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HUMAN RESOURCE MANAGEMENT.(An Introduction),[object Object],www.humanikaconsulting.com,[object Object]
The Flow,[object Object],Definition,[object Object],Approaches and their Implications,[object Object], Functions,[object Object], Emerging Roles,[object Object], Challenges,[object Object], Strategic HR Management,[object Object], In a Nutshell,[object Object],9/1/2010,[object Object],2,[object Object]
Definition,[object Object],   Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals,[object Object],9/1/2010,[object Object],3,[object Object]
Strategic/Long-term,[object Object],They all matter…,[object Object],Without being great at the short-term, little space for long-term.  Executing the short-term things well, build credibility,[object Object],When people think about HR they think about admin and employees.  When they think about great HR they think about strategic and change agents,[object Object],Strategic Partner ,[object Object],– Align HR and business ,[object Object],Strategy:  Org. Diagnosis/,[object Object],Org. Capability Analysis,[object Object],Change Agent ,[object Object],– Manage ,[object Object],transformation,[object Object], and change: ,[object Object],ensuring capacity ,[object Object],for change,[object Object],Process				       People,[object Object],Employee ,[object Object],Champions ,[object Object],– Increase employee ,[object Object],commitment and ,[object Object],capability:  People ,[object Object],Basics, PAS  ,[object Object],Administrative ,[object Object],Expert ,[object Object],– Create efficient, ,[object Object],reliable and effective ,[object Object],HR processes that meet ,[object Object],customer requirements:,[object Object],HR Ops – trains run on ,[object Object],time,[object Object],Operational/Day-to-day,[object Object],HR Role,[object Object]
Strategic Partner – 2 tools,[object Object],Organization Architectures / Frameworks,[object Object]
Administrative Experts,[object Object],Customer/consumer-centric,[object Object],Know what the customer values,[object Object],Constantly strives to deliver in a way 					that meets customer standards,[object Object],Measure what they care about,[object Object],Processes,[object Object],Simple for customer/consumer,[object Object],Simple as possible for HR to execute,[object Object],Understood by HR and the customer/consumer group,[object Object],Minimum hand-offs,[object Object],Measured,[object Object],Accurate,[object Object],Systems thinking - impact of change in one area is understood in another area,[object Object],We extend an expat stay so we think about all the things that need to change work permits, leases, schooling, expat staffing planning etc.,[object Object],An employee resigns and we think about all the things to effectively get them off the payroll, and we proactively think about the things needed for work continuity (short-term and long-term),[object Object],Technology,[object Object],To support processes,[object Object],To provide MI ,[object Object],This is different than ,[object Object],saying we need to pay ,[object Object],employees at the P75 or ,[object Object],giving expats inappropriate ,[object Object],benefits,[object Object]
Employee champion,[object Object],PAS,[object Object],Proactively identify and implement tactics to increase employee satisfaction, engagement and commitment,[object Object],Performance / project manage the delivery of interventions,[object Object],Challenge /cajole management,[object Object],People basics,[object Object],Ensure appropriate development,[object Object],Ensure quality feedback,[object Object],Performance / project manage the delivery of interventions,[object Object],Challenge /cajole management,[object Object],Coaching managers,[object Object],Building their skills,[object Object],Proactive insight of employee impact from their decisions,[object Object],Proactive employee relations,[object Object],Constantly monitoring climate, and coaching management on interventions needed,[object Object]
Change Agents,[object Object],Change success factors:,[object Object],Leading change / sponsorship clear – leader who:,[object Object],Owns and champions change,[object Object],Publicly commits to making it happen,[object Object],Gets resources,[object Object],Gives it attention,[object Object],Shared need – employees know they should change / overcome employee resistance,[object Object],Shape the vision – what is the desire outcome,[object Object],Do people see the behavioural change needed?  Understand how it benefits others?,[object Object],Build commitment,[object Object],Recognize other stakeholders; build coalitions,[object Object],Changing systems and structures to support the change – do people understand the other things that will need to change to support the big change?,[object Object],Monitor Progress / performance manage delivery / what is success,[object Object],Execute the plan / follow-thru,[object Object]
9/1/2010,[object Object],9,[object Object]
Maintaining HR,[object Object],9/1/2010,[object Object],10,[object Object]
Why human relations approach Failed??,[object Object],9/1/2010,[object Object],11,[object Object]
Human Resources Approach,[object Object],Organization goal & needs of employee are capable of existing in harmony ,[object Object],Employees are asset for organization,[object Object],Organization should create contributive work environment to reap maximum benefit,[object Object],9/1/2010,[object Object],12,[object Object]
Challenges Before HR Manager,[object Object],9/1/2010,[object Object],13,[object Object]
9/1/2010,[object Object],14,[object Object]
Operative Functions,[object Object],15,[object Object]
Employment,[object Object],16,[object Object]
Human Resource Planning,[object Object],Present and future manpower requirements,[object Object],Net human resource requirements,[object Object],Mould, change and develop employees to meet future organizational requirements,[object Object],Attract and acquire human resources from the market,[object Object],17,[object Object]
Recruitment,[object Object],Tapping existing sources of applicants,[object Object],Identifying new sources of applicants,[object Object],Attracting the candidates to apply for jobs in the organization,[object Object],Deciding the recruitment procedure,[object Object],18,[object Object]
Selection,[object Object],19,[object Object]
Human Resource Development,[object Object],20,[object Object]
Compensation,[object Object],21,[object Object]
Employee Relations,[object Object],Employees in organizational context, as a social group,[object Object],Determining the job satisfaction level of the employee,[object Object],22,[object Object]
Emerging Role of Human Resource Management,[object Object],   It is the competence and attitude of the human resource that can make or break a business.,[object Object],9/1/2010,[object Object],23,[object Object]
Value of Human Resources,[object Object],9/1/2010,[object Object],24,[object Object]
Human resources- A competitive advantage,[object Object],9/1/2010,[object Object],25,[object Object]
Human resource accounting,[object Object],9/1/2010,[object Object],26,[object Object]
9/1/2010,[object Object],27,[object Object]
9/1/2010,[object Object],Free template from www.brainybetty.com,[object Object],28,[object Object]
Challenges For HR Professionals,[object Object],   WHY AND WHERE????,[object Object],WHAT???,[object Object],9/1/2010,[object Object],29,[object Object]
Where did these challenges come from???,[object Object],9/1/2010,[object Object],30,[object Object]
Strategic Human resource Management ,[object Object],9/1/2010,[object Object],31,[object Object]
9/1/2010,[object Object],32,[object Object]
IN A NUTSHELL,[object Object],9/1/2010,[object Object],33,[object Object]
9/1/2010,[object Object],34,[object Object]
9/1/2010,[object Object],35,[object Object]
THE CHALLENGES,[object Object],9/1/2010,[object Object],36,[object Object]

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