HRM Notes.docx

Human Resource Management

HRM

• The comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce–human resources–in ways that contribute to organizational effectiveness.

• A Management function concerned with hiring, motivating and maintaining people in the organization.

Definition

Human Resource Management is Planning, organizing , directing & controlling the Procurement, development, compensation, integration , maintenance and separation of human resources to meet Individual, organizational and social objectives. – Edwin Flippo

Wings of Human Resource Management

A Systems View of Human Resource Management

The Organizational System

.

.

The financefunction

The financefunction

The marketingfunction

The marketingfunction

The operationsfunction

The operationsfunction

Other fundamental organizational

functions

Other fundamental organizational

functions

The human resourc

e functio

n

The human resourc

e functio

n

A Systems View of Human Resource Management

The Organizational

System

PowerPoint Slides By Megha Sahay

.

.

Goals of Human Resource Management

Complying withlegal and social

obligations

Complying withlegal and social

obligations

Facilitatingorganizationaleffectiveness

Facilitatingorganizationaleffectiveness

Enhancingproductivityand quality

Enhancingproductivityand quality

Promotingindividual growthand development

Promotingindividual growthand development

The human resource

function in contempora

ry organization

s

The human resource

function in contempora

ry organization

s


The Scope Of Human Resource ManagementHRPersonal AspectIndustrial Relation aspect


.

.

Functions of HR

MANAGERIAL FUNCTIONS

Planning

Organizing

Directing

Controlling

OPERATIVE FUNCTIONSStaffing DevelopmentCompensation Motivation Maintenance Integration


.

.

Operative functions of HR

STAFFING

Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility DEVELOPM

ENT

Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback

COMPENSATION & MOTIVATION

Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits


.

.

Operative functions of HR (contd.)

MAINTENANCE

Health, Safety, Welfare, Social security

INTEGRATION

Employment relations, Grievance, Discipline, Trade unions, Participation, Collective bargaining


Approaches/ Models to HRM

.

.

.

The Guest Model The Guest Model

The Fombrum ModelThe Fombrum Model The Harvard ModelThe Harvard Model

The Warwick ModelThe Warwick Model

Approaches to Human Resource

Management

Approaches to Human Resource

Management


The Fombrum Model

.Human Resource

Development

Appraisal

Rewards

Selection

Organizational

Effectiveness


The Harvard ModelHRM Policy ChoicesWork SystemReward SystemHR FlowCommitmentCompetence.Cost - effectivenessLong term ConsequencesIndividual,OrganisationalSocietal Well BeingStake

Holders Interest

s

Situational

Factors


The Guest Model.

HRM Practices

Hiring Training Appraisal Compensa-tionRelations

HR Outcomes

CommitmentQualityFlexibility

Behavioral

Outcomes

MotivationCo-operationOrganisational citizenship

Performance Outcomes

ProductivityInnovationQualityTurnoverAbsenteeism

HRM Strategies

Financial

Outcomes

ProfitsROI


MANPOWER PLANNING

MANPOWER PLANNING

The process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.- Coleman

Importance of Manpower Planning

Better view of HR Dimensions of Business decisions.

Forecasting future requirements.

Anticipate problems.

Planning

Human Resource Planning Process

1. Deciding goals or objectives.

.

.

The Scope Of Human Resource Management

Managing diverse

workforce

Managing diverse

workforce

Managing labor

relations

Managing labor

relations

Managing the work environm

ent

Managing the work environm

ent

Managing new

employment

relationships

Managing new

employment

relationshipsEffective and efficient human resource practices; human

resource goal attainment

Effective and efficient human resource practices; human resource goal attainment

Human resource planningHuman resource planning

Recruiting human resourcesRecruiting human resources

Selecting and placing human resourcesSelecting and placing human resourcesBasic

compensation and

benefits

Basic compensatio

n and benefits

Performance managementPerformance management

Career Planning and Development

Career Planning and Development

Training and Development


Strategic human resource perspectiveStrategic human resource perspective

IncentivesIncentives


2. Estimating future organizational Structure & Manpower Requirements.

3. Auditing Human Resources.

4. Job Analysis.

5. Developing a Human Resource Plan.

The Human Resource Planning Process

Forecasting the demand of human resources

Forecasting the supply for human resources

Forecasting Techniques

Managerial Judgment.

Ratio Trend Analysis.

Human Resource Planning System

. Long Rang

e objectives

& Plans

.Overall HR Requirement for HR

Inventory of Present HR

Net New HR

Requirements

Action

program for Recruiting &

Selection

Work Force requirement

s

.Inventory by

occupationa

l catego

ries

Replacement

s or additi

on

Short term Goals

& plans

Evaluation

Plans of

Developme

nt.

OrganI

ation

Sub unit

s

Power Point Slides by Megha sahay

Regression Analysis.

Forecasting the Supply of Human Resources

Supply Forecast measures the number of people likely to be available from and within an organization.

Supply Analysis covers:

Existing Human resource.

Internal Source of Supply.

External source of Supply.

Forecasting the Supply of Human Resources

Sources for labor supply forecast information.

an organization’s records related to the internal supply of human resources

external information about the supply of human resources

Methods to forecast future labor supplies

input from supervisors and managers in the organization.

Executive succession

involves systematically planning for future promotions into top management positions.

includes slotting replacement candidates into successor roles before their anticipated positions open.

Factors Affecting HRP

Organization type & Strategy.

Organizational Growth Cycle & Planning.

Environmental Uncertainties.

Outsourcing.

Nature of Jobs.

Forecasting Information.

Time Horizons.

Job Analysis

Job: Collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as regular assignment to individual employees.

Job Analysis: “ The Process of determining, by observation and study, and reporting pertinent information relating to the nature of a specific job”

Contents of Job Analysis

Job Identification.

Significant Characteristics of the Job.

Operations of a particular worker.

The materials and equipment a worker uses.

How a job is performed.

Required Personnel Attributes.

Job Relationship.

Job Analysis –Elements

Job Description: Written record of the duties, responsibilities and requirements of a particular Job.

Job Specification: Written records of requirements sought in an individual worker for a given job.

JOb Design: Division of total task to be performed into manageable and efficient units.

Purpose of Job Analysis

Organisation & Manpower Planning.

Recruitment & Selection.

Wage & Salary Administration.

Job Re- engineering.

Training & MDP’s

Performance Appraisal.

Health & Safety.

Recruitment

The Process of attracting, screening, and selecting a candidate for a job.

Factors Affecting Recruitment

External Forces-

Supply & Demand

Unemployment Rate.

Labor Market.

Political – legal

Sons of Soil.

Job AnalysisJob AnalysisJob DescriptionA Statement containing items –Job titleLocationJob summaryDutiesMachines, tools, equipmentSupervisionWorking ConditionHazardsJob SpecificationA statement of qualification-EducationExperienceTrainingJudgmentInitiativeEmotional Characteristics


Image

Internal Forces:

Recruitment Policy.

HRP

Size of the Firm

Cost

Growth & Expansion

Internal Vs External Recruitment


Methods of RecruitmentRecruitmentInternal SourcesPresent EmployeesEmployee ReferralsFormer EmployeesPrevious ApplicantsExternal SourcesAdvertisementEmployment ExchangeCampus RecruitmentWalk in & Write insConsultantsContractorsCompetitorsE- RecruitingProfessional / Tirade Associations


Philosophies of RecruitingProvides complete job related information to the applicants so that they can make right decisions before taking up jobs. Realistic Job Previews (RJP)Determines whether an applicant’s preferences for work match the characteristics of the job.Job Compatibility Questionnaire (JCQ)


. .

Power Point Slides by Megha sahay 6-

Alternatives to Recruiting

HelpWanted

Overtime

Temporary

Workers

Employee

Leasing

Part-Time Workers

SELECTION


Final Selection


Introduction

Training and development represent a fundamental investment in the employees who work for an organization, with the overall goal of improving their ability to make contributions to the firm’s effectiveness.damental investment in the employees who work for an organization, with the overall goal of improving their ability to make contributions to the firm’s effectiveness.

..

Power Point Slides by Megha sahay 7-

Employment Tests

Cognitive ability testsPsychomotor ability testsPersonality testsSelf-report inventories

Measures of cognitive (mental) abilities such as general intelligence expressed as IQ scores.Measures of physical abilities such as strength, eye-hand coordination,.

Measures of personal traits, or tendencies to act, which are relatively stable personal characteristics.Measures of applicant’s responses to statements that may or may not apply to that person.Projective

techniqueMeasures applicant’s subjective response to an ambiguous stimulus (inkblot).Integrity

testsAttempt to assess an applicant’s moral character and honesty.

DEFINITIONA Short- term Process utilizing a systematic & organizes procedure for learning knowledge & Skills for a specific purpose.Long Term learning opportunity designed for the growth of managers wrt. Theoretical & philosophical concepts.

Powerpoint Slides By M

egha Sahay

.

.

TRAINING AND DEVELOPMENT - DIFFERENCE

Employee training.Is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.Is intended to help the organization function more efficiently.Is aimed at improving employee productivity.Is used to accommodate changes in the workplace.

DevelopmentRefers to teaching managers and professionals the skills needed for both present and future jobs.Helps managers better understand and solve problems, make decisions, motivate employees, and capitalize on opportunities.


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NEED OF TRAINING

Increase Productivity.Improve Quality.Increase Knowledge, Skills & Ability (KSA) of personnel.Improve Organization Culture & Work Environment.Prevents Obsolescence.Personal Growth.


egha Sahay

STEPS IN DESIGNING TRAINING PROGRAMMES


egha Sahay

Follow – Up ( Determine Training Effectiveness)

IDENTIFICATION / ASSESSMENT OF TRAINING NEEDS

Diagnoses present problems and future challenges to be met through T&D.Should Analyze-


egha Sahay

Establishes framework.Focus on Goals & ResourcesFocuses on task or job.Determines Specific worker behaviorReviews KSA of the employees

Methods for assessing Training Needs

Organisational Goals & objectives.

Making Skill Inventories.

Measuring Organizational climate indices.

Measuring Efficiency Index.

Exit Interviews.

Quality Circles.

MBO.

Performance Appraisal.

Work Sampling.

Interviews

IDENTIFICATION / ASSESSMENT OF TRAINING NEEDS

Identifying the Training needs involves following steps- Pow

erpoint Slides By Megha

Sahay

List the duties & ResponsibilitiesList standards of work performance Compare actual performance against the standards.Determine the Trouble area.Determine the kind of training

Questionnaires

Attitude Survey.

Rating Scales.

Management development Programmes

Management development Program are the generalized training for managers/ Executives for future roles and positions in the organization.

A development opportunity for the managers to deal with the complexity and dynamic change in the business environment.

TRAINING METHODS/ TECHNIQUES

On the- job MethodsOrientationJob InstructionApprentice TrainingJob Rotation CoachingOff the Job MethodVestibuleLectureSpecial studyConferenceCase StudyRole PlaysSimulationProgrammed Instruction.


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Objective of Management Development

To improve individual’s managerial effectiveness.

Emphasize on following areas

Knowledge change.

Attitude change.

Behavior change.

Performance change.

Change in personal characteristic/ Trait

Types of Management Development

Self Development

MANAGERIAL SKILL MATRIX – ROBERT KATZ


egha Sahay

Off the Job ( Case study, incident, Role play, In- Basket, Sensitivity, simulation, Grid training)

On the Job ( Coaching, Job Rotation, Participation, Syndicate)

Leader Centered

Students Centered

Training & Development At Infosys

Focused not only on Process & Quality, also emphasizes values and ethics aimed at creating more than just brilliant technology professionals.

To Match the aptitude with the business requirement identified five basic streams of employees – ( Ref Box II)

1. Project Management.

2. Technical.

3. Customer Interface.

4. Program Management.

5. Domain consulting.

Identification of Training Need At Infosys

Behavioral & Technical Competency.

Behavioral Competency Assessment via A Framework. (Exhibit IV)

Analytical Ability

Innovation

Team working

Team Leadership

Communication/ Business communication

Customer Orientation

Planning & Organizing

Change Management

Commercial Orientation

Strategic Thinking.

Identification of Training Need At Infosys

Technical Competency Framework.

Quality Planning & Practice

Technical Knowledge.

Programming.

Testing.

Design.

Analysis.

Presales.

Types of Training

Technical Training

Quality Process Training.

Personal Effectiveness.

Management Development Program.

Technical Training

By Education & Research Dept.

14.5 Week Integrated Training.

Classroom / e learning

Quality Process Training

Statistical Process Control

Auditor’s Training.

Defect Prevention.

Configuration Management.

Management Development Program

Strategic Leadership

Change Leadership

Operational Leadership

Talent Leadership

Relationship and Networking Leadership

Content Leadership

Entrepreneurial Leadership

Performance Appraisal Systems

An objective assessment of an individual’s performance against well defined benchmarks.

Objectives

Employee performance Feedback & guidance for development.

To assess training and development needs.

Management decision like promotion, increments etc.

Performance Appraisal

Job AnalysisPerformance StandardsJob Requirements into acceptable & unacceptable performancePerformance AppraisalDescribes Job related Strength & Weakness of individual

Audit/ Evaluation of HR function.

Career Planning & development based on potentialities.

Need of Assessment

Approaches to performance Appraisal

Casual Approach

Unsystematic.

Based on Criteria like seniority, personal relations.

Traditional Approach

Systematic

Employee characteristic & Contribution.

Behavioral Approach

Systematic

Mutual Goal Setting

360 Assessment

Need of Assessment

Things to Consider-

Whose performance to assess?

Who are the Raters?

Areas of Assessment.

Methods of Evaluation

Methods Of Performance Appraisal

Traditional Methods

Rating Scale

Checklist

Comparative Evaluation

Grading

Forced Choice Description Method

Forced Distribution Method.

Critical Incident

Behaviourly Anchored Rating Scales (BARS )

Essay Method

Field Review

Cost Accounting Method


Rating Scale


Forced Choice Description Method


Forced Distribution Method


Modern Methods

MBO

Assessment Centre

Psychological Appraisals

360’ appraisals.

Coping with the Appraisal Challenge

Create a culture of excellence.

Align organization objectives to individual.

Clear career/ growth plan for talented individual.

New challenges to revive careers that have reached the plateau stage.

Career Planning.

Employee Empowering.

Teamwork.

Remove bureaucracy/ organisation Restructuring

Problems of Appraisal

Halo Effect.

Leniency or Severity .

Central tendency.

Similarity Error.

Rater Error.

Primacy and Recency Effects.

Perceptual Set

Performance Dimension order

Spillover Effect

Status Effect.

Organization Development

Organization Development

• OD is an effort, planned organization wide and managed from the top to increase organization effectiveness through planned intervention in the organization. (using behavioral science knowledge)

• OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of the organization.

Characteristics

• Planned Strategy to bring organizational Change.

• Collaborative approach to change.

• Emphasis on ways to improve performance.

• Systems approach.

Organisation Structures

• Describes how the overall work of organization is divided into subunits and how these subunits are coordinated for task completion.

Focus on

• Division of Labour.

• Combination of labour.

• Co- ordination.

Factors affecting Organization structure

• Environment.

• Operations

• Strategy.

• Technology.

• Organization size.

Types of Organisational Structure

• Formal & Informal Organization

• Line & Staff organization.

• Tall & Flat organization

• Functional Structure.

• Divisional Structure.

• Matrix Structure.

Functional Structure

PresidentMarketing MangerHR ManagerOperation Manager

Advantages-Promotes Skill SpecializationReduces DuplicationEnhances Career DevelopmentFacilitates communication & Performance.

Disadvantages-Routine tasks.Limits Horizons/ Scope.Reduce Interdepartmental communication

Divisional Structure

DirectorVP Product AVP Product BVP Product C

Advantages:-Promotes an orientation toward overall development.Diversification & Growth of skills & Training.Promotes Delegation of authority.Recognizes sources of interdepartmental dependencies.Disadvantages:Inefficient Utilization of Skills & resources.Limits Career Advancement.Multiple Role Demand may create stress.

Business Process

• A group of logically related tasks that use the firm's resources to provide customer-oriented results in support of the organization's objectives

Matrix Structure

President.Project Coordinator AProject Coordinator BProject Coordinator CVP Research StaffVP ManufacturingVP Finance

Advantages:Specialized Functional knowledge to all projects/ product.Reservoirs of Specialist hence employee flexibility.Better Coordination.Disadvantages:Difficult to introduce.Increase role ambiguity.Lowers performance.Politics.

Characteristic

• Systems Approach.

• Global Perspective on Business Processes .

• Radical Improvement.

• Integrated Change

• People Centred.

• Focus on End-Customers

• Process-Based

Business Process Re-engineering (BPR)

The fundamental re-thinking and radical re-design, made to an organization's existing resources. It is more than just business improvising.

Review update, Analyze

Infosys Technologies Training For Retaining

ABOUT INFOSYS

• In 2006, Infosys technologies limited was one of the India’s biggest IT companies and provided IT services globally.

• In 2005, it earned revenues of US $1.6 billion and had over 49,000 employees worldwide.

• It was the first Indian company to be listed on the NASDAQ in 1999.

• The American Society had rated Infosys world’s best for Training and Development and gave Excellence in Practice Award continuously for 2002- 03-04.

BACKGROUND NOTE

Reengineering - ProcessPrepare the organizationSpecify Organization Strategy & ObjectivesAnalyze the work process.Restructure the organization around the new business process

Identify & Analyze the core business processDefine Performance objectives.Design new process.

Work unit changeSimple task to multitasking.Empowerment.Change of organization structure.Employee development

Review & monitoring

• In 1987, it established its first international office in California, US.

• In 1988 & 89, Infosys bagged major order of Reebok and Digital Equipment based in US.

• IN 1993, Infosys successfully completed its Initial Public Offering (IPO) and it shares become one of the most popular scrips in stock exchange across India.

• In 1995, it become largest software exporter in India.

• 1n 1996-97 it opened office in UK and Canada.

• In 1999, Infosys achieved annual revenues of US $100million. It also opened offices in Germany, Sweden, Belgium & Australia and two software development centers in US.

• In same year it received the highest level of certification CMM level.

• In 2005, it has crossed US $1.6 billion in annual revenues.

• In 2006, Infosys were heaving 50000 employees.

ENTERING INFOSYS

• In 2005, Infosys received 1.3 million application, out of which only 15,000 peoples were hired.

Emphasis on training

Increased demand for IT professionals in the last two decades.

Dynamic nature of the industry.

Reducing attrition rates.

Web based learning initiative “Virtual Campus”.

Tie ups with elite educational institutions:

Illinois Institute of technology.

Indian Institute of management.

Birla Institute of technology and Science.

Satyam established “Satyam Learning Center”.

Training at Infosys

Infosys identified 5 basic streams of business requirements before training Infoscions.

1. Project management.

2. Customer Interface.

3. Technical stream.

4. Program management stream.

5. Domain consulting stream.

Both behavioral and technical competencies were considered before providing training.

Behavioral competency framework

Technical Competency Framework

Infosys imparted 4 types of training

1. Technical training.

2. Quality process training.

3. Personal effectiveness & management development program.

4. Infosys leadership systems.

Types of Training at Infosys

Quality Process Training

Personal Effectiveness & Managerial Training

GLOBAL BUSINESS FOUNDATION SCHOOL

Global business foundation school was a formal, planned and intense program to enhance the technical and behavioral competencies of fresh recruits.

It consist of generic and conceptual courses, platform specific courses, mini projects for application. In addition to technical courses, fresh entrants were also exposed to courses on communication skills, interpersonal skills, customer interaction etiquettes management development and quality systems.

American society for training and development had rated Infosys as worlds best in employee training and development and had conferred excellence in practice award for its global business foundation school

DESIGN CRITERIA

Acts as an engine that supports Organizations growth.

Ensure specific role based competency.

Meet requirements at the time and location of need.

Acts as a strong foundation for building long term career.

Deliver learning that maximizes relevance and applicability in real-life situations.

EVALUATING THE PROGRAM

LEVEL 1: Participants reaction.

LEVEL 2: Participants learning.

LEVEL 3: Impact on competency development.

LEVEL 4: Impact on business.

Campus Connect

• Focus on aligning needs of the industry, the engineering colleges, faculty & students

• Aids in reducing training cost

Infosys U

Facts & Figures :-

- 350 Acre Campus At Mysore

- Investment of $65.4 Million

- 2350 Rooms, 58 Training Rooms & 183 Faculty Rooms

- Yearly Capacity of 15000 Freshers

• 14.5 Week Residential Program

• Improving Technical Skills

• Improving Soft Skills

• Work Life / Social Life

• Training Results

Conclusion

• To sustain in the competitive IT environment innovation is the key. Infosys came up with the innovative idea of training center where they train their employees.

HRM Notes.docx

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