR Recruting & Selection - copy

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