benifits of hrm
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INDIVIDUAL REPORT
THE BENEFITS TODAY OF HUMAN
RESOURCE MANAGEMENT.
NAME:
AHSAN JAVED.
I.D:
083362.
SUBJECT:
HUMAN RESOURCE MANAGEMENT.
SUBMITED TO:
SIR SHAKOOR RIZVI.
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Question:
What Is Human Resource Management?
Answer:
Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, andproviding direction for the people who work in the organization.
Human Resource Management can also be performed by line
managers.
Human Resource Management is the organizational function that dealswith issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,administration, and training.
Human Resource Management is also a strategic and comprehensive
approach to managing people and the workplace culture and
environment. Effective HRM enables employees to contributeeffectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
Human Resource Management is moving away from traditional
personnel, administration, and transactional roles, which areincreasingly outsourced. HRM is now expected to add value to the
strategic utilization of employees and that employee programs impactthe business in measurable ways. The new role of HRM involves
strategic direction and HRM metrics and measurements to
demonstrate value.
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Employee Eligibility
Eligible Employees
Employees must be appointed at least half-time for more than
six months
RO3 Lecturers and Coaches Academic Year must be appointed
for at least six weighted teaching units for two or moreconsecutive quarters
Once employees have acquired eligibility and have enrolled in plans,
they may continue enrollment during subsequent continuous
appointments of at least half-time regardless of the duration of the
new appointment.
Ineligible Employees
Intermittent
Student Assistants
Graduate Assistants
Employees paid from funds not controlled by the CSU or fromrevolving or similar funds from which a regular CSU premium
payment can be made
Eligible Family Members
Eligible family members include spouses, domestic partners and
dependent children under the age of 23.
In order to enroll a spouse for the first time, a marriage certificate and
the spouses social security number must be provided to the benefits
office.
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When enrolling a domestic partner, a Certificate of Domestic
Partnership and a Statement of Financial Liability Form including the
domestic partners social security number must be provided to the
benefits office. (Family Code Section 297 defines domestic partners as
same sex or opposite sex if one or both of the persons are over the
age of 62).
Eligible children are children under age 23 who have never been
married (annulments are acceptable; not divorces), adopted children,
stepchildren, children of a domestic partner and medically disabled
children over the age of 23 who became disabled prior to the age of
23. Dependent children who are not the employees natural children
must live with the employee in a regular parent/child relationship and
be economically dependent upon the employee.
Proof that family members meet the above criteria will be required
before they are enrolled in an employees insurance plans. Acceptable
proof is:
Legal Spouse - Marriage certificate (original or copy with state
seal)Domestic Partner - Registration of domestic partnership with theSecretary of State certification stamp
Natural Children - Birth certificate (original or copy with stateseal)
Adopted Children - Adoption papers
Stepchildren - Birth certificate of child & marriage certificate ofparent and stepparent
Children of Domestic Partner - Birth certificate of child andDomestic Partner Certification from the Secretary of State
Dependent children that are not the employees natural children- Completed Affidavit of Eligibility for Economically DependentChildren stating the employee is in a parent/child relationship
and the child is economically dependent upon the employee for50% of the childs financial support. Submit that form along with
the childs birth certificate and proof of custody. The child must
never have been married and must be under the age of 23(except for certain disabled dependents).
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A "parent-child" relationship is defined as one in which the employee
has been given the authority and assumed responsibility for raising the
child as his/her own child. There must be a parent-child relationship
with the child who resides with the employee and the natural parent
cannot be living in the same household as the child or can live in the
household if they cannot fulfill parental responsibilities. If the child is
disabled, special rules apply.
An employee may be asked periodically and without notice to provide
supporting documentation, such as but not limited to, court records,
birth certificate, proof of school registration, tax returns, statement of
financial liability or any other documents, when requested by the
University (or CalPERS) as long as the child is enrolled as his/her
dependent.
It is imperative that employees notify the benefits office when
dependents are no longer eligible for benefits coverage, i.e., employee
divorce, marriage of child, child reaching age 23. Dependents who lose
their eligibility will be able to continue coverage through COBRA.
Health Care Benefits
Medical, Dental, Flex-Cash, Vision, COBRA
Enrollment in the health and dental plans is not automatic. New
employees have 60 days from the date of the eligible appointment to
enroll in the insurance plans without evidence of insurability,
regardless of any pre-existing condition(s). The effective date formedical coverage and dental coverage is determined by the date the
enrollment form is received by the Benefits Department.
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Example: Benefit enrollment form submitted and received on June 10.
The effective date for medical coverage will be July 1 and the effective
date for dental coverage will be August 1.
If your appointment date is on the last day of a month, which is the
first day of the following pay period, the earliest effective date will be
the first of the second month.
Example: Employee was hired and benefit enrollment form submitted
and received on July 31. The effective date for medical coverage will
be September 1 and the effective date for dental coverage will be
October 1.
These plans are voluntary; therefore, your signature is required on the
benefits enrollment/change form and/or dental enrollment forms prior
to the coverage taking effect.
Employees who fail to enroll within the 60-day timeframe will delay the
effective date of medical coverage for a minimum of 90 days after
submitting the appropriate document to the benefits office.
Reenrollment or changes in enrollment follow the same effective dates
as enrollment.
Eligible employees who are granted a leave of absence without pay
may continue participation in their medical plans by making direct
payments of the full premiums to the plan providers.
Medical
Medical Insurance coverage for eligible CSU employees is administered
by the Public Employees Retirement System (CalPERS). A broad range
of medical insurance plans are available to covered employees, with
the majority of the premiums paid by the CSU. Open enrollment is
typically in October with an effective date of the following January.
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Medical benefits are also available to eligible CSU retirees and
dependents. To be eligible for retiree benefits at retirement,
employees must be at least 50 years of age and have five years of
retirement service credit.
The state contributes a substantial amount toward the employees
monthly premium, based on the number of family members enrolled
in the plan. All premiums are paid by monthly payroll deductions.
Please note that premiums, benefits and state contributions may
change annually.
Commonly Asked Questions
Health Premium Contribution Rates
Basic Plan Rate Comparison (pdf)
Health Maintenance Organizations (HMOs)
Employees select a primary care physician who coordinates all care
including referral to specialists.
Blue Shield Access+ HMO
Individual practice plan where the employee must use contracted
doctors/hospitals designated on plan lists for all services. To finda doctor, go to
https://www.blueshieldca.com/bsc/home/home.jhtml click onfind a provider now, then click on Find a Doctor. Under
Choose a Plan select from the drop down menu CalPERSHMO. Here you can find a doctor by specialty, name or location.
Generally, no deductibles and no claim forms are required.
For more information refer to the Evidence of Coveragedocument.
Blue Shield NetValue
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Same level of benefits as Blue Shield Access+ at a lower monthlypremium cost and with a smaller network of medical groups.
To find a doctor, go tohttps://www.blueshieldca.com/bsc/home/home.jhtml and
choose find a provider now. Click on Find a Doctor and under
Choose a Plan select from the drop down menu CalPERSHMO. Here you can find a doctor by specialty, name or location.
For more information refer to the Evidence of Coveragedocument.
Kaiser
A clinic/hospital-based plan where one specific clinic or hospitalprovides the services.
Click here to find a doctor or facility.
For more information refer to the Summary of Benefits andEvidence of Coverage.
Preferred Provider Organization (PPO)
PERS Choice and PERS Care (administered by Anthem Blue Cross of
California)
Plan Details:
Search for a doctor by going to http://www.anthem.com/ca/.Select Visitors and Employees of Groups of 51+. Click Enter
under Find a Doctor then click Next under Visitor Search. In
the Select a Plan Type drop down menu choose Large Group.In the Select A Plan drop down menu choose Blue Cross PPO
(Prudent Buyer). Under Select Provider Type choosePhysicians. Now you can choose a specialty or indicate No
Preference and Next. In the last section you can type in your
address and/or zip code and search for providers.
Non-network providers may be used, but co-payments will be
higher. Members may select primary care provider and specialists
without referral.
Annual deductibles must be met before some benefits apply.
See Benefits Office for chart comparing PERS Choice and
PERSCare.
PERS Select (administered by Anthem Blue Cross of California)
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Plan Details:
Same level of benefits as PERS Choice at a lower monthly
premium cost.
Available in 54 of the 58 California counties (not available in
Alameda, Marin, Placer, or Solano counties, or out-of-state).
List of providers is 50 percent of the PERS Choice physiciannetwork. Search for a doctor by going to
http://www.anthem.com/ca/. Select Visitors and Employeesof Groups of 51+. Click Enter under Find a Doctor then click
Next under Visitor Search. In the Select a Plan Type dropdown menu choose Large Group. In the Select A Plan drop
down menu choose Select PPO. Under Select Provider Type
choose Physicians. Now you can choose a specialty or indicateNo Preference and Next. In the last section you can type in
your address and/or zip code and search for providers.
For PERS Select, Choice and Care Members
Anthem Blue Cross Coverage and Claims
Medco (Prescription Drug) Information
Register for online member services (Member number/subscriber
ID is the number on your PERS Select, Choice and Care ID cardwithout the three alpha characters)
Evidence of Coverage for PERS Choice, PERS Select and PERS Care
Use Provider Phone/Website List to contact providers for moreinformation.
Vision
Eligible CSU employees and dependents may enroll in vision coverage
that is currently paid by the CSU. Premiums are generated through the
payroll process and are paid on a monthly basis. Premiums are paid
annually in a one-time lump sum amount for Faculty Early Retirement
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Program (FERP) employees.
CSU vision benefits are insured through Vision Service Plan (VSP).
For additional information regarding VSP and the vision benefits plan
design, refer to the VSP Benefits Summary and the VSP Member Plan
Summary.
Flexcash
FlexCash is an optional benefit plan that allows employees to waive
CSU medical and/or dental insurance coverage in exchange for
additional cash in their paycheck each month. If you decide not to
keep the CSU medical and/or dental coverage, you will be required to
certify on the FlexCash Enrollment Authorization form that you have
alternative non-CSU medical and/or dental coverage and provide proof
of other non-CSU coverage.
You are eligible for the FlexCash plan if:
You meet the eligibility requirements for CSU medical and dental
benefits You are an active non-represented employee or an active
represented employee in a bargaining unit which allows
participation
You have other, non-CSU medical and/or dental coveragethrough an individual policy, private group coverage, or coverage
related to employment outside the CSU system
You are not eligible to participate if you are covered as the dependent
of another CSU employee.
If you choose to receive cash in lieu of medical and/or dental
coverage, the payment is as follows:
Waive Medical only $128.00 per month
Waive Dental only $12.00 per month
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Waive Medical and Dental $140.00 per month
These amounts may change subject to the collective bargaining
agreement.
FlexCash is treated as taxable income and is subject to the same
payroll taxes as your regular salary. This additional income will be
reported as income on your W-2 form.
You may not start or stop your FlexCash election in the middle of a
plan year, except for allowable family status changes as defined by
IRS regulations. These regulations specify that changes in FlexCash
elections must be necessary or appropriate as a result of the familystatus changes. The enrollment changes must be requested within 60
days of the status change.
If allowable family status changes occur, you can make the following
changes by completing new enrollment forms within 60 days of the
status change:
If you chose cash, you can now choose medical and/or dental
coverage.
If you kept your other medical and/or dental coverage, you can now
choose cash.
Allowable family status changes include:
Marriage or divorce;
Death of a spouse or dependent (or loss of dependent status); Birth or adoption of a child;
Termination or commencement of your spouse's employment;
Change from full-time to part-time employment (or vice versa by
either you or your spouse, if that change affects your medical
and/or dental coverage);
Start or return from an unpaid leave of absence by either you or
your spouse;
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Gain or loss of alternative non-CSU coverage; or
A significant change in the alternative non-CSU coverage.
COBRA
The Consolidated Omnibus Budget Reconciliation Act (COBRA) allows
eligible employees and dependents who lose their eligibility for
medical, dental, and vision coverage to continue to receive health care
coverage on a self-pay basis for up to 18, 29, or 36 months depending
on the circumstances.
Employees can continue COBRA coverage for the following events:
18-Month Events
Separation from employment for reasons other than dismissal
for gross misconduct
Reduction in work hours to less than half-time or cancellation of
health benefits due to loss of eligibility or reduction in hours
Dependents may enroll in COBRA for the following events:
36-Month Events
Death of employee/annuitant (unless family member qualifies forcontinuous coverage as a survivor)
Divorce or legal separation
Marriage of a child
Child attains age 23
Moving out of the household
Medicare entitlement of COBRA subscriber
Recruitment and Training
This is one of the most important responsibilities of the human resourcemanagement team. The human resource managers work out plans andstrategies of hiring the right kind of people. They design the criteria suitable for aspecific job description. Their responsibilities also include formulating theobligations of an employee and the scope of tasks assigned to him. Based onthese two factors, the contract of an employee with the organization isdeveloped. When required, they also provide training to the employees according
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to the requirements of the organization. An organization cannot build a goodteam of working professionals without the help of a good human resourcemanagement team.
Performance Appraisals
Human resource management encourages every individual in the organization,to work according to his potential and also helps him increase his potential. Themanagement team communicates with the employees, all the necessaryinformation regarding their performances and also defines their respective rolesfrom time to time. This helps the employee to form an outline of their anticipatedgoals in much clearer terms and thereby, helps them execute the goals with bestpossible efforts. Performance appraisals taken from time to time also help inmotivating the employees.
Maintaining Work Atmosphere
The performance of an individual in an organization is largely driven by the workatmosphere or work culture that prevails at the workplace. A good environmentcan bring out the best in an employee. A congenial atmosphere gives theemployeesjob satisfaction as well. A good work environment is one of thebenefits employees can get from human resource management.
Managing Disputes
There are several issues on which disputes may arise between the employeesand the managers in an organization. In such a scenario, it is the humanresource department which acts as a consultant and mediator to sort out theissues in an effective manner.
Developing Public Relations
The responsibility of establishing good public relations lies with the humanresource management to a great extent. They organize business meetings,seminars and various official gatherings on behalf of the company in order toestablish relationships with other business sectors. Sometimes, the humanresource department plays an active role in preparing the business andmarketing plans for the organization too.
Any organization, without a proper setup for human resource management isbound to suffer from serious problems while managing its regular activities. Forthis reason, a lot of stress is given these days for the setup of an effective humanresource management system
Human resources is a term used to describe the individuals who make up the workforce
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of an organization, although it is also applied in labor economics to, for example,
business sectors or even whole nations. Human resources is also the name of the function
within an organization charged with the overall responsibility for implementing strategiesand policies relating to the management of individuals (i.e. the human resources). This
function title is often abbreviated to the initials "HR".
Human resources is a relatively modern management term, coined as early as the 1960s -
when humanity took a shift as human rights came to a brighter light during the VietnamEra. The origins of the function arose in organizations that introduced 'welfare
management' practices and also in those that adopted the principles of 'scientific
management'. From these terms emerged a largely administrative management activity,coordinating a range of worker related processes and becoming known, in time, as the
'personnel function'. Human resources progressively became the more usual name for this
function, in the first instance in the United States as well as multinational or internationalcorporations, reflecting the adoption of a more quantitative as well as strategic approach
to workforce management, demanded by corporate management to gain a competitive
advantage, utilizing limited skilled and highly skilled workers.
Human resources purpose and role
In simple terms, an organization's human resource management strategy should maximize
return on investment in the organization's human capital and minimize financial risk.
Human resource managers seek to achieve this by aligning the supply of skilled and
qualified individuals and the capabilities of the current workforce, with the organization's
ongoing and future business plans and requirements to maximize return on investment
and secure future survival and success.
In ensuring such objectives are achieved, the human resource function is to implement an
organization's human resource requirements effectively, taking into account federal, state
and local labor laws and regulations; ethical business practices; and net cost, in a manner
that maximizes, as far as possible, employee motivation, commitment and productivity.
Key functions
Human Resources may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas. The following are
typical of a wide range of organizations:
Maintaining awareness of and compliance with local, state and federal labor laws
(Department of Labor federal labor law information)
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Recruitment, selection, and on boarding (resourcing)
Employee recordkeeping and confidentiality
Organizational design and development
Business transformation and change management
Performance, conduct and behavior management
Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management
Compensation and employee benefit management
Training and development (learning management)
Employee motivation and morale-building (employee retention and loyalty)
Implementation of such policies, processes or standards may be directly managed by the
HR function itself, or the function may indirectly supervise the implementation of such
activities by managers, other business functions or via third-party external partner
organizations. Applicable legal issues, such as the potential fordisparate treatment and
disparate impact, are also extremely important to HR managers.
Human resources management trends and influences
In organizations, it is important to determine both current and future organizational
requirements for both core employees and the contingent workforce in terms of their
skills/technical abilities, competencies, flexibility etc. The analysis requires consideration
of the internal and external factors that can have an effect on theresourcing,
development, motivation and retention of employees and other workers.
External factors are those largely outside the control of the organization. These include
issues such as economic climate and current and future labor market trends (e.g., skills,
education level, government investment into industries etc.). On the other hand, internal
influences are broadly controlled by the organization to predict, determine, and monitor
for examplethe organizational culture, underpinned by management style,
environmental climate, and the approach to ethical and corporate social responsibilities.
Major trends
To know the business environment an organization operates in, three major trends must
be considered:
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1. Demographics: the characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in relation to pension
offerings, insurance packages etc.2. Diversity: the variation within the population/workplace. Changes in society now
mean that a larger proportion of organizations are made up of "baby-boomers" or
older employees in comparison to thirty years ago. Advocates of "workplacediversity" simply advocate an employee base that is a mirror reflection of the
make-up of society insofar as race, gender, sexual orientation etc.
3. Skills and qualifications: as industries move from manual to more managerialprofessions so does the need for more highly skilled graduates. If the market is
"tight" (i.e. not enough staff for the jobs), employers must compete for employees
by offering financial rewards, community investment, etc.
Individual responses
In regard to how individuals respond to the changes in a labor market, the following must
be understood:
Geographical spread: how far is the job from the individual? The distance to
travel to work should be in line with the pay offered, and the transportation and
infrastructure of the area also influence who applies for a post.
Occupational structure: the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational
structure, namely, craft (loyalty to the profession), organization career (promotionthrough the firm) and unstructured (lower/unskilled workers who work when
needed).
Generational difference: different age categories of employees have certain
characteristics, for example, their behavior and their expectations of theorganization.
Framework
Human Resources Development is a framework for the expansion of human capital
within an organization or (in new approaches) a municipality, region, or nation. Human
Resources Development is a combination of training and education, in a broad context of
adequate health and employment policies, that ensures the continual improvement and
growth of both the individual, the organization, and the national human resourcefulness.Adam Smith states, The capacities of individuals depended on their access to
education. Human Resources Development is the medium that drives the process
between training and learning in a broadly fostering environment. Human Resources
Development is not a defined object, but a series of organised processes, with a specific
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learning objective (Nadler,1984) Within a national context, it becomes a strategic
approach to inter sectoral linkages between health, education and employment.
Structure
Human Resources Development is the structure that allows for individual development,
potentially satisfying the organization's, or the nation's goals. Development of the
individual benefits the individual, the organizationand the nation and its citizens. In the
corporate vision, the Human Resources Development framework views employees as an
asset to the enterprise, whose value is enhanced by development, "Its primary focus is on
growth and employee developmentit emphasizes developing individual potential and
skills" (Elwood, Olton and Trott 1996) Human Resources Development in this treatment
can be in-room group training, tertiary or vocational courses or mentoring and coaching
by senior employees with the aim for a desired outcome that develops the individual's
performance. At the level of a national strategy, it can be a broad inter-sectoral approach
to fostering creative contributions to national productivity
Training and development
At the organizational level, a successful Human Resources Development program
prepares the individual to undertake a higher level of work, "organized learning over a
given period of time, to provide the possibility of performance change" (Nadler 1984). Inthese settings, Human Resources Development is the framework that focuses on the
organization's competencies at the first stage, training, and then developing the employee,
through education, to satisfy the organization's long-term needs and the individual's
career goals and employee value to their present and future employers. Human Resources
Development can be defined simply as developing the most important section of any
business, its human resource, by attaining or upgrading employee skills and attitudes at
all levels to maximize enterprise effectiveness. The people within an organization are its
human resource. Human Resources Development from a business perspective is notentirely focused on the individual's growth and development; "development occurs to
enhance the organization's value, not solely for individual improvement. Individual
education and development is a tool and a means to an end, not the end goal itself"
(Elwood F. Holton II, James W. Trott Jr). The broader concept of national and more
strategic attention to the development of human resources is beginning to emerge as
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newly independent countries face strong competition for their skilled professionals and
the accompanying brain-drain they experience.
Recruitment and selection
Applicant recruitment and employee selection form a major part of an organization's
overall resourcing strategies, which identify and secure people needed for the
organization to survive and succeed in the short- to medium-term. Recruitment activities
need to be responsive to the increasingly competitive market to secure suitably qualified
and capable recruits at all levels. To be effective, these initiatives need to include how
and when to source the best recruits, internally or externally. Common to the success of
either are: well-defined organizational structures with sound job design, robust task and
person specification and versatile selection processes, reward, employment relations and
human resource policies, underpinned by a commitment for strongemployer branding
andemployee engagement and onboarding strategies.
Internal recruitment can provide the most cost-effective source for recruits if the potential
of the existing pool of employees has been enhanced through training, development and
other performance-enhancing activities such asperformance appraisal, succession
planning anddevelopment centresto review performance and assess employee
development needs and promotional potential.
Increasingly, securing the best quality candidates for almost all organizations relies, at
least occasionally if not substantially, on external recruitment methods. Rapidly changing
business models demand skill and experience that cannot be sourced or rapidly enough
developed from the existing employee base. It would be unusual for an organization to
undertake all aspects of the recruitment process without support from third-party
dedicated recruitment firms. This may involve a range of support services, such as:
provision ofCVs or resumes, identifying recruitment media, advertisement design and
media placement for job vacancies, candidate response handling,shortlisting, conducting
aptitude testing, preliminary interviews or reference andqualificationverification.
Typically, small organizations may not have in-house resources or, in common with
larger organizations, may not possess the particular skill-set required to undertake a
specific recruitment assignment. Where requirements arise, these are referred on an ad
hoc basis to governmentjob centresor commercially-run employment agencies.
http://en.wikipedia.org/wiki/Employment_relationshttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_relationshttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agency -
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Except in sectors where high-volume recruitment is the norm, an organization faced with
sudden, unexpected requirements for an unusually large number of new recruits often
delegates the task to a specialist external recruiter. Sourcingexecutive-level and senior
managementas well as the acquisition of scarce or high-potential recruits has been a
long-established market serviced by a wide range of search and selection or
headhunting consultancies, which typically form long-standing relationships with their
client organizations. Finally, certain organizations with sophisticated HR practices have
identified a strategic advantage in outsourcing complete responsibility for all workforce
procurement to one or more third-party recruitment agencies or consultancies. In the most
sophisticated of these arrangements the external recruitment services provider may not
only physically locate, or embed, their resourcing team(s) in the client organization's
offices, but work in tandem with the senior human resource management team in
developing the longer-term HR resourcing strategy and plan.
Other considerations
Despite its more everyday use, terms such as "human resources" and, similarly, "human
capital" continue to be perceived negatively and may be considered insulting. They create
the impression that people are merely commodities, like office machines or vehicles,
despite assurances to the contrary.
Modern analysis emphasizes that human beings are not "commodities" or "resources",
but are creative and social beings in a productive enterprise. The 2000 revision ofISO
9001, in contrast, requires identifying the processes, their sequence and interaction, and
to define and communicate responsibilities and authorities. In general, heavily unionised
nations such as Franceand Germanyhave adopted and encouraged such approaches.
Also, in 2001, the International Labour Organization decided to revisit and revise its
1975 Recommendation 150 on Human Resources Development.[7] One view of these
trends is that a strong social consensus on political economy and a good social welfare
system facilitates labor mobility and tends to make the entire economy more productive,
as labor can develop skills and experience in various ways, and move from one enterprise
to another with little controversy or difficulty in adapting. Another view is that
governments should become more aware of their national role in facilitating human
resources development across all sectors. which includes following[citation needed]
http://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Good_(economics_and_accounting)http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Human_resources#cite_note-6%23cite_note-6http://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Labor_mobilityhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Good_(economics_and_accounting)http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Human_resources#cite_note-6%23cite_note-6http://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Labor_mobilityhttp://en.wikipedia.org/wiki/Wikipedia:Citation_needed -
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Trans-national labor mobility
An important controversy regarding labor mobility illustrates the broader philosophical
issue with usage of the phrase "human resources". Governments of developing nations
often regard developed nations that encourage immigration or "guest workers" as
appropriating human capital that is more rightfully part of the developing nation and
required to further its economic growth.
Over time, the United Nations have come to more generally support the developing
nations' point of view, and have requested significant offsetting "foreign aid"
contributions so that a developing nation losing human capital does not lose the capacity
to continue to train new people in trades, professions, and the arts.
Ethical management
In the very narrow context of corporate "human resources" management, there is a
contrasting pull to reflect and require workplace diversitythat echoes the diversity of a
global customer base. Such programs require foreign language and culture skills,
ingenuity, humor, and careful listening. These indicate a general shift through the human
capital point of view to an acknowledgment that human beings contribute more to a
productive enterprise than just "work": they bring their character, ethics, creativity, social
connections and, in some cases, pets and children, and alter the character of a workplace.The term corporate cultureis used to characterize such processes at the organizational
level
HRM Benefits - Human Resource Management System:
Organizational Development Helps you simulate, analyze
and experiment with proposed organizational changes andprevious organizational models. It helps you attract, retain, and
motivate the best people.
Recruitment
http://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Corporate_culturehttp://en.wikipedia.org/wiki/Corporate_culturehttp://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Corporate_culture -
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Helps you find the best people and then manage and trackcandidates throughout the entire recruiting process via a
streamlined automated Workflow process.
Employee Self Service
Align the individual goals of your employees with your corporate
strategy. Demonstrate that your Human Resource strategies and
solutions benefit the company's bottom line.
Keep your talent from leaving
Thats a primary goal in today's world of specialized skills and tight
labor markets. With role-based portals, Alpha HRM makes sure thateveryone gets the right information to collaborate and make shared
decisions. The net result is that Alpha HRM helps you create a goodwork environment a place where people want to stay.
Alpha HRM benefits include the following:
HR Employee Portal: This includes Recruitment, Attendance,Leave, Over Time, Payroll and Employee Management activities.
Employee Self Service Portal:
This includes Leave Application,Self-Pay Slip access, Attendance Recording, Travel Expenses and
Human Resource Work Room etc.
Security Portal:
This includes Visitor Management and Goods Checking services
through Security Clearance Memos.
Candidate Portal:
This includes candidates applying for job vacancies published onthis portal by Human Resource Department.
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Human Resource Management (HRM) Workflow
Employee Self Service:
Post/track Month Wise Attendance
Post/track Leave Application
Create Pay Slip View
Post track Purchase Requisition
Post/track Claims Form
Employee Workbench:
Business Alerts
Work Schedule
Personal Records
Hierarchy Chart
PC Profile
Desktop Self Service:
Address Books Appointment Books
Workroom Folders
Chat Rooms
Email Messages
Phone Dialer
HRM benefits - Company Self Service:
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Company News
Company Profile
Online Shopping
Job Vacancies
Help Desk
Over Time (OT) Manager:
Create Over Time Policy
Read Overtime Time Requisition
Create Over Time Plan for selected Employee based on OT
required
Security Manager:
Visitor Registration
Employee Info Manager:
Define Organizational setup departments, categories, gradesetc.
Maintain Complete Employee Record
Process requests for change in employee information
Human Resource Management - HRD Manager:
Promotions Transfers
Performance Appraisal
Awards and Disciplinary actions
Training Management
Library Management
Leave Manager:
Define various types of leaves and rules related to entitlement,
carry forward etc. Process/Approve Leave Transactions like leave application,
cancellation and encashment
Create Leave Cards
HRM benefits - Payroll Manager:
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Define Pay structure Earnings and Deductions
Enter Loans, arrears, Advances, Attendance or leave deductions
Record monthly yearly PF ESI Return
Add Bonus, Increment
Print I.T/TDS Forms
Print Pay slips / bank statements
HRM benefits - Attendance Manager:
Capture Attendance Records from Attendance RecordingMachines.
Generate Muster Roll Attendance Card
Generate absenteeism, late coming, early going andunauthorized absence reports
HRM benefits - Shift Manager:
Enter number of Shifts with Shift Policy and rotation pattern or
logic.
Create Shift Plan for various categories of employees ortemporary workers
HRM benefits - Recruitment Manager:
Read HR Requisition
Create Jobs wanted advertisements to be published on net andin newspaper
Collect resumes from website
Call candidate for Interview via interview call letters
Take Interview and note interview results
Compare Candidates and select successful applicants for jobs
Send Job Offer Letters and receive confirmation
Register Employee and orientation.
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Questionnaire
Respondents informationName: ..
Title: .
Organization: Telephone: ...
E-Mail: .
1 How many peoples are working in your organization?
In total ________ Male ________ Female ________
2. What is the number of employees in HR department?
In total ________ Male ________ Female ________
3. How would you define your work?
______________________________
______________________________
4. What would you describe as the most challenging thing in your job?
______________________________
5. What is the most enjoyable part of your work?
______________________________
6. How would you rate your team working skills?
? Excellent ? Average? Below average
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7. How do you handle pressure at work?
________________________________
8. Has your HR function change from last 2 years?
a. Yes b. No
9. Does your organization have a Strong business strategy or not?
a. Yes b. No
10. Is your organization part of a larger Group of companies/institutions?
a. Yes b. No
11. What is the role of HR in your organization?
..
..
..
12. What do you foresee you would need to meet these challenges? (Please tick amaximum of
Three and in order of perceived importance):
a. Training
b. Tools
c. HR measuresd. Best practices
e. Consulting
12. Approximately what percentage of employees has received training within the last
year?
a. External __%
b. Internal __%
c. Both __%
13. what % you of annual income are spending on the training of employers?
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a. ______%
b. Dont know
15. How does the HR function in your organization contribute to Human Capital
Development?..
..
..
16. Please mention 4-5 Strategic Skills/Competencies challenges, facing theCommunication sector today
..
..
....
..
17. Are you using the latest Communication Tools?
a. Yes b. No
18. Which are the main Communication skills gaps in your organization?..
..
..
19. How are you closing any Strategic HR Readiness gap (please tick all that apply)?
a. Internal courses b. External courses
c. Recruitment
d. Conferences
e. ITU coursesf. Other, please specify:
.
20. Please mention the difficulties, which the organization had in previous year in
recruiting Personnel.
..
..
..
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21. Do you think that the division exists between traditional public/institutional
education and contemporary ICT needs?
a. Yes b. No c. Dont know
22. Please list the vendor based/organizational ICT certifications, which are more
valuable for your organization...
..
..
23. Please list the academic institutions ICT certifications, which are more valuable for
your organization.
..
..
..
24. Have your country national strategy for ICT skills development?a. Yes b. No c. Dont know
25. Have your country national mechanisms or institutions supporting the development
and Implementation of a long-term and consistent ICT skills agenda in close co-operation
between the public and private sectors?
a. Yes b. No c. Dont know
26. Are you participating in multi stakeholder partnerships, in cooperation with all
relevant stakeholders, such as institutional & organizational, for ICT skills developmentand certification?
a. Yes b. No
27. How can ITU-D/HCB(Human Capacity Building) assist your organization HCD to
the contribution of national e-strategy implementation.
..
..
..
28 does your HR department is working good?
a. Yes b. No
29. Do you have a policy for assisting employees on personal issues that may affect their
performance at work?
_________________________
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30. Do you evaluate field employees on a regular basis?
a. Yes b. No
31. Do you find it necessary to communicate with the employees issues such as future
work prospects, success and failure of the company?
a. Yes b. No
32. Do you have a pay-for-performance policy that rewards good performing employees?
a. Yes b. No
33. Does the organization have a new employee orientation program?
a. Yes b. No
33. Are unskilled employees in your organization encouraged to take up training?
a. Yes b. No
34. Do supervisors in your organization have regular training?
a. Yes b. No
35. Do your employees benefit from group benefit programs?
a. Yes b. No