Changing Persona of HRM

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<ul><li><p>8/8/2019 Changing Persona of HRM</p><p> 1/12</p><p>SRIIOMSRIIOMHR GURUKULHR GURUKUL Session 3 (04Session 3 (04--0505--2010)2010)</p><p>Faculty: Dr. Ashoke K. MaitraFaculty: Dr. Ashoke K. Maitra</p><p>Presentation By: Raajeev S. Madurkar</p><p>Ek Tu Hi Nirankar</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 2/12</p><p>Changing persona of HRM</p><p>1. It is action-orientedEffective HRM focuses on actionrather than on record keeping, written procedure, or</p><p>rules. Certainly, HRM uses rules, records, and policies,</p><p>but it stresses action. HRM emphasizes the solution of</p><p>employment problems to help achieve organizational</p><p>objectives and facilitate employees development and</p><p>satisfaction.</p><p>2. It is people-orientedWhenever possible, HRM treats</p><p>each employee as an individual and offers services and</p><p>programs to meet the individuals needs. McDonalds,</p><p>the fast-food chain, has gone so far as to give an</p><p>executive the title vice president of individuality.</p><p>3. It is globally orientedHRM is a globally oriented</p><p>function or activity; it is being practiced efficiently and</p><p>continuously in Mexico, Poland, and Hong Kong. Many</p><p>organizations around the world treat people fairly, with</p><p>respect, and with sensitivity. Thus, American</p><p>practitioners can review best-in-class HRM practices inBrazil to determine if some principles can be applied or</p><p>modified to work in the United States.</p><p>4. It is future-orientedEffective HRM is concerned with</p><p>helping an organization achieve its objectives in the</p><p>future by providing for competent, well-motivated</p><p>employees. Thus, human resources need to be</p><p>incorporated into an organizations long-term strategic</p><p>plans.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 3/12</p><p>Todays workforce have to be good Change Agents</p><p>What Makes a Good Change Agent?Change processes and change projects have become major</p><p>milestones in many organizations history. Due to the dynamics in the external environment, many organizations find themselvesin nearly continuous change. The scope reaches from smaller change projects in particular sub business units up to corporation-</p><p>wide transformation processes.</p><p>By Dagmar Recklies</p><p>Levels ofChange Leadership Skills, derived from Jim Canterucci:</p><p>Level I</p><p>Accepts the need for change, communicates and defends the need for change throughout the organization, creates</p><p>an open and receptive environment</p><p>-------- Small change initiatives with clear direction</p><p>Level II Defines and initiates change, identifies leverage points for change in processes and work habits</p><p>--------Change projects at local level</p><p>Level III Leads change, translate the vision of the organization into the context of a specific change initiative and bring this</p><p>message to the entire organization, redirects approaches in the face of new opportunities-------- Transformation of a central vision into change initiatives and organization-wide communication</p><p>Level IV Manages complex change, understands the cultural dynamics of the current state of an organization, creates a</p><p>strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality</p><p>-------- Generates change with a high degree of transformation</p><p>Level V Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order</p><p>to support dramatic actions and change efforts, transforms the organization</p><p>-------- Ability to revolutionize organizations</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 4/12</p><p>Tom Peters Thriving on Chaos'</p><p>A central theme of Thriving onC</p><p>haos is change management.</p><p>Thriving on Chaos: The winners of tomorrow will deal proactively with chaos, will look at the chaos per se as the source</p><p>of market advantage, not as a problem to be got around. Chaos and uncertainty are (will be) market opportunities;</p><p>capitalizing on fleeting market anomalies will be the successful business s greatest accomplishment.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 5/12</p><p>In search of excellence Thomas J Peters and Robert N.</p><p>Waterman Jr.</p><p>Based on a study of forty-three of Americas best-run companies from a diverse array of business sectors, In Search of Excellence</p><p>describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these</p><p>organizations successful.</p><p>Based on research into America's most successful companies, the authors identify eight management principles</p><p>common to each of them:</p><p>1. A bias for action, active decision making - "getting on with it."</p><p>2. "Close to the customer - learning from the people served by the business.</p><p>3. Autonomy and entrepreneurship - fostering innovation and nurturing "champions."</p><p>4. Productivity through people - treating rank and file employees as a source of quality.</p><p>5. Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment.</p><p>6. Stick to the knitting - stay with the business that you know.</p><p>7. Simple form, lean staff - some of the best companies have minimal HQ staff.</p><p>8. Simultaneous loose-tight properties - autonomy in shop-floor activities plus strong centralized values.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 6/12</p><p>Frontiers of Management Rosabeth Moss Kanter</p><p>The essays in Frontiers of Management all, with the exception of the WorldClass excerpt, taken</p><p>from the Harvard Business Reviewover the last 15 years cover familiar Kanter themes, from</p><p>strategy, innovation, customer focus and empowerment to strategic alliances, compensation</p><p>systems and community responsibility. Reading them, she hopes, will help managers create the</p><p>conditions inside their companies that make productive change "a natural way of life." Such</p><p>"change-adept" organizations, as she dubs them, view change not just as a departure from the past</p><p>(the conventional definition) but see projects as a way of improving their fitness for thriving in</p><p>competitive markets in the future.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 7/12</p><p>Managing diverse talent</p><p>As we enter the twenty-first century, human capital has taken center stage in the business strategies of enlightened</p><p>organizations. Attracting, retaining, and effectively using people are increasingly the top priorities of leaders in all kinds of</p><p>organizations, from high-tech firms to universities, from government agencies to heavy manufacturing firms.</p><p>Even though theory and research suggest that diversity can be a resource to enhance organizational performance, there is</p><p>a crucial distinction between merely having diversity in the workforce and developing the organizational capacity to</p><p>leverage diversity as a resource. The challenge of diversity is not simply to have it but to create conditions in which its</p><p>potential to be a performance barrier is minimized and its potential to enhance performance is maximized.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 8/12</p><p>Types ofCompetencies</p><p>The word competencies is used in many contexts, with very different meanings. Basically,</p><p>competencies fall into three categories or types:</p><p>1. Organizational competencies unique factors that make an organization competitive.</p><p>2. Job/Role competencies things an individual must demonstrate to be effective in a job, role,</p><p>function, task, or duty, an organizational level, or in the entire organization.</p><p>3. Personal competencies aspects of an individual that imply a level of skill, achievement, or</p><p>output.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 9/12</p><p>Targeting the Right People</p><p>Here's a list of the important job skills a job</p><p>seeker must have in order to land a good job</p><p>and keep it.</p><p> The ability to research</p><p> Logical thinking</p><p> Technologically literate</p><p> Communication skills</p><p> Organizational skills</p><p> Interpersonal skills</p><p> Professional Growth</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 10/12</p><p>New Recruitment Methodology</p><p>Recruitment has become the most challenging human resources</p><p>(HR) function across all industries today. For a specialized field</p><p>such as oil and gas, the challenges are enormous. Why is it so</p><p>difficult to attract new talent? There are three main reasons.</p><p>First, industrial activity across the world is at an all-time high,</p><p>which has created more jobs and thus shrunk the availability ofpersonnel.</p><p>Second, the oil and gas industry has been hurt over the past 20</p><p>years because of its cyclicality and public perception.</p><p>Third, the baby boomer generation is approaching retirement</p><p>and the younger generation is not in sufficient numbers or</p><p>experienced enough to fill the gap.</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 11/12</p><p>Bibliography</p><p></p><p></p><p></p><p>hange_leader.htm</p><p></p><p></p><p> Byham, W.C. (1996). Developing dimension-/competency-based human resource systems. Pittsburgh, PA:</p><p>Development Dimensions International.</p><p></p><p> Introduction to Human Resource Management and the Environment</p></li><li><p>8/8/2019 Changing Persona of HRM</p><p> 12/12</p><p>Thank YouThank You</p></li></ul>