1/3/2017

1-2. HRM: An Introduction

Including
Functional & Strategic HR Roles
and
New challenges for HR & Line
Managers
Professor Debi S. Saini
debissaini@gmail.com

Issues discussed in this Session are following:

Types of mgrl. skills & nature of Authority

Personnel Mgt, its Functions & perceptions

New world of Work & Critical success Factors

New HRM and Roles/challenges of HR & Line Mgrs

Three key Stages of development of HRM

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Managerial skills
&
Managing organizations

Three sets of Skills Needed in Managers

1. Technical Skills
The ability to apply specialized expertise

2. Conceptual Skills
The ability to analyze complex situations

3. Human Skills This Course

The ability to understand, work with, & motivate focuses on
2nd & 3rd skills
people, both as individuals & in groups
HBS & Stanford Studies on saliency of people skills: 89:11 & 88:12

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Critical Skills for Organizational Success

Human, not Technical, skills are more critical as org. grows

High

Degree of
Skill used
Human Skills
Tech-
nical
Low Skills
1 3 5 10
Years of experience
Adapted in part from Bob Anderson,
From Patriarchy to Partnership

Use human relationship techniques to promote People Skills

Top Ten Skills in 2015 and in 2020

In 2020 In 2015
1. Complex problem-solving 1. Complex problem-solving
2. Critical thinking 2. Coordinating with others
3. Creativity 3. People management
4. People management 4. Critical thinking
5. Coordinating with others 5. Negotiation
6. Emotional intelligence 6. Quality control
7. Judgement & decision-making 7. Service orientation
8. Service orientation 8. Judgement & decision-making
9. Negotiation 9. Active listening
10. Cognitive flexibility 10. Creativity
Source: Futures of Job Reports, World Economic Forum

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Nature of
Personnel Management
&
Its Key Functions

Personnel and Personnel Management

Personnel/HR means: People in orgs.

Personnel Mgt.: Mgt. of personnel function

--Individuals/groups/collectives

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A More Comprehensive View of Personnel Management (PM)

A field of management
that relates to: planning, organizing, directing, controlling

the procurement, development, reward, appraisal,

integration, maintenance, & utilization (e.g IR issues)

of a workforce

for attaining organizational goals.

Larger Connotation of HR has 2 focus areas: PM & IR
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Human Resource System: As Traditionally Seen

HR Planning
Recruitment &
Selection
Managing
Employee
relations
Human Resource Learning &
Management Development

Compensation Managing
Mgt. Performance

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Broad categories of HRs Functions

Line function
Directing people in own & related deptts.

Coordinative function
Coordinating HR activities
(Involves functional control)

Staff (assist & advise) functions

Assisting/advising line mgrs.
This is the Heart of HR 11

A Cacophony (Discordant Mixture) HR roles (Ulrich & Brockbank, 2005)

Business Coach
Partner

HR Leader Enabler Advocate

Employee Change agent Initiative leader

champion

Strategist Operational Rapid Internal

Supporter specialist deployment consultant
Human capital Mgr. of firm Competency
Steward infrastructure practitioner

Mgr. of employee Knowledge Strategic Policy

Contribution facilitator partner administrator

Maintainer and Program Service provider Reactive

Monitor coordinator problem solver
Conscience Facilitator Relationship Architect
keeper builder

Administrative Client 12
expert relationship mgr.

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How HRs Work is Perceived:

Mostly HR people dont
Command respect:

Why is it so?
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New Era:
Upheaval in the
World of Work

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Conceptual Age of
Imagination, creativity

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Increasing Importance of
Knowledge/Service Industry
& Emergence of Telecommuting;
Gold/Pink-collared Worker

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Focus on New Factors

is Critical for Bus. Success
& building HPWS

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Critical Success Factors for Businesses Today?

1. Strategic steps (Making/implementing)

2. Customer-centricity

3. InnovationR & D

4. TalentInvolvement (EI) culture

5. Flexibility
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Critical Success Factors for Businesses Today?

6. Change Leadership (including M & A)

7. Team working

8. Speed

9. Knowledge base, big data, analytics

10. Needs on Millennials

11. Aligning all functions with Strategy: Align HR with Business

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Emergence
of
New HRM/SHRM
& Its Roles
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CEO is
Chief HR strategist:
Values, style, leadership:
HR facilitates realize these

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SHRM Emerges to Respond to these Challenges

A distinctive approach of employment management

which seeks to achieve competitive advantage
through the strategic development of
a highly committed & capable workforce,

using an integrated array of

John Story 1995

cultural, structure & personnel techniques

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John Storys Model of Strategic HRM

Beliefs and
Assumptions

Attitude, & Behavior changes

Line Commitment
Managers Customer orientation Competitive
ENHANCED STRATEGIC
Performance
COMPETITION RESPONSE seize the Quality
initiative Flexible working

Change in key
Levers

Implications for Industrial Relations

Source : John Storey, HRM (1995) 23

Synthesis of Roles for HR Professionals

(Ulrich and Brockbank, 2005)

Human Capital
Developer

Employee HR Strategic
Advocate Leader Partner

Functional
Expert

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Traditional & New Roles/Duties of HR.

1. Devising & organizing main HR Systems
SelectionL & DPAReward

2. Managing IR Functions
DisciplineGrievance mgt.
Managing separation: Dismissal/discharge/retrenchment/VRS
Employment law enforcement
Organizing well-being: HealthSafetyWelfareQWL
Industrial Disputes Resolution
Negotiation/Collective Bargaining
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Traditional & New Roles/Duties of HR contd

3. Communication:
NewslettersCircularsMeetingsOpen forums

4. Employee Motivation/engagement
5. Managing Talent
6. HRD
7. Facilitation of orgl. Change (HR is an imp. change agent)
8. Facilitating appropriate orgl. culture 26

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HR Challenges for Line People

1. Placing the right person on the right job
2. Orienting new employees to orgl. culture (also by HR)
3. Trng. & developing peoples ability (can be by line & or HR or both)
4. Building cooperation; developing smooth relationships

5. Motivating & engaging employee for job performance

6. Changing the mindset/behavious
7. Controlling labour costs 27

Paradigm shift
in
HRM Model

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New Behaviors: From Control to Self Org.

Letting Go
Control Focus on
Focus on Engaging People
Tasks & Alignment for Purpose

Liberating
the Structures
A Personal and
Orgl. Journey
Self-
Dependency Organization

Adapted in part from Bob Anderson,

From Patriarchy to Partnership

Hard HR Model Soft HRM Model

1. View of employees v. task: 1. View of employees v. task
Tight fit between business & HR issues HR philosophy guides all task/bus. issues

2. Are employees resource? 2. Are employees resource?

Yes: Like any other resource Yes: But resourceful humans
who can give comptt. advantage

3. Focus: Functional aspects 3. Focus: Strategic aspects

R&S, develop., PA, reward Trust, collaboration, Diversity mgt.,
HRD, empowerment

4. HR approach: Calculative: 4. HR approach: Commitment:

Obtain cheaply; exploit fully culture, communication, leadership
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The Financial Benefits

Three Key Phases

in
Development of HRM

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Evolution of HRM: Broad Phases

Taylorism: Father of Sc. Mgt: Published Pr. Of Sc. Mg
in 1911 (Machine man) (Sc. method, selection, trng., reward)

Human Relations movement ( Mayo, 1933) Challenged sc. mgt.:

PM developed to humanize workFocus on Unions

HRM Thinking: 1980s onwards: Hard/soft

--Neo-plurarism & Neo-unitarismCooperation--HCM
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Two major Approaches to HRM

Globalization-led HRM in 1980s (two approaches):

I. Resource-centredness: people are like other resources (hard HRM)

Focus: planning, control
Contribution to strategic objectives

II. People concern (soft HRM):

People are resourceful humans
TrustDiversityEICulture
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HRM Discipline: Use of Different Terminologies over the years

Human Capital Mgt.

Strategic HRM & Talent Mgt.

Human Resources Mgt.

Personnel Mgt. & Indl. relations

Employee Welfare

Time Keeping
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What can One Learn in this Session?

People skills are most critical for mgrl success

HR performs advisory & support functions

HR aims for efficient & effective people mgt.

There are 4 key functions of HR & new Strategic roles

Traditionally, HR has been seen as power monger

There is a strategic shift in HRs Roles; new HR roles of Line mgrs

CEO is chief HR strategist: Values, leadership: HR helps realize these

Emergence of New HRM has resulted from globalization36

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