HRM

1. HUMAN RESOURCE
MANAGEMENT
BY
LINTA SUSAN DANIEL
ASSISTANT PROFESSOR
SANJIVANI COLLEGE OF ENGINEERING, DEPARTMENT
OF MBA

2. CONTENTS
 HRM
 HRP
 HRIS
 Recruitment
 Selection
 Training & Development

3. DEFINITION
Human Resource Management is a series of integrated
decisions that form the employment relationship; their
quality contributes to the ability of the organizations and
the employees to achieve their objectives.
- Milkovich and Boudreau

4. IMPORTANCE OF HRM
Human Resource Management is important to all
managers despite their various functions because
of the following reasons-
 Hire the right person for the job
 Low attrition rate
 Ensure people do their best
 Time saved in not conducting useless interviews
 Avoid legal action for any discrimination
 Safety laws are not ignored
 Equity towards employee in relation to salary etc.
 Effective training
 Avoid unfair labour practices

5. OBJECTIVES OF HRM
1. To help the organization to attain its goals effectively and efficiently by
providing competent and motivated employees.
2. To utilize the available human resources effectively.
3. To increase to the fullest the employee’s job satisfaction and self-
actualisation.
4. To develop and maintain the quality of work life (QWL) which makes
employment in the organization a desirable personal and social situation.

6. ROLE AND RESPONSIBILITIES OF HR
 Effectively managing and utilizing people
 Linking appraisal and compensation to competencies
 Developing competencies that enhance individual and organizational
performance
 Managing process design, succession planning, career development, inter-
organizational mobility, and implementation of technology through
improved
staffing, training and communication with employees

7. CHALLENGES
o Leadership Development & Succession Planning
HR professionals are expected to provide essential
frameworks, processes, tools, and points of view for selection and
development of future leaders
o HR as change agent
HR must play a proactive role in shaping workforce attitude
and focus in alignment with the company’s business objectives
o HR should be able to plan and lead large scale change programmes
that improve performance

8. oCreating a consistent corporate culture
Communicating to all locations about a common
corporate culture and allowing local cultures to
maintain their identity in the context of corporate
culture
oHR as strategic partner
HR must help, coach, advise, and educate senior
executives on how workforce issues can affect overall
performance. It can also contribute to the drafting of
the business plan
oChallenges in recruitment
Attracting people with multidimensional skills,
anticipating and finding people for positions that don’t exist as of yet

9. oAttrition & Retention of talent
Retention of talent perhaps the biggest challenge in today’s era. Retention
policies in itself present a challenge
o Compensation Management
Compensation plays an important part in retention strategies.
Organizational reward strategy influences both job satisfaction and
motivation for the employee
oHR as administrative expert
Besides performing basic functions, HR needs to keep on evolving
oIt needs to be conversant with emerging tools and techniques and innovative
org. approaches to improve the way in which traditional roles are performed.
oHR as employee champion; employee engagement and commitment
HR should maintain a well knit bond with the employees and develop their
trust and confidence in the organisation’s objectives

10. o Innovation & talent development
Developing innovation through training & development
studies have showed that companies which have shown
maximum innovation are those which have invested
maximum in training and development
o impetus is on HR to provide the right training which
would lead to desired results
oWork-life balance
HRs job to create programs that creates right balance
between work and life

11. HUMAN RESOURCE PLANNING
Human Resource Planning is the process of forecasting a firm’s
future demand for, and supply of, the right type of people in the
right number.
OR
Human Resource planning includes the estimation of how many
qualified people are necessary to carry out the assigned activities,
how many people will be available, and what, if anything, must
be done to ensure that personnel supply equals personnel demand
at the appropriate point in the future

12. IMPORTANCE OF HRP
 Future personnel needs.
 Helps in strategic planning
 Creating high talented personnel
 Global strategies
 Foundation of personnel function
 Increase investments in human resources
 Resistance to change

13. HRP PROCESS - DETERMINATION OF QUALITY OF
PERSONNEL
Job Analysis
 Process of collecting and studying information relating to
the operations and responsibilities of a specific job.
 Determination of tasks which comprise the job and of skills,
knowledge, abilities and responsibilities required of the
worker for a successful performance and which differentiates
one job from all others.
 Products of Job Analysis are Job Description & Job
Specification

14. STEPS IN JOB ANALYSIS
Collection of Organisational Structure Information
Selection of Representative Position to be
Analysed
Collection of Job Analysis Data
Developing Job Description
Developing Job Specification

15. COLLECTION OF DATA
Who Collects ?
-On-the-job Employees, Supervisors,
Consultants / trade job analyst
What to Collect
- Physical & Mental activity involved
- Each task essential to achieve overall result
- Skill / Educational factor needed for the job
How to Collect ?
- Checklist, Interview, Observation, Participation,
Technical Conference, Diary Method, Quantitative
techniques

16. AREAS IN WHICH INFORMATION MAY BE
GATHERED :
 J o b t i t l e
 Altern ativ e title
 Wo r k p e r f o r m e d
 Equipments,Tool s & Ma t e r i a l s u s e d
 Reports& r e c o r d s m a d e
 R e l a t i o n o f t h e j o b t o o t h e r j o b s
 Education& experiencerequired
 Physical,M ental& Vi s u a l e f o r t r e q u i r e d
 Responsibility(forequipment,reports,performance)&
d u t i e s
 Supervision given& received
 Hazards,Discomfort& S a f e t y

17. HRP PROCESS - DETERMINATION OF QUANTITY OF
PERSONNEL
Organisational Objectives
HR Needs
Forecast
HR Supply
Forecast
HR Programming
HRP Implementation
Control & Evaluation
Surplus - Restricted Hiring,
Lay Off, VRS, Reduced Hours
Shortage - Recruitment &
Selection

18. HUMAN RESOURCE INFORMATION
SYSTEM
Human Resource Information System is a system designed
to supply information required for effective management
of an organisation.
Any organisation is managed by taking various decisions
at its various decisions at the various level of its
management hierarchy is needed to take these decisions.

19. COMPUTERIZED HRIS
A computerised HRIS is designed to monitor,control and influence the
movement of people from the time they join the organisation till the time
they separte from the organisation. HRIS is very vast and it include the
following subsystems:-
1.Recruitment sub-system information
2.Manpower planning Sub-system Information
3.Personnel Administration Sub-system Information
4.Training Information Sub-system
5.Maintenance Sub-system Information
6. Appraisal Sub-system Information
7.Payroll Sub-system Information
8.Personnel Research Sub-system Information
9.Job Analysis and Design Sub-system Information.

20. OBJECTIVES OF HRIS
1.To make the desired information available in the right form to the right person and at the
right time.
2.To supply the desired information at a reasonable cost.
3.To use the most efficient method of processing data.
4.To provide necessary security and secrecy for important and/or confidential information.
5.To keep the information up-to-date.

21. DESIGNING OF HRIS
It consists of the following steps:-
1.Planning of system-It requires the identification of objectives of the system.
This further requires a clear formulation of objectives of the organisation, spelling
out of the activities required to be carried out,work relationships, work patterns.
2.Organising Flow of Information-The system designer should study what is the
prevailing flow of information and compare it with what should be flow of
information. It based on following premises:-
The managers need the information he wants for decision making.
Better communication between manager will improve organisational
performance.
3.Implementation-This phase deals with the fitting in HRIS into the organization
structure. The varipous alternative available in this connection are:-
 The old information flow may be allowed to continue as it ia ang new system
may be installed to meet the requirement of the new operation.

22.  The manager needs the information he wants for decision making.
 If a manager has the information he needs,,the decision-making will
improve.
Better communication between managers will improve
organisational performance.
A manager does not have to understood how his information system
works,only how to use it. The old system may be scrapped
completely and supplanted by the new one.
Phasing the installation of the new system and scrapping the old one.
4.Feedback-The regular feedback regarding the actual functioning of
the HRIS is a must for the designers to fill up the gap between its
planning and implementation. Hence the system should be continously
reviewed in the light of changes in the environment both within the
organisation and outside the organisation.

23. APPLICATION OF COMPUTERIZED HRIS
1.Job Description-Produce printouts that describes jobs according to user specifications
and information input into the system. As a minimum job description includes job
title,purpose, duties and responsibilities, the computer program should allow the
authorised
users to update and reformat job descriptions.
2.HR Planning-Forecast demands for key jobs as well as employees turnover and
patterns of inter-organisational mobility.
3.Staffing-Address recruitment,selection and placement functions and can include the
following modules:-
Applicant tracking
 Job posting
Job requirements analysis
Job person matching

24. 4.Succession Planning-Report information on the avalaibility if competent
candidates for key positions. It can help in identifying candidates for each
key positions and the development needs of candidates where they fall short
of the requirements for a target job.
5.Training and Development-It includes the following:-
Carrer planning.
Development needs analysis.
Development advisor.
6.Performance Appraisal-Help managers direct employees to achieve
organisational goals and develop their competencies. It includes the
following:-
 Performance assessments
 Goals accomplishments
 Reward management
7.Job Evaluation-Computer assisted job evaluation system helps managers
determine job evaluation points or classification levels and job hierarchies.
8.Compensation-Track, analyse and report compensation information on
pay grade structures,merit guidelines, support salary budgeting.

25. RECRUITMENT
The Process of generating a pool of qualified candidates for
a particular job.
The Process of discovering potential candidates.
O
R

26. RECRUITMENT PROCESS
ORGANIZATION CANDIDATE
Vacant or New position occurs
Generate candidate pool via internal
or external recruitment methods
Evaluate Candidates via Selection
process
Impress Candidates
Make Offer
Acquire Employment Experience
Receive Education and choose
Occupation
Search for Job Openings
Apply for jobs
Impress Company during Selection
process
Evaluate Jobs and Companies
Accept or Reject Job Offers

27. STRATEGIC RECRUITING DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
1. REGULAR EMPLOYMENT
Regular employment consists of continuous,
predictable, and scheduled employment of six
months' duration or longer. Regular employment
may be full time or part time.
2. FULL-TIME OR PART-TIME
Full-time employment consists of a regular schedule
of 37.5 hours per week. Part-time employment
consists of a regular schedule of less than 37.5 hours
per week.
3. INDEPENDENT
CONTRACTORS
Perform specific services on a contract basis used in a
number of areas, including building maintenance,
security, and advertising/public relations.
4. PROFESSIONAL EMPLOYER
ORGANIZATIONS AND
EMPLOYEE LEASING
An employer signs an agreement with an employee
leasing company, after which the existing staff is
hired by the leasing firm and leased back to the
company. For a fee, a small business owner turns his
or her staff over to the leasing company, which then
writes the paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the required
records.

28. STRATEGIC RECRUITING DECISIONS CONT .
.
5. TEMPORARY WORKERS
This is based on “try before you buy”
approach . Employers who use temporary
employees can hire their own temporary staff
or use agencies supplying temporary workers.
Such firms supply workers on a rate-per-day
or per-week basis.
6. SEASONAL EMPLOYEES
Seasonal employees are hired to work on a
part-time basis by companies that need extra
help during a particular season, typically the
Christmas season or crops harvesting.

29. CONSTRAINTS ON RECRUITMENT
Image of the
Company
Attractiveness of
Job
Internal
Organizational Policy
Recruitment Cost

30. SELECTION
1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.
Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.

31. SELECTION PROCESS
Initial screening
Completed application
Medical/physical examination if
required (conditional job offer
Comprehensive interview
Employment test
Permanent job offer
Reject Applicant
Background Examination
if required
Conditional job
offer
Passed
Passed
Passed
Passed
Passed
Able to perform
essential elements
of job
Fail to meet minimum
qualification
Failed to complete job
application or failed job
specification
FailedTest
Failed to impress
interviewer and / meet
job expectations
Problem
encountered
Unfit to do essential
elements of job

32. • Training
Improving employee competencies needed today
or very soon
Typical objective is to improve employee
performance in a specific job.
• Development
Improving employee competencies over a longer
period of time
Typical objective is to prepare employees for future
roles.
TRAINING & DEVELOPMENT

33. • Socialization
Learning how things are done in the organization
Objective is to teach new employees about the
organization’s history, culture and management
practices.
Intense socialization
increases employees’
commitment to the
success of the company.
T&D CONT…

34. COMPONENTS OF TRAINING AND
DEVELOPMENT WITHIN AN
INTEGRATED HRM SYSTEM

35. EVALUATING TRAINING AND
DEVELOPMENT
EFFECTIVENESS

36. The HR Triad: Roles and Responsibilities in Training and Development

37. RECENT TRENDS IN HR
 Globalization and its implications
Work-force Diversity
Changing skill requirements
Corporate downsizing
Continuous improvement programs
Re-engineering work processes for improved
productivity
Contingent workforce

38. Mass Customization
Decentralized work sites
Employee involvement
Technology
Health
Family work life balance
Confidentiality

39. THOUGHT OF THE DAY
“If an HR person is trying to choose
people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.

40. THANK YOU