UNIT -1

1. UNIT -1

2. INTRODUCTION • Organization is made of people • An organization cannot run without people • All resources machinery ,men, money, material are collected, coordinated and utilized through people to attain common objectives. • Therefore people are the most important resource of any company .

3. According to L.F .URIwCK- “ Business houses are made or broken in the long run not by markets or capital , patents or equipments but by men” • HR is the only resource that does not depreciate with time.

4. Definition • Human resource - Is the sum total of all the inherent abilities , knowledge skills as exemplified in the talents & aptitudes of employees. • Human resource management “is concerned with the people dimension in management . Since every organization is made up of people acquiring their services developing their skills, motivating them,

5. To high levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organization objective. this is true regardless of the type of organization government, business, education , health OR NGO.” By William Werther & keit Davis, HR & PERSONNEL MANAGEMENT

6. DEFINITION • EDWIN B FLIPPO – “ HR MANGEMENT IS THE PLANNING ORGANIZING DIRECTING AND CONTROLLING & PROCUREMENT , DEVLOPMENT COMPENSATION ,INTERGRATION ,MAINTENANCE AND SEPRATION OF HUMAN RESOURES TO THE END THAT INDIVIDUAL ORGANIZATION AND SOCIAL OBJECTIVES ARE ACCOMPLISHED.

7. Scope of hrm • is Very vast as it includes all activities of a worker from the time he enters into an organization and till he leaves and sometime even after that. • Job analysis • Job design • Recruitment, selection, orientation , placement, training & development, remuneration, motivation and so on.

8. HRM Features • Hr – is heterogeneous • Hr- is the product of their biological inheritance and interaction with their environment, family relationship, background, educational accomplishment and so on. • Comprehensive function- people of all levels have to be managed • Action oriented- it does not only do record keeping as in personnel management it analysis problems and suggests solutions.

9. Quality of hrm influences the organization achievement • Individual orientation • Pervasive function- all organization, all levels and all departments • Development oriented- of employee and organization. • Continuous function • Future oriented- helps organization achieve it future goals • Challenging function- dynamic nature of people

10. Both a science and art • It helps overcome resistance to change • Staff function • Young disciple • It is the nervous system of an organization

11. Hrm v/s personnel management HRM Personnel Management • View people as asset. • People to be trained and developed • Promotes mutuality-growth, goals and rewards • Hrm is a part of strategic management of business. • Human resource department is very essential and therefore the employees of HR Dept should be the best • Labor is a tool the behavior of which can be • people manipulated for the benefit of organization and replaced when worn out • Not productive employees were made the part of hr dept • A routine activity to hire new employees and to maintain records

12. Objectives of hrm • Societal objective • Organization objective • Functional objective • Personnel objective

13. Hr policy • A policy is a plan of action . • Org need to evolve HR policies as they ensure consistency & uniformity in treating people. • They motivate & build loyalty • Policies become benchmark to compare & evaluate performance. • Policies however don’t describe how it should be implemented. • Sound policy help resolve conflicts

14. Policies should be stable as it creates security & removes uncertainty from the minds of the employees • Should not be rigid • Should reflect the goals & values of organization • Should be realistic & easy to implement • Should help keep both employee and employer satisfied

15. Example- HUL POLICY • “Child labour-Our recruitment policy doesn't permit engagement of child labour directly or indirectly. Regular audits ensure compliance at our own sites and at third party locations/sites.”-

16. Diversity • We are committed to maintaining diversity in our working environment. We aggressively pursue the target of increasing the proportion of women in management cadres. We have a number of gender-friendly policies such as Maternity Benefit, Career Break, Flexi-working, Part-time work ; • In 2009, 19% of our managers and 9% of our officers were women. Our eight-member management committee has a woman member.

17. Our formal employment and fitment policy absolutely prohibits gender-based discrimination. No incidents of discrimination or complaints have been reported in 2009. • We are a merit driven organisation and this is reflected in the policies concerning recruitment, training, and promotion which ensure that the best person gets the job,

18. Formulating HR policies • Past practices in the organization • Prevailing practice in rival company • Attitude and philosophy of founder and existing top management. • Knowledge & experience gained from past

19. HRM FUNCTIONS

20. Environment of hrm • Enviroment of hr are all those forces which have a bearing on the functioning of the HR department

22. Internal forces

23. Line & staff • The department and employee of a firm that perform the core activities and contribute to its business directly are called line function. • Department and employees that perform function and contribute indirectly to the business of a firm are termed as staff • HRM AS LINE RESPONSIBILITY • HRM AS STAFF

24. CHALLENGES OF HRM • INADEQUATE SUPPLY OF WORKERS WITH NEEDED SKILLS • INCREASING WORKFORCE DIVERSITY- MELTING BOWL TO SALAD POT • MORE WOMEN WORKFORCE • WORKING MOTHERS AND CHILD CARE • RIGHT SIZING • FLATTER ORGANIZATION • REDUCED LOYALTY • MERGERS • DUAL CARRER COUPLES

25. OURSOURCING • Outsourcing is an allocation of specific business processes to a specialist external service provider. Most of the times an organization cannot handle all aspects of a business process internally. Additionally some processes are temporary and the organization does not intend to hire in-house professionals to perform the tasks. Once the task is outsourced to the service provider, he will take the responsibility of carrying out the tasks and maintaining the organization’s assets

26. Advantages of outsourcing Disadvantages of outsourcing • Swiftness and Expertise • Concentrating on core process rather than the supporting ones: • Reduced Operational and Recruitment costs • Risk of exposing confidential data • Lack of customer focus • Lack of control • Hidden costs

27. Outplacement • Outplacement is a term used to describe efforts made by a downsizing company to help former employees by helping them find new jobs and help them re- orientate to the job market • A consultancy firm usually provides the outplacement services which are paid for by the former employer and are achieved through practical advice and psychological support.

28. Assistance provided through a third-party company • Paid by the former company. • To help a laid-off employee to find a new job.

29. Outplacement Former Employer

30. Outplacement is either delivered through individual one-on-one sessions or in a group format. • Topics include career guidance, resume writing and interview preparation, developing networks and so on.

31. History of outplacement • The term "outplacement" was coined more than thirty years ago by the founder of a New York based career consultancy. • With the increased rates of downsizing, rightsizing,lay offs, particularly during the 1980s businesses increasingly found a need for some form of assistance in reducing the trauma of both departing employees and those who remain. • research shows that losing one's job is one of the most stressful experiences a person can face, ranked third behind death and divorce.

32. But what does the former company gains???

33. Reason No.1 To build the reputation of a caring company. (Corporate Social Responsibility)

34. Reason No.2Charges of discrimination and lawsuits initiated by former company executives can be embarrassing and expensive.

35. Reason No.3 • Providing outplacement support for existing staff helps retain remaining staff. 

36. Reason No.4 Provides moral support and motivation to the employees

37. Services offered by “Outplacement” firm:

38. Career Evaluation

39. Career Guidance

40. Resume Writing& Resume Distribution

41. Interview Preparation

42. Other services such as preparing a profile for career networking platforms like LinkedIN

43. Some Indian Outplacement firms • ABC International Placement Services • Times International Inc • Bhardwaj & Company Chartered Accountants • International Manpower Resources Pvt. Ltd. • Total Strategic Solutions India Pvt. Ltd. • Designing Solutions, Gurgaon • Esource Global HR • BRAINSTORM PLACEMENTS • Suven Consultants • M-Power HR Solution • Cindy Placements & consultancy • Smart Serve H.R. Consultant • Horizon hr Solution Pvt. Ltd. • M.K.CONSULTANT • JOBKOMPASSE

44. TCS case study Ref: SiliconIndia Wednesday, 11 March 2009, Chennai: The employees of Tata Consultancy Services (TCS), who would be the victims of the company's recent announcement of massive layoff, may find some relief as the firm plans to help them in outplacement. The company had said that it will be slashing around 1,300 employees or one percent of its workforce across its global centers. The software giant will aid in outplacement, counseling and alternate positions in subsidiaries if available and it has also tied up with a few placement agencies across the country. It has already sacked around 100 employees in Chennai in the last two weeks. "Recruitment of experienced professionals has been frozen unless these are approved by the respective business heads for project-specific skills. Wherever possible, we look to retain experienced professionals within the company to take on these roles," Ajoy Mukherjee, Vice President and Head, Global HR, TCS told.

45. SAPIENT case study 11 feb,2009 • Software major Sapient has laid off 500 employees globally, of which around 300 are from the offices in India - Bangalore, Noida and Gurgaon - during the weekend. • Sapient, in an official statement, confirmed the lay off and said that it has laid off 300 employees at its offices in Bangalore, Noida and Gurgaon. • "In order to adjust to this changing demand environment, Sapient has exited about 8 per cent of its people. Sapient employs approximately 6,400 globally and as a result of this rationalization, 300 people in India have been impacted," the company spokesperson said. • According to the spokesman of the software major, the laid off employees have received severance packages and full outplacement services,and would be considered for rehiring on a fast track basis if the company finds that it again needs their skills and experience.

46. International human resource management

47. IHRM • “Broadly defined, international human resource management (IHRM) is the process of procuring, allocating, and effectively utilising human resources in a multinational corporation.” • If the MNC is simply exporting its products, with only a few small offices in foreign locations, then the task of the international HR manager is relatively simple.

48. However, in global firms human resource managers must achieve two somewhat conflicting strategic objectives. • First, they must integrate human resource policies and practices across a number of subsidiaries in different countries so that overall corporate objectives can be achieved. • At the same time, the approach to HRM must be sufficiently flexible to allow for significant differences in the type of HR policies and practices that are most effective in different business and cultural settings.

49. Barriers/ features of ihrm • Cultural awareness • Legal awareness • Responsibility towards family • Different expectations and requirement of employee across cultures • Managing cross cultural teams • Diluting risk on business front and increasing risk on people front

50. International human resource management model • Given by Morgan- • He defined Ihrm as the interplay among 3 dimensions – human resource activities, type of employees and country of operations”