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HUMAN
RESOURCE
MANAGEMENT
PRESENTED BY

MAREEHA
ABIRA
AITZAZ
SIDRA

MAREEHA
INTRODUCTION TO HR

Human Resource
Management
Human Resource
Management (HRM) is
the term used to describe
formal systems devised for
the management of
people within an
organization.

Types Of Recruitment

Advantages Vs.
Disadvantages

Recruitment

Training and Development

ABIRA
WINNING THE EMPLOYEE TALENT WAR

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WAR ON TALENT
The termWar for Talentcomes from a late-'90s
warning from McKinsey & Co. that alerted
business to a coming talent shortage and urged
companies to prioritize talent strategies around
recruiting, retaining, and developing key
employees.
recruiting the best people vs. aggressively
developing internal talent
Among the most vexing issues is how many
companies still prioritize going outside for talent.
Faced with the dramatically shrinking talent pool,
you might expect organizations to shift course in
big numbersrealizing that the war for talent
cant be won by poaching from the outside, but in
developing employees internally.

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 Satisfied Vs. Engaged employee

Employee Engagement & Retention
The core issue is this: Talent
management is usually driven from the
top, with little employee engagement.
Winning the talent war requires a
paradigm shift toward giving
employees more control of their own
development and unleashing the talent
hidden in plain sight.

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1. MAKE LEARNING ONDEMAND

Treat training as investment and not as a cost or
inventory
Focus on individual learning not en mass
Training should be an effective learning
experience
Trusted employees are the best investment an
organization can make.
Training and development tailored for each
department
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2. REDEFINE SUCCESS
being able to do your best in whatever path you
choose
Redefine "talent" by shifting the discussion from
"high potential" to "high value" employees.
Get specific on where you most need talent to fill
all "high value" jobs, not just those in senior
leadership roles.

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3. CLARIFY THE PATH

Most people dont know what it really takes to
progress in their careers. And most companies
arent exactly clear on whats necessary for
employees to be ready for a promotion or other
opportunity.
the knowledge, skills, experiences, and personal
qualities needed to handle their most important
responsibilities and challenges.
Provide this list to the lower management / help.

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4. LIFT THE VEIL

Most of the attention these days is on identifying
the next generation of leaders.
The key challenge is how to mine the hidden
leadership talent inside the organization beyond
the obvious candidates that stand out.
One way to do this is to tell everyone how to
qualify to be on the "high potential" list and let
employees who aspire to be on that list have the
opportunity to prove themselves through inter
departmental participation.
Make it clear that being on the list doesnt
guarantee a promotion but gives employees a
shot at one.

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5. BUILD AGILITY AND

VERSATILITY
If change is the only constant, knowledge and
skills will rapidly becoming obsolete; job
requirements will be redefined, and technology
and automation will continue to change the face
of the workforce. Employee agility and versatility
will therefore be more valuable than ever.
the versatility needed to handle jobs in different
areas of the business, forward-thinking
organizations give their best performers a variety
of experiences and challenges early in their
careers that push them out of their comfort zones.
These experiences build their confidence to tackle
bigger jobs and "first-time" assignments in other
functions, businesses, and geographies.

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 Companies that are winning

the talent war are giving
more people the ability to
take control of their destinies
with the right development
opportunities at the right
timeand a clear path
forward to achieving their
career aspirations.

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 While all-out rationality may be a useful

approach to conducting business or interacting
with fellow employees, HR departments are
starting to allow for a broader approach that
actually taps emotion to attract talent.
They, of course, found many factors, and the three key
drivers were not at all unexpected:
Relationship with immediate supervisor
Belief in senior leadership
Pride in working for the company
However, peel back one layer and you'll see that's not
all that's going on here. Read the body of the study
and you begin to see words and phrases surface such
as: personal relationship' and attitude.' In addition,
glance at some of the key words used above
--relationship,beliefandpride-- which reveal the
underlying common denominator of emotion.

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 Talent is now in the drivers seat,

which has set off fierce
competition betweenlarge
corporations and the
entrepreneurial community.Even
within the startup universe, you
need more than a vision and a
ping pong table
to hire and retain talent.In fact,
the employeeexperience has
become just as important as the

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Build A Great Culture

And Workplace
In the end, a workplace represents a company better
than any creatively packaged ad campaign ever could.
Workers interactions with both customers and one
another are essential to a companys image and
culture.A workforce thats positive, communicative, and
multi-talented will draw new customers, keep old ones
happy, and attract like-minded employees.
Offices that are social, free-flowing workplaces where
employees work together as a group, are thefoundation
for strong employer brands.Cubicles can be counterproductive to fostering collaboration andsocial
interaction, which are critical to a great employee
experience

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AITZAZ
MANAGING DIVERSITY

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Elements of Diverse
Workforce
Historical/Cultural reasons
Face barriers or discrimination
Limit full participation in labor market

Example
Diversity in Canadian Workplaces
Ancestral diversity
Gender in workplace
Employees with disabilities
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Why a diverse workplace

matters?
Supporting recruitment challenges and skills
shortages
Improving employee satisfaction and retention
Providing better client service
Broadening community engagement
Fostering innovation and problem-solving skills
Promoting organizational values

Diverse employees
Vs
Non-diverse employees
They dont feel part of the organization
They dont feel valued
They dont feel they have an opportunity for
advancement
They feel that cultural barriers exist
They believe a competitor is more likely to develop
career paths for a more diverse range of employees

Diverse workforce required

balanced HR leadership
HRD as Catalyst
Develop opportunities that support
companys diversity program.
Shuttle diplomacy.
HRD as problem solver
Good facilitator
Open safe channels for interaction
HRD as influencer
Support participants

Basic framework for

successful diversity initiatives

Many organizations use this model

Create diversity taskforce
Develop cultural audit
Develop overall strategy
Deliver training
Measure its effectiveness

SIDRA
LEGAL ISSUES IN HR
MANAGEMENT

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Employment issues in HR

Employment at will
Handbooks
Employee files Performance Evaluations
Employee agreements Workplace safety
Workers compensation
Sexual harassment
Discrimination
Wrongful termination
Negligent Entrustment
Employee Privacy
Exempt v. non exempt
Breaks

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Employment
Discrimination issues

Age Discrimination
Pregnancy Discrimination
Disability Discrimination
National origin Discrimination
Race/color Discrimination

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Harassment: Update the

policy
New types of harassment claims like workplace
bullying are exploding, so youd be well advised
to update your policy and make it more current.
Then republish it to remind people.
You need to make sure its broad enough to
encompass the non-traditional types of
harassment that have caused a spate of new
claims.

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Employment laws in
Pakistan
Employees old age benefits act, 1976
The Employees Old Age Benefits Act, 1976 (the
Act) is applicable to every industry or
establishment where ten or more persons are
employed directly or indirectly. This statute
intends to provide security and benefit for old age
to employees of industrial, commercial or other
organizations covered by it.
Factories Act, 1934
Regulates the working conditions in factories,
employing 10 or more workers
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Employment laws in
Pakistan
Canteen Rules, 1959
It envisages provision of a canteen facility, where
250 or more workers are employed
Industrial Relations Ordinance, 2002
It provides framework for the industrial relations
between management and the workers. It
regulates trade union activities
Minimum Wages Ordinance, 1961
Specifies the minimum wage to be paid to
different categories of workers
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Employment laws in
Pakistan
Payment of Wages Act, 1936
Determines the mode of payment of salaries and
wages to the industrial workers

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Solutions:
recruitment is handled solely by the internal HR
department, or with the assistance of a third
party, it is essential that the process is managed
centrally and effectively. Where there are dozens
of applications, the details of each will need to be
recorded for review and comparison.
Using an integrated HR software platform, senior
management and the HR team can store and
analyse the T&M data collaboratively.

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Solutions:
Whenever a health and safety issue arises, HR is
called upon to demonstrate that the business has
done all that is expected of it. Where proof cannot
be shown, the business is at risk of legal
ramifications and fines.
important to keep accurate records of any
disciplinary issue, to ensure that the issue is dealt
with properly.

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Solutions:
To maintain morale and prevent future pay
problems, your business should investigate the
potential of using a dedicated payroll solution that
interfaces directly with your HR software and
account system

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