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Strategic Hrm Training Development A Batch
- 1. Strategic Human Resource ManagementTRAINING AND DEVELOPMENTPresented by : Group- 9ANSAR C.B No:10BINU K.S No:15JOYCEE SPJ No:28PRINCE THOMAS No:39SONA MATHEW No:51
- 2. What is SHRM Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.
- 3. Strategic HRMhas been defined as: “ All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business”
- 4. Strategic human resourcemanagement Concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need.The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals is
- 5. concerned withexplaining how HRM influences organizational performanceStrategic human resource management* Strategy defines organization's behaviour and how it tries to cope with its environment.* If HRM is a coherent approach to the management of people, strategic HRM implies what is done on a planned way that integrates organizational goals with policies and action sequences.
- 6. Traditional HR VersusStrategic HR
- 7. Approaches of theSHRM, Attempts to link Human Resource activities with competency based performance measures
- 8. Attempts to linkHuman Resource activities with business surpluses or profit Benefits of SHRM1. Identifying and analyzing external opportunities and threats that may be crucial to the company's success.2. Provides a clear business strategy and vision for the future.3. To supply competitive intelligence that may be useful in the strategic planning process.4. To recruit, retain and motivate people.5. To develop and retain of highly competent people.
- 9. Benefits of SHRM6. To ensure that people development issues are addressed systematically.7. To supply information regarding the company's internal strengths and weaknesses.8. To meet the expectations of the customers effectively.9. To ensure high productivity.10. To ensure business surplus thorough competency
- 10. Barriers to StrategicHRShort-term mentality/focus on current performanceInability of HR to think strategicallyLack of appreciation for what HR can contributeFailure to understand line managers’ role as an HR managerDifficulty in quantifying many HR outcomesPerception of human assets as higher-risk investments
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- 13. Training-definition“Any attempt toimprove employee performance on a currently held job or one related to it.”Training refers to the methods used to give new or present employees the skills they need to perform their jobs. It is the act of increasing the knowledge and skills of an employee for a particular job.
- 14. Training impartsspecific skills for specific jobs
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- 16. Offered to bothnew and old employees
- 17. Continuous and never-endingprocess
- 18. Focus on theimmediate period to help fix any current deficits in employee’s skillsDevelopment Learning opportunities designed to help employees grow.Refers to the nature and direction of change induced in employees through training and education.It is the overall development of the competency of the managerial personnel in the light of the present requirement.Focus on long term-to help employees prepare for future work demands
- 19. Systems model oftrainingNeed assessment
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- 23. Development of thetraining program
- 24. Designing a learningenvironment for training
- 25. Preconditions of learning-TrainabilitySupportof trainees and others
- 26. Conditions of thelearning environment
- 27. Whole versus partlearning