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DIPA MITRA 1

HUMAN RESOURCE

MANAGEMENT

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DIPA MITRA 3

Human Resource Management

The process of

employingpeople ; motivating,evaluating, and developingtheir

resources ; maintaining, and

compensatingthem to achieve

organizational goals

Human Resource

Management

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DIPA MITRA 4

Four Cs of HR Profession

Being Competent

Being Curious

Being Courageous

Caring about people

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DIPA MITRA 5

HR Functions

Managerial Functions

Planning

Organising

Directing Controlling

etc

Operative Functions

Employment

HRD

CompensationManagement

Human Relations

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DIPA MITRA 6

Human Resource Management Process

Job analysis

& design

Training &

development

HR planning

& forecasting

Employee

recruitment

Employee

selection

Organizational Career Management:

Strategies &

objectives ofthe organisation

Performance planning

& evaluation

Compensation

& benefits

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DIPA MITRA 7

Present Scenario

Some specific challenges related with todays HR

Workforce Diversity

Changing Demographics of Workforce Women in Management

Dual Career Professionals

Changed Employee Expectations

Improving People Skills

From Management Control to Empowerment

From Stability to Flexibility

Stimulating Innovation and Change

Improving Ethical Behaviour

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DIPA MITRA 8

Women in Management

WOMEN IN MANAGEMENTis a tale of two

worlds - one Western and the other Eastern.

Two worlds that have different cultural contexts

and yet share common experience and also sharean agenda for an evolution in Management now.

Corporations were created by men, for men; and

to start with, women had 'no business' to be inbusiness.

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DIPA MITRA 9

Starting Point in West

But since World War II, the Western world has

thrown more doors open to women in the

labour market in all professions. This included

management as well, since the managementmodel shifted from the Military model to one

focusing on 'leadership'

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DIPA MITRA 10

Western Scenario

In the West, primarily led by the US, and closelyfollowed by Northern Europe, 30% to 50% inalmost every white collar profession, including

business, especially in the 'cutting edge industriesof the future'.

A generation of women that enteredmanagement in the Seventies and the Eighties isnow ready to break the 'glass ceiling' to the top(some of them have already done it) in the newmillennium.

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DIPA MITRA 11

Eastern Picture

Women in the other world, Asia, have relatively

a long way to go before they reach such

magnificent numbers, thanks to the age-old

baggage of conditioning given by Manu in Indiaand Confucius in the majority of the rest of

Asia. Hence, the first stage of the evolution - of

that of defying the conditioning to explore thepotential- was more difficult and delayed here

but accomplished, nevertheless.

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DIPA MITRA 12

Dual Career Factor in the

Organisation

Dual career couples-Both partners areactively pursuing professional careers.

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DIPA MITRA 13

As a manager it should be learned

how dual-career couples manage

why they manage why people tackle the challenges of a dual-career

marriage

the rewards and frustrations associated with thislifestyle.

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DIPA MITRA 14

From economic and social point

of viewDual-career couples can enjoy

economic and social equality

demands of their respective careersmay conflict with marriage and family responsibilities.

conflicting demands arise that do not occur in families

with one breadwinner

these demands can be more easily addressed becauseof dual expertise and dual economic resources.

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DIPA MITRA 15

From Organisational point of view

Physical relocation is obvious for developing talent

But dual career professionals limits individualflexibility in accepting some challenging job

assignments

New forms of occupational stress result fromthis lifestyle

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DIPA MITRA 16

As a manager, it is necessary to understand and

empathize with these people to maximizing the

contributions of those professionals

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THANK YOU