HUMAN RESOURCEMANAGEMENT : SOURAV SHIVHARE {CHIMC, INDORE} HUMAN RESOURCEMANAGEMENT SOURAV SHIVHARE CHIMC, INDORE

Why Human Factor is More Important? : Japan had emerged as wonder Nation of last century 5 M Assets Akio Morita - Employees are the most valuable part of Co. Organisations exist for the people HR is most complex and unpredictable in its behavior This is the only resource which appreciates in its value with the passage of time. Human resources are unique in character and are heterogeneous

HRM vis--vis Culture : SOURAV SHIVHARE {CHIMC, INDORE} HRM vis--vis Culture The culture of an organisation is made up of traditions, values, habits and patterns of relationships at work Corporate Mission/philosophy and strategic plan gives birth to culture HR Planning defines culture Recruitment and selection process locate the barriers of the culture Training & Development helps in instilling the culture

HRM vis--vis Culture . : SOURAV SHIVHARE {CHIMC, INDORE} HRM vis--vis Culture . Goal Setting and appraisals make the culture effective Reward Management reinforces the culture Succession Planning helps in maintaining the culture Global Focus Integrate HR functions with Industrial Relations to achieve excellence & develop organisational citizenship

Concept of HRM and Defining : SOURAV SHIVHARE {CHIMC, INDORE} Concept of HRM and Defining According to NIPM HRM is that part of Management which is concerned with people at work and their relationships within Organisation. It seeks to bring together people, enabling each to make his own best contribution to success both as an individual and as a member of a working group.

Defining HRM : SOURAV SHIVHARE {CHIMC, INDORE} Defining HRM HRM is Planning, Organising, Directing & Controlling ofProcurement, Development, Compensation, Integration, Maintenance & Separation Of Human Resources with the aim that Individual, Organisational & Social Objectives are accomplished (Flippo)

Objectives and scope of HRM : SOURAV SHIVHARE {CHIMC, INDORE} Objectives and scope of HRM To provide well trained & well motivated employees To utilise skills & knowledge of employees effectively and efficiently To enhance job satisfaction of employees To maintain high morale and better human relations To provide opportunities for training and advancement To develop and maintain a quality of work life To establish and maintain productive self-respecting working relationships To satisfy individual needs & group goals

Features of HRM : SOURAV SHIVHARE {CHIMC, INDORE} Features of HRM Comprehensive Function People-Oriented Action Oriented Individual Oriented Development Oriented Pervasive Function Continuous Function

Slide 9: SOURAV SHIVHARE {CHIMC, INDORE} Interdisciplinary Nervous system. Young discipline Futureoriented Challenging Function Science as well an Art Staff function Cont..

HRM as Major System : SOURAV SHIVHARE {CHIMC, INDORE} HRM as Major System

HRM as Major System.Administrative Sub-System1. Recruitment2. Induction3. Placement4. Working Conditions5. Wages & Salary Administration : SOURAV SHIVHARE {CHIMC, INDORE} HRM as Major System.Administrative Sub-System1. Recruitment2. Induction3. Placement4. Working Conditions5. Wages & Salary Administration

HRM as Major System.Developmental Sub-System1. Manpower Planning2. Performance Appraisal3. Staff Welfare4. Training & Development5. Career Planning6. Organisational Development : SOURAV SHIVHARE {CHIMC, INDORE} HRM as Major System.Developmental Sub-System1. Manpower Planning2. Performance Appraisal3. Staff Welfare4. Training & Development5. Career Planning6. Organisational Development

HRM as Major System.Preventive Sub-System1. Grievance Redressal2. Discipline3. Industrial Relations : SOURAV SHIVHARE {CHIMC, INDORE} HRM as Major System.Preventive Sub-System1. Grievance Redressal2. Discipline3. Industrial Relations

EVOLOUTION OF HRM:( Indian Context) Beginning of 20th Century - Jobbers 1931 - Labour Welfare Officer After Independence Personnel Manger Shifted concern for welfare to higher efficiency 1970 - HRM 1980 - New Technologies HRM Challenges & HRD 1990 - Human Values & Productivity Human Capital : SOURAV SHIVHARE {CHIMC, INDORE} EVOLOUTION OF HRM:( Indian Context) Beginning of 20th Century - Jobbers 1931 - Labour Welfare Officer After Independence Personnel Manger Shifted concern for welfare to higher efficiency 1970 - HRM 1980 - New Technologies HRM Challenges & HRD 1990 - Human Values & Productivity Human Capital

Personnel to HRM :

SOURAV SHIVHARE {CHIMC, INDORE} Personnel to HRM PERSONNEL Part of HRM Coping Role Reactive Maintenance & Administrative Function Routine HRM Larger System Proactive Plus Developmental Function Strategic

Personnel to HRM : SOURAV SHIVHARE {CHIMC, INDORE} Personnel to HRM PERSONNEL Inverted Orientation Employees treated as Nuts & Bolts which can be replaced Procedures designed to achieve maximum efficiency HRM Integrated Treated as part of the system: Mutual Respect, Trust, Goals, Rewards Responsibilities Procedures designed to reduce human wastages

HRM ASTD MODEL : SOURAV SHIVHARE {CHIMC, INDORE} HRM ASTD MODEL H.R. Planning Personnel Research & Information System Selection & Staffing Training & Development Compensation/Benefits Organisation & Development Organisation/Job Design Employee Assistance Union/Labour Relations

HRM ASTD MODEL .. : SOURAV SHIVHARE {CHIMC, INDORE} HRM ASTD MODEL .. HR AREAS : OUTPUT QWL (Quality of Work Life) Productivity Readiness for Change

Functions of HRM : SOURAV SHIVHARE {CHIMC, INDORE} Functions of HRM I. Managerial Functions: a. Planning b. Organizing C. Directing d. Controlling. II. Operative Functions: a. Procurement b. Development c. Compensation d. Integration e. Maintenance f. Separation

Roles & Responsibilities of HRM : SOURAV SHIVHARE {CHIMC, INDORE} Roles & Responsibilities of HRM As a Specialist Facilitator Should be considered as a source of help As an Information Source Record Keeper & Researcher As a

Change Agent Policy Announcements 4. As a Controller Partner in Top Management 5. As a Liaison Man Cross functional effectiveness 6. As a House Keeper As a Fire-Fighter Shock Absorber Trouble Shooter

Strategic Role of HR : SOURAV SHIVHARE {CHIMC, INDORE} Strategic Role of HR Recruiting experienced, talented persons well in advance from campus & market both Improved planning of assignments Improved analysis & control of HR related costs Stability & Mobility of workforce employed Organisational Effectiveness Untapped Potential of HR

Organisation Structure of HR Dept.. Chief Manager, HR : SOURAV SHIVHARE {CHIMC, INDORE} Organisation Structure of HR Dept.. Chief Manager, HR M O O O

HR Deptt. In Line Organisation : SOURAV SHIVHARE {CHIMC, INDORE} HR Deptt. In Line Organisation Human Resource Manager Unity of Command:: Every Employee is accountable to one superior

HR Deptt. In Functional Organisation : SOURAV SHIVHARE {CHIMC, INDORE} HR Deptt. In Functional Organisation Human Resource Manager Every employee reports to several functional heads. Expert Advice is available; Line of Authority not clear. Co-ordination & control hampered.

HR Deptt. In Line & Staff Organisation : SOURAV SHIVHARE {CHIMC, INDORE} HR Deptt. In Line & Staff Organisation Human Resource Manager Line Relationship ____________ Staff Relationship --------------------

HR Deptt. (Divisional Structure) : SOURAV SHIVHARE {CHIMC, INDORE} HR Deptt. (Divisional Structure) Human Resource Manager Performance of divisions can be compared Duplication of staff & facilities

Matrix Structure : SOURAV SHIVHARE {CHIMC, INDORE} Matrix Structure Project A Manager Project B Manager

Recruitment : SOURAV SHIVHARE {CHIMC, INDORE} Recruitment What is Recruitment? What is Procurement? The Difference Between Recruitment and Selection and Placement. Why Recruitment is more important for an organization? How not to recruit employees in the organization? General Factors affecting Recruitment:

RECRUITMENT : SOURAV SHIVHARE {CHIMC, INDORE} RECRUITMENT It is the process of attracting the potential employees of the organisation. It is a positive process The purpose is to have right kind of people, who meet the criteria laid down in job specification.

OBJECTIVES OF Recruitment : SOURAV SHIVHARE {CHIMC, INDORE} OBJECTIVES OF Recruitment To meet the most ideal source of recruitment Should be cost effective Fair & Accurate information to potential employees Should conform to changing needs of the organisation.

Factors affecting Recruitment :

SOURAV SHIVHARE {CHIMC, INDORE} Factors affecting Recruitment Size of the Orgn. Employment conditions around Working Conditions Salary & Perks offered Stage of the Orgn.

The sources of Recruitment : SOURAV SHIVHARE {CHIMC, INDORE} The sources of Recruitment INTERNAL SOURCES 1. Transfers 2. Promotions EXTERNAL SOURCES 1. Press Advertisements 2. Educational Institutions 3.Placement Agencies 4.Employment Exchanges 5.Labour Contractors 6.Unsolicited Applicants 7.Recommendations 8.Recruitment at Factory gate 9. Online

Techniques of Recruitment : SOURAV SHIVHARE {CHIMC, INDORE} Techniques of Recruitment 1. Direct: Employee Contacts, Manned Exhibits, Waiting Lists, Scouting (Traveling recruiters) 2. Indirect: Advertisement in Newspapers, journals, radio, television: When recruiters want to reach large target group 3. Third Party: Various recruitment agencies, employment exchanges, trade unions, labour contractors. Internet: 25% of Net users search for jobs on Internet

Recruitment Process : SOURAV SHIVHARE {CHIMC, INDORE} Recruitment Process Steps in Recruitment Process: 1. Requisitions for recruitment from other department 2. Locating and Developing the sources of Required number and type of employees 3. Identifying the prospective employees with required characteristics 4. Communicating the information about the organization, the job and the terms of conditions of service. 5. Encourage the identified candidates to apply for jobs In the organization. 6. Evaluating the effectiveness of recruitment process.

What is Selection? : SOURAV SHIVHARE {CHIMC, INDORE} What is Selection? Selection is the process of choosing the most suitable persons out of all the applicants. Selection is a process of matching the qualifications of applicants with the job requirements. It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate. The purpose of Selection is to pick up the right person for every job. Selection is negative process as it rejects a large number of unsuitable applicants from

the pool.

Selection Process : SOURAV SHIVHARE {CHIMC, INDORE} Selection Process 1. Initial Screening 2. Application Blank 3. Selection Test 4. Employment Interview 5.Medical Examination 6.Reference Checks 7. Final Approval

Application Blank : SOURAV SHIVHARE {CHIMC, INDORE} Application Blank Identifying Information Personal Information Physical Characteristics Family Background Education: Academic, Technical, Professional Experience References Miscellaneous Extra Curricular, hobbies, membership of professional bodies etc.

Methods of Selection : SOURAV SHIVHARE {CHIMC, INDORE} Methods of Selection (a) Tests: 1. Aptitude Tests: Mental or Intelligence test Mechanical test 2. Achievement Tests: - Job Knowledge test - Work sample test 3. Personality Tests: Objective test Projective test Situation test 4. Interest Tests: Continued

Methods of Selection (continued) : SOURAV SHIVHARE {CHIMC, INDORE} Methods of Selection (continued) (b) Interviews Informal Interview Formal Interview Structured Interview Non-Directed or Unstructured Interview Depth Interview Group Interview Stress Interview Panel or Board Interview

Induction/Orientation : SOURAV SHIVHARE {CHIMC, INDORE} Induction/Orientation Definition: Orientation or induction is the process of receiving and welcoming an employee when he first joins a company and giving in the basic information he needs to settle down quickly and happily and start work.

Objectives of an Orientation/Induction program : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of an Orientation/Induction program To help the new comer to overcome his shyness To build new employees confidence To develop the new entrants a sense of belonging and loyalty To foster a close and cordial relationship To prevent false impression and negative attitude of the new employees To give the new comers necessary information like canteen, locker room. Rest periods and leave rules etc

Advantages of an Orientation/Induction program : SOURAV SHIVHARE {CHIMC, INDORE} Advantages of an Orientation/Induction program It helps to build two way communication It facilitates informal relations and team work Induction is helpful in supplying information about the organisation, job, and welfare of employees Proper Induction will reduce employees grievances, absenteeism and labour turnover Induction helps to develop good public relations and improve the overall morale of employees An Induction programme proves that the company is taking a sincere interest in getting him off to a good start

Contents of an Induction programme: : SOURAV SHIVHARE {CHIMC, INDORE} Contents of an Induction programme: Brief history and operations of the company. Products and services of the company. The companys organization structure. Location of departments and employee facilities. Policies and procedures of the company. Rules, regulations and daily work routines. Grievance procedures.

Contents of an Induction programme:. : SOURAV SHIVHARE {CHIMC, INDORE} Contents of an Induction programme:. Safety measures Standing orders and disciplinary procedures Terms and conditions of service including wages, working hours, over time, holidays etc. Suggestion schemes Benefits and services for employees. Opportunities for training Career Path, Promotion, Transfer etc.

Induction Program: : SOURAV SHIVHARE {CHIMC, INDORE} Induction Program: 3 STEPS: General Orientation Specific Orientation Follow up Orientation

Placement : SOURAV SHIVHARE {CHIMC, INDORE} Placement It is the process of assigning a specific job to each of selected candidates Personality job fit Proper placement helps to : Improve Morale Reduce turnover Reduce Absenteeism Job Satisfaction Psychological adjustment

Socialisation : SOURAV SHIVHARE {CHIMC, INDORE} Socialisation It is the process of adaptation. It is the process by which new employees learn and inculcate norms and values of an organisation Induction is the part of Socialisation Induction is confined to new recruits, whereas Socialisation also covers cases of Transfers and Promotion

Human Resource Policies : SOURAV SHIVHARE {CHIMC, INDORE} Human Resource Policies Essentials of sound HR Policy : In writing Clarity Contributing to Organisational Objectives Stable & Long Lasting Flexible Interest of all Just, fair & equitable Sense of Security Delegation of Authority Teamwork & Loyalty Prompt Decision Making

Human Resource Policies : SOURAV SHIVHARE {CHIMC, INDORE} Human Resource Policies TYPES: Source 1. Originated 2.Appealed 3.Imposed Scope 1. General 2. Specific Form 1. Written 2. Implied

Human Resource Policies :

SOURAV SHIVHARE {CHIMC, INDORE} Human Resource Policies FORMULATION : Need Identification Collecting Information Examining Approval Communicating Evaluating

PROMOTION : SOURAV SHIVHARE {CHIMC, INDORE} PROMOTION Advancement to higher post Upward Movement in hierarchy More responsibilities Higher Status Better Salary DRY promotion

PROMOTION POLICY : SOURAV SHIVHARE {CHIMC, INDORE} PROMOTION POLICY Every Organisation should have well established Promotion Policy. In writing and communicated to all Uniform in all the Departments. Ratio of Internal promotion & external promotion should be the same Due weightage to seniority, merit & future potential.

PROMOTION POLICY : SOURAV SHIVHARE {CHIMC, INDORE} PROMOTION POLICY Fixation of Responsibility Centre to take decisions on promotions. Provision for appeal and review Counseling to rejected candidates Fair; impartial Consistent

BASES OF PROMOTION : SOURAV SHIVHARE {CHIMC, INDORE} BASES OF PROMOTION Seniority Merit Merit-cum-seniority

Transfer : SOURAV SHIVHARE {CHIMC, INDORE} Transfer A transfer refers to a horizontal or lateral movement of an employee from one job to another in the same organization without any significant changes in status and pay. It has been defined as lateral shift causing movement of individuals from one position to another usually without involving any marked change in duties, responsibilities, skills needed or compensation

Need and purpose of Transfers : SOURAV SHIVHARE {CHIMC, INDORE} Need and purpose of Transfers 1. To meet organizational needs 2. To satisfy employee Needs 3. To better utilize Employees 4. To make the Employee More versatile 5. To adjust the work force 6. To Punish Employees

Types of Transfers : SOURAV SHIVHARE {CHIMC, INDORE} Types of Transfers 1. Production Transfer 2. Versatility Transfer 4. Remedial Transfer 5. Shift Transfer

Demotion : SOURAV SHIVHARE {CHIMC, INDORE} Demotion Demotion implies the assignment of an employee to a job of lower rank with lower pay. It refers to downward movement of an employee in the organizational hierarchy with lower status and lower salary. It is downgrading process and a serious type of Punishment, hence it should be used tactfully and only when it is absolutely necessary.

Need for Demotion: Why and When : SOURAV SHIVHARE {CHIMC, INDORE} Need for Demotion: Why and When 1. Adverse Business Conditions 2. Incompetence 3. Technological Change 4. Disciplinary Measure.

HUMAN RESOURCE PLANNING : SOURAV SHIVHARE {CHIMC, INDORE} HUMAN RESOURCE PLANNING ASSIGNMENT: What do you understand by HR Planning? Discuss the various steps involved in effective HR Planning.

HUMAN RESOURCE PLANNING :

SOURAV SHIVHARE {CHIMC, INDORE} HUMAN RESOURCE PLANNING Definition: Comprehensive Definition: It is the process by which management determines how an organisation should move from its current manpower position to its desired manpower position. Through it, management strives to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organisation, and the individual receiving, maximum long-range benefit 2. HRP is concerned with the flow of people into, through & out of an organisation.

Objectives of HRP : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of HRP To ensure optimum use of existing HR To forecast future requirements for HR To provide control measures To link HRP with Organisational Planning To determine levels of Recruitment and Training To estimate cost of HR and Housing needs of Employees To meet the needs of Expansion and Diversification programmes To assess shortage and surplus of HR

Need and Importance of HRP : SOURAV SHIVHARE {CHIMC, INDORE} Need and Importance of HRP To carry on its work and to achieve its objectives HRP identifies gaps There is need to replace employees HRP facilitates expansion and growth HRP helpful in effective utilization of HR and Technology HRP is useful in anticipating Cost of HR which facilitates budgeting easier HRP facilitates Career and succession planning HRP helps in planning for physical facilities like canteen staff quarters etc

Why HRP gained so much focus in recent times : SOURAV SHIVHARE {CHIMC, INDORE} Why HRP gained so much focus in recent times Employment situation Technological Changes Organizational Changes Demographic Changes Lead time Hiring costs Increased Mobility Shortage of Skills Legislative Controls Pressure Groups Systems Concepts

Process of HRP : SOURAV SHIVHARE {CHIMC, INDORE} Process of HRP 1. Analyzing Organizational Plans 2. Forecasting Demand for HR 3. Forecasting supply of HR 4. Estimating Manpower Gaps 5. Action Planning 6. Monitoring and Control

Process of HRP : SOURAV SHIVHARE {CHIMC, INDORE} Process of HRP Collect Information: (A) From External Environment: 1. Economy General & Specific 2. Technology 3. Competition 4. Labour Market 5. Demographic & Social Trends 6. Govt. Regulations (B) From Inside the Organization: 1. Strategy 2. Business Plans 3. Current HR 4. Rate of Turnover & Mobility

Process of HRP .. : SOURAV SHIVHARE {CHIMC, INDORE} Process of HRP .. II. Forecast Demand for Human Resources: (A) Short & Long Run (B) Aggregate or Individual Positions Forecast Supply of Human Resources: (A) Internal Supply (B) External Supply Plan & Conduct Needed Programs (A) Increase or Reduce Work Force Size (B) Change Skill Mix Composition (C) Develop Managerial Succession Plan (D) Develop Career Plans Feedback on Planning Process Was the Forecast accurate? Did the programs meet the needs?

Job Design : SOURAV SHIVHARE {CHIMC, INDORE} Job Design It is the process of deciding contents of a task in terms of duties & responsibilities Methods/techniques to be used in carrying out task Job Design integrates Work Content Rewards Qualifications required Employee Needs Organisation Needs

Job Design .. : SOURAV SHIVHARE {CHIMC, INDORE} Job Design .. Job Characterstics : Skill Variety Task Identity Task Significance Autonomy Feedback

Job Design : SOURAV SHIVHARE {CHIMC, INDORE} Job Design

1. Job Rotation : SOURAV SHIVHARE {CHIMC, INDORE} 1. Job Rotation Shifting from one job to another. Level does not change Benefits: Individual Broadens the knowledge & skills. Variety of work Improves self image Negative: Not much impact on employee enthusiasm and efficiency

2.. Job Enlargement: : SOURAV SHIVHARE {CHIMC, INDORE} 2.. Job Enlargement: Expanding the Number of Tasks or Duties Horizontal expansion One set of task is added to another It is resisted by employees

3. Job Enrichment : SOURAV SHIVHARE {CHIMC, INDORE} 3. Job Enrichment Vertical expansion More decision taking Empowerment Positive: Increased motivation Job satisfaction Reduced absenteeism Self esteem, Intrinsic reward Negative: If there is no urge of employee to take more responsibility If employee is lazy; desired outcome will not be there Increased cost of implementation It is intrinsic reward, but must be supported by extrinsic reward

Assignments : SOURAV SHIVHARE {CHIMC, INDORE} Assignments 1.What are the challenges of HR Executives in the present day business scenario? 2. State essential qualities of Successful HR Manager? 3. Draw an organizational chart of an MNC known to you and state whether HR function line or Staff function.

Further Readings : SOURAV SHIVHARE {CHIMC, INDORE} Further Readings 1. Human Resource Management Dr. C.B. Gupta Sultan Chand & Sons Pub. 2. Human Resource Management S.S. Khanka S. Chand Pub. Personnel Management & Industrial Relations P.C. Tripathi Himalaya Pub.

Job Analysis : SOURAV SHIVHARE {CHIMC, INDORE} Job Analysis Job analysis is a formal and detailed study of jobs It refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the job It is essentially a process of collecting and analyzing all pertinent data relating to a job

Objectives of Job Analysis : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of Job Analysis Job design Work Standards Recruitment Selection Training Performance appraisal Job evaluation Safety

Benefits of Job Analysis : SOURAV SHIVHARE {CHIMC, INDORE} Benefits of Job Analysis 1. Human Resource Planning 2. Recruitment and Selection 4. Placement and Orientation 5. Training and Development 6. Performance Appraisal 7. Career Path planning 8. Job Design 9. Job Evaluation 10 Labour Relation 11. Employee Counselling 12. Health and Safety

The process of Job Analysis : SOURAV SHIVHARE {CHIMC, INDORE} The process of Job Analysis 1. Organisational Analysis 2. Organising Job Analysis Programme 3. Deciding the uses of Job Analysis Information 4. Selecting Representative Jobs for analysis 5. Understand Job Design 6. Collection of Data 7. Developing a Job Description 8. Preparing a Job Specification

Techniques of Job Analysis : SOURAV SHIVHARE {CHIMC, INDORE} Techniques of Job Analysis 1. Job Performance 2. Personal Observation 3. Interview 4. Questionnaire 5. Critical Incidents 6. Log Records

Contents of Job Description : SOURAV SHIVHARE {CHIMC, INDORE} Contents of Job Description It is an organised, factual statement of the duties & responsibilities of a specific Job. It tells what is to be done, how it is done & why Job Identification Job Summary Job Duties Supervision Relationship with other jobs Machine, Tools & Equipments Working Conditions

Contents of Job Specification : SOURAV SHIVHARE {CHIMC, INDORE} Contents of Job Specification It is a statement of minimum acceptable human qualities necessary to perform a job. It is an important tool in the selection process & evaluation. Educational Requirement Experience Specific knowledge/Skill Requirement Personality Requirement Responsibility

Difference between Job Description and Job Specification : SOURAV SHIVHARE {CHIMC, INDORE} Difference between Job Description and Job Specification Job Description is a functional description of what the job entails. And define the purpose and scope of a job. It is a written record it contains title, location, duties, responsibilities, working conditions, hazards and relationship with other jobs. Job specification is a statement of the minimum acceptable human qualities required for the proper performance of a job. It includes physical, mental, social, psychological and behavioral characteristics of a person

ASSIGNMENT : SOURAV SHIVHARE {CHIMC, INDORE} ASSIGNMENT Design an attractive advertisement clipping - for the position, you want to achieve in life (Both Job Description, Job Specification)

Job Evaluation : SOURAV SHIVHARE {CHIMC, INDORE} Job Evaluation According to BIM, Job evaluation is the process of analysis and assessment of jobs to ascertain reliably their relative worth using the assessment as the basis for a balanced wage structure Job evaluation begins with job analysis and ends up with the classification of jobs according to their worth. A job cannot be evaluated unless and until it is analyzed.

Objectives of Job evaluation : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of Job evaluation 1. To Determine equitable wage differentials between different jobs in the organization 2. To eliminate wage inequities 3.To develop a consistent wage policy 4. To provide a framework for periodic review and revision of wages 5.To provide a basis for wage negotiations 6. To enable management to gauge and control the payroll costs 7. To minimize wage descriptions on the basis of age, sex, caste, region, religion , creed etc

Methods of Job Evaluation : SOURAV SHIVHARE {CHIMC, INDORE} Methods of Job Evaluation Job Evaluation can be classified in to two categories 1. Non-quantitative methods: a. Ranking or Job Comparison b. Grading or Job Classification 2. Quantitative methods: a. Point Rating B. Factor Comparison

Job Evaluation : SOURAV SHIVHARE {CHIMC, INDORE} Job Evaluation CONCLUDING POINTS: Job Evaluation is a systematic method that gives accurate & equitable results. Regional & Environmental Factors should be taken into consideration. J.E. is the largest area, where differences arise. Need of acceptance and understanding on the part of Managers & Union Members/employees Constant check of job descriptions and review is required. Grievance Committee should be set up to deal with Job Evaluation & Wage Structure grievances.

Employer Investment on People : SOURAV SHIVHARE {CHIMC, INDORE} Employer Investment on People A country can develop only when its human resources are developed through health, nutrition, education, training and research. At the Organisational level, employee training and executive development are main areas of human resource development. The subtle differences between Training, Development and Education

Why Training is needed? :

SOURAV SHIVHARE {CHIMC, INDORE} Why Training is needed? To familiarize the employee with the companys culture To increase the employees quantity and quality of output To enable the employee to do new jobs and prevent his old skills become obsolete To prepare the employee for promotion to higher jobs To reduce supervision, wastage and accidents To build second line workers

Importance of Training : SOURAV SHIVHARE {CHIMC, INDORE} Importance of Training 1. Higher productivity 2. Better quality of work 3. Less learning period 4. Cost Reduction 5. Reduced supervision 6. Low accident rate 7. High morale 8. Personal Growth

Benefits of Training : SOURAV SHIVHARE {CHIMC, INDORE} Benefits of Training 1. Self Confidence 2. Higher Earnings 3. Safety 4. Adaptability 5. Promotion 6. New Skills

Determining Training Needs : SOURAV SHIVHARE {CHIMC, INDORE} Determining Training Needs Gap between Existing & Required Competencies 1. Organisational Analysis a) Analysis of Objectives b) Resource Utilization c) Organisation Climate Analysis Environment Scanning Individual Need Analysis Views from Top Management

Management Development Prog. : SOURAV SHIVHARE {CHIMC, INDORE} Management Development Prog. One Position to another vertically Induction at the time of promotion/probation Developing Managers for handling problems due to increased business, size & complexity of organisation, increased responsibility, decision taking, risk taking To understand problems of Ecology (Pollution) Ergonomics (Working Environment) Anthropology HR Problems, Managing IR Problems Broaden the outlook

TYPES OF TRAINING :

SOURAV SHIVHARE {CHIMC, INDORE} TYPES OF TRAINING Orientation Training Job Training Safety Training Promotional Training Refresher Training Remedial Training

Training & Mgmt. Dev. Program : SOURAV SHIVHARE {CHIMC, INDORE} Training & Mgmt. Dev. Program TRAINING 1 Operating Level 2. Short Term Process 3. Technical Knowledge Existing Job Reactive One Shot Affair Specific job related Mgmt. Dev. Program Top & Middle Management Level Long Term Process Conceptual & Functional Knowledge Future Needs Proactive Continuous Process Overall perspective Attitudinal Total Personality

Methods of Training : SOURAV SHIVHARE {CHIMC, INDORE} Methods of Training ON-THE-JOB OJT Demonstration & Examples Apprenticeship OFF-THE-JOB Lectures Conference Seminar or Team Discussion Case Discussion Role Playing Vestibule Training

Management Development Programs : SOURAV SHIVHARE {CHIMC, INDORE} Management Development Programs ON-THE-JOB Coaching Understudy Project Assignment Junior Board of Management OFF-THE-JOB Case Method Group discussion Management Games In-Basket Exercise Sensitivity Training Transaction Analysis Lectures Simulation Conference Seminar or Team Discussion

Designing a Training Programme : SOURAV SHIVHARE {CHIMC, INDORE} Designing a Training Programme Commitment of Top Management to employee training. Training Policy: Companys intention To guide the design & implementation To identify the critical areas To provide appropriate opportunities

Designing a Training Programme :

SOURAV SHIVHARE {CHIMC, INDORE} Designing a Training Programme A sound Trg. Policy needs to address: The results expected to be achieved The responsibility for trg. Function The priorities for Trg The type of Training required The time and place of training The payment to trainees The outside agencies to be associated

Designing a Training Programme : SOURAV SHIVHARE {CHIMC, INDORE} Designing a Training Programme 1. Responsibility for Training: To be shared amongst Deptts. (a) Top Management (b) HRD The Line Supervisor (d) The employees 2. Selecting & Motivating the Target Group: 3. Preparing the Trainers

Designing a Training Programme : SOURAV SHIVHARE {CHIMC, INDORE} Designing a Training Programme 4. Developing Training Package Content Appropriate Method Time Period Budget Detailed Syllabus Support Material; Aids 5. Presentation Trainer tells about why part, Procedure Repetition by trainee 6. Performance Tryout 7 Follow up

Steps in Training Programme : SOURAV SHIVHARE {CHIMC, INDORE} Steps in Training Programme 1. Identifying Training NeedsPresent Performance Desired Performance (Accepted Level of Performance) 2. Setting Training Objectives and Policy 3.Designing Training Programme 4. Conducting the Training 5. Follow up and Evaluation

Evaluation of Training : SOURAV SHIVHARE {CHIMC, INDORE} Evaluation of Training Evaluation Criteria: According to Hamblin - (i) Reactions (ii) Learning (iii) Behavior (iv) Results Methods of Evaluation: 1) Opinion & Judgments of trainers, superiors & Peers 2) Evaluation Form by Trainees 3) Questionnaire 4) Oral & Written Tests 5) Structured Interviews with trainees

Evaluation of Training : SOURAV SHIVHARE {CHIMC, INDORE} Evaluation of Training 6. Comparing Trainees Performance Before & After Training 7. Studying profiles and career development charts of trainees 8. Measuring levels of productivity, wastage, costs, absenteeism and employee turnover after training 9. Trainees comments and reactions during the training period 10. Cost benefit analysis of the training programme.

Evaluation of Training : SOURAV SHIVHARE {CHIMC, INDORE} Evaluation of Training Pre-Training/Post-Training Questionnaire Feedback from participants and their suggestions Feedback from Supervisors after 6 months Feedback from Participants after 6 months Third Party Evaluation Corporate Overall productivity/Organisational Effectiveness

Principles of Training : SOURAV SHIVHARE {CHIMC, INDORE} Principles of Training Clear Objectives Training Policy Motivation Reinforcement Organised Material Learning Periods Preparing the Instructors Feedback Practice Appropriate Techniques

Assignments : SOURAV SHIVHARE {CHIMC, INDORE} Assignments 1. State essential qualities of Successful Recruitment Advertisement. And also state how will you spell out Job specification and job description briefly in the AD itself. 2. How will you carry out training need analysis for a medium sized organization? 3. If you are HR Executive of an MNC, How will you retain employees in your organization?

Separations : SOURAV SHIVHARE {CHIMC, INDORE} Separations Separation of an employee takes place when his service agreement with the organisation come to an end. It may occur due to resignation, death, dismissal and layoff. Following are various forms of separations. Retirement Resignation Retrenchment Dismissal Lay off

Turnover : SOURAV SHIVHARE {CHIMC, INDORE} Turnover Internal Mobility: When one person shifts from one place to another in the same organisation Labour Turnover: When a person moves from one Organisation to another Migration: When a person or a group of people leave one region & settle in another region.

Reasons for Labour Turnover : SOURAV SHIVHARE {CHIMC, INDORE} Reasons for Labour Turnover Voluntary Retirement Deaths Retirement Disability, Dismissal or Resignation Lay-off & Retrenchment Friction with superior staff Dissatisfaction with working conditions Low Remuneration Lack of Promotional Avenues Expansion with modernisation Housing, commutation problem etc. Seasonal Nature of Industries

Higher Rate of Turnover :Consequences - : SOURAV SHIVHARE {CHIMC, INDORE} Higher Rate of Turnover :Consequences - Turnover is very high, where HR Policies are not properly planned. Loss in production & quality of product Low Morale of employees Increased cost of recruitment, selection & training Reduces commitment of workers Bad Image of the Organisation

Separation . Contd. : SOURAV SHIVHARE {CHIMC, INDORE} Separation . Contd.

Voluntary Retirement : SOURAV SHIVHARE {CHIMC, INDORE} Voluntary Retirement When VRS can take place ? Golden Handshake Time saving method of trimming excess staff Response to VRS is mixed Good Responses: Hindustan Ciba Geigy, Glaxo India, Siemens TISCO earmarked 100 crores; Staff cut: 68,000 to 55,000 Total Failure in HLL BHEL Lukewarm Response Banks:

VRS in SAIL : SOURAV SHIVHARE {CHIMC, INDORE} VRS in SAIL Most Successful It shed 18000 workers STEPS: Minimum Age Limit Line Managers to identify VRS candidates Attractive compensation plan Secured co-operation from Union

Lay - Off : SOURAV SHIVHARE {CHIMC, INDORE} Lay - Off Means temporary separation of an employee from the pay-roll of organisation. Lay off may be for a definite period or indefinite period also. The relationship between employer and employee does not come to an end but is merely suspended during the period of lay-off. REASONS for Lay-off: Sect.2(kkk) of Ind. Dispute Act,47: Shortage of coal, power or raw materials Accumulation of stock Break-down of machinery or any other reason

Lay Off . : SOURAV SHIVHARE {CHIMC, INDORE} Lay Off . According to Section 25 (c) A laid-off worker is entitled to compensation equal to 50% of Basic + DA during laid-off period. Following conditions need to be satisfied : He should not be a Badli or Casual Worker (Daily Wages) His name must be on pay-roll Must have completed > I year of continuous service He is required to present at least once in a day. (No compensation during strike or slow-down)

Retrenchment : SOURAV SHIVHARE {CHIMC, INDORE} Retrenchment Permanent termination of an employee for economic reasons. An employee should be retrenched without humiliation and ill feeling Conditions: (Ind. Dispute Act 1947) One Month notice in writing indicating reasons for retrenchment The worker employed last must be terminated first Provision for preference in future employment to retrenched worker. If workers are > 100, three months notice is required.

Discharge (or Dismissal) :

SOURAV SHIVHARE {CHIMC, INDORE} Discharge (or Dismissal) It is terminating the services of an employee by way of punishment for misconduct or unsatisfactory performance. Reasons for Discharge: Excessive Absenteeism False statement of qualification at the time of employment Theft of Co.s property Serious Misconduct : It includes Willful violation of rules and regulations Indiscipline Insubordination Dishonesty

Discharge (or Dismissal). : SOURAV SHIVHARE {CHIMC, INDORE} Discharge (or Dismissal). Discharge is a drastic step..It should be resorted with great care. It should be supported by a just and sufficient cause Should be resorted as a last step Employee must be given a chance to explain his conduct Principle of Natural Justice should be followed i.e. punishment should not be out or proportion to the offence.

Wage and Salary Administration (WASA) : SOURAV SHIVHARE {CHIMC, INDORE} Wage and Salary Administration (WASA) Objectives of WASA: 1. To establish a fair and equitable remuneration 2. To attract competent personnel 3. To retain the present employees 4. To improve productivity 5. To control Costs 6. To improve union management relations 7. To improve the public image of the company

Essentials of sound wage and Salary structure : SOURAV SHIVHARE {CHIMC, INDORE} Essentials of sound wage and Salary structure 1. Internal Equity 2.External Competitiveness 3. Built in incentive 4. Link with productivity 5. Maintain Real Wages 6. Increments

General and Individual Factors affecting Wages : SOURAV SHIVHARE {CHIMC, INDORE} General and Individual Factors affecting Wages General Factors 1. Demand for and Supply of labour 2. Ability to pay 3. Labour Unions 4. Cost of Living 5. Prevailing wage rates 6. Job Requirements 7. Productivity 8. State Regulation Individual Factors 1. Employees Age and work Experience 2. Educational Qualification 3. Promotion possibilities 4.Hazards involved in the job 5. Stability of Employment 6.Demand for the product 7.Industrys role in the economy 8.Potentials of an employee

Methods of Wage Payment : SOURAV SHIVHARE {CHIMC, INDORE} Methods of Wage Payment 1. Time Wage system 2. Piece Wage system

Comparison betn. Time Wage & Piece Wage System : SOURAV SHIVHARE {CHIMC, INDORE} Comparison betn. Time Wage & Piece Wage System

Comparison betn. Time Wage & Piece Wage System : SOURAV SHIVHARE {CHIMC, INDORE} Comparison betn. Time Wage & Piece Wage System

Balance or Debt Method : SOURAV SHIVHARE {CHIMC, INDORE} Balance or Debt Method This method is a combination of Time & Piece System. The Worker is guaranteed a Time Rate with an alternative Piece Rate. If the wages calculated at piece wages exceed the time wages, the worker gets CREDIT; On the other hand, if time wages exceed piece wages, the worker is paid time wages and the deficit is carried forward as DEBIT to be reconserved in future

Balance or Debt MethodE.g.: Time Rate Rs.250 per week Piece Rate Rs. 2 per unit The wages of a worker, who produces 150, 100, 125 units respectively in 3 weeks will be calculated as follows: : SOURAV SHIVHARE {CHIMC, INDORE} Balance or Debt MethodE.g.: Time Rate Rs.250 per week Piece Rate Rs. 2 per unit The wages of a worker, who produces 150, 100, 125 units respectively in 3 weeks will be calculated as follows:

Process of Wage Determination :

SOURAV SHIVHARE {CHIMC, INDORE} Process of Wage Determination Job Analysis Job Evaluation Wage Survey Wage Structure Wage Administration Rules Employee Appraisal

Assignments : SOURAV SHIVHARE {CHIMC, INDORE} Assignments 1.What are the Precautions a manager should have while go for Demotion of an employee? 2. Determining Wage structure is a cumbersome process and it requires lot more knowledge and thinking- discuss 3. If you are an owner of the production unit of a retail product which method would you adopt for payment of wages?

Industrial Relations : SOURAV SHIVHARE {CHIMC, INDORE} Industrial Relations Industrial Relations are exercises in organizational relations between functional interest groups. According to ILO, IR comprise relationships between the State on the one hand and the employers and organizations on the other and the occupational organizations themselves. It means Collective relationship between management, employees and government in any industrial or non-industrial organization

Objectives and Importance of IR : SOURAV SHIVHARE {CHIMC, INDORE} Objectives and Importance of IR To Develop and maintain harmonious relationship between management and labour To safeguard the interests of labour To establish and maintain industrial Democracy To avoid all form of industrial conflict so as to ensure industrial peace To raise productivity and reduce high labour turnover To bring about Government control over such industrial units To ensure a healthy and balanced social order through recognition of human rights by way of trade unionism

Causes and Effects of poor Industrial Relations : SOURAV SHIVHARE {CHIMC, INDORE} Causes and Effects of poor Industrial Relations Economic Causes Organizational Causes Psychological Causes Social Causes Political Causes Multiplier Effects Fall in normal Tempo Resistance to Change Frustration and Social cost

Remedies to Improve Industrial Relations : SOURAV SHIVHARE {CHIMC, INDORE} Remedies to Improve Industrial Relations General Guidelines: 1. Sound personnel polices 2.Constructive Attitudes 3. Collective Bargaining 4. Participative Management 5. Responsible Unions 6. Employee Welfare 7. Effective Grievance Procedure

Remedies to Improve Industrial Relations : SOURAV SHIVHARE {CHIMC, INDORE} Remedies to Improve Industrial Relations Specific Guidelines: Both Management and Union should Develop trust and positive attitude towards each other. All basic policies and procedures Relating to Industrial Relations should be clear to every body in the organization and the Union Leaders The personnel manager should remove any distrust by convincing the union of the companys integrity and his own sincerity and Honesty. Management should encourage right kind of Union Leadership After the settlement is reached should be properly administered.

Meaning and Definitionof Grievances : SOURAV SHIVHARE {CHIMC, INDORE} Meaning and Definitionof Grievances Broadly speaking Grievance means any real or imaginary feeling of dissatisfaction and injustice which an employee has about his employment relationship. According to Michael J Jucious, a grievance is any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels, is unfair,unjust or inequitable

Causes of Grievances : SOURAV SHIVHARE {CHIMC, INDORE} Causes of Grievances 1. Grievances arising out of Working Conditions 2. Grievances arising from Management policy 3. Grievances arising from Alleged violation of certain statutes 4. Grievances arising out of Personal Maladjustment

Slide 138:

SOURAV SHIVHARE {CHIMC, INDORE} Working Conditions: Poor physical conditions of work place Tight production standards Non availability of proper tools and equipments Unplanned changes in schedules & procedures Poor relationship with supervisor Management Policy : Wage Rates Overtime & Incentive Schemes Transfers, promotions, Demotion Penalties for misconduct Lack of opportunities for career growth

Slide 139: SOURAV SHIVHARE {CHIMC, INDORE} Alleged violation of : Co. Rules & Regulations Collective Bargaining Agreement Central or State Laws Responsibilities of Management Personal Maladjustment : Over-ambition Excessive Self-Esteem

Understanding Employee Grievances : SOURAV SHIVHARE {CHIMC, INDORE} Understanding Employee Grievances 1. Exit Interview 2. Opinion Surveys 3. Gripe Boxes 4. Open Door Policy Effects of Grievances Indiscipline Low morale and decreased productivity High Absenteeism and turnover Loss of faith in management Increase in accidents Formation of cliques Lowering of public image of the organization

Standard Grievance Procedure (ILC) : SOURAV SHIVHARE {CHIMC, INDORE} Standard Grievance Procedure (ILC) Follow only standard procedure ( a voluntary Grievance procedure) in pursuance to the Code of Discipline adopted in the 16th session Indian Labour Conference in 1958. It contains Five successive time bound steps each leading to the next in case the aggrieved employee prefers an appeal.

Slide 142: SOURAV SHIVHARE {CHIMC, INDORE} Model Grievance Procedure

Essentials of Sound Grievance Procedure :

SOURAV SHIVHARE {CHIMC, INDORE} Essentials of Sound Grievance Procedure 1. Legal Sanctity 2. Acceptability 3. Promptness 4. Simplicity 5. Training 6.Follow-up

Meaning and Definition of Performance Appraisal : SOURAV SHIVHARE {CHIMC, INDORE} Meaning and Definition of Performance Appraisal Performance appraisal or performance evaluation is the process of assessing the performance and progress of an employee or of a group of employees on a given job and his potential for future development. According to Flippo, Performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in matters pertaining to his present job and his potential for a better job

Objectives of Performance Appraisal : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of Performance Appraisal It promotes a process of introspection It provides Personnel Inventory/Skill Inventory It is an aid to promotions It provides linkages with other systems such as Transfer, Training, Placement, Increments etc. It provides counseling & motivation to employees

Scenario of Performance Appraisal in India : SOURAV SHIVHARE {CHIMC, INDORE} Scenario of Performance Appraisal in India Singer Co. Monthly Review System Asian Paints - Thrice a year ABB - Group Performance as well as Individual Performance Maruti - Mid Term Dialogue Nationalised Banks - Annual TCS - Dissent is noted & appraisals reconsidered

The process of Performance Appraisal : SOURAV SHIVHARE {CHIMC, INDORE} The process of Performance Appraisal 1. Establishing Performance Standards 2. Communicating the Standards 3. Measuring Performance 4. Comparing actual performance with the Standards 5. Discussing the Appraisal 6. Taking Corrective Actions

Methods of Performance Appraisal :

SOURAV SHIVHARE {CHIMC, INDORE} Methods of Performance Appraisal Traditional Methods: 1. Confidential Report 2. Free Form or Essay 3. Straight Ranking 4. Paired Comparisons 5. Forced Distribution 6. Graphic Rating Scales 7. Checklist Method Modern Methods: 1. Assessment Centre 2. Appraisal through MBO.

Essentials of an Effective Appraisal System : SOURAV SHIVHARE {CHIMC, INDORE} Essentials of an Effective Appraisal System 1. Mutual Trust 2.Clear Objectives 3.Standardization 4.Training 5.Job Relatedness 6.Documentation 7. Feedback and Participation 8. Individual differences 9. Post appraisal Interview 10. Review and Appeal

PITFALLS in P.A.System : SOURAV SHIVHARE {CHIMC, INDORE} PITFALLS in P.A.System Halo Effect Spill Over Effect Central Tendency Constant Error Personal Bais Benchmarking Self

Making Performance Appraisal Effective : SOURAV SHIVHARE {CHIMC, INDORE} Making Performance Appraisal Effective Purpose Development Objectivity should anchor in subjectivity Emphasis should be shifted from appraisal to analysis Setting Targets (KRAs) Dialogue , Feedback, Feedback Counseling MBO Technique Bottom up Approach Seminar for training appraisers Multiple Appraisers Judgmental/subjectivity Pitfalls to be taken care of

Introduction to Career Planning : Introduction to Career Planning It is matching long term requirements of the individual and the organisation It includes training, min. years of service various positions. It is described as devising an organized system of Career movement and growth opportunities from the point of entry of an individual to the point of retirement It is a management technique of mapping out the entire career of young employees in higher skilled, supervisory and managerial positions

Process of Career Planning. : Process of Career Planning. STEPS: I. Identifying Individual Needs & Aspirations: Most individuals do not have clear idea about these. Human Resource Inventory of Organisation & employee potential are ascertained: It will reveal the age, qualifications, experience & aptitude of present employees. Identify the employees having potential for climbing up. It will reveal 3 categories of employees:

Process of Career Planning. : Process of Career Planning. Employees fit and willing to take up higher responsibilities Employees having potential and willingness to take up higher responsibilities, but require more training and experience Employees having potential but lack the interest or desire. Analysing Career Opportunities: Career paths for each position Career demands in terms of knowledge, skill, experience, aptitude Long Term & Short Term Career goals

Process of Career Planning. : Process of Career Planning. At a particular level, there may be direct recruits as well as older persons (Promotees) Age balancing in each group Identifying Match & Mismatch Formulating & Implementing Strategies: Changes in the career system by creating new career paths Changing employee needs and aspirations by scaling down or creating new aspirations Seeking new basis of integration through problem solving, negotiations & Compromises Training & Development of people

Process of Career Planning. : Process of Career Planning. Reviewing Career Plans: Whether plans are contributing to effective utilisation of HR. Questions may be asked: Was the employee classification correct? Job description proper? Unsuitability of any employee? Future manpower projects valid? Team doing well as a whole ? Training & Development Programmes adequately designed ? Answers to above questions through brainstorming sessions. Surveys

Making Career Plan Success: :

Making Career Plan Success: What makes a career planning a success ? Top Management Support: It needs strong conviction of Top Management 2. Expansion: Business Enterprise must be expanding 3. Clear Goals: Organization must have clear corporate goals for 5-10-15 years 4. Motivated Staff: For motivated, hard working employees, environment need to be created by organisation. 5. Proper Selection: Selection of right man for right job

Making Career Plan Success: : Making Career Plan Success: What makes career planning a success .....(Contd) 6 Maintenance of Proper Age Balance Avoidance of Career Stress/ Burn outs Fair promotion policy + systematic training Internal publicity wide publicity: Employees should know what prospects are available to them Continuity

: Limitations of Career Planning It is not suitable for small organisation. It is not suitable for flat organisation It is not an effective technique for shop-floor employees Political Intervention, Nepotism and favouratism Family Organisations Opposition of trade unions for merit promotions May not be effective due to longer period say a decade

: Some Career Planning Terms: Career: A career is all the jobs that one hold during ones working life Career Path: Sequential pattern of jobs Career Goals: These are benchmarks along ones career path Career Planning: It is the process by which one selects career goals and the path of these goals Career Development: The Personal movements an individual makes to achieve his career plan.

: Career Paths for various types of jobs: Unskilled Worker -> Semi Skilled -> Skilled -> Highly skilled - > Foreman Junior Clerk -> Senior Clerk-> Assistant -> Section Officer -> HOD Supervisor -> Assistant Manager -> Dy. Manager -> Manager -> Manager -> GM Lecturer -> Senior Lecturer -> Reader -> Professor -> Head/Dean -> Director -> VC

Succession Planning : SOURAV SHIVHARE {CHIMC, INDORE} Succession Planning Z : GM - HR A: DGM - Trg B : DGM - IR C: DGM : HR For Higher Positions; For Critical Positions Preparing people for higher positions; SecondLine; Recruiting from outside

Current Trends & Future Implications for HRM : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM Breakdown in IR Statutory Requirement Positionwise: Nair - Chief of SAIL H.R.Alwa - CMD of Hindustan Photo Films Narayan Shetty Head, Karnataka Telecom Vikas Deshmukh Head, Tata Elxsi Kalpana Morparia ED, ICICI Bank C.K. Prahlad N. Waghul

Current Trends & Future Implications for HRM..Contd.. : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM..Contd.. Increased Concern for HRM 20 years ago Next 5 years HR As route to the top Termination as a Threat Burden of proving poor performance Career Development & Planning Creation of a Bimodal Workforce 2 large groups Professors / Business People MBBS

Current Trends & Future Implications for HRM. (Contd.) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM. (Contd.) 4. Managements move to make their organisation Lean & Thin Employees insecured Commitment & Loyalty suffering Forced Retirements Dual Career Couples Benefits & Health Working at Home Close Supervision New Monitoring Techniques Virtual Organisations

Current Trends & Future Implications for HRM (contd..) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM (contd..) 8. Ergonomics Matching environment to employee Open Offices/cabins Paperless Offices Micro-films 9. Decline of Unions Constructive Role 10. Quality Management Principles Customer Focused

Organisation Leadership Continual Improvement Systems Approach Factual approach to decision making Mutually beneficial supplier-vendor relationship

Current Trends & Future Implications for HRM (contd..) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM (contd..) 11. Future Models Shamrock Organisation Federal Organisation Triple I Organisation Six Sigma Improvement of Process Improvement of Product & Services Improvement in Investor Relationship Improvement in Designing Improvement in Supplier Relationship Improvement in Training & Relationship

Current Trends & Future Implications for HRM (contd..) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM (contd..) Innovation & Creativity Implementation of ideas 13. Core Competency Theory 14. Knowledge Management

Current Trends & Future Implications for HRM (contd..) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM (contd..) Conclusion: No one can predict the future.. The environment is more dynamic than the past. Future with exciting challenges & opportunities. Focus will be on following areas: HRD to become integral part of business Empowerment of employees Productivity through team-work Flatter/matrix organisational structures People sensitive management styles & practices Diverse work force their management Efficient use of IT

Current Trends & Future Implications for HRM (contd..) : SOURAV SHIVHARE {CHIMC, INDORE} Current Trends & Future Implications for HRM (contd..) Conclusion: Strengthening Organisational communication Greater focus on man-machine interface Employee involvement Performance oriented growth Feedback & counseling Human Capital management Contract employees/package system.

Workers Participation in Management : SOURAV SHIVHARE {CHIMC, INDORE} Workers Participation in Management According Keith Davis Participation refers to the mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share in the responsibility of achieving them It is a process by which authority and responsibility of managing industry are shared with workers In Yugoslavia it is called self-management In Germany it is known as Co-determination

In the words of Mehtras, the concept of participation as a principle of democratic administration in an industry implies a share by rank and file in the decision-making process of an industrial organization through their representatives at all the appropriate levels of management in the entire range of managerial action : SOURAV SHIVHARE {CHIMC, INDORE} In the words of Mehtras, the concept of participation as a principle of democratic administration in an industry implies a share by rank and file in the decisionmaking process of an industrial organization through their representatives at all the appropriate levels of management in the entire range of managerial action

Objectives of Workers participation in management : SOURAV SHIVHARE {CHIMC, INDORE} Objectives of Workers participation in management 1. Economic objective 2. Social Objective 3. Psychological Objective 1. Democratic right to influence the managerial decisions 2. Raise worker level of motivation and commitment 3.Cross-fertilisation and speedy communication of ideas Foster better co-operation between labour and management.

Importance of Workers Participation in Management : SOURAV SHIVHARE {CHIMC, INDORE} Importance of Workers Participation in Management Mutual Understanding Higher Productivity Industrial Harmony Industrial Democracy Less Resistance to change Creativity and Innovation

Levels/Degrees of Participation :

SOURAV SHIVHARE {CHIMC, INDORE} Levels/Degrees of Participation Communication Consultation Codetermination Self-Management

Forms of Workers Participation in Management : SOURAV SHIVHARE {CHIMC, INDORE} Forms of Workers Participation in Management Suggestion Scheme Works committees Joint Management Councils Worker Directors Co-Partnership

Assignments : SOURAV SHIVHARE {CHIMC, INDORE} Assignments 1. Why Workers Participation in management is a desperate failure in India? Suggest some measures for making participation successful. 2. Write an essay on 360 degree Performance appraisal system which prevails in the most successful Organizations. 3. Performance appraisals are mere paper tigers, if you wish to grab incentive please your boss Pass a Critical comment on it.

What Is Strategic Management? : SOURAV SHIVHARE {CHIMC, INDORE} What Is Strategic Management? Strategic Management The ongoing process companies use to form a vision, analyze their external environment and their internal environment, and select one or more strategies to use to create value for customers and other stakeholders, especially shareholders Vision Contains at least two componentsa mission that describes the firms DNA and the picture of the firm as it hopes to exist in a future time period.

Parts of Strategic Management : SOURAV SHIVHARE {CHIMC, INDORE} Parts of Strategic Management Strategy An action plan designed to move an organization toward achievement of its vision Mission Defines the firms core intent and the business or businesses in which it intends to operate

What Is Strategic Management? :

SOURAV SHIVHARE {CHIMC, INDORE} What Is Strategic Management? Strategic Management The ongoing process companies use to form a vision, analyze their external environment and their internal environment, and select one or more strategies to use to create value for customers and other stakeholders, especially shareholders Vision Contains at least two componentsa mission that describes the firms DNA and the picture of the firm as it hopes to exist in a future time period.

Parts of Strategic Management : SOURAV SHIVHARE {CHIMC, INDORE} Parts of Strategic Management Strategy An action plan designed to move an organization toward achievement of its vision Mission Defines the firms core intent and the business or businesses in which it intends to operate

The Strategic Environment : SOURAV SHIVHARE {CHIMC, INDORE} The Strategic Environment Internal Environment The set of conditions (such as strengths, resources and capabilities, and so forth) inside the firm affecting the choice and use of strategies External Environment A set of conditions outside the firm that affect the firms performance

Key Characteristics of Strategic Management : SOURAV SHIVHARE {CHIMC, INDORE} Key Characteristics of Strategic Management Strategic management is: Performance oriented Ongoing in nature Dynamic rather than static Oriented to the present and the future Concerned with conditions both outside and inside the firm Concerned with performing well and satisfying stakeholders

The Three Parts of the StrategicManagement Process : SOURAV SHIVHARE {CHIMC, INDORE} The Three Parts of the StrategicManagement Process Strategic leaders form a firms vision and mission. Firms analyze their external environment and their internal environment. Firms choose and implement a strategy that to creates unique mix of value for customers and satisfies other stakeholders. Strategy implementationthe set of actions firms take to use a strategy after it has been selected.

Vision and Mission Statements : SOURAV SHIVHARE {CHIMC, INDORE} Vision and Mission Statements Vision Statements McDonaldsTo give each customer, every time, an experience that sets new standards in value, service, friendliness, and quality. NASDAQTo build the worlds first truly global securities market . . . A worldwide market of markets built on a worldwide network of networks . . . linking pools of liquidity and connecting investors from all over the world . . . assuring the best possible price for securities at the lowest possible cost. PetsmartTo be the premier organization in nurturing and enriching the bond between people and animals. WachoviaWachovias vision is to be the best, most trusted and admired financial services company.

Mission statements contd : SOURAV SHIVHARE {CHIMC, INDORE} Mission statements contd Mission Statements Bristol-Myers SquibbOur mission is to extend and enhance human life by providing the highest-quality pharmaceuticals and health care products. GlaxoSmithKlineGSKs mission is to improve the quality of human life by enabling people to do more, feel better and live longer. MerckThe mission of Merck is to provide society with superior products and services by developing innovations and solutions that improve the quality of life and satisfy customer needs, and to provide employees with meaningful work and advancement opportunities, and investors with a superior rate of return. WiproThe mission is to be a full-service, global outsourcing company.

Presentations by students: : SOURAV SHIVHARE {CHIMC, INDORE} Presentations by students: MBA II (B) 27, 28, 29 July 2009 Human Resource Planning: Defining & Objectives HRP: Steps : Collecting information: External Environment Internal Environment Forecast Demand for HR Forecast Supply of HR Succession Planning Career Planning

Presentations by students: : SOURAV SHIVHARE {CHIMC, INDORE} Presentations by students: MBA II (A) 30, 31 July & 1 Aug 2009 1. Human Resource Planning: Defining & Objectives HRP: Steps : Collecting information: 2. External Environment 3. Internal Environment 4. Forecast Demand for HR 5. Forecast Supply of HR 6. Succession Planning 7. Career Planning