Download pdf - Changing Persona of HRM

8/8/2019 Changing Persona of HRM

http://slidepdf.com/reader/full/changing-persona-of-hrm 1/12

SRIIOMSRIIOMHR GURUKULHR GURUKUL Session 3 (04Session 3 (04--0505--2010)2010)

Faculty: Dr. Ashoke K. MaitraFaculty: Dr. Ashoke K. Maitra

Presentation By: Raajeev S. Madurkar

Ek Tu Hi Nirankar



Changing persona of HRM

1. It is action-oriented Effective HRM focuses on actionrather than on record keeping, written procedure, or

rules. Certainly, HRM uses rules, records, and policies,

but it stresses action. HRM emphasizes the solution of

employment problems to help achieve organizational

objectives and facilitate employees development and

satisfaction.

2. It is people-oriented Whenever possible, HRM treats

each employee as an individual and offers services and

programs to meet the individuals needs. McDonalds,

the fast-food chain, has gone so far as to give an

executive the title vice president of individuality.

3. It is globally oriented HRM is a globally oriented

function or activity; it is being practiced efficiently and

continuously in Mexico, Poland, and Hong Kong. Many

organizations around the world treat people fairly, with

respect, and with sensitivity. Thus, American

practitioners can review best-in-class HRM practices inBrazil to determine if some principles can be applied or

modified to work in the United States.

4. It is future-oriented Effective HRM is concerned with

helping an organization achieve its objectives in the

future by providing for competent, well-motivated

employees. Thus, human resources need to be

incorporated into an organizations long-term strategic

plans.



Todays workforce have to be good Change Agents

What Makes a Good Change Agent?Change processes and change projects have become major

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-

wide transformation processes.

By Dagmar Recklies

Levels of Change Leadership Skills, derived from Jim Canterucci:

Level I

Accepts the need for change, communicates and defends the need for change throughout the organization, creates

an open and receptive environment

-------- Small change initiatives with clear direction

Level II Defines and initiates change, identifies leverage points for change in processes and work habits

--------Change projects at local level

Level III Leads change, translate the vision of the organization into the context of a specific change initiative and bring this

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

Level IV Manages complex change, understands the cultural dynamics of the current state of an organization, creates a

strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality

-------- Generates change with a high degree of transformation

Level V Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order

to support dramatic actions and change efforts, transforms the organization

-------- Ability to revolutionize organizations



Tom Peters Thriving on Chaos'

A central theme of Thriving onC

haos is change management.

Thriving on Chaos: ³The winners of tomorrow will deal proactively with chaos, will look at the chaos per se as the source

of market advantage, not as a problem to be got around. Chaos and uncertainty are (will be) market opportunities;

capitalizing on fleeting market anomalies will be the successful business ¶s greatest accomplishment.´



In search of excellence Thomas J Peters and Robert N.

Waterman Jr.

Based on a study of forty-three of Americas best-run companies from a diverse array of business sectors, In Search of Excellence

describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these

organizations successful.

Based on research into America's most successful companies, the authors identify eight management principles

common to each of them:

1. A bias for action, active decision making - "getting on with it."

2. "Close to the customer - learning from the people served by the business.

3. Autonomy and entrepreneurship - fostering innovation and nurturing "champions."

4. Productivity through people - treating rank and file employees as a source of quality.

5. Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment.

6. Stick to the knitting - stay with the business that you know.

7. Simple form, lean staff - some of the best companies have minimal HQ staff.

8. Simultaneous loose-tight properties - autonomy in shop-floor activities plus strong centralized values.



Frontiers of Management Rosabeth Moss Kanter

The essays in F rontiers of Management all, with the exception of the World C lass excerpt, taken

from the Harvard Business Review over the last 15 years cover familiar Kanter themes, from

strategy, innovation, customer focus and empowerment to strategic alliances, compensation

systems and community responsibility. Reading them, she hopes, will help managers create the

conditions inside their companies that make productive change "a natural way of life." Such

"change-adept" organizations, as she dubs them, view change not just as a departure from the past

(the conventional definition) but see projects as a way of improving their fitness for thriving in

competitive markets in the future.



Managing diverse talent

As we enter the twenty-first century, human capital has taken center stage in the business strategies of enlightened

organizations. Attracting, retaining, and effectively using people are increasingly the top priorities of leaders in all kinds of

organizations, from high-tech firms to universities, from government agencies to heavy manufacturing firms.

Even though theory and research suggest that diversity can be a resource to enhance organizational performance, there is

a crucial distinction between merely having diversity in the workforce and developing the organizational capacity to

leverage diversity as a resource. The challenge of diversity is not simply to have it but to create conditions in which its

potential to be a performance barrier is minimized and its potential to enhance performance is maximized.



Types of Competencies

The word competencies is used in many contexts, with very different meanings. Basically,

competencies fall into three categories or types:

1. Organizational competencies unique factors that make an organization competitive.

2. Job/Role competencies things an individual must demonstrate to be effective in a job, role,

function, task, or duty, an organizational level, or in the entire organization.

3. Personal competencies aspects of an individual that imply a level of skill, achievement, or

output.



Targeting the Right People

Here's a list of the important job skills a job

seeker must have in order to land a good job

and keep it.

The ability to research

Logical thinking

Technologically literate

Communication skills

Organizational skills

Interpersonal skills

Professional Growth



New Recruitment Methodology

Recruitment has become the most challenging human resources

(HR) function across all industries today. For a specialized field

such as oil and gas, the challenges are enormous. Why is it so

difficult to attract new talent? There are three main reasons.

First, industrial activity across the world is at an all-time high,

which has created more jobs and thus shrunk the availability of personnel.

Second, the oil and gas industry has been hurt over the past 20

years because of its cyclicality and public perception.

Third, the baby boomer generation is approaching retirement

and the younger generation is not in sufficient numbers or

experienced enough to fill the gap.



Bibliography

http://google.com

http://www.mercer.com/summary.htm?idContent=1380965

http://www.corpchange.com/archives/article_archives/a19_are_you_a_change_leader/a19_are_you_a_c

hange_leader.htm

http://www.pfdf.org/leaderbooks/l2l/summer99/kanter.html

http://www.bizsum.com/articles/art_in-search-of-excellence.php

Byham, W.C. (1996). Developing dimension-/competency-based human resource systems. Pittsburgh, PA:

Development Dimensions International.

http://www.articlesbase.com/careers-articles/job-skills-in-todays-workforce-1240220.html

Introduction to Human Resource Management and the Environment



Thank YouThank You