Recent Trends and Development in

HUMAN RESOURCE MANAGEMENT

ASSIGNMENT BY
NIDHI AGARWAL, 13169, BMS-2D
(SSCBS)

CHANGE MANAGEMENT
Employees Need Change Management Skills to Succeed. Change is here to stay.
You can't run away from it; you can't make it go away. You can't return to the
good old days. You can't continue to do your job as you have always done it. You
live in a work world with customers who are increasingly demanding.
Technology is changing every aspect of work.
Doing more with less requires redefining staff roles and responsibilities, changing
processes and systems, and refining service to customers. The need for your
employees to make decisions and act quickly within the parameters of their jobs
increases as customer demands and the need for a flexible workplace increase. In this
fast changing environment, change management skills are paramount if you wish to
succeed. No matter your job, you must learn to manage change. Whether you love
change or hate it, for a successful, fulfilling work life, you must manage change, and
even more importantly, you need to take charge of change.

In this assignment well study some changes in the field of Human Resource
Management.

1.

Globalization and its implications

Business today doesnt have national boundaries it reaches around the world. The
rise of multinational corporations places new requirements on human resource
managers. The HR department needs to ensure that the appropriate mix of employees
in terms of knowledge, skills and cultural adaptability is available to handle global
assignments. In order to meet this goal, the organizations must train individuals to
meet the challenges of globalization. The employees must have working knowledge of
the language and culture (in terms of values, morals, customs and laws) of the host
country.
Human Resource Management (HRM) must also develop mechanisms that will help
multicultural individuals work together. As background, language, custom or age
differences become more prevalent, there are indications that employee conflict will
increase. HRM would be required to train management to be more flexible in its
practices. Because tomorrows workers will come in different colors, nationalities and
so on, managers will be required to change their ways. This will necessitate managers
being trained to recognize differences in workers and to appreciate and even celebrate
these differences.

HSBC HOLDINGS PLC

IMPORTANCE OF CULTURAL DIVERSITY

HSBC is a global bank serving some 125 million customers from nearly all the
countries in the world almost every nationality and ethnic group. Its an organization
which, when recruiting staff, actively looks for people who are culturally sensitive.
MANAGING FOR GROWTH STRATEGY
Diversity can be regarded as a competitive differentiator, both in employment and in
customer markets. Diversity is therefore central to HSBC's brand image and connects
with Managing for Growth and our people strategy. Though in India having a formal
diversity policy is not a legal requirement, we have formed a committee to drive home
this philosophy and have set benchmarks for ourselves towards achieving the stated
objectives.
ATTITUDINAL SHIFT
HSBC has consistently espoused greater diversity as a key aspect of business
strategy. HSBC is known to involve trainers and coaches from outside to create
comprehensive training programs that incorporate diversity.
HSBC has built a business case around four factors, including competition and the
need to maintain a leading position in our target markets; developing and motivating
the best talent; engagement of our workforce and good governance a brand that
stands for exceptional customer experience; and corporate social responsibility.
PERSONAL FEEDBACK
Diversity creates a fertile ground for development of our raw talent and hones and
shapes the latent potential in each employee. I thoroughly enjoy my work at HSBC
because of the environment that has been created for us in terms of recognition of
cultural, linguistic and ethnic diversities.

DIVERSITY MANAGEMENT AT HSBC

HSBC is an equal opportunities employer with no discrimination on grounds of age,

gender, race, ethnicity, language, caste, economic or social status or disability.
DIVERSITY COMMITTEE
Diversity initiatives & programs are driven by their Diversity Committee which
comprises senior executives from across the company. Its main areas of focus are:
GENDER
A number of affirmative actions such as maternity, paternity and adoption leave, flexible
working hours, late night transportation etc. have been taken to support gender
diversity.
DISABILITY
Certain categories of job have been identified as suitable for physically challenged
individuals, like phone banking operators in call centers (for movement impaired only);
data processing staff (for movement and hearing impaired); telephone operators in
HSBC pan India (for visually impaired).
UNDERPRIVILEGED
The underprivileged i.e. orphans and destitute individuals are assisted by tying up
with NGOs such as Future Hope and SOS Children's Villages to provide short-term
training internships. After their training, they are eligible to apply to join the bank and
will be considered for employment based on merit and availability of suitable
vacancies.
CODE OF CONDUCT FOR AFFIRMATIVE ACTION
HSBC India has signed the Confederation of Indian Industrys and ASSOCHAMs
The Company has a senior executive accountable to the CEO to oversee and promote
its Affirmative Action policies and programs. The senior executive presents / will
present a biannual report to the Board of the Company about such policies and
programs.
STRATEGY OF INCLUSIVENESS
HSBC recognized that a fundamental barrier to diversity is culture, so they launched a
strategy of inclusiveness that aimed to create a shift in attitude among our
management and our people.
That attitudinal shift was based on a number of tenets: that you get better value and
better results from a diverse team, and having respect for those different points of view

inspires loyalty and engagement among employees and customers. It began with
diversity workshops which equipped them with the skills and empathy required to lead
diverse teams in an inclusive way which emphasized that its about valuing invisible
attributes as well including different ways of communicating, thinking and problem
solving.

2.

Corporate downsizing

Whenever an organization attempts to delayer, it is attempting to create greater

efficiency. The premise of downsizing is to reduce the number of workers employed by
the organization. HRM department has a very important role to play in downsizing.
HRM people must ensure that proper communication must take place during this time.
They must minimize the negative effects of rumors and ensure that individuals are kept
informed with factual data. HRM must also deal with actual layoff. HRM dept is key to
the downsizing discussions that have to take place.

Why Companies downsize?

One of the primary reason that downsizing occurs is that jobs are subcontracted out,
both domestically and internationally, to reduce corporate overhead. The Boeing
Company is no different than many other multinational enterprises. There are three
reasons that most companies subcontract jobs. The first is to lower the total costs of
production. This is accomplished by relocating jobs to lower cost wage regions, either
domestically or internationally. The subcontracting of jobs internationally not only
lowers production costs, but also assists in gaining market share which is the second
reason that many companies subcontract out component development. Sometimes
firms are required by local content requirements to produce components locally. Other
countries require production facilities in order to gain access to their market.
For example, China and The Boeing Company celebrated 25 years of working together
in June, 1996 (The Boeing News, 1996). Over the past few years, The Boeing
Company has invested heavily in developing all areas of the aviation industry in China
to the tune of $100 million U.S. dollars. This has been more than recouped by the gain
in market share through purchases from the Chinese-owned and operated airlines. The
most recent order alone from Air China was for $510 million for three B747-400 planes.
A total of 47 jet aircraft have been purchased by China, making this a strong market for
The Boeing Company.

For the same reason, General Motors is increasing its overseas presence in Asia. It
recently announced that its Opel unit could take over Peugeots position as the nonChinese partner in southern China's automotive industry (Cox, 1996). GM is also
awaiting approval from the Chinese government to build a plant in Guangzhou to
supply engines for a plant that GM is building in Thailand. This second Chinese plant is
in addition to the Shanghai plant which will begin producing Buick sedans in 1998.
The third major reason for subcontracting of jobs is also driven by the desire to lower
total production costs. Many countries will contribute to a company's development
costs in order to gain production plants and develop industries. In the case of The
Boeing Company and Japan, the development costs for the 777 jet airliner were $5
billion.

3. Continuous improvement programs

Continuous improvement programs focus on the long term well being of the
organization. It is a process whereby an organization focuses on quality and builds a
better foundation to serve its customers. This often involves a companywide initiative to
improve quality and productivity. The company changes its operations to focus on the
customer and to involve workers in matters affecting them. Companies strive to
improve everything that they do, from hiring quality people, to administrative paper
processing, to meeting customer needs.
Unfortunately, such initiatives are not something that can be easily implemented, nor
dictated down through the many levels in an organization. Rather, they are like an
organization wide development process and the process must be accepted and
supported by top management and driven by collaborative efforts, throughout each
segment in the organization. HRM plays an important role in the implementation of
continuous improvement programs. Whenever an organization embarks on any
improvement effort, it is introducing change into the organization. At this point
organization development initiatives dominate. Specifically, HRM must prepare
individuals for the change. This requires clear and extensive communications of why
the change will occur, what is to be expected and what effect it will have on employees.

ACTIVITIES
Real Time Monitoring (Activities for Special Causes)

Interlock System: Products and processes are monitored and controlled by

automatic interlock systems throughout the manufacturing process. In FAB, a three
stage protection system is working: Process Recipe Interlock (Incoming Materials and
Recipe Check), Equipment Parameter Interlock and Process Output Interlock. At wafer
sort, wafers are statistically monitored based on various test results and yields before
assembly.

Statistical Process Control (SPC) and Advanced Process Control (APC): An

advanced SPC system suitable for semiconductor manufacturing processes has been
implemented and used for random trend monitoring. It includes short run, small change
detecting, particle, and multivariate SPC modules. Also, the APC system including real
time control and run-to-run control is successfully used for controlling deterministic
process behaviors.

Company-wide Improvement Projects (Activities for Common Causes)

FAB Equivalency - "Copy Intelligently: Samsung Equivalence Test program

checks the equivalency and non-equivalency of measurement data of output
characteristics from "Copy Intelligently" activities. Its purpose is to lead us to make an
action to standardize the output characteristics between lines or equipment.

Statistical Post Processing: Statistical analysis of test results at wafer sort not
only optimizes test effort but also gives useful information such as potential reliability
and yield. With a help of statistical approach, wafers or dies with latent risks can be
effectively screened and dies can be binned according to potential risks.

Virtual Metrology and Modeling: Virtual metrology is of great interest in

semiconductor manufacturing process. The idea is to construct predictive models that
can forecast the electrical/physical parameters of wafers based on data collected from
processing equipment. In this way, actual measurements from wafers can be
minimized or eliminated. Furthermore, the APC combined with virtual metrology will
lead to a shift from "Lot-to-Lot control" to "Wafer-to-Wafer control".