-
8/2/2019 IMT - 12 Part1
1/25
IMT - 11
MANAGING PEOPLE
-
8/2/2019 IMT - 12 Part1
2/25
Syllabus:
Human Resource Management andDevelopment System
Job Description, Job Analysis,Job
Evaluation,Job Specification,Job Rotation,JobEnrichment and Job
Enlargement
Human Resource and Induction
Recruitment,Selection,Induction and Retention
Performance Appraisal,Potential Appraisal andCounseling
Techniques
Training for Development
-
8/2/2019 IMT - 12 Part1
3/25
Compensation Planning Pay for competence
Employee Welfare and Benefits
Discipline and Grievance HandlingEmployee Grievances and
Effective GrievanceHandling System
Collective Bargaining and Its Application inIndian Industry
Scenario
Syllabus:
-
8/2/2019 IMT - 12 Part1
4/25
Job Rotation:
Cross-training
Reduces boredom
Increases motivationMore flexibility in schedulingwork,adopting
changes,filling vacancies
Creates disruptionsDe-motivates ambitious trainees
Reduced productivity
-
8/2/2019 IMT - 12 Part1
5/25
Job Enlargement:
Horizontal expansion
Jobs with more diversity
-
8/2/2019 IMT - 12 Part1
6/25
Job evaluation:
Job description Job specification
Objectives of job evaluation
Job evaluation program
Job analysis
Wage survey
Employee classification
-
8/2/2019 IMT - 12 Part1
7/25
The job analysis information hierarchy
Task
Duty
Position
Job
Element
Job family
Occupation
Career
-
8/2/2019 IMT - 12 Part1
8/25
Competitive challenges ahead
GlobalizationValue chain for business competitiveness &HR
services
Profitability thru cost & growth
Capability focus
Change management
Technology
Attracting,retaining and measuringcompetence and intellectual
capital
Turnaround is not transformation
-
8/2/2019 IMT - 12 Part1
9/25
HR roles in Building a Competitive Organization
FUTURE / STRATEGIC FOCUS
DAY TO - DAY/ OPERATIONAL FOCUS
People
Management of strategic humanresources
Management of transformationand change
Management of firm infrastructure Management of
employeecontribution
Process
-
8/2/2019 IMT - 12 Part1
10/25
Job Analysis
Job specification
Education
Experience
Training
Judgment
Initiatives
Physical effort / skillsResponsibilities
Job description
Job title
Location
Job summary
Duties
Machines,tools,equipment
Materials & forms usedWorking conditions
Hazards
-
8/2/2019 IMT - 12 Part1
11/25
Job Enrichment:
Vertical expansion of jobs
Increases employee freedom,
independenceReduces absenteeism
Increases satisfaction
-
8/2/2019 IMT - 12 Part1
12/25
Objectives of HRM
-
8/2/2019 IMT - 12 Part1
13/25
HRM Objectives & functions:HRM Objectives Supporting
functions
1.Legal compliances
2.Benefits3.Union-Management relations
1.Human resource planning
2.Employee relations
3.Selection
4.Training & development5.Appraisal
6.Placement
7.Assessment
1.Appraisal
2.Placement
3.Assessment
1.Training & development
2.Appraisal
3.Placement
4.Compensation
5.Assessment
1.Sociatal objectives
2.Organisational objectives
3.Functional objectives
4.Personal objectives
-
8/2/2019 IMT - 12 Part1
14/25
Selection:
Selection is the process of pickingindividuals (out of pool of
jobapplicants) with requisite qualifications
and competence to fill jobs in theorganization
It is the process of differentiating amongapplicants on order to
identify ( andhire) those with greater likelihood ofsuccess in a
job.
-
8/2/2019 IMT - 12 Part1
15/25
Orientation:
Orientation, also called induction, is designed to provide anew
employee with the information he or she needsto function
effectively and comfortably in theorganization.
A formal definition of orientation isis planned introduction of
employees to their jobs,their
co-worker and the organization.
Orientation conveys three types of information-
1. General information about the daily work routine2. A review
of organization's history,operational background
3. A detailed procedure on policies,workrules and
employeebenefits
-
8/2/2019 IMT - 12 Part1
16/25
Definition of HR Roles
Role / Cell Deliverables /Outcome
Metaphor Activity
Management of strategic human
resourcesExecuting strategy
Strategic
artner
Aligning HR and business strategy:"Organisatioanl
diagnosis"
Management of firm infrastructureBuilding an efficient
infrastructure
Administrative
expert
Reengineering organisation process:"Shared
services"
Management of employee
contribution
Increasing
employee
commitment and
capability
Empoyee
champion
Listening and responding to employees:"Providing
resources to employees"
Management of transformation and
change
Creating a
renewed
organization
Change agentManaging transformation and change:"Ensuring
capacity for chane"
-
8/2/2019 IMT - 12 Part1
17/25
HR for Competitive Edge:
Making individuals a part of vision and objective
Involving the team members in the vision and the objectives
ofthe organization leads to contribution in a better way,towardsthe
development of the organization.
Culture is a permanent character of the company.Employeescome
and go but the culture lives on.
Capturing and sharing knowledge will be key ingredientsto
success
Knowledge will be the new currency of the millennium
Shifting the attitude from control to support Anything which is
forced can not be forceful
Developing global managers in a cross-functionalenvironment
Leaders must be conscious of the expectations and the need ofthe
foreign counter parts.
-
8/2/2019 IMT - 12 Part1
18/25
Acquisition of Human Resources
Preliminary Interview
Selection test
Employment Interview
Reference and BackgroundAnalysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Placement
The Selection Process
Rejection
-
8/2/2019 IMT - 12 Part1
19/25
Aggregate Cost Data P/HR activity
Job Analysis:Task questionnaire administration
Job description update per employeeRecruitment
Total cost per recruit
Travel costs recruiters
Administrative costs
Staffing
Total selection costs per new hireTesting costs per new hire
Interviewing costs per new hire
CompensationTotal benefit costs
Total salary costs
Overtime pay costs
Safety and healthHealth insurance premium per employee
Disability insurance premium per employee
Workers compensation total costs
Lost-time injury costs per employee
-
8/2/2019 IMT - 12 Part1
20/25
Human resource areas
Outputs:QWL
Productivity
Readiness
Training &development
Organizationdevelopment
Organization /job design
HumanresourceplanningPersonnel
research &informationsystems
Compensation/ Benefits
Employeeassistance
Union / Labor
relations
Selection &staffing
Human Resource Wheel
-
8/2/2019 IMT - 12 Part1
21/25
The Employee Development Process:
Identifying employeedevelopment needs
Formulating anemployee developmentplan
Teaching trainingprograms
Designingtraining programs
Evaluating trainingprograms
Evaluating employeedevelopment plan
-
8/2/2019 IMT - 12 Part1
22/25
Getting non-hierarchical Each individual should be accountable
for the pay cheque he
receives
Culture of learning and adaptability To grow,doing new things
and doing things differently must
become the corporate capability
Developing new generation business leaders Blend yesteryears
experience with the present enthusiasm
to achieve the future goals
Be small but look big Shift the focus from high employment the
networking
-
8/2/2019 IMT - 12 Part1
23/25
Training:
It is any attempt to improve current or future
employeeperformance by increasing an employees ability toperform
through learning,usually by changing theemployees attitude or
increasing his or her skills andknowledge.
The need for training and development is determinedby the
employees performance deficiency,computedas follows:
Training and development need
=Standard performance Actual performance
-
8/2/2019 IMT - 12 Part1
24/25
Training & Development:
Train:
Bring to desired standard of performance orbehaviour by
instruction and practice
Develop:
Make or become bigger or fuller or more elaborate
orsystematic;Bring or come to active or visible state orto
maturity
Educate:
Train or instruct intellectually,morally or socially
Learn:
Gain knowledge of a skill in,by study,experience orbeing
taught;be informed (of);find out(that how etc.)
-
8/2/2019 IMT - 12 Part1
25/25
Components of Career Planning
Organization Career Planning(OCP)
Self awareness;Abilities andinterests
Individual Career Planning(OCP)
Future Needs
Organization Career Planning(OCP)
Assessment of Individual Potential
Connecting Organizational Needswith Individual
Career Ladders
Future Needs
Planning Goals,life and work
Planning to achieve goals
Alternatives:Internal and externalto organisation
Career Ladders:Internal andexternal to organization
Placement
Synthesis
