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PRESENTATION ON HRM

PRESENTATION ON HRM. Importance 1) CASE HISTORY OF SONY CORP. AKIO MORITA No magic in the success of SONY CORP The treatment the SONY CORP gives to their employees Case history of Nestle India PETER PRABECK Can I add a little more value to our company.

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PRESENTATION ON HRM

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  1. PRESENTATIONONHRM

  2. Importance 1) CASE HISTORY OF SONY CORP • AKIO MORITA • No magic in the success of SONY CORP • The treatment the SONY CORP gives to their employees • Case history of Nestle India • PETER PRABECK • Can I add a little more value to our company

  3. American Society for training and development (astd concept) Evoluation of HRM IUNION/LABOUR RELATIONS T&D HR AREAS OUTPUT QUALITY OF LIFE PRODUCTIVITY EMPLOYEE ASSISTANCE O D JOB DESIGN COMPENSATION / BENEFITS PERSONEL RECEARCH & INFORMATION SYSTEM HRP SELECTION & STAFFING

  4. MICHIGAN SCHOOL APPROCH( 84) • Selection • Appriasal • Rewards • Development

  5. HARVARD SCHOOL APPROCH (84) STAKE HOLDER INTEREST >Shareholders >Management >Employee Groups >Govt >Community SITUATIONAL FACTORS >Workforce characteristics >Business Strategy and conditions >Management Philosphy >Labour market >Unions >Task Technology >Law and associetal values

  6. HARVARD SCHOOL APPROCH (84) HRM POLICIES >CHOICES >EMPLOYEE INFLUENCE >HUMAN RESOURCE FLOW >REWARD SYSTEM >WORK SYSTEMS HRM UTCOMES >COMMITMENT >COMPETENCE >CONGRUENCE >COST EFFECTIVENESS LONG TERM CONSEQUENCES >INDIVIUAL WELL”BEING >ORGANIZATIONAL EFFECTIVENESS >SOCIAETAL WELL “BEING

  7. RELEVANCE OF HRM • Change Management • Competence • Commitment • Congruence of objectives • Motivation

  8. Challenges faced by HRM • Vision penetration • Internal environment • Change in industrial Relations • Building Organizational Capabilities • Job Design and Organizational Structure • Increasing Size of Work Force • Changing Psycho social system • Satisfaction of higher level needs • Equalitarian social system

  9. Challenges faced by HRM • Technological Advances • Computerized Information System • Changes in Legal System • Managemant of Human Relations

  10. HRM Functions • Ensuring that the organization full fils the objective of equal employment opportunities. • Carrying out job analysis to establish the specific requirements for individual jobs within the organization. • Forecasting the human resource requirement. • Developing and implementing a plan to meet the requirements.

  11. HRM Functions • Recruiting and selecting personnel to fill specific jobs within an organization. • Orienting and training employees. • Designing and implementing organizational Development programme. • Designing systems for appraising the performance of individuals. • Designing and implementing compensation system for all employees.

  12. The Indian Scenario and HRM • UK & USA ----Voluntary • India ---- • Royal Commission of Labour (WHITLEY 1931) • Section 49 of the factories Act 1948 • IIPM at Calcatta • NILM at Mumbai • Merger of IIPM and NILM –NIPM 1980 • Scenario in 1950’s – to do and die • Scenario in 1960’s – Use of terminology staff,manpower, personnel. • Scenario in 1970’s – Concept of productivity • Scenario in 1980’s – Concept of Human Resources • Scenario in 21st Century – Theory X Y , KIZEN • New generation of employees with high expectation. • New generation of MBAs

  13. Conclusion • Workers no longer seen as liability • Adjustment of Manpower with potential new technology. • Training and Development – To adjust new technology • Transformation of manpower with that of changed environment. • Case Study –Nestle India LTD.

  14. Second Presentation

  15. Human Resource Planning

  16. HR Planning • Origin & Evolution • Alfred Marshall (1890) – Function of head of business to see managers,clerks and foreman are the right person for right job. • 20th Century – Stress on hourly production workers • World War 11- Focus on employee productivity. • 1960s’ – System linked with environment • 1970s’- Use of human resource in place of man power • 1980s’- Employee participation in decisions • 1990s’- Job sharing,reduced working hours, flexibility of timework customs,empowernment,total quality management, business process reengineering

  17. HR Planning • The contemporary approach to HRP • HRP Effectiveness • An integrative process • Need Forecasting • Advance Planning • Work Analysis • Improved Human Resource Information

  18. HR Planning -Contd • The contemporary approach to HRP • Performance Measurement and Management • Changing Work Life • Career management • Management Development • Individual Career planning • Careers and retirement

  19. HR Planning -Contd 3. HRP AT NATIONAL LEVEL • Cost Economics • Capacity to operate effectively • Capacity to undertake Capacity to achieve strategic objectives

  20. HR Planning -Contd 4. HR Planning at Corporate Level • Proper Approach • Manpower inventory • Estimation of current supply and forecast of changes required. • Estimation of manpower demand • Correcting the imbalance between demand and supply on manpower

  21. HR Planning -Contd • Problem Areas • Unions and officers associations pressure for induction at the lowest level • Problem of Transfer from one geographical location to other • Imbalance in the growth prospects in different departments • High level of executive turnover. a.Better Prospect b. Leaving before being fired c.Foreign Assignment d.Parity in promotion e.Bad Boss f.Organizational Climate

  22. HR Planning -Contd 6. Possible Solution • Producing Goods and services efficiently and economically • Innovating product and process so as to gain competitive advantage • Management’s policy for deployment of manpower • Attitudes and bargaining strength of the collectives • Ability of manpower to adjust and adopt the new technology • Retraining and relocation

  23. HR Planning -Contd 6. Possible Solution • Waiting till exhaustion of superannumary post • Voluntary retirement scheme. • Out placement programme • Multi Skilling • Offering business opportunity to redundant employees

  24. HR Planning -Contd Conclusion • Conversion of threat into opportunity • Use of tools for such conversion most important • Addressing external environment in the process of such conversion most crucial • Addressing the change management with the changed technologies • Change in the attitude

  25. Third Presentation

  26. RECRUITMENT • 1. Definition : - • Byers & Rue : - The process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. • Edwin B. Flippo: - Recruitment is the process of searching for prospective employees

  27. 2. Factors affecting recruitment • Organizational factors • Environmental factors

  28. Organizational factors 1. Reputation of the organization 2. Culture and attitude of the management. 3. Geographical location of the vacancy. 4. Resource allocation of the unit. 5. Channels and methods used in the advertisement 6. Emoluments offered

  29. (b) Environmental factors • Demographics, the knowledge, skills of the • locals. • Stage of developments of the industry. • Culture, social attitude and belief of the locals. • Law of the land.

  30. 3. Sources of Recruitment :- • Internal search • External sources • Advertisements • Employee referrals Continued

  31. Sources of Recruitment :- • Employment agencies • Public or State agencies, • Private agencies. • Educational Institutions • Interested applicants • Other sources. Continued

  32. 4. The Selection Process • Resumes • Initial screening • Analyse the application blank • Conducting the tests • Preliminary interview • Core & departmental interview • Reference checks • Job offer • Medical examination • Placements

  33. 5. CRITERIA • Application Blanks • Evaluation of application blanks • Clinical method • Weighted method • Selection test • Intelligence test. • Aptitude tests. • Achievement tests. • Situational tests. • Interest tests. Continued

  34. Continued CRITERIA • Personality tests. • Polygraph tests. • Graphology tests. • Interview • Medical examination • Placements

  35. Conclusion • Selection of right man for the right job- not a square peg in round table. • Make him asset to organization-not the liability and problem child. • Select people based on the skill and competence-not to follow blind elimination process.

  36. Case study 1 • Short list campuses • Choose recruiting team carefully • Pay smartly, not highly • Present a clear image • Showcase corporate culture • Don’t oversell yourself • Get in early • Not everyone fits the bill

  37. Case study 2 • Hiring the best CEO • Don’t hire known managers • Don’t consult incumbents • Don’t hire, profile • Don’t look in, look out

  38. Thank you

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