Recent Trends and Development inHUMAN RESOURCE MANAGEMENT

ASSIGNMENT BY

NIDHI AGARWAL, 13169, BMS-2D

(SSCBS)

CHANGE MANAGEMENT

Employees Need Change Management Skills to Succeed. Change is here to stay. You can't run away from it; you can't make it go away. You can't return to the good old days. You can't continue to do your job as you have always done it. You live in a work world with customers who are increasingly demanding. Technology is changing every aspect of work.

Doing more with lessrequires redefining staff roles and responsibilities, changing processes and systems, and refining service to customers. The need for your employees to make decisions and act quickly within the parameters of their jobs increases as customer demands and the need for a flexible workplace increase. In this fast changing environment, change management skills are paramount if you wish to succeed. No matter your job, you must learn to manage change. Whether you love change or hate it, for a successful, fulfilling work life, you must manage change, and even more importantly, you need to take charge of change.

In this assignment well study some changes in the field of Human Resource Management.

1. Globalization and its implications

Business today doesnt have national boundaries it reaches around the world. The rise of multinational corporations places new requirements on human resource managers. The HR department needs to ensurethat the appropriate mix of employees in terms of knowledge, skills and cultural adaptability is available to handle global assignments. In order to meet this goal, the organizations must train individuals to meet the challenges of globalization. The employees must have working knowledge of the language and culture (in terms of values, morals, customs and laws) of the host country.

Human Resource Management (HRM) must also develop mechanisms that will help multicultural individuals work together. As background, language, custom or age differences become more prevalent, there are indications that employee conflict will increase. HRM would be required to train management to be more flexible in its practices. Because tomorrows workers will come in different colors, nationalities and so on, managers will be required to change their ways. This will necessitate managers being trained to recognize differences in workers and to appreciate and even celebrate these differences.

HSBC HOLDINGS PLC

IMPORTANCE OF CULTURAL DIVERSITY

HSBC is a global bank serving some 125 million customers from nearly all the countries in the world almost every nationality and ethnic group. Its an organization which, when recruiting staff, actively looks for people who are culturally sensitive.

MANAGING FOR GROWTH STRATEGY

Diversity can be regarded as a competitive differentiator, both in employment and in customer markets. Diversity is therefore central to HSBC's brand image and connects with Managing for Growth and our people strategy. Though in India having a formal diversity policy is not a legal requirement, we have formed a committee to drive home this philosophy and have set benchmarks for ourselves towards achieving the stated objectives.

ATTITUDINAL SHIFT

HSBC has consistently espoused greater diversity as a key aspect of business strategy. HSBC is known to involve trainers and coaches from outside to create comprehensive training programs that incorporate diversity.

HSBC has built a business case around four factors, including competition and the need to maintain a leading position in our target markets; developing and motivating the best talent; engagement of our workforce and good governance a brand that stands for exceptional customer experience; and corporate social responsibility.

PERSONAL FEEDBACK

Diversity creates a fertile ground for development of our raw talent and hones and shapes the latent potential in each employee. I thoroughly enjoy my work at HSBC because of the environment that has been created for us in terms of recognition of cultural, linguistic and ethnic diversities.

DIVERSITY MANAGEMENT AT HSBC

HSBC is an equal opportunities employer with no discrimination on grounds of age, gender, race, ethnicity, language, caste, economic or social status or disability.

DIVERSITY COMMITTEE

Diversity initiatives & programs are driven by their Diversity Committee which comprises senior executives from across the company. Its main areas of focus are:

GENDER

A number of affirmative actions such as maternity, paternity and adoption leave, flexible working hours, late night transportation etc. have been taken to support gender diversity.

DISABILITY

Certain categories of job have been identified as suitable for physically challenged individuals, like phone banking operators in call centers (for movement impaired only); data processing staff (for movement and hearing impaired); telephone operators in HSBC pan India (for visually impaired).

UNDERPRIVILEGED

The underprivileged i.e. orphans and destitute individuals are assisted by tying up with NGOs such as Future Hope and SOS Children's Villages to provide short-term training internships. After their training, they are eligible to apply to join the bank and will be considered for employment based on merit and availability of suitable vacancies.

CODE OF CONDUCT FOR AFFIRMATIVE ACTION

HSBC India has signed the Confederation of Indian Industrys and ASSOCHAMs The Company has a senior executive accountable to the CEO to oversee and promote its Affirmative Action policies and programs. The senior executive presents / will present a biannual report to the Board of the Company about such policies and programs.

STRATEGY OF INCLUSIVENESS

HSBC recognized that a fundamental barrier to diversity is culture, so they launched a strategy of inclusiveness that aimed to create a shift in attitude among our management and our people.

That attitudinal shift was based on a number of tenets: that you get better value and better results from a diverse team, and having respect for those different points of view inspires loyalty and engagement among employees and customers. It began with diversity workshops which equipped them with the skills and empathy required to lead diverse teams in an inclusive way which emphasized that its about valuing invisible attributes as well including different ways of communicating, thinking and problem solving.

2. Corporate downsizing

Whenever an organization attempts to delayer, it is attempting to create greater efficiency. The premise of downsizing is to reduce the number of workers employed by the organization. HRM department has a very important role to play in downsizing. HRM people must ensure that proper communication must take place during this time. They must minimize the negative effects of rumors and ensure that individuals are kept informed with factual data. HRM must also deal with actual layoff. HRM dept is key to the downsizing discussions that have to take place.

Why Companies downsize?

One of the primary reason that downsizing occurs is that jobs are subcontracted out, both domestically and internationally, to reduce corporate overhead. The Boeing Company is no different than many other multinational enterprises. There are three reasons that most companies subcontract jobs. The first is to lower the total costs of production. This is accomplished by relocating jobs to lower cost wage regions, either domestically or internationally. The subcontracting of jobs internationally not only lowers production costs, but also assists in gaining market share which is the second reason that many companies subcontract out component development. Sometimes firms are required by local content requirements to produce components locally. Other countries require production facilities in order to gain access to their market.

For example, China and The Boeing Company celebrated 25 years of working together in June, 1996 (The Boeing News, 1996). Over the past few years, The Boeing Company has invested heavily in developing all areas of the aviation industry in China to the tune of $100 million U.S. dollars. This has been more than recouped by the gain in market share through purchases from the Chinese-owned and operated airlines. The most recent order alone from Air China was for $510 million for three B747-400 planes. A total of 47 jet aircraft have been purchased by China, making this a strong market for The Boeing Company.

For the same reason, General Motors is increasing its overseas presence in Asia. It recently announced that its Opel unit could take over Peugeots position as the non-Chinese partner in southern China's automotive industry (Cox, 1996). GM is also awaiting approval from the Chinese government to build a plant in Guangzhou to supply engines for a plant that GM is building in Thailand. This second Chinese plant is in addition to the Shanghai plant which will begin producing Buick sedans in 1998.

The third major reason for subcontracting of jobs is also driven by the desire to lower total production costs. Many countries will contribute to a company's development costs in order to gain production plants and develop industries. In the case of The Boeing Company and Japan, the development costs for the 777 jet airliner were $5 billion.

3. Continuous improvement programs

Continuous improvement programs focus on the long term well being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a companywide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.

Unfortunately, such initiatives are not something that can be easily implemented, nor dictated down through the many levels in an organization. Rather, they are like an organization wide development process and the process must be accepted and supported by top management and driven by collaborative efforts, throughout each segment in the organization. HRM plays an important role in the implementation of continuous improvement programs. Whenever an organization embarks on any improvement effort, it is introducing change into the organization. At this point organization development initiatives dominate. Specifically, HRM must prepare individuals for the change. This requires clear and extensive communications of why the change will occur, what is to be expected and what effect it will have on employees.

ACTIVITIES Real Time Monitoring (Activities for Special Causes)

Interlock System: Products and processes are monitored and controlled by automatic interlock systems throughout the manufacturing process. In FAB, a three stage protection system is working: Process Recipe Interlock (Incoming Materials and Recipe Check), Equipment Parameter Interlock and Process Output Interlock. At wafer sort, wafers are statistically monitored based on various test results and yields before assembly.

Statistical Process Control (SPC) and Advanced Process Control (APC): An advanced SPC system suitable for semiconductor manufacturing processes has been implemented and used for random trend monitoring. It includes short run, small change detecting, particle, and multivariate SPC modules. Also, the APC system including real time control and run-to-run control is successfully used for controlling deterministic process behaviors.

Company-wide Improvement Projects (Activities for Common Causes)

FAB Equivalency - "Copy Intelligently: Samsung Equivalence Test program checks the equivalency and non-equivalency of measurement data of output characteristics from "Copy Intelligently" activities. Its purpose is to lead us to make an action to standardize the output characteristics between lines or equipment.

Statistical Post Processing: Statistical analysis of test results at wafer sort not only optimizes test effort but also gives useful information such as potential reliability and yield. With a help of statistical approach, wafers or dies with latent risks can be effectively screened and dies can be binned according to potential risks.

Virtual Metrology and Modeling: Virtual metrology is of great interest in semiconductor manufacturing process. The idea is to construct predictive models that can forecast the electrical/physical parameters of wafers based on data collected from processing equipment. In this way, actual measurements from wafers can be minimized or eliminated. Furthermore, the APC combined with virtual metrology will lead to a shift from "Lot-to-Lot control" to "Wafer-to-Wafer control".