This document discusses human resource management (HRM) concepts including generations in the workforce, job analysis, competencies, performance management, compensation and benefits, employee engagement, attrition, and retaining talent. It provides an overview of these topics and how they are interrelated in HRM. Models and frameworks are presented to illustrate compensation strategy, the pay model, total compensation, engagement drivers, and a talent map for workforce potential and segmentation.

1. HR- Connect the Dots
By V. Jagannathan
Presentation to Young HR Managers organized
by
SHARP FORUM- 2013

2. Expert–The term used to describe those individuals born between 1945
and 1964.
Generation X - The term used to describe individuals born between 1965
and 1980.
Generation Y - The term used to describe individuals born between 1985
and the present.

4. Job Analysis: HRM Tool
4
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
(Competencies)
Human Resource
Planning & Budget
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams

5. WHAT IS THE COMPETENCY? ( -ASK)
5
Improve the performance
Knowl
edge
Skills
Attitute

6. APPLICATION OF COMPETENCY MODEL
7
Training &
Development
Job Analysis
Personnel
Selection
Performance
Management
Staff Motivation
Mandated
leadership
courses
Define job
required
competencyKPI +
behavior
based PA
Competency
based interview
Competency based
retention system

7. Learning & Development Center
Competency
Development
programme
Career Development
Center
Training Center
Professional Competencies
Trainee and Apprentice
Development Programme
Young Manager
Programme
Leadership Development
Programme
Job Rotation program
Mandated Leadership
Training Programs
Professional Skill Training
Internal Trainer
Development
External consultant/
University Program
Key Talent Development
Programme
Culture Development
programme
Talent Management
Dedicated Learning and Development Centre
Leadership Competencies

8. Inputs
TOOLS ( Job Design and
Goal Setting)
Performance
( performance Appraisal)
Outcomes
( Pay and Career
opportunities)
Effort
Time
Education
Experience
Skills
Knowledge
Job behaviours
Quality of Work
Quantity of work
Level of work ( Satisfaction
of customers)
Pay
Job security
Benefits
Vacation
Job satisfaction
Feeling of accomplishments
Pleasures of doing
interesting work
Motivation/ Performance/ Interlinks
Inputs>>>>>>>>>>>>>>>>>>>>>>> Performance>>>>>>>>>>>>>>>>>>>>>>>>Outcome

9. Performance Pay Dynamics
Individual and referent
Equity= O/I= O/I
Overpayment = I>R
Underpayment =I<R
Ways to restore
Workers can change the input of output
Workers can change the referents inputs or outcomes
Workers change their perceptions of inputs and outcome
( either own or others)
Workers can change the referent
Workers leave the jobs or organisation or force referent to
leave the jobs

10. 11
Purpose of Compensation Strategy
Motivate &
Retain Staff
Attract talent
Performance based
Remuneration
Administratively
Efficient
Reward Valued
Behavior
Effective
Compensation
Ensure Internal
and External
Equity
Structured
Processes
Legal
Compliance

11. Compensation Model- Strategic Decisions links
Equity Compensation
Tool
Objective
External
(Pay Level)
Market Surveys Attraction
Internal
(Pay Structure)
Job Analysis Evaluation Retention
Individual
(Pay for Perf.)
Performance & Seniority Motivation
Procedural
Justice
(Pay Administration-
structure)
Communication, Appeals Culture and ,
Commitment
12

12. The Pay Model
Business Goals
Business
Strategy
Compensation
Plan
Market Surveys
Compensation
Strategy
Job Analysis &
Evaluation
Comp & Ben Inputs
Total
remuneration
Performance
Management
Non-Financial
RewardsOrg.Structure
Performance
linked Pay
Individual Pay
Contribution
/Expected out puts
Internal Equity External Equity
MDHRHeadEmployee
C&BTeam
Pay levels /
structures
Compensation activities
serve Business
Objectives
Compensation strategy
is periodically
reevaluated and the
Compensation plan
periodically developed
Compensation & Benefit
team work on
development and
implementation

13. • Facilitate the Organization Performance—
Links the compensation of employees to the mission, objectives, philosophies, and culture of the organization.
(strategic congruence)
• Control Labor Costs ( by using compensation- ratio)
• Attitudes and Behaviors ( Attract, Retain, Motivate)
• Follow Laws and Regulations ,
• Comparable with others and No Discrimination
• Objective :
“Competitive pay for key and contributing performance to Attract,
Retain, Motivate the human assets by efficient methods and uniform
process”
14
Pay Model
1.Compensation Objectives

14.  Equity ( Match/ lead/ lag)
 External Equity
Comparison: outside organization comparison with
Market
 Internal Equity
Comparison: inside organization, among jobs
 Employee Equity
Comparison: individuals doing same job for same
organization
15
Pay Model
II. Foundation Concepts

15.  A. Pay Level ( External Equity)- Pay Levels compare to market
 lead competition ( Asst. Manager and Above)
 match competition ( Below Asst. Manager)
 lag competition ( Based on demand and supply)
 Mechanism Used: Market Survey
 B. Pay Structure ( standardization)
Pay more for jobs with
 greater qualifications
 less desirable working conditions
 more valuable output
 Mechanism used: Job analysis and job evaluation
 C. Individual Pay Rates ( Seniority or Pay for Performance or layers) Techniques
 Flat Rate ( Fixed)
 Pay Ranges
 Mechanisms used: Performance or Seniority
16
A Pay Model
III. Techniques for C& B Management

16. 17
Pay Structure
Techniques tie the four basic policies to the pay objectives
( Need, Expectancy, Equity, Procedural Justice )

17. LOAN BENEFITS,
good salary
Fast Tract
Candidate
approach
Regular Increment ,
, correction
approach
Personal accident
policy, Group
Mediclaim policy,
Keyman insurance
policy
Promotion
approach
Car Policy,
Telephone,
Gratuity, SAS,
PF
HOUSING
LOAN / CAR
LOAN/ Asset
building
opportunity
Post Retirement
programe ( Mediclaim
faciity etc)

18. •Job Environment
•policies, supervision, co-
workers, status symbols,
working conditions,
flextime, compressed work
week, job sharing, flexible
benefits programs
•The Job
•interesting, challenging,
responsible, opportunity for
recognition, advancement,
feeling of achievement
•Insurance
•Social security benefits
•Paid absences
•Suggestion rewards
•Benefits like canteen,
• transport, loan,
U Uniform
•Wages
•TAI
•Bonus
•Incentives
Financial-
Direct
Financial-
Indirect
Non-
Financial-
Indirect
Non-
Financial
Direct
19
C & B programme
Total Compensation -
Extrinsic
Total Compensation -
Intrinsic

19. What is Engagement?
 Capturing the hearts and minds of all people that inspires their behaviors
toward discretionary effort and greater contribution.
 3 key factors in an engaged employees:
Reference: Hewitt Engagement Report

20. Engagement Drivers By Age
Reference: Hewitt Asia Engagement Report

21. Employee Engagement Drivers

23. What Motivate Top Talent
 Organization reputation
 Differentiated compensation and recognition
 Customized development plan
 Regular and open dialogues
 Less bureaucracy
 Valued for contribution

24. *
The Attrition cycle
Passive
disengagement
Introspection
stage
Active
disengage
ment
Decision
making
Transition
stage
Withdrawal
stage
Employee
exit
employee
External
factor-Pull
Internal
trigger-
Push

25. *
Retaining employees in the
Attrition cycle
Passive
disengagement
Active
disengagement
Transition
stage
Withdrawal
stageEmployee
exit
Engaged
employee
Communicate/
clarify
Involve
Realign/ Re
Induction
etc.
Counter- sell

26. What attract and retain direct labor
force

27. 4.Experts 7.High/Early Potential 9.High/Early Potential
(
2.Contributor 5.Contributor 8.High/Early Potential
1.Concerns 3.Concerns 6.New Entrants (<1year
service)
LOW MEDIUM HIGH
POTENTIAL
HIGH
LOW
MEDIUM
Talent Map

29. Basic OB
Model,

30. Thank you