netrashetty
Netra Shetty
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Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of HR manager is shifting from that of a protector and screener to the role of a planner and change agent. Personnel directors are the new corporate heroes. The name of the game today in business is personnel . Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future skill mapping through proper HRM initiatives.
Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development. Role of HRM is becoming all the more important.
Some of the recent trends that are being observed are as follows:
The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management, with renewed thrust on HR issues, more particularly on training.
Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such organizational models also refocus on people centric issues and call for redefining the future role of HR professionals.
Recent fundamental changes in the global economy make world markets and transnational corporate players more powerful than nation states. They amount to a worldwide trend toward privatization and anti-statism. Instead, the international market for goods and capital are seen as the purveyors of not only healthy economies, but good governance and satisfied citizenries. To be sure, various dislocations will occur and there will be clear winners and losers but, ultimately, in this vision, the neo liberal process will triumph. Economic globalization represents a major transformation in the territorial organization of key economic sectors. To what extent it also represents a possible transformation in the structures of politico-economic power is a difficult and controversial question (Smith, Solinger & Topik 1999). The major dynamics at work in the global economy contain the capacity to undo the particular form of the intersection of sovereignty and territory embedded in the modern state and the modern state system. But this may not necessarily mean that sovereignty is less of a feature of the international system. Rather, it may signal the relocation of some components of national state sovereignty onto supranational authorities or privatized corporate systems (Smith, Solinger & Topik 1999). One change in a global and business economy is recession. Recession has created challenges to countries and businesses. Recession also gave a company’s HRM some challenges even though they belong to a Knowledge economy.
VALUES, PRINCIPLES, AND POLICIES
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.
HR STRATEGIC PLANNING
•
Implement an iterative HR strategic planning process. This should inform by projection, as well as
influence, the Center’s operational and financial plans/projections.
•
•
Equip the function of the human resources to provide strategic analysis and recommendations
Establish mechanisms so that HR professionals can provide timely input into, and be aware of
decisions concerning the overall business strategy of the Center
•
Document the HR strategy, either as stand-alone or as part of an overall business strategy for the
organization, so that it can be communicated to and validated by those who must implement the
strategy
HR METRICS
•
Develop a set of HR metrics that is relevant to the HR and business strategy and that can be readily
gathered periodically to permit trend analysis
ORGANIZATIONAL DESIGN
•
Periodically review the current organizational design and evaluate opportunities for changes that will
promote the implementation of the business strategy
•
In evaluating organizational design, consider informal as well as formal structures, particularly in
relation to promotion of knowledge management objectives
CHANGE MANAGEMENT
•
•
Undertake significant changes in the form of planned change projects
Incorporate attention to cultural components in major change management projects
DIVERSITY MANAGEMENT
•
Evaluate HR policies and procedures from the perspective of encouraging and getting the most out
of having a diverse workforce
•
Monitor Center performance in terms of creating a supportive environment for and achieving a
diverse workforce
Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of HR manager is shifting from that of a protector and screener to the role of a planner and change agent. Personnel directors are the new corporate heroes. The name of the game today in business is personnel . Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future skill mapping through proper HRM initiatives.
Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development. Role of HRM is becoming all the more important.
Some of the recent trends that are being observed are as follows:
The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management, with renewed thrust on HR issues, more particularly on training.
Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such organizational models also refocus on people centric issues and call for redefining the future role of HR professionals.
Recent fundamental changes in the global economy make world markets and transnational corporate players more powerful than nation states. They amount to a worldwide trend toward privatization and anti-statism. Instead, the international market for goods and capital are seen as the purveyors of not only healthy economies, but good governance and satisfied citizenries. To be sure, various dislocations will occur and there will be clear winners and losers but, ultimately, in this vision, the neo liberal process will triumph. Economic globalization represents a major transformation in the territorial organization of key economic sectors. To what extent it also represents a possible transformation in the structures of politico-economic power is a difficult and controversial question (Smith, Solinger & Topik 1999). The major dynamics at work in the global economy contain the capacity to undo the particular form of the intersection of sovereignty and territory embedded in the modern state and the modern state system. But this may not necessarily mean that sovereignty is less of a feature of the international system. Rather, it may signal the relocation of some components of national state sovereignty onto supranational authorities or privatized corporate systems (Smith, Solinger & Topik 1999). One change in a global and business economy is recession. Recession has created challenges to countries and businesses. Recession also gave a company’s HRM some challenges even though they belong to a Knowledge economy.
VALUES, PRINCIPLES, AND POLICIES
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.
HR STRATEGIC PLANNING
•
Implement an iterative HR strategic planning process. This should inform by projection, as well as
influence, the Center’s operational and financial plans/projections.
•
•
Equip the function of the human resources to provide strategic analysis and recommendations
Establish mechanisms so that HR professionals can provide timely input into, and be aware of
decisions concerning the overall business strategy of the Center
•
Document the HR strategy, either as stand-alone or as part of an overall business strategy for the
organization, so that it can be communicated to and validated by those who must implement the
strategy
HR METRICS
•
Develop a set of HR metrics that is relevant to the HR and business strategy and that can be readily
gathered periodically to permit trend analysis
ORGANIZATIONAL DESIGN
•
Periodically review the current organizational design and evaluate opportunities for changes that will
promote the implementation of the business strategy
•
In evaluating organizational design, consider informal as well as formal structures, particularly in
relation to promotion of knowledge management objectives
CHANGE MANAGEMENT
•
•
Undertake significant changes in the form of planned change projects
Incorporate attention to cultural components in major change management projects
DIVERSITY MANAGEMENT
•
Evaluate HR policies and procedures from the perspective of encouraging and getting the most out
of having a diverse workforce
•
Monitor Center performance in terms of creating a supportive environment for and achieving a
diverse workforce
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