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give me the wisdom to understand my boss.

Give me the love to forgive him

But dear God, don’t give me strength.

Because if you give me strength……………

I will BREAK HIS HEAD.

HUMAN RESOURCE MANAGEMENT: Session-I

What do Organizations stand for?

Reliance Power: “To promote a work culture that

fosters learning, individual growth, team spirit and

creativity to overcome challenges and attain goals.

To encourage ideas, talent and value systems and

become the employer of choice.” - Mission Statement

Tata Motors: “To create an organization that

people enjoy working for, doing business with

and investing in” - Mission Statement

ICICI Bank: “What differentiates us from the rest of

the world is that the high growth in the last decade

has been primarily led by our human resources and

knowledge capital – Chanda Kochhar (CEO)”

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What do Organizations stand for?......

Toyota: “We will meet our challenging goals by engaging the talent and passion of people, who believe there is always a better way”

– Global Vision

Tata Steel: We make the difference through our People: By fostering teamwork, nurturing talent, enhancing leadership capability and acting with pace, pride and passion. - Vision

Sony : “To establish a place of work where

engineers can feel the joy of technology

innovation, be aware of their mission to

society, and work to their heart’s content”

-Masaru Ibuka

Research talks

A study of 450 CEOs, senior managers and HR professionals at 22

global companies found significant positive relationship between a

company’s talent management score and financial performance.

(Guthridge & Komm, 2008)

McKinsey’s survey of 6,900 managers at 56 companies found that the

companies best managing their talent outperformed their industry’s

mean return to shareholders by 22%. (Axelrod, et al. 2001).

Talent management takes as much as 50% of CEOs’ time (Economist

Intelligence Unit & Development Dimensions International, 2006; Silzer, 2002).

“People are all there is to an organization” - Gary Hamel (Sears,2003).

“Having the right people comes before having the right strategies”

(Collins, 2001.).

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How six key developments and three key drivers are shaping the business world.

Ernst & Young Reporthttp://www.ey.com/GL/en/Issues/Business-environment/Six-global-trends-shaping-the-business-world

Relevance of Human Resources: Insights from the book Good to Great

Tracking Global Trends

• HRM is “the planning, organizing, directing and

controlling of the procurement, development,

compensation, integration and maintenance of human

resources to the end that individual, organizational and

societal objectives are accomplished”

- Edwin Flippo

• HRM consists of as a set of policies, practices and programs designed to maximize both personal and organizational goals.

What is Human Resource Management?

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Key HR Challenges.

ENVIRONMENT• Cyclical growth • Internet revolution • Workforce diversity • Global competition • Legislation • Skill shortages • Evolving work & family roles • Disasters • Rapid change

ORGANIZATION• Competitive position (Cost, quality, distinctive capabilities) • Decentralization • Downsizing • Organizational restructuring • Technology • Self managed work teams • Organizational culture • Outsourcing

INDIVIDUAL• Matching People and Organization• Ethical dilemmas & Social responsibility• Productivity • Empowerment• Brain drain • Job insecurity

Scope of HRM Personnel aspect: Manpower Planning,

Recruitment, Selection, Placement, Transfer, Performance Appraisal, Promotion, Training and Development, Remuneration, Separation.

Welfare aspect: Working conditions, amenities such

as canteens, rest & lunch rooms, housing, transport, medical assistance, health & safety, recreation.

Employee relations aspect: Union-Management

Relations, Collective bargaining, grievance and disciplinary procedures, settlement of disputes etc.

Strategic Alignment of HRM: HR as a strategic

business partner

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Functions of HRMMANAGERIAL

FUNCTIONSPlanning, Organizing, Directing, Controlling.

OPERATIVE

FUNCTIONS:

Procurement, Development, Motivation & Compensation, Maintenance, Integration.

ProcurementJob Analysis, HR Planning, Recruitment & Selection, Placement, Induction, Internal mobility.

DevelopmentTraining, Executive development, Career Planning & development, Human Resource Development

Motivation & Compensation

Job design, Job evaluation, Performance management,Compensation, Motivation.

Maintenance Function Health & safety, Employee welfare, Social security measures.

Integration FunctionGrievance handling, Discipline, Teams & team work, Collective bargaining, Participation & empowerment, Trade unions, Industrial relations.

Line, Staff, and Functional Roles

Line Function: All primary and core activities directly

related to organizational objectives are designated as Line

activities. Line authority is delegated from top to base of

managerial hierarchy on the chain of command; empowers

decisions on acquisition, allocation & control of resources.

Staff Function: All secondary and supportive activities which

smoothen and facilitate the line activities are designated as staff

activities. Staff authority is the right to undertake advisory,

supportive activities and services to line authority positions

and units. Staff authority is devoid of formal right to make

decisions committing the organization by deploying resources.

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Functional Role/Authority: Functional authority is

the right and power of one department to issue orders

or instructions to one, several, or all other departments

in an enterprise. Functional authority permits

specialists to exercise authority within their areas of

competence. It is the authority not in the direct chain of

command but it is as binding as line authority except

that it does not carry the right to discipline for violation

in order to exact compliance.

References

Axelrod, E.L., Handfield-Jones, H., & Welsh, T.A. (2001). The War for Talent,

part two. McKinsey Quarterly.

Economist Intelligence Unit & Development Dimensions International. (2006,

May). The CEO’s Role in Talent Management: How Top Executives from 10

Countries are Nurturing the Leaders of Tomorrow. London: Economist

Intelligence Unit.

Guthridge & Komm (2008). Why Multinationals Struggle to Manage Talent.

McKinsey Quarterly, May.

Collins, J. (2001). Good to Great. New York: HarperCollins.

Sears, D. (2003). Successful Talent Strategies: Achieving Superior Business

Results Through Market Focused Staffing. New York: MACOM.

Silzer, R. (Ed.). (2002). The 21st Century Executive: Innovative Practices for

Building leadership at the Top. San Francisco: Jossey-Bass.