People are the most vital resources & valuable

resources of any organization. Material

resources depreciate and HR appreciates.

All people decisions at Google are based on

data and analytics.”
 Enabling role of HR
 Changing Role of HR
 What it takes for HR to help workplaces bring back the human in its human
capital?
 Flipkart – Walmart deal. Are jobs engendered?
 Are managers born or made?

 Do organizations believe that managers have the capability to ,manage &

grow the right Talent
 Culture of success or culture of well being ,resulting in success. Which is
more important?

 HR at a crossroads – invest or streamline

 Men are favored over women candidates by India Inc Randstad Survey

 Skilling young Talent - whose responsibility ,Corporates , government

 Employee Engagement goes socially responsible.

 If you look at our semiconductors & melt them down for
silicon , that’s a tiny fraction of the costs. The rest is
intellect & mistakes.”
 Gordon Moore ,Intel

 An Organization’s ability to learn ,& translate that

learning into action rapidly, is the ultimate competitive
business advantage.”
 Jack Welch

 “Take our twenty people away and I will tell you that
Microsoft would become an unimportant company .” Bill
gates

 “My employee is the king of my company”

 Sir Richard Branson, the founder CEO of Virgin Group
 Globalization and its implications
 Pressure for speed & innovation
 Transition to a service economy with its
extraordinary emphasis on customer.
 Pressure for financial performance in a tough
competitive terrain.
 Technological advances
 War of talent
 Changing Workforce demographics
 Skill Obsolescence
 From Touch Labor to knowledge Workers
 Contingent workers
 Google – internal program “grow “ which helps employees finds
opportunities, resources and advice for their professional development.

 Cisco- recognition program – Connected Recognition

 Mars – wellness program - You cant’ talk about Mars unless you talk
about people.

 Hyatt- “Celebrating our people” week long event

 Microsoft – 24 hour idea factory

 Walmart - concern and respect for staff

 South West Airlines- encourages informality and fun at workplace.

 Employees are valued , CEO Herb Kellehar acknowledging births ,
marriages & deaths by notes & cards.
 Southwest turn around times less than half the industry average.

 Hewlett Packard – formulate three personal & professional goals

,encourages for work-life balance
 Google set out to determine what makes a manager great at Google.

 This hypothesis was based on an early belief held by some of Google’s

leaders and engineers that managers are, at best, a necessary evil,
and at worst, a layer of bureaucracy.

 The team defined manager quality based on two quantitative

measures: manager performance ratings and manager feedback from
Google’s annual employee survey.

 This data quickly revealed that managers did matter: teams with great
managers were happier and more productive.

 But knowing that managers mattered didn’t explain what made

managers great.

 By going through the comments from the annual employee survey and
performance evaluations, the team found ten common behaviors
across high-scoring managers.
 1.Is a good coach
 2. Empowers team and does not micromanage
 3. Express interest in employee concern for success
and well-being Creates an Inclusive Team
Environment,
 4. Is productive and results-oriented
 5. Is a good communicator — listens and shares
information
 6. Help with career development
 7. Has a clear vision/strategy for the team
 8. Has key technical skills to help advise the team
 9. Collaborates across Google
 10. Is a strong decision maker
 Quora California company has a vacation tax which
everyone likes to pay.

 Fresh tilled soil gives its employees an all expense

paid Workation. send staff to exotic locations like
Costa Rica , Dominican Republic.

 Softwire ,London based pays for singing lessons, other

kind of on site lessons for other interest.

 At buffer , employees keep no secrets , not even their

sleeping patterns.

 Invite moms of employees to work for helping

employees have home cooked food.
 Embracing new technology
 Managing change
 Managing talent or Human capital
 Responding to the market – TQM ,process
reengineering
 Containing costs
 Diversity
 Cultural changes
 Changing attitude towards work
 The partnerships of line managers &HR
department
1. Work horse 2. Star

 Limited Capacity to accomplish  High Potential

the tasks

 Full of energy  High Performance

3.Problem child 4. Deadwood

 High Potential  Low Potential

 Low on performance  Low performance

 Time bound assignments.
 Hiring consultants or free agents for specific
requirements rather than permanent employees.
 Increased income through multiple assignments
 Exposure to different cultures , people and ways
of running business
 Build skill sets
 Can pursue their hobbies or passion.
 Requires meticulous planning and time mgt.
 Energy Management
 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your firm in court because of discriminatory
actions
 Have some employees think their salaries are
unfair and inequitable relative to others in the
organization
 Allow a lack of training to undermine your
department’s effectiveness
 Commit any unfair labor practices
 To be a globally respected corporation that provides best-of-
breed business solutions, leveraging technology, delivered by
best-in-class people. Infosys' Mission Statement

 HR as the collection of people & their characteristics at work.

 HR – people an org employs to carry out various jobs , tasks,&

functions in exchange for wages , salaries & other rewards.

 Features

 HR are the only assets that appreciate over a period.

 It alone can produce output larger than the input.
 Flexibility of an organization depends more on people than on any
technical factors.
  HRM is the process of acquiring, training, appraising,
and compensating employees, and of attending to their
labor relations, health and safety, and fairness concerns.

 Organization
People with formally assigned roles who work together to
achieve the organization’s goals.

 Manager
The person responsible for accomplishing the
organization’s goals, and who does so by managing the
efforts of the organization’s people.
1. As an HR Business Partner

2. As a Change Champion

3. As Administrative Experts

4. As an Employee Advocate
 Champion” for employee concerns
 Employee crisis management
 Responding to employee complaints
 People Management
The policies and practice which
govern how people are managed
and developed in organizations

Human Resources Management Human Capital Management

The strategic and coherent approach An approach to obtaining, analyzing
to the management the most of and reporting on data which informs
organization’s most valued assets – the direction of value adding people
the people working there who management strategic investment and
individually and collectively contribute operational decisions at corporate level
to the achievements of its objectives and at the level of front line
management
Personnel Management
Personnel mmanagement is concerned
with obtaining, organizing and motivating
human resources required by enterprise
 To act as a liaison between the top management &
the employees.
 To arrange & maintain adequate manpower inventory
,which ,in turn , ensures the smooth working of the
organization.
 To offer training as a way of developing skills ,
enhancing productivity,& increasing individual &
organizational performance to achieve the desired
results.
 To devise the employee benefits schemes for
improving employee motivation and group morale
and enhancing employer-employee cooperation.
 To ensure and enhance the quality of work life, which
refers to the employees’ perception of their physical
and psychological well-being at work.
 Now HR are considered as Human capital
which can be categorized into 3 categories:

 Intellectual capital - a product of

competence-( can do potential ) &
commitment (will do potential).

 Social Capital

 Emotional Capital
 The New HR managers
 High Performance work systems
 Managing ethics
 HR certification
 Evidence based HRM
 Strategic HRM
 Workplace safety
 Security of employee records
 Employee theft
 Affirmative action
 Comparable work
 Right to information versus Right to privacy
 Line Manager
◦ Is authorized (has line authority) to direct
the work of subordinates and is
responsible for accomplishing the
organization’s tasks.

 Staff Manager
◦ Assists and advises line managers.
◦ Has functional authority to coordinate
personnel activities and enforce
organization policies.
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition

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 HR Generalist
◦ A person with responsibility for performing a
variety of HR activities.
 HR Specialist
◦ A person with in-depth knowledge and expertise in
a limited area of HR.
 Important HR Capabilities:
◦ Knowledge of business and organization
◦ Influence and change management
◦ Specific HR knowledge and expertise