HUMAN RESOURCES

MANAGEMENT
 TOPICS TO BE COVERED
 DEFINITION OF HRM
 OBJECTIVES OF HRM
 COMPONENTS OF HRM
 ACTIVITIES OF HRM
 POLICILES OF HRM
 PROCEDURES OF HRM
 PROCESS OF HRM
 ORGANISATION OF HRM
 CHALLENGES OF HRM
 SCOPE OF HRM
 IMPORTANCE OF HRM
 EVOLUTIONS OF HRM
DEFINTIONS OF HRM
Human Resource Management includes all activities
Used to attract & retain employees and to ensure
they perform at a high level in meeting organizational
goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations
 Human Resource objectives
 Societal Objectives.

 Organization Objectives.

 Functional Objectives.

 Personal Objectives.
COMPONENTS OF HRM
Recruitment
Recruitment
&&Selection
Selection

Labour Training
Labour
Relation Training&&
Relation Development
Development

Performance
Performance
Pay
Pay&& Appraisal
Appraisal&&
Rewards
Rewards Feedback
Feedback
ACTIVITES OF HRM
 Planning Of HRM Needs
 Staffing
 Organizational Design
 Employee Training & Organizational Development
 Performance Development, Appraisals & Rewards
 Establishing & Maintaining Effective Working
Relationships
 HR Policies

Leave Policy
Attendance Policy
Performance appraisals
Trainings
Compensation & Salary
Employee Recreation
Leave & Attendance Policy
 Add No of leaves in the company and procedures to
take leave

 Attendance and rules related to attendance in your

company
 Appraisals
 The performance review is done bi-yearly in the organization
How do we Access You ?
The promotions in the organization are usually governed by the following
factors:
 How well an employee performed in his / her present job.
 How much potential an employee has for future responsibilities.
 How much additional knowledge he / she have acquired for further
advancement.
 Personal attribute, work habits, attitude towards self and others,
ability to get along with the team, leadership qualities, personal
contribution to the success of the company determines his / her
competence for promotion.
 Feedback given by all those who work with the employee such as
his / her superiors, subordinates, peers and the customers
 Trainings & Compensation

Trainings Include –
On-the-job training,
Coaching,
Classroom training
Self trainings
Team Trainings

Compensation & Salary –

Salary is paid on - of every month.
Salary is to be treated as confidential
information and no communication is to
be done with colleagues and other staff
Salary is paid on - of every month.
Salary is to be treated as confidential
information and no communication is to
be done with colleagues and other staff
Work Culture
 Dress Code
 Language
 Employee Addressing
 Email Utilization
 Feedback Culture
 Working Days
 Mobile use
 Employee Recreation

Birthdays are celebrated on last day

of the month. arrangements of
birthday celebrations are done by the
HR department all cost bear by the
company.
Picnics
–
PROCEDURES OF HRM
 Administration Procedures.

 Hiring Procedures.

 Compensation Procedures.

 Development Procedures.

 Compliance Procedures.
 PROCESS OF HRM
After a pool of applicants are identified, qualifications
related to the job requirements are determined:
 Background Information: includes education, prior
employment, college major, etc.
 Interview: almost all firms use one of two types:
 Structured interview: managers ask each person the same job-
related questions.
 Unstructured interview: held like a normal conversation.
 Usually structured interviews preferred; bias is possible.
 Physical Ability Test: measure strength & endurance.
 Good for physically demanding jobs.
PROCESS OF HRM

Paper & Pencil Tests: Either an ability and
personality test.
 Ability test: assess if applicant has right skills for the job.
 Personality test: seek traits relevant to job performance.
 Be sure test is a good predictor of job performance.

Performance Tests: measure job performance.
 Typing speed test is one example.
 Assessment Center: candidates assessed on job-related
activities over a period of a few days.

References: outside people provide candid
information about candidate.
 Can be hard to get accurate information.
RECRUITMENT RATIOS
 COST PER HIRE

 INTERVIEWING COST

 EMPLOYEE TURNOVER RATIO

 ABSENTEEISM
ORGANISATION OF HRM
 Large Scale Unit

 Small Scale Unit

 LARGE SCALE UNIT
Chairman/ managing director

Director Director Director Director

producti Director personnel/ marketin
finance g R&D
on HRM
 SMALL SCALE UNIT
OWNER/MANAGER

Production Sales Office accountant

manager manager manager

Personnel
assistance
CHALLENGES OF HRM
 Employee Productivity & Competitive Development
 Changing Attitude Of Work Force
 Quality Work Life
 Technology & Training
 Retention
 Crisis Management
 HR Outsourcing
 Strategic Issues
 SCOPE OF HRM

 HR increases employee productivity and profits

 An external focus assures HR efforts are aligned with
business goals and with changes in the business
environment
 HR helps to build a performance culture
 HR provides a competitive advantage
 There is an “external” focus
 HR is proactive and future focused
 There is a coordinated effort
 There is a global approach
 HR builds a brand.
 IMPORTANCE OF HRM
 Retention tools.
 Referral programs.
 Identifying what motivates, challenges and frustrates employees.
 Performance management programs that drop poor performing
managers and employees.
 Incentive systems that focus on rewarding managers for great
"people management" performance.
 On the job learning and growth opportunities (job rotations and
special projects)
 Rewards for sharing best practices between managers.
 Measures and rewards that Cross functional lines in order to increase
cooperation.
 Forecasting and workforce planning.
 EVOLUTION OF HRM
 INDUSTRIAL REVOLUTION ERA(19TH CENTURY)
 TRADE UNION MOVEMENT ERA(CLOSE TO 19TH)
 SOCIAL RESPONSIBILITY ERA(BEGINNING OF 20TH)
 SCIENTIFIC MANAGEMENT ERA(1900-1920)
 HUMAN RELATIONS ERA(1930-50)
 BEHAVIOURAL SCIENCE ERA(1950-60)
 SYSTEM AND CONTINGENCY APPROACH(1960-ONWARD)
 HUMAN RESOURCE MANAGEMENT ERA(1980-ONWARD)
 Future HR Manager
 Strategic Thinker
 Leader
 Entrepreneur
 Technological Familiarity
 Initiative
 Visionary
 All Rounder
 Researcher
 Behavior Systems Creator
Competencies Needed
 Global Networking.
 Technology Savy.
 Fast Changing.
 Entrepreneurial.
THANKS
Any Questions