PROF.

ABHISHEK ANAND,VIVEKANANDA EDUCATION SOCIETY’S

MANAGEMENT INSTITUTE AND RESEARCH,CHEMBUR
 The process of managing human talent to
achieve an organization's objectives.
 Competitive Challenges: Globalization, Technology,
Managing change, Human Capital, Responsiveness
and Cost containment.
 Human Resources: Planning, Recruiting, Staffing Job
Design, Training and Development, Appraisal
Communication , Compensation and Labor Relations.
 Employee Concerns: Background diversity, Age
Distribution, Gender Issues, Job Security, Work
Attitudes, Family Concerns.
 Globalization: The trend towards opening up foreign
markets to international trade and investment.
 Corporate Social Responsibility (CSR) : The
responsibility of the firm to act in the best interests of
the people and communities affected by its activities.
 Knowledge Workers: Workers whose responsibilities
extend beyond the physical execution of work to
include planning, decision making and problem
solving.
 Human Resource Information Systems (HRIS): A
computerized system that provides current and
accurate data for purposes of control and decision
making.
 Payroll—76.7%
 Benefits Administration- 57.1%
 Recruiting-Applicant tracking- 39.1%
 Reactive Change: Change that occurs after external
forces have already affected performance.
 Proactive Change: Change initiated to take advantage
of targeted opportunities.
 Human Capital: The knowledge, Skills, and
capabilities of individuals that have economic
value to an organization.
 Although the value of these assets may not
show up directly on a company’s balance
sheet, it nevertheless has tremendous impact
on an organization’s performance.
 Total Quality Management: A set of principles
and practices whose core ideas include
understanding customer needs, doing things
right the first time, and striving for continuous
improvement.
 Six Sigma: A process used to translate
customer needs into a set of optimal tasks that
are performed in concert with one another.
 Reengineering: Fundamental rethinking and
radical redesign of business processes to
achieve dramatic improvement in costs, quality
, service and speed.
 Downsizing: Planned elimination of Jobs
Outsourcing: Contracting outside the
organization to have work done that formerly
was done by internal employees.
Example: Dell Computers has thousand of
employees located at call centers in India and
elsewhere around the world. The Austin Texas
computer maker has more employees working
outside the US than within it.
 Off shoring: The business practice of sending
jobs to other countries.
 Employee Leasing: The process of dismissing
employees who are then hired by a leasing
company (which handles all HR related
activities) and contracting with that company
to lease back the employees.
 Changing Demographics: Issues in this area
are:
--Shrinking pool of skilled entry level workers.
--Diversity Strategies
--Continual Skill Development.
--Globalization, social security and retirement
issues
--Outsourcing and the use of temporary and part
time employees.
 Employer/Employee Rights: Issues in this area
are:
--Relationship Employment versus Transactional
based employment.
--Ethics
--Whistle-blowing
--concern for privacy
--Legal Compliance
--Mandated Benefits
 Attitude towards Work and Family: Issues
involved are:
--Daycare and Elder care
--Job Sharing, Job Rotation, Parental leave,
Flextime, Alternative Work schedule
--Telecommuting
 Diversity Challenge
 Labor force and workforce participation rate.
 Employment in Organized Sector
 Age wise distribution of job seekers
 Minority Community Job Seekers
 Managing Diversity: Being aware of
characteristics common to employees while
also managing employees as individuals.
 It means not just tolerating or accommodating
all sorts of differences but supporting,
nurturing, and utilizing these differences to the
organization’s advantage.
 Organization wide Image:
1. Organization fosters mutual respect.
2. Organization forces sense of belonging
3. Differences are accepted.
4. Corporate-wide diversity training program
 Concern for Equality:
1. Equal respect for minority and majority group.
2. Equal performance expectation for minority and
majority group.
3. Equal rewards for minority and majority group.
4. Equal pay and income
5. Valuing diversity.
 Opportunity:
 Promotion of multicultural employees.
 Opportunity for development of new skills.
 Access to top management positions.
 Hiring practices:
 Active recruitment and hiring of multicultural
employees.
 Affirmative action program.
 Leadership:
I. Take all employees seriously.
II. Recognize the capabilities of all employees.
III.Support all employees
IV. Communicate effectively with all the employees
V. Value a diverse work group.
VI.Respect cultural beliefs and needs of employees.
VII.Accept non-english speaking employees.
 Advice and Counsel
 Service
 Policy
formulation and implementation.
 Employee advocacy.
 Business Mastery: Business acumen, Customer
orientation, external relations etc.HR
professionals need to know the business of
their organizations thoroughly. This requires
understanding of financial capability. Also
requires that HR professionals develop skills at
external relations focused on their customers.
 HR Mastery: HR professionals are the
organization’s behavioral science experts. In
areas such as staffing, development, appraisal,
rewards , team building and communication ,
HR professionals should develop competencies
that keep them abreast of changes.
 Change Mastery: HR professionals have to be
able to manage change process so that HR
activities are effectively merged with the
business needs of the organization. This
involves interpersonal and problem-solving
skills, as well as innovativeness and creativity.
 Personal Credibility: Credibility and trust are
earned by developing personal relationships
with customers, by demonstrating value of the
firm, by standing up for one’s own belief, and
by being fair minded in dealing with others.