W.A.

Jayasundera
Senior Consultant SLIDA
7/11/2012

For Main Functions of HRM

Recruitment
Performance Appraisal

Compensation
Development

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Four Critical HR Functions in three Management Levels

ManageRecruitment -ment level
Strategic Developing characteristics of people needed to run business in long term Designing internal and external systems to reflect future business
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Performance appraisal
In long term, what should be valued? Developing means to appraise future dimensions Early identification of potential

Compensation development
In world as it Planning might be in developmental long term, how experiences for will force be people running rewarded? business of the future Linking rewards to the Designing systems with long term flexibility to business adjust to change strategy

Management Recruitment level Validation of Managerial selection criteria Development of recruitment plan New markets

Performance appraisal Designing systems to link current and future potential Assessment centers for development

Compensation Five-year compensation plans for individuals Cafeteria style fringe benefits

development Organizing management development programs Organizing development activities Fostering self development

Operational

Staffing plans

Recruitment plans

Annual appraisal systems Day-to-day control systems

Wage and salary administration Benefit plans

Delivering job skill training On the job training

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OUTs AND INs OF HRM-TRENDS Out:

chain of command, reporting relationships, department, and function, work as imposed from above tasks self-management, responsiveness, pro-activity, initiative, collaboration, egalitarianism, self-reliance, standards of excellence, personal responsibility, work as collection of self-initiated projects and teams stability, order, predictability, structure, better safe than sorry flux, disorder, ambiguity, risk better sorry than safe

In: Out: In:

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Out:
In: Out:

Job titles and labels such as employee, manager, staff and professional everyone as businessperson, an owner of a complete business process, and president of his/her job good citizenship show up, be a good soldier, stay 9 to 5 in cubicle, dont make waves, wait for someone else to decide your fate, work in some organization for 30 years, retire with gold watch

In:

Make a difference add value, challenge the process, work four hours, or eighteen hours a day, accept the job site as wherever the action is, learn from mistakes, develop career mobility and fluidity, work your tail off and be intensely loyal to company X for one year or ten years, and then move on to company Y, a better, more 7/11/2012marketable person.

THREE BARRIERS TO EFFECTIVE HRM

1. The first barrier is lack of top management commitment to HRM. The second barrier is shortage of knowledge and skills among HRM managers to implement a credible HRM program within their organization. The third barrier to effective HRM is lack of proven knowledge about the long-term impact of HRM programs.
xxx

2.

3.

4.

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IMPORTANT FINDINGS OF THE STUDY WERE:

1. The biggest challenge for HR managers is to shift their attention from current operations to developing strategies for the future. HRM should focus on quality, customer service, employee involvement, productivity, teamwork, and creating a flexible workforce. HRM is no longer a stand-along staff function. It has become an area that must work closely with all employees to develop partnerships and programs that permit the firm to succeed in a highly competitive environment.
,,, 7/11/2012

2.

3.

4.

4. HRM needs to develop and help to implement strategies and programs that are responsive to the competitive nature of the market place.
5. HRM practices and policies should be jointly developed and implemented by HR managers and line managers. 6. Globalisation of business, changing demographics of the workforce, downsizing where external forces are most likely to affect a firms competitive advantage in the current century. 7/11/2012
7.

MULTIPLE ROLE MODEL OF HRM

Dave Ulrich, Professor of Business Administration at University of Michigan argues that the roles of HR professionals must be redefined to meet the competitive challenges organizations face today and are likely to face in the future in his remarkable and insightful book titled Human Resource Champions: The Next Agenda for Adding Value and Delivering Results published in 1997.
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Contd.

HE PROVIDED A FRAMEWORK THAT IDENTIFIES FOUR DISTINCT ROLES:

1. Strategic partners. This role involves systematically assessing and aligning HR practices with business strategy. They need to have skills to design, integrate and operate HR system to build new organizational capabilities. Building new organizational capabilities call for performance management programs aligned with the desired outcomes. Here the deliverable outcome is executing strategy. Administrative experts. This role is characterized by improving the processes, applying the principles of reengineering to HR processes, creating value in work performance, measuring HR results in terms of efficiency (cost) and effectiveness (quality). The deliverables in this role is building an efficient infrastructure.
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2.

3. Employee champions. Listening and responding to

employees and finding the right balance between demands on employees and resources available to them are the characteristics of this role. The key deliverable is increasing employee commitment and

capability.

4. Change agents. The deliverable in this role is creating a renewed organization. To this end, HR
professionals need to understand the theory and application of tools for change. They lead transformation by doing it first within the HR function; they serve as catalysts and facilitators of change.
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FIFTEEN KEY ROLES OF HRM PRACTITIONERS

1. Evaluator. The role of assessing the impact and utility of a program
and, service to the employees and organization.

2.

Group facilitator. The role of managing group discussions and

group process, so that individuals learn and group members reel the positive experience.

3.

Individual development counsellor. The role of helping an

individual to assess personal competencies, values, goals and identify and plan development and career actions.

4. 5.
6.

Instructional writer. The role of preparing written learning and

instructional material.

Instructor. The role of presenting information and directing

structured learning experiences so that individuals learn.
.

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6.

Manager of training and development. The role of planning,

organizing, staffing, controlling, training and development operations, or training and development projects, and of linking training and development operations with other organization units.

7.

Marketer.

The role of selling, training and development viewpoints, learning packages, programs and services to target audiences outside ones own work unit.

8.

Media specialist. The role of producing software and using audio,

visual, computer, and other hardware based technologies for training and development.

9.

The role of defining gaps between ideal and actual performance and specify the cause of gaps. equipment, materials, participants, and other components of a learning event are present and the program logistics run smoothly.

Needs analyst.

10. Program administrator. The role of ensuring that the facilities,

11.

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11. Program designer. The role of preparing objectives, defining content, and selecting and sequencing activities for a specific program.
12. Strategist. The role of developing long range plans for what the training and development structure, organization, direction, policies, programs, services and practices will be in order to accomplish the training and development mission. 13. Task analyst. The role of identifying activities, tasks, sub-tasks, human resource, and support requirements necessary to accomplish specific results in a job or organization. 14. Theoretician. The role of developing and testing theories of learning, training and development. 15. Transfer agent. The role of helping individuals to apply learning after their learning experience.
16.

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CORE COMPETENCIES MODEL FOR HRM PROFESSIONALS

Core Competencies
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
12.

Ethics. Communication Listening Relationship building Teamwork Standards of quality Judgement Results orientation Initiative Self confidence Enthusiasm and commitment
.

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Leverage competencies
1. Influence
2. Utilization of resources 3. Customer awareness 4. Creativity 5. Questioning

6. Organizational astuteness
7.

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