HRM TO SHRM

DRAMATIC CHANGE FROM HUMAN RESOURCE MANAGEMENT TO STRATEGIC MANAGEMENT i.e. MOVING FROM CLERICAL/OPERATIONAL ISSUES SUCH AS RECORDKEEPING,PAPER PUSHING etc to STRATEGIC PROGRAMS AND POLICIES IN LINE WITH ORGANISATIONAL POLICIES,
Example concept of BPO/KPOs.

DEFINITION OF SHRM

SHRM INVOLVES DEVELOPMENT OF CONSISTENT ALLIGNED COLLECTION OF PRACTICES. PROGRAMS. POLICIES,THAT FACILITATE ACHIEVEMENT OF ORGANISATION STRATEGIES.

DIFFERENCE BETWEEN HRM & SHRM

THRM

SHRM

STAFF SPECIALIST. LINE MANAGER CONSULTANTS. TRANSACTIONAL CHANGE FOLLOWER TRANSFORMATIONAL RESPONDENT. LEADER. SLOW,REACTIVE AND FAST PROACTIVE FRAGMENTED. INTEGRATED. SHORT TERM MEDIUM AND LONG. BUREAUCRATIC ORGANIC APPROACH.

CONTD..

THRM TIGHT DIVISION OF LABOUR,SPECIALISA -TION ORIENTED. CAPITAL PRODUCTS. COST CENTRED.

SHRM BROAD FLEXIBLE CROSS TRAINING TEAMS. PEOPLE,KNOWLEDGE INVESTMENT CENTRED.

MODEL OF SHRM
EXTERNAL ENV COMPETITION GOVT REGULATION TECHNOLOGY MARKET TRENDS. ECONOMIC CORPORATE STRATEGY BUSINESS STRATEGY EMPLOYEE SEPERATION STFNG TRNG

HR STRATEGY PLANNING DESIGN OF JOBS.

HRIS

PER.MG CP

INTERNAL ENV CULTURE. STRUCTURE POLITICS EMPL.SKILLS PAST STRAG.

LR

STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT IS THE PROCESS BY WHICH ORGANISATION ATTEMPTS TO DETERMINE WHAT NEEDS TO BE DONE TO ACHIEVE CORPORATE OBJECTIVES. MODELS OF STRATEGY INDUSTRIAL ORGANISATION (I/O) RBV MODEL-RESOURCE BASED VIEW

INDUSTRIAL ORGANISATION MDL.

TRADITIONAL MODEL. FORMED IN 1980s. PRIMARY DETERMINANT OF ORGANISATION STRATEGY IS EXTERNAL ENVIRONMENT. INDUSTRIES NEED TO CHOOSE SECTORS WITH GOOD OPPORTUNITIES AND USE THEIR RESOURCES ACCORDINGLY. THIS MODEL BELIEVES ,ORGN CAN BE SUCCESSFUL IN 2 WAYS OFFERING GOODS AND SERVICE AT LOW COST. BUILDING CONSUMERS AT PREMIUM PRICE.

RESOURCE BASED VIEW (RBV)

THIS MODEL FOCUSES ON ORGANISATIONAL RESOURCES AND CAPABILITIES. THIS INCLUDES ORGANISATION HUMAN RESOURCE. THIS CAN HAPPEN THROUGH ACQUISITION AND VALUE THEIR RESOURCES. RESOURCES CAN BE VALUABLE ONLY WHEN THEY ARE OF HIGH COST TO IMITATE AND NONSUBSTITUTABLE.

PROCESS OF STRATEGY MGMT

ENV.ANALYSIS COMPENSATION INDUSTRY STR. REGULATIONS. TECHNOLOGY. MARKET TREND ECONOMIC TREND. ORG.ASSET FINANCIAL. PHYSICAL HUMAN. TECH.MGMT CULTURE. STRUCTURE POWER. WRK.SYS.

MISSION STATEMENT

GL

HUMAN RESOURCES INCLUDE

TECHNICAL KNOWLEDGE. PERSONAL TRAITS. COMMITMENT. LOYALTY.

JUDGEMENT AND
MOTIVATION.

MANAGEMENT SYSTEMS

ASSESSING CULTURE. CORE VALUES. PHILOSOPHIES.

ORGANISATION SYSTEM

ACTS AS CATALYST,ONE OF THE MOST IMPORTANT BEING HR STRATEGIES,WORKS AS A FRAME WORK: POLICIES. PROGRAMMES etc.

CORPORATE STRATEGIES

EACH ORGANISATION FOLLOWS ITS OWN TAILOR MADE HR PRGRMS. 3 DIFFERENT GENERIC ORGANISATION STRATEGIES EACH APPROACH IS DIFFERENT TO ATTAIN FINAL RESULTS.

CO-RELATING GENERAL & HR

STRATEGY FOR GROWTH FURTHER PENETRATING EXISTING MARKET. DEVELOPING NEW MARKETS. DEVELOPING NEW PRODUCTS AND SERVICES

HR STRATEGY

ADEQUATE PLANNING. NEW EMPLOYEES( hired and trained)

HANDLING THE MARKET DEMAND.

CURRENT EMPLOYEES(PROMOTION&DEVELOPMENTOPPORTU NITIES) ENSURING PROPER FEED BACK FOR QUALITY.

HR STRATEGY FOR EXTERNAL GROWTH.

ACQUIRING OTHER ORGANISATION. ACQUIRING HAPPENS WITH COMPANIES WHO SUPPLY RAW MATERIAL. COMPANIES WHO ARE PART OF ORGANISATION DISTRIBUTION CHAIN. 2 KEY ISSUES OF HR

MERGING DISSIMILAR HR SYSTEMS

COMPANIES VISION AND OBJECTIVE AND STRATEGY.

STRATEGY 2

TURNAROUND/ RETRENCHMENT COST CUTTING.

SMALLER WORK FORCE.

DEMOTIVATED. CHALLENGE OF SURVIVORS.

STRATEGY- 3

BUSINESS UNIT STRATEGY SMALLER UNITS. HR STRATEGY SHORT TERM RESULT FOCUSED. JOB ASSIGNED MORE SPECIALISED CROSS TRAINING STAFFING PEOPLE OF FRESH IDEAS. SEGMENTATIONS.

EXAMPLES

P&Gs connect and develop strategy. Your encore-connecting retired scientists. P&Gs- Technology entrepreneurs. Suppliers network. Mr. Clean magic eraser.

Examples

Advent of employer branding Companies such as IBM,HP etc. Works a Picnic Lyndon Saldanha,Kanbay Software A Strategic move from focusing on the organisation of the business to business of the organisation

Examples.

Works a circus A major shift from people management to aspiration management. Tutor concept of technical staff gets sponsored for a full time masters programme in UK. Startrek:Fast- Track staggered leadership development programme.

Examples..

Hot desking Employees flexi time. EDGE-Employees development and growth through education,HR express.

INNOVATIVE STRATEGIC MOVES

HOT DESKING
FLEXI TIME. EDGE:EMPLOYEES DEVELOPMENT AND GROWTH THROUGH EDUCATION HR EXPRESS.

INVESTMENT PERSPECTIVE OF HUMAN RESOURCE

SOURCE OF EMPLOYEES TECHNICAL KNOWLEDGE

MARKET

CUSTOMER PROCESS

ENVIRONMENT

CONTD.

ABILITY TO LEARN AND GROW

OPENESS TO NEW IDEAS

ACQUISITION OF KNOWLEDGE

CONTD..

DECISION MAKING CAPABILITY. MOTIVATION. COMMITMENT.

TEAM WORK.

HR INVESTMENT FOR TRAINING

2 MAIN ASPECTS ARE COST AND BENEFIT

CONTD..

COST IN TERMS OF OUT OF POCKET COST. LOSS OF TIME IN THE JOB.

CONTD.
BENEFITS OF TRNG INVESTMENT ENHANCED PERFORMANCE.

POTENTIAL INCREASED LOYALTY.

MOTIVATION.

RISK FACTOR IN INVESTMENT

ENHANCED MARKETABILITY. DESIRABLE TO COMPETITORS.

CONTD..

WHY VALUE HUMAN ASSETS TO PHYSICAL ASSETS?

FACTORS INFLUENCING AN ORGANISATION INVESTMENT ORIENTATION

MANAGEMENT

VALUES. ATTITUDE TOWARDS RISK. UTILITARIANISM. AVAILABILITY OF OUTSOURCING NATURE OF EMPLOYEE SKILLS.

MANAGEMENT VALUES

TATA AND INFOSYS BELIEVE IN

LEARNABILITY AND GROWTH.

ATTITUDE TOWARDS RISK

ESOPS : EMPLOYEES STOCK OPTION.

SKILL NEEDED.

UTILITARIAN MENTALITY

COST

BENEFIT ANALYSIS

DISADVANTAGES

QUANTIFYING

PERFORMANCE BECOMES DIFFICULT.

MERGING CORPORATE STRATEGIES WITH STRATEGIES FOR HR

RPGs-FOOD WORLD. FIRST NATIONAL SUPER MARKET. STARTED AS DIVISION OF SPENCER

GROWTH

TODAY IS A SEPARATE COMPANY. HAS 89 OUTLETS. SIZE OF STORE 3000- 3500sqft.

VISION STATEMENT

BE A LEADING INDIAN GROUP WITH FOCUS ON MARKET . LEADERSHIP IN PROFITABILITY AND REVENUE IN OUR CHOSEN BUSINESS. BEING CUSTOMER CENTRED ORGANISATION. BEING THE MOST EXCITING PLACE.

RPGs VALUE

CUSTOMER SOVEREIGNTY. PEOPLE ORIENTATION.

INNOVATION AND ENTREPRENEURSHIP

TRANSPARENCY AND INTEGRITY. PASSION FOR PERFORMANCE

SPEED AND FLEXIBILITY.

HR PHILOSOPHY

RECOGNIZE AND HONOUR PERFORMANCE OF EMPLOYEES THROUGH AGGRESSIVE PERFORMANCE MANAGEMENT SYSTEM. AWARDS FOR OUTSTANDING PERFORMANCE. FAST TRACK CAREERS.

HR POLICIES

NEED TO HIRE FROM LOWER SOCIOECONOMIC CLASSES TO FILL FRONT LINE POSTS. NEED TO IDENTIFY ADVANCED COMPETENCIES . NEED TO TRAIN SALES PROFFESIONALS IN SPECIFIED AREAS. NEED TO EVALUATE AND REWARD EMPLOYEES WHO ARE EFFECTIVE.

HR PROGRAMS

RPG INSTITUTE OF RETAIL MANAGEMENT

STAR- SPECIALIZED TRAINING FOR ACCOMPLISHED RETAILER.

ALLIGNMENT OF HR STRATEGY WITH CORPORATE STRATEGY AT FOOD WORLD.

CUSTOMER CENTRIC. PASSION FOR SUPERIOR PERFORMANCE.

REDUCTION OF LIABILITY OR RISK.

FOCUS ON STRATEGIC MOVES. REDUCTION OF BUREAUCRACY AND INTERNAL POLITICS.

DESIGN AND REDESIGN OF WORK SYSTEM

MOST CHALLENGING TASKS IN ORGANISATION IS

ALLOCATING SPECIFIC TASK AND JOB RESPONSIBILITIES TO EMPLOYEES.

MODEL FOR DESIGN OF WORK SYSTEM

WHAT WORKERS DO? WHAT WORKERS NEED?

WORK SYSTEM

HOW JOBS INTERFACE WITH OTHER JOBS ?

REDESIGN MODEL FOCUSES ON

WHOLE OR IDENTIFIABLE PIECE OF WORK. TASK SIGNIFICANCE. EMPLOYEE PERCEIVES HIS/HER WORK IS IMPORTANT.

WHAT WORKERS NEED?

WORK/ LIFE BALANCE. STRESS MANAGEMENT PROGRAMMES

WORKERS VOICE.
OSHA- OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION ACT. ERGONOMICS.

JOB INTERFACE WITH OTHER JOBS WHAT HAPPENS WHEN THE JOBS ARE INTERRELATED TO EACH OTHER IN SUCH CASE HOW TO HANDLE ?

EARLY APPROACHES TO WORK SYSTEM

GENERAL MOTORS FOCUSED ON ASSEMBLY LINE. SPECIALIZATION. FOCUSING ON EMPLOYEES COMFORT. LESS FOCUS ON VARIETY AND CHALLENGES.

TODAYS ORGANISATION FOCUS

JOB ROTATION. JOB ENLARGEMENT.

JOB ENRICHMENT/VERTICAL LOADING.

COMPANIES TODAY ARE FOCUSING ON JOB CHARACTERISTICS MODEL

JOB CHARACTERISTICS MODEL

CRITICAL PSYCHOLOGICAL STATES

CORE JOB DIMENSION

PERSONAL AND WORK OUT COMES

CONTD

CORE JOB DIMENSIONS SKILL VARIETY. TASK IDENTITY. TASK SIGNIFICANCE

CONTD..
CRTICAL PSYCHOLOGICAL STATES

EXPERIENCED MEANINGFULNESS OF THE WORK.

CONTD

PERSONAL AND WORK OUTCOMES HIGH INTERNAL WORK MOTIVATION.

CONTD.

AUTONOMY

EXPERIENCED RESPONSIBILITY FOR OUTCOMES OF THE WORK

HIGH PERFORMANCE OF WORK

CONTD.

FEEDBACK

KNOWLEDGE OF THE ACTUAL RESULTS OF THE WORK CTIVITIES

HIGH SATISFACTION WITH WORK

CONTD

WHY IS ALL THE PREVIOUS STEP DONE?????

EMPLOYEE GROWTH NEED STRENGTH