Trends in HRM

7/26/2019 Trends in HRM

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LATEST TRENDS IN

HUMAN RESOURCE

MANAGEMENT

Presented By :- Narciso Isidro Jr.


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INTRODUCTION

Human Resource Management is a process of

bringing people and organizations togeter so tat

te goals of eac oter are met.

It is te part of management !ic plans"

organize" direct and control te procurement"

de#elopment and maintenance of uman resources

in an organization.


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SCOPE OF HRM $e scope of HRM is %uite !ide and ence is

di#ided into tree categories" namely :-

Personal &spect 'elfare &spect

Industrial Relation &spect


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PERSONAL ASPECTIt includes :-

HR Planning

Recruitment

(election

Placement

$ransfer

Promotion $raining and )e#elopment

Remuneration i.e salary and !age

Incenti#es.


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WELFARE ASPECTIt includes :-

'or*ing +onditions

&menities suc as canteens" rest rooms etc.

Housing $ransport

Medical &ssistance

,ducation Healt and (ociety

Recreation facilities


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TRENDS IN HRM

OUTSOURCING

The cust!e" e#$ect%tins h%&e ch%n'ed %s h%&e HR (unctins) Functins

%"e *ein' utsu"ced includin' "ec"uit!ent+ l%*" "el%tins %nd tt%l

"e,%"ds)

The ,"("ce is ,"in' !"e nn-t"%ditin%ll.) This includes (le#i*le ,"

schedules+ &i"tu%l ,"$l%ces %nd '"e%te" "eli%nce n cntin'ent st%((in')

The"e %"e utsu"cin' (i"!s ,hich c%"". ut the (unctins ( !%n%'in' the$e"%tins ( hu!%n "esu"ce %tt%in!ent %nd %llc%tin (" %chie&in' the

desi"ed '%ls)


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OUTSOURCING

Businesses tat outsource HR are typically small to

midsize firms !it bet!een 01 and 2133 employees.

$ese businesses #ie! outsourcing as a tool tat relie#es

tem from HR responsibilities and enables tem to focus

on !at tey do best.

It pro#ides e4tra benefits besides allo!ing te firm to

concentrate on its core business operations.


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OUTSOURCING

$e basic ser#ices pro#ided by te HR outsourcing firms

include :-

a5

6#erseeing organizational structure and staffingre%uirements

b5 Recruiting" training and de#elopment

c5 $rac*ing department ob7ecti#es" goals and strategies.

d5 ,mployee and manager traininge5 Benefits administration

f5 ,mployee orientation programme


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WOR/PLACE DI0ERSIT1 'or*place )i#ersity refers to te oterness or tose uman

%ualities tat are different from our o!n and outside te

groups to !ic tey belong" yet present in oter

indi#iduals and groups.

)imensions of di#ersity include" but are not limited to age"

etnicity" gender" race" caste" education etc.

Managing di#ersity is defined as 8planning andimplementing organizational systems and practices to

manage people so tat te potential ad#antages of di#ersity

are ma4imized !ile its potential disad#antages are

minimized.


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WOR/PLACE DI0ERSIT1 Heterogeneity promotes creati#ity and eterogeneous

groups a#e been so!n to produce better solutions to

problems and a iger le#el of critical analysis. $is

can be a #ital asset at a time !en te campus is

undergoing tremendous cange and self 9 e4amination

to find ne! and more effecti#e !ays to operate.

'it effecti#e management of di#ersity" te firm

de#elops a reputation as an employer of coice. Not

only !ill you a#e te ability to attract te best talent

from a srin*ing labor pool" you can sa#e time and

money in recruitment and turno#er costs.


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WOR/PLACE DI0ERSIT1

In order to play a *ey role in te mar*et and sustaining te

operational le#el !it efficiency" a firm needs some of s*ills

in relation to identifying and dealing !it te !or*place

di#ersity :-

a5 &n understanding and acceptance of managing di#ersity

concepts.

b5 Recognition tat di#ersity is treaded troug e#ery

aspect of management.c5 (elf-a!areness" in terms of understanding your o!n

culture" identity" biases" pre7udices and stereotypes.

d5 'illingness to callenge and cange institutional

practices tat present barriers to different groups.


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SCARCIT1 OF TALENT

$e management of scarcity of talent is no! an

essential management practice" !at !as once solely

attaced to recruitment no! co#ers a multitude of

areas.

$e management of talent refers to attract" de#elop

and retain employees. (ome people and organizationsuse te tecni%ue to refer especially to talented or

ig potential employees.


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SCARCIT1 OF TALENT

,mployers need to recognize talent as an asset to

be deployed !itin an organization and te HR

function must be 8more planned and strategic

about talent allocation.

$is deals !it disco#ering !ere untapped

sources of talent lie and e#ol#ing creati#e !ays of

attracting and identifying ne! talent. $en" all oftese assets must be de#eloped and allocated

effecti#ely troug a business" so tat te talent

balance remains constant.


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SCARCIT1 OF TALENT

It may be difficult to find talent to co#er 7obs tat

re%uire special s*ills" tere;s also a strong need for

employers to de#elop programmes" !ic build

talent o#er a long timeframe.

It defines te organizational relationsip !it

tose employees !o add more #alue to te

business" o!e#er tat #alue is defined.


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EMPHASIS ON INDUSTRIAL

RELATIONS

Industrial relations is a multidisciplinary field

tat studies te collecti#e aspects of te

employment relationsip. It is increasingly

being called employment relations because ofte importance of non-industrial employment

relationsips. IR as a core concern !it

social 7ustice troug te fair employment

practices and decent !or*.


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RELATIONS

$e ma7or tas*s of HRM and Industrial Relations

are :-

Hiring (taff

Negotiation of employment contracts andconditions

Performance Management

Re!ard (ystems

)ispute Resolution

)isciplinary Process

,nsuring Healt and safety to staff

,mployee Moti#ation


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RELATIONS

HR managers are e4pected to *no! teir

obligations under federal and state

industrial relations legislations" suc as

!at teir minimum obligations" are in

regard to employees; pay and

conditions" !at role union officials can

play" and managing potential industrialaction.


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SOCIAL MEDIA

No HR personnel can afford to ignore te

importance of social media" eiter in terms of teir

use of it in teir !or*ing life and in furtering

teir career" or in terms of o! employees !itin

teir organization are using it.

HR professionals must become increasingly

social-media-sa!y in order to na#igate aprogressi#ely more noisy digital en#ironment.


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SOCIAL MEDIA (ocial media is no! !idely used by HR

professionals to sare and disseminate information

!it teir industry peers and as a net!or*ing tool.

People are using a !ide array of platforms suc as

lin*edin"


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ADOPTING HR TECHNOLOG1It is important to loo* for!ard for te canging trends in

tecnology !ic can a#e an impact on te HR

practices. nderstanding tese canges !ill elp te

mangers to adapt and flouris. $e !ide range of

impact of tecnology on HR can be clearly #ie!ed onte HR functions:-

a5 Recruitment

b5 $raining = )e#elopment

c5 Performance &ppraisal

d5 Payroll = &ttendance Record

e5 ,mployee Benefits


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ADOPTING HR TECHNOLOG1

In c%se ( Rec"uit!ent : I$ as a igly positi#e impact. ,-

recruitment is te use of tecnology or !eb based tools to support

te recruitment process.

$e ma7or !ays of recruitment" !ic companies commonly useare by displaying te career opportunities on teir !ebsites"

depending on te 7ob portals for ma*ing te potential ires and

using social net!or*ing sites for getting te database.

It pro#ides a economic !ay to publis 7ob openings !it greaterreac.

It speeds up te recruitment process and pro#ides a 0>?@ access to

online resumes.


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In c%se ( T"%inin' 2 De&el$!ent :,-learning

is an intense opportunity pro#ided by te

companies for teir employees" !ic elp tem to

increase teir *no!ledge le#el. $e training

materials are pro#ided online" employees can

utilize tese materials and get trained. In tis case

of e-learning" employees a#e an ad#antage tat

tey can learn at teir o!n pace.


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In c%se ( Pe"("!%nce M%n%'e!ent+ $%."ll %nd %ttend%nce !%inten%nce :

$ese functions a#e become a part of te customized soft!are pac*age li*e

,RP solutions.

+PM A+omputerized Performance Monitoring5 system used by companies

elp in data collection by counting te number of !or* units co#ered by eac

one per time period.

&t a time" it elps in calculating te performance of appro4imately ten million

people.

Inade%uate testing of te application and poor implementation can lead to

problems in te system


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In c%se ( E!$l.ee 3ene(its :

$e use of ,(( A,mployee (elf (er#ice5 as elped

te HR managers to dedicate more time on

strategic issues li*e !or*force management. It elps in succession planning" compensation

planning etc. and ensuring tat te employee;s

data are accurate and updated.

$roug tis solution" employees get access toteir data" pay roll information" training materials

etc. online !ic allo! tem to *eep teir data

updated.

Trends in HRM

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