HRD Strategies for long­term Planning & Growth

The major considerations in personnel policies concerning HRD strategies 

for long term planning and growth in organisation are :

 Recruitment of right personnel

Well­qualified and they must match with the respective corporate values 

and philosophy of the Co's.  For example: In Reliance Industries­ entrepreneurship, risk 

taking   &   the   will   to   win­   personal   contacts   is   considered   while   recruiting   for   top 

positions;   In   Hindustan   Lever­   the   policy   is   to   have   promotions   from   within   –   they 

emphasize on professionalism, convent­educated and sharp dressed candidates, toppers 

from all IIMs and IIT'S; In Infosys Technologies­ The criteria is to select candidates from 

middle class communities– people brought up in traditional, conservative homes but who 

have superior academic records, technical skills and ingrained capacity for hard work. 

Written Tests are conducted to identify individuals with high learn­ability, both in terms 

of willingness. They tend to eliminate over ambitions & competitive stars   through the 

interviewing process.

 Development of Personnel 

The Policy Issues involved are:

a) Determination of Training methods to be followed – on the job/off the job.

b) Intensity of Training – Level of employees, Frequency, resource persons, specific 

training (job)                    

                                    Operational  Managerial 

                                                             

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                                          Conceptual   Analytical 

                                             Skill                skill

Training   will   be   imparted   through   company's   own   training   centres   or 

Training Institutes  

 Motivation System 

 Factors:

 Adequate Motivation

 Analysis of motives

 Simplicity

 Uneven Motivation is given to encourage intelligent, ambitious & efficient 

personnel

 Incentive system could be either a) Monetary and/or b) Non­monetary

 Retaining Personnel

 Coercive Policies like entering into an agreement

 Package   for   Long­term   stay   includes   promotional   avenues,   increasing 

financial incentives over the period of time, deferred payment of financial 

benefit   in   the   long­run,   superannuating   allowance   or   long­term   stay 

bonus(where benefits maybe forfeited if the employee leaves prematurely.

 ESOS( Employee Stock Option Scheme)

 ESPS (  Employee Stock Purchase Scheme)

 Persuasion – by CEO or top executives

 Personnel Mobility 

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 Moving the personnel within the organization or outside­­­ in the form of 

promotion, demotion, transfer, separation & deputation. Organizations have to provide a 

policy framework for this.

 Objectives

 Right person at right job

 Motivation for promotions through good performance.

 Another issue is Separation­ VRS/CRS

 Deputation on new project in the same company

 Industrial Relations  

 Objectives

 Safeguard   interests   of   workers   &   management   through   mutual 

understanding.

 Avoid industrial conflicts & strikes.

 To   raise   productivity   to   a   level   which   satisfies   both   workers   & 

management

 To   overcome   resistance   to   change­   particularly   those   aspects   which 

directly affect workers like change in technology

 Methods of building good industrial relations

 Participation of workers 

 Negotiations in decision­making 

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  Formulation of grievance handling procedures

 Management's concern for worker's welfare

Productivity & HRM

HRM Trends in a Dynamic environment – An HR manager has to balance 

the demands & expectations of external environment with the internal needs and achieve 

the assigned tasks in an efficient way.

The issues involved in extracting/enhancing Human Productivity are :

              Internal Factors  External Factors

Mission, Policies Technological Factors

Organizational Culture Economic

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 Organizational Structure Political 

HR Systems Social 

      Local & Governmental Issues

      Unions

      Employer's Demands

                 Workforce Diversity

 TQM 

Total Quality Management is an approach to the art of management that

originated in Japanese industry in the 1950's and has become steadily more popular in the
West since the early 1980's.

Total Quality is a description of the culture, attitude and organization of a

company that aims to provide, and continue to provide, its customers with products and
services that satisfy their needs. The culture requires quality in all aspects of the
company's operations, with things being done right first time, and defects and waste
eradicated from operations.

Many companies have difficulties in implementing TQM. Surveys by

consulting firms have found that only 20-36% of companies that have undertaken TQM
have achieved either significant or even tangible improvements in quality, productivity,
competitiveness or financial return. As a result many people are sceptical about TQM.
However, when you look at successful companies you find a much higher percentage of
successful TQM implementation.

Important aspects of TQM include customer-driven quality, top

management leadership and commitment, continuous improvement, fast response, actions
based on facts, employee participation, and a TQM culture.

 Customer-driven quality

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 TQM has a customer-first orientation. The customer, not internal activities
and constraints, comes first. Customer satisfaction is seen as the company's highest
priority. The company believes it will only be successful if customers are satisfied. The
TQM company is sensitive to customer requirements and responds rapidly to them. In the
TQM context, `being sensitive to customer requirements' goes beyond defect and error
reduction, and merely meeting specifications or reducing customer complaints. The
concept of requirements is expanded to take in not only product and service attributes that
meet basic requirements, but also those that enhance and differentiate them for
competitive advantage.

Each part of the company is involved in Total Quality, operating as a

customer to some functions and as a supplier to others. The Engineering Department is a
supplier to downstream functions such as Manufacturing and Field Service, and has to
treat these internal customers with the same sensitivity and responsiveness as it would
external customers.

 TQM leadership from top management

TQM is a way of life for a company. It has to be introduced and led by top
management. This is a key point. Attempts to implement TQM often fail because top
management doesn't lead and get committed - instead it delegates and pays lip service.
Commitment and personal involvement is required from top management in creating and
deploying clear quality values and goals consistent with the objectives of the company,
and in creating and deploying well defined systems, methods and performance measures
for achieving those goals. These systems and methods guide all quality activities and
encourage participation by all employees. The development and use of performance
indicators is linked, directly or indirectly, to customer requirements and satisfaction, and
to management and employee remuneration.

 Continuous improvement

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 Continuous improvement of all operations and activities is at the heart of
TQM. Once it is recognized that customer satisfaction can only be obtained by providing
a high-quality product, continuous improvement of the quality of the product is seen as
the only way to maintain a high level of customer satisfaction. As well as recognizing the
link between product quality and customer satisfaction, TQM also recognizes that
product quality is the result of process quality. As a result, there is a focus on continuous
improvement of the company's processes. This will lead to an improvement in process
quality. In turn this will lead to an improvement in product quality, and to an increase in
customer satisfaction. Improvement cycles are encouraged for all the company's activities
such as product development, use of EDM/PDM, and the way customer relationships are
managed. This implies that all activities include measurement and monitoring of cycle
time and responsiveness as a basis for seeking opportunities for improvement.

Elimination of waste is a major component of the continuous improvement

approach. There is also a strong emphasis on prevention rather than detection, and an
emphasis on quality at the design stage. The customer-driven approach helps to prevent
errors and achieve defect-free production. When problems do occur within the product
development process, they are generally discovered and resolved before they can get to
the next internal customer.

 Fast response

To achieve customer satisfaction, the company has to respond rapidly to

customer needs. This implies short product and service introduction cycles. These can be
achieved with customer-driven and process-oriented product development because the
resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained
through concurrent product and process development. Efficiencies are realized from the
elimination of non-value-adding effort such as re-design. The result is a dramatic
improvement in the elapsed time from product concept to first shipment.

 Actions based on facts

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 The statistical analysis of engineering and manufacturing facts is an
important part of TQM. Facts and analysis provide the basis for planning, review and
performance tracking, improvement of operations, and comparison of performance with
competitors. The TQM approach is based on the use of objective data, and provides a
rational rather than an emotional basis for decision making. The statistical approach to
process management in both engineering and manufacturing recognizes that most
problems are system-related, and are not caused by particular employees. In practice, data
is collected and put in the hands of the people who are in the best position to analyze it
and then take the appropriate action to reduce costs and prevent non-conformance.
Usually these people are not managers but workers in the process. If the right information
is not available, then the analysis, whether it be of shop floor data, or engineering test
results, can't take place, errors can't be identified, and so errors can't be corrected.

 Employee participation

A successful TQM environment requires a committed and well-trained

work force that participates fully in quality improvement activities. Such participation is
reinforced by reward and recognition systems which emphasize the achievement of
quality objectives. On-going education and training of all employees supports the drive
for quality. Employees are encouraged to take more responsibility, communicate more
effectively, act creatively, and innovate. As people behave the way they are measured and
remunerated, TQM links remuneration to customer satisfaction metrics.

 A TQM culture

It's not easy to introduce TQM. An open, cooperative culture has to be

created by management. Employees have to be made to feel that they are responsible for
customer satisfaction. They are not going to feel this if they are excluded from the
development of visions, strategies, and plans. It's important they participate in these
activities. They are unlikely to behave in a responsible way if they see management
behaving irresponsibly - saying one thing and doing the opposite.

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  Product development in a TQM environment

Product development in a TQM environment is very different to product

development in a non-TQM environment. Without a TQM approach, product
development is usually carried on in a conflictual atmosphere where each department acts
independently. Short-term results drive behavior so scrap, changes, work-arounds, waste,
and rework are normal practice. Management focuses on supervising individuals, and
fire-fighting is necessary and rewarded.

Product development in a TQM environment is customer-driven and

focused on quality. Teams are process-oriented, and interact with their internal customers
to deliver the required results. Management's focus is on controlling the overall process,
and rewarding teamwork.

 Summary

 Doing it right 1st time

 Customer centric­ Philips, TELCO, BHEL, Pidilite

 Continuous Improvement a way of life

 Build Team work & Empowerment

***Race without finishing line (TQM is a never­ending activity)

 Benchmarking

Benchmarking   (also   "best   practice   benchmarking"   or   "process 

benchmarking") is a process used in management and particularly strategic management, 

in   which   organizations   evaluate   various   aspects   of   their   processes   in   relation   to   best 

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practice, usually within their own sector. This then allows organizations to develop plans 

on how to adopt such best practice, usually with the aim of increasing some aspect of 

performance. Benchmarking may be a one­off event, but is often treated as a continuous 

process in which organizations continually seek to challenge their practices.

A process similar to benchmarking is also used in technical product testing 

and in land surveying.

 Advantages of benchmarking

Benchmarking   is   a   powerful   management   tool   because   it   overcomes 

"paradigm blindness." Paradigm Blindness can be summed up as the mode of thinking, 

"The   way   we   do   it   is   the   best   because   this   is   the   way   we've   always   done   it." 

Benchmarking  opens   organizations   to  new   methods,   ideas   and   tools   to   improve  their 

effectiveness. It helps crack through resistance to change by demonstrating other methods 

of solving problems than the one currently employed, and demonstrating that they work, 

because they are being used by others.

 Types Of Benchmarking

 Competitive benchmarking

Some   authors   call   benchmarking   "best   practices   benchmarking"   or 

"process   benchmarking".   This   is   to   distinguish   it   from   what   they   call   "competitive 

benchmarking".   Competitive   benchmarking   is   used   in   competitor   analysis.   When 

researching your direct competitors you also research the best company in the industry 

(even if it serves a different location).

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  Collaborative benchmarking

Benchmarking, originally invented as a formal process by Rank Xerox, is 

usually   carried   out   by   individual   companies.   Sometimes   it   may   be   carried   out 

collaboratively by groups of companies (eg subsidiaries of a multinational in different 

countries). One example is that of the Dutch municipally­owned water supply companies, 

which   have   carried   out   a   voluntary   collaborative   benchmarking   process   since   1997 

through their industry association.

 Procedure

 Identify your problem areas ­ Because benchmarking can be applied to any 

business   process   or   function,   a   range   of   research   techniques   may   be 

required. They include: informal conversations with customers, employees, 

or suppliers; exploratory research techniques such as focus groups; or in­

depth  marketing  research, quantitative  research,  surveys,  questionnaires, 

reengineering analysis, process mapping, quality control variance reports, 

or financial ratio analysis. 

 Identify organizations that are leaders in these areas ­ Look for the very 

best   in   any   industry   and   in   any   country.   Consult   customers,   suppliers, 

financial analysts, trade associations, and magazines to determine which 

companies are worthy of study. 

 Survey companies for measures and practices ­ Companies target specific 

business processes using detailed surveys of measures and practices used 

to identify business process alternatives and leading companies. Surveys 

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 are typically masked to protect confidential data by neutral associations 

and consultants. 

 Visit the "best practice" companies to identify leading edge practices ­ 

Companies typically agree to mutually exchange information beneficial to 

all parties in a benchmarking group and share the results within the group. 

 Implement new and improved business practices ­ Take the leading edge 

practices and develop implementation plans which include identification 

of specific opportunities, funding the project and selling the ideas to the 

organization   for   the   purpose   of   gaining   demonstrated   value   from   the 

process. 

Summary

 Competitive benchmarking is the first requirement to effective TQM

 Striving to be the best of the best in one's area of operations. 

 It aims at continuous improvements.

 Complacency may be suicidal

 It is a measurement of gaps between the practices of two companies so as to 

uncover significant differences.

 It can be applied to products, services, practices, processes and methods.

 Therefore,   Benchmarking   is   a   systematic   investigation,   a   fruitful   learning 

experience which ensures  that  the  best of  industry practices  are  uncovered, 

analyzed, adopted and implemented. 

 The objective of benchmarking is to meet rising expectations of customers in 

their respective areas. 

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  Re­engineering Work Processes

When organisations require a drastic, quantum change in order to survive a 

fiercely competitive market, the managers have to search for solutions elsewhere, beyond 

TQM and Benchmarking.

Re­engineering takes place when more than 70% of the work processes in 

the organisation are evaluated & altered. It demands organizational members to rethink 

what   work   shall   be   done,   how   it   should   be   done,   and   how   best   to   implement   these 

decisions. The focus is on simplifying the operations and making them more efficient and 

more customer focused.

Re­engineering  TQM
Looks for quantum leaps in performance Seeks incremental improvements
Driven by top management when it is  Relies on bottom­up participative decision­

complete , work place is self­managed making in both planning & execution of 

TQM programme.
There is a risk that the employee may  There is no immediate & sudden risk to the 

continue to be with the organisation or not. employee.

 Key elements: 

“Start   with   a   clean   piece   of   paper”   (Start   afresh   &   encourage 

brainstorming)

 Identify distinctive competencies.

 Assess core processes.

 Reorganize around Horizontal Processes.

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 e.g. TISCO, TELCO, L&T, Ranbaxy & Crompton Greeves.

 Commandments of Re­engineering

 Give people a mission, a clear view of how to achieve that mission.

 Either serve the customer superbly or don't even try.

 Change the way of life. It is not a process. It is a value.

 Technology   is   never   really   a   problem,   but   the   problem   is   how   to   use 

technology effectively. 

 The wrong answer rarely kills you. What it does is waste of time.

 The weak link in engineering is Willingness.

 Once people catch on to Re­engineering, you cannot hold them back. It is a 

lifetime opportunity.

 Flexible Manufacturing System

A flexible manufacturing system (FMS) is a manufacturing system in

which there is some amount of flexibility which allows the system to react in the case of
changes, whether predicted or unpredicted. This flexibility is generally considered to fall
into two categories, within which are numerous other subcategories.

The first category, machine flexibility, covers the system's ability to be

changed to produce new product types, and ability to change the order of operations
executed on a part.

The second category of flexibility within an FMS is called routing

flexibility, which consists of the ability to use multiple machines to perform the same
operation on a part, as well as the system's ability to absorb large-scale changes, such as
in volume, capacity, or capability.

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 The whole FMS is commonly controlled by a central computer. The main
advantages of a FMS is its high flexibility in managing manufacturing resourses like time
and effort in order to manufacture a new product.

The best application of a FMS is found in production of small sets of

products that are likely but not equal that those from a mass production, otherwise
production cost of small sets of products will cost a lot in relation with mass production
cost.

 Advantages and disadvantages of FMSs implementation

 Advantages

 Faster, lower- cost changes from one part to another which will improve
capital utilization
 Lower direct labor cost, due to the reduction in number of workers
 Reduced inventory, due to the planning and programming precision
 Consistent and better quality, due to the automated control
 Lower cost/unit of output, due to the greater productivity using the same
number of workers
 Savings from the indirect labor, from reduced errors, rework, repairs and
rejects

 Disadvantages

 Limited ability to adapt to changes in product or product mix (ex. machines

are of limited capacity and the tooling necessary for products, even of the
same family, is not always feasible in a given FMS)
 Substantial pre-planning activity
 Expensive, costing millions of dollars
 Technological problems of exact component positioning and precise timing
necessary to process a component

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  Summary

 It is the ability of computerized machines to perform a variety of programmed 

functions.   It   is   the   integration   of   computer­aided   design,   engineering   & 

manufacturing to produce low volume products at mass production costs. 

 FMS requires fewer employees, but employees with more training and higher 

skills. 

 Each one is required to do a greater variety of task.

 They are supposed to keep away from inter­departmental competition, conflict 

& politics & get along with other members as teammates.

 Cross­functional Team Work is required in factories, where engineers have to 

design   products   by   working   hand­in­hand   with   market   research   & 

manufacturing specialists.

 Use of robots and less people. 

 Six Sigma 

Chances   are   you've   heard   of   Six   Sigma,   perhaps   in   connection   with 

General Electric, the company that made it popular in the 1990s. You may even know that 

Six Sigma uses statistical techniques to improve processes in both manufacturing and 

service industries. But did you know there is an important role for Human Resources 

(HR) in this sophisticated process improvement approach? Or that Six Sigma initiatives 

are unlikely to succeed without HR's help?

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 HR   professionals   with   the   right   skills   can   contribute   to   a   Six   Sigma 

initiative at both strategic and tactical levels. This article describes the areas in which HR 

should play a role in Six Sigma and discusses how HR professionals can increase their 

chances of being included in Six Sigma decision­making and implementation.

To appreciate the important role HR has in Six Sigma, it is important to 

begin this discussion by having an understanding of what Six Sigma is, all the roles 

played by others in a Six Sigma implementation, and the factors critical to a successful 

implementation.

 Six Sigma Defined

The term "Six Sigma" is widely used to refer to all of the following: 

A   structured   method   for   improving   business   processes.   This   method,  

called DMAIC (define, measure, analyze, improve, and control), is supported by an  

assortment of statistical tools.

A statistical measurement of how well a business process is performing. A

process that performs at "Six Sigma" produces only 3.4 defects out of every million
opportunities to produce a defect. Processes that perform at lower sigma levels (such as
one sigma or four sigma) produce more defects per million opportunities. It is possible
for a process to perform at an even higher level (and thus have even fewer defects), but
Six Sigma has become popular as the standard for excellent process performance.

An organizational mindset in which people make decisions based on data,

look for root causes of problems, define defects based on customer rather than internal
requirements, seek to control variation, track leading indicators of problems to prevent
them from happening, etc.

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  Six Sigma Roles

Six   Sigma   has   a   martial   arts   convention   for   naming   many   of   its 

professional roles. The chart below describes how these roles are typically defined.

Table 1: Six Sigma Roles And Responsibilities

Sponsor Senior executive who sponsors the overall Six Sigma Initiative.
Senior-level executive who is responsible for implementing Six Sigma within
Leader
the business.
Middle- or senior-level executive who sponsors a specific Six Sigma project,
Champion ensuring that resources are available and cross-functional issues are
resolved.
Full-time professional who acts as a team leader on Six Sigma projects.
Black Belt Typically has four to five weeks of classroom training in methods, statistical
tools, and (sometimes) team skills.
Highly experienced and successful Black Belt who has managed several
projects and is an expert in Six Sigma methods/tools. Responsible for
Master Black Belt
coaching/mentoring/training Black Belts and for helping the Six Sigma
leader and Champions keep the initiative on track.
Part-time professional who participates on a Black Belt project team or leads
Green Belt smaller projects. Typically has two weeks of classroom training in methods
and basic statistical tools.
Professional who has general awareness of Six Sigma (through no formal
Team Member training) and who brings relevant experience or expertise to a particular
project.
Professional responsible for the business process that is the target of a Six
Process Owner
Sigma project.

 HR's Role in Six Sigma

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 As   with   any   major   organizational   initiative,   many   factors   contribute   to 

success. Some of these factors will fall within HR's area of responsibility, such as those 

discussed below.

 Black Belt Selection and Retention

Having the right people in the Black Belt role is critical to the success of a 

Six Sigma initiative. The training investment is substantial for this pivotal role. Further, 

Black   Belts   are   the   visible   "face"   of   Six   Sigma.   They   help   shape   the   organization's 

impression  of  Six Sigma, and, consequently, the willingness of many to embrace the 

initiative. Therefore, you want to pick Black Belts very carefully. (Some organizations 

only select Black Belts from among those who have already been identified as "high 

potentials.").

HR professionals can help the Six Sigma Leader find the right people for 

Black   Belt   roles   and   ensure   they   remain   in   those   positions   for   the   typical   two­year 

rotation. Potential HR contributions in this area include: 

Building a competency model that will help identify candidates with the 

right mix of technical, team, and leadership skills and abilities.

Creating job descriptions that help candidates fully understand the position 

and expectations prior to signing on.

Developing a retention strategy that will help ensure Black Belts complete 

their rotation and the organization recoups its investment in training and development.

 Rewards and Recognition

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 Rewarding   and   recognizing   Black   Belts   and   Six   Sigma   teams   is   more 

complex than it may appear. Black Belts join the Six Sigma initiative from various places 

in the organization where they are likely to have been at different job levels with differing 

compensation   arrangements.   Determining   whether   and   how   to   make   appropriate 

adjustments in level and compensation now that all these individuals are in the same role 

is both tricky and critical.

Similar   complexities   are   involved   at   the   project   team   level.   Six   Sigma 

projects led by Black Belts typically result in savings in the hundreds of thousands of 

dollars. Deciding how the team should be rewarded and recognized and who should get 

credit for what is not easy. Yet ignoring these issues can result in resentment, reluctance 

to work on Six Sigma projects, and the potential failure of the overall initiative.

HR professionals can help the Six Sigma Leader tackle the challenge of 

establishing the right rewards/recognition. Potential HR contributions in this area include: 

Analyzing existing compensation arrangements to identify the extent to 

which those arrangements will support the Six Sigma initiative.

 Creating   a   strategic   compensation   plan   that   will   better   support   Six 

Sigma.

 Developing a non­monetary reward program for Six Sigma teams.

 Project Team Effectiveness

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 The work of Six Sigma is done mostly at the project team level by a Black 

Belt leading a small team through the steps of the DMAIC method. If the team itself does 

not function well or does not interact effectively with others in the organization who 

ultimately have to support and carry out the process changes, the project probably will not 

be successful. Given the typical project's potential payback, failure can be expensive.

HR   professionals   can   help   the   project   teams   work   together   more 

effectively. Potential HR contributions in this area include: 

 Ensuring team leaders and members get training and/or coaching in teamwork, 

conflict management, communications, dealing with difficult team members, 

and other team effectiveness skills.

 Providing teams with tools that allow them to diagnose their own performance 

and identify when and where they need help. 

 Acting as a resource for Black Belts who encounter team­related challenges 

they cannot surmount.

 Creating a Six Sigma Culture

Many Sponsors, Champions, and Leaders look to Six Sigma as a way to 

change an organization's culture to one that is more data­driven, proactive, decisive, and 

customer­oriented. But they often have little idea about how to achieve successful culture 

change.

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 HR professionals can help executives approach culture change in a way 

that addresses the underlying business goals without creating organizational resistance. 

Potential HR contributions in this area include: 

Working with Six Sigma Sponsors, Leaders, and Champions to identify 

elements of the culture that might hinder the achievement of Six Sigma goals. Advising 

on change plans that will target those specific cultural elements. Identifying how Six 

Sigma can be rolled out in a way that works with, rather than against, the current culture.

 Change Management and Communications

Introducing Six Sigma into an organization is a major change that will 

have a profound effect on a broad group of stakeholders. Managers and employees at 

many levels of the organization will be asked to engage in new behaviors. In many cases, 

those leading other initiatives will see Six Sigma as a source of competition for resources, 

executive attention, and organizational power. Others may see it as an indictment of their 

past performance. Many will be confused about how Six Sigma fits with the large number 

of other ongoing organizational initiatives.

HR professionals can help reduce the uncertainty and anxiety surrounding 

Six  Sigma and increase the levels of acceptance and cooperation in the organization. 

Potential HR contributions in this area include: 

Drafting a change management/ communications plan that addresses the 

people side of the Six Sigma rollout.

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  Economic Challenges

 External Environmental factors.

 Globalisation

 Political factors: 

 Social factors: Unions.

 Local & Governmental factors: Legal through multi­cultural organization 

(managing diversity)

 Work­force Diversity

It implies the composition of employees in terms of diversity as regards 

age, gender, ethnicity, and education.

 Organizations are becoming more heterogeneous in terms of age, gender, race, 

ethnicity.

 Young, skilled & knowledgeable workforce

 Not fascinated by secure, less paying, routine & standard job (s) offered by 

Public Sector.

 Private Enterprises offers good attraction.

 Old employees are growing in number due to improved medical & health care­­­

their expertise & experience; talent can be utilized to develop new ventures.

 Attracting & retaining young brains is a challenge for HR managers.

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  So organization (s) need to institute appropriate HR policies, supported by 

attractive compensation offers.

 Diversity   Issues   in   Indian   companies   are   somewhat   peculiar   owing   to 

differences in social ethos, religious origins, cultural differences & regional 

origins plus constitutional provisions give preferential treatment to certain 

sections of the society.

 HR  managers   have to  deal  with  issues  of   Child  Labour, Women  at  Work, 

Specially­abled people, etc.

 Changes   in   Employee   Roles   &   Values­­­­emphasize   on   Quality   of   Life, 

Equity & Justice, and Pluralism & Diversity over uniformity & centralism, 

Participation over authority, Personal convictions over dogmas, individual over 

organization. 

 Level   of   Education   &   Awareness­­­change   in   attitudes­­­retaining   these 

people   (Knowledge   Workers)   challenged   and   satisfied   demands   more 

responsibility & autonomy on the part of the HR manager & organization.

 Bibliography

24
 Human Resource Management And Personnel Management – Aswathappa
 Organizational Behaviour- Stephen Robbins
 Organisation Behaviour- Fred Luthans
 www.wikipedia.org
 www.google.com
 www.hrresources.com
 www.managementmentor.com
 www.esinps.com
 www.managementparadise.com

25
 Case Study Related To HIV Aids Employee
 Facts of the case

 Chemtech India Limited- A Chemical Firm

 Employees – 1500
 Mainly in a Manufacturing Company
 Little accent on marketing
 Change in the government policy resulted in increased competition
 There was need for aggressive marketing by the company
 Company decided to recruit one sales executive
 Mr.Aparojit Das is the VP-HRD and is responsible for hiring interviews
 Two candidates are shortlisted and they are from same company
 First candidate- Mr.Premsager – He is working with Chemtech for last 5 years
 Second candidate- Mr.Devejeet- He is working with the same company for
last one year.

 Solution
Give promotion to Mr. Premsagar from long term point of view and
Mr.Devejeet should be given proper increment in order to keep him motivated.

26