Strategic Human Resource Management is very important in order to gain competitive performance by utilizing human resource of an organization effectively.

1. SHRM encourages managers to be proactive which means to think ahead.2. Attainment of organization objectives through human capital.3. It enhances individual performance by development of commitment at all levels.4. It enables development of need based personnel policy/HR policy as a

prerequisite for optimum use of human resources.5. Integration of HRM policy with business goals or objectives.6. Developing supportive work culture in order to encourage creativity, team work,

TQM as well as innovation and a sense of belonging.7. Creation of flexible environment because in flexible environment employees can

easily adapt to changing competitive environment.8. Creation of flexible working hours/ function.9. Integration of people related issues with business issues.

The role of human resource management is changing very fast. This change is required in order to help corporates to achieve their goals. In recent years we have seen that HRM has undergone many phases. Initially main focus of HRM was on hiring and firing, however in current corporate scenario HRM has much more responsibilities like relationship building, legislation role. HR role is now shifting from protector to strategic partner.

Nowadays most of the high performing organizations are flattened with least hierarchy which requires highly skilled employees to gain competitive edge in market. So HR role has drastically changed to develop and implement company strategy in order to achieve its goals.

As HRM is concerned with people who work in organization, it becomes very important for HRM to hire good people, train them, retain good employees in order to achieve the organizations long term objectives. In recent years all the above HR roles are being used strategically and so now HRM is termed as SHRM.

Introduction:

Knowledge management is an activity practised by enterprises all over the world. In the process of knowledge management, these enterprises comprehensively gather information using many methods and tools.

Then, gathered information is organized, stored, shared, and analyzed using defined techniques.

The analysis of such information will be based on resources, documents, people and their skills.

Properly analyzed information will then be stored as 'knowledge' of the enterprise. This knowledge is later used for activities such as organizational decision making and training new staff members.

There have been many approaches to knowledge management from early days. Most of early approaches have been manual storing and analysis of information. With the introduction of computers, most organizational knowledge and management processes have been automated.

Therefore, information storing, retrieval and sharing have become convenient. Nowadays, most enterprises have their own knowledge management framework in place.

The framework defines the knowledge gathering points, gathering techniques, tools used, data storing tools and techniques and analyzing mechanism.

The Knowledge Management Process

The process of knowledge management is universal for any enterprise. Sometimes, the resources used, such as tools and techniques, can be unique to the organizational environment.

The Knowledge Management process has six basic steps assisted by different tools and techniques. When these steps are followed sequentially, the data transforms into knowledge.

Step 1: Collecting

This is the most important step of the knowledge management process. If you collect the incorrect or irrelevant data, the resulting knowledge may not be the most accurate. Therefore, the decisions made based on such knowledge could be inaccurate as well.

There are many methods and tools used for data collection. First of all, data collection should be a procedure in knowledge management process. These procedures should be properly documented and followed by people involved in data collection process.

The data collection procedure defines certain data collection points. Some points may be the summary of certain routine reports. As an example, monthly sales report and daily attendance reports may be two good resources for data collection.

With data collection points, the data extraction techniques and tools are also defined. As an example, the sales report may be a paper-based report where a data entry operator needs to feed the data manually to a database whereas, the daily attendance report may be an online report where it is directly stored in the database.

In addition to data collecting points and extraction mechanism, data storage is also defined in this step. Most of the organizations now use a software database application for this purpose.

Step 2: Organizing

The data collected need to be organized. This organization usually happens based on certain rules. These rules are defined by the organization.

As an example, all sales-related data can be filed together and all staff-related data could be stored in the same database table. This type of organization helps to maintain data accurately within a database.

If there is much data in the database, techniques such as 'normalization' can be used for organizing and reducing the duplication.

This way, data is logically arranged and related to one another for easy retrieval. When data passes step 2, it becomes information.

Step 3: Summarizing

In this step, the information is summarized in order to take the essence of it. The lengthy information is presented in tabular or graphical format and stored appropriately.

For summarizing, there are many tools that can be used such as software packages, charts (Pareto, cause-and-effect), and different techniques.

Step 4: Analyzing

At this stage, the information is analyzed in order to find the relationships, redundancies and patterns.

An expert or an expert team should be assigned for this purpose as the experience of the person/team plays a vital role. Usually, there are reports created after analysis of information.

Step 5: Synthesizing

At this point, information becomes knowledge. The results of analysis (usually the reports) are combined together to derive various concepts and artefacts.

A pattern or behavior of one entity can be applied to explain another, and collectively, the organization will have a set of knowledge elements that can be used across the organization.

This knowledge is then stored in the organizational knowledge base for further use.

Usually, the knowledge base is a software implementation that can be accessed from anywhere through the Internet.

You can also buy such knowledge base software or download an open-source implementation of the same for free.

Step 6: Decision Making

At this stage, the knowledge is used for decision making. As an example, when estimating a specific type of a project or a task, the knowledge related to previous estimates can be used.

This accelerates the estimation process and adds high accuracy. This is how the organizational knowledge management adds value and saves money in the long run.

Conclusion

Knowledge management is an essential practice for enterprise organizations. Organizational knowledge adds long-term benefits to the organization in terms of finances, culture and people.

Therefore, all mature organizations should take necessary steps for knowledge management in order to enhance the business operations and organization's overall capability.

Non Traditional HR Approaches: Investment in Disabled Employees BY ABEY FRANCIS NOVEMBER 26, 2012 HUMAN RESOURCE MANAGEMENT

Before we move on to the core of the issue, we must define what disability or being disabled means

 “Someone who is disabled has an illness, injury or condition that tends to restrict

the way they live their life, especially by making it difficult for them to move about.”

Thus, the employee, who is working for the organization, will be termed disabled if he/she is suffering from an injury or illness which affects or restricts them from performing their job effectively.

There can be two types of disabled employees

1. Disabled – while employed: i.e. the person was fit and sound during the start of employment relationship, however, during the tenure of his/her service he turned disable, which can be either: On-the-job: This is during the work hours while working at premises. Off-the-job: This is not at work premises, but surely after the start of

employment relationship.

2. Disabled – prior to employment: Here the employer is well aware of the disability yet employ the person for the job.

1. Disabled – While EmployedThere can be short- and long-term disability (STD and LTD).While dealing with such a case the employer must follow the following procedure.

The Interactive Process, whereby through an informal open discussion with the disabled employee, the precise job related limitation imposed by the employee’s disability are being realized and how those limitations could be overcome with a reasonable accommodation. Even if the department’s ability to accommodate the employee’s disability seems doubtful, the department must still conduct a good-faith interactive process.

There are four levels of possible accommodation:

1. Job Accommodation: Modification of job duties, job environment and/or work schedule.2. Modified Work: Lateral transfer into an existing position for which employee is qualified.3. Transferable Skills: Transfer to “demoted” position or position of lesser terms/conditions (“last resort accommodation.”).4. Alternate Work: However, consideration should be given to his present salary and the distance of the new work place from his residence.

Consider the preference of the individual to be accommodated and select and implement the accommodation that is most appropriate for both the employee and the employer. The employer should not accommodate the employee in case:

1. The disabled employee cannot perform the essential functions of the job; and that no reasonable accommodation exists.2. The person would create an imminent and substantial danger to him/her self or to others by performing the job; and there is no way to remove or reduce the danger.

In such a scenario employer may use medical separation and also appoint a rehabilitation counselor for the disabled employee.

2. Disabled – Prior to EmploymentThere could be any form of disability namely

1. Mental health 2. Physical Disability 3. Learning Disability

which the employer is aware of prior to employment. But still considers their employment as a part of social responsibility, alongside trusting their capability to perform the task fit for them.

The trend of employing disabled as well as keeping provisions for employees disabled after employment is gaining momentum which can be due to:

Realization of social responsibility by employers. Government intervention Trade benefit schemes, tax benefits etc.

Reasons for this changeDisability Confident employers will have access to a wider talent pool. Technological developments and increasing use of flexible working mean that organisations are able to create enabling environments where more disabled people can contribute to business success.

Engaging with Potential Employees (Disabled) Attracting talented disabled candidates can be problematic. Experience of

leading employers suggests that multiple (project based) recruitment tends to attract more disabled candidates than single-post advertising.

Employer needs to build a  brand which symbolize welcome and fair treatment. Consider offering work experience and internship opportunities to disabled

people.

Sector based initiatives can help to change people’s views of working in a particular industry.

Considering high staff turnover and an acute shortage of skilled workforce, qualified technical people who are disabled can be good alternative. Unfortunately when it comes to recruitment, employers tend to look the other way if the job candidate is a person with disability.

But still the percentage of disabled employees is very low. Most employers are reluctant to employ the disabled because of concerns regarding safety regulations, the need to modify premises such as installing ramps, disabled-friendly toilets and extra medical costs.

Even if they are employed, the system that is being followed in the organization does not work in their favor  There is, however, concern that some management practices, even those imposed without prejudice on all employees, might have a disparate effect on the health and performance of some disabled employees.

With the advancement in technology, the potential of these employees can be enhanced to a higher level. For example, speech device can be used as a tool to support the person who is verbally impaired. Similarly, visually disabled can convey through special computers. Thus we need such things along with training for the disabled employees as well as the normal employees to help them adjust to the changes, and their differently-abled employees. Though, this may seem as an investment but the benefits are far reached and rewarding. Return on investment is far greater considering people with disabilities tend to be appreciative and loyal employees, because they have difficulties finding jobs. Their commitment to work has to do with their self-esteem. This notion of work, as a prideful activity, is something they definitely feel.

Cost to Keep Disabled Employee (Employed)Employers experience multiple direct and indirect benefits such as retaining qualified employees, considering

1. The cost of training the new employee2. Productivity of retained employee is higher3. Cost of accommodation is lower than inducting new employee4. Employers want to retain valued and qualified employees.

There are lot many industries which have a scope of employing disabled employee. its just the initiative which is required, considering Titan, Tata group which is one of the world’s largest timepiece manufacturers started introducing disabled employees to it’s facility since 80’s . “Titan was clear that these people are an intrinsic part of our society and need understanding, support and opportunities, not charity or misplaced compassion,” says Mamatha Bhat. Thus, the capable candidates of 18 -24 yrs were adopted and proper measures were taken to get them into main stream, like

1. Ergonomically designed workspaces2. Training to enhance technical competence3. Non-discriminating policies, effective grievance handling, counseling etc.

With time, Titan has realized that the disabled members of its family are more loyal and far more focused on the job. Despite the physical shortcomings of these employees, productivity and quality had never been an issue. Titan’s children of a lesser god are no longer classified as disabled, merely ‘differently-abled’.

Thus, such an investment is worth not only for it’s return in terms of loyalty earned. But, employers should consider their responsibility towards the society and help in making these people self dependent and getting them into the main stream.

Employee engagement

Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.

“This is about how we create the conditions in which employees offer more of their capability and potential.” –David Macleod

There are differences between attitude, behaviour and outcomes in terms of engagement. An employee might feel pride and loyalty (attitude); be a great advocate of their company to clients, or go the extra mile to finish a piece of work (behaviour). Outcomes may include lower accident rates, higher productivity, fewer conflicts, more innovation, lower numbers leaving and reduced sickness rates. But we believe all three – attitudes, behaviours and outcomes – are part of the engagement story. There is a virtuous circle when the pre-conditions of engagement are met when these three aspects of engagement trigger and reinforce one another.

Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments – between employers and staff – are understood, and are fulfilled.

Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees’ commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an ‘add on’, but as an integral part of their daily activity at work.

But is employee engagement something new, or simply old wine (long-standing management approaches) in new (fashionable management-speak) bottles? Is it just the latest management fad? We believe that while it does have clear overlaps with analytical antecedents such as commitment, ‘organisational citizenship behaviour’, job involvement and job satisfaction, there are also crucial differences.

In particular, engagement is two way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Each reinforces the other.

An engaged employee experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. It is a concept that is greater than the sum of its parts.

Despite there being some debate about the precise meaning of employee engagement there are three things we know about it: it is measurable; it can be correlated with performance; and it varies from poor to great. Most importantly employers can do a great deal to impact on people’s level of engagement. That is what makes it so important, as a tool for business success.

Access the Engaging For Success report (also known as the MacLeod Report) to read more about employee engagement.

THE FOUR ENABLERS OF ENGAGEMENT

Although there is no ‘one size fits all’ approach and no master model for successfulemployee engagement there were four common themes that emerged from the extensive research captured in the Engaging For Success report to government (also known as the MacLeod Report). Taken together, they include many of the key elements that go to make successful employee engagement.These four enablers of engagement have proved to be useful lenses which can help organisations assess the effectiveness of their approaches.

Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going.

 

Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.

 

There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution.

 

There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say –do’ gap.

 

The concept of personnel development came into existence after 1800. Personnel management was concerned with the provision of employment, health schemes, crèches for the lady employee’s children.

After the second world war and up to the 1950s personnel management covered a wider range of services, including salary administration, training and advice on industrial relation, but the main focus was at the tactical rather than the strategic level. The increasing organisational size was responsible for certain change in industrial relation practices.

The 1960s and 1970s saw a significant increase in the number of staff engaged in personnel work. This could be attributable in part to an increase in the amount of employment legislation. However, the state of the economy had a part to play as well. In conditions of full employment, up to the early 1970s , there was evidence of much recruitment, selection, training and payment system activities in the practice of personnel management. This was prompted to some extent by labour shortages, and was reflected in actions to retain skilled labour and increase the skill levels of the work-force.

The thought of training was systematic and planned, heavily influenced by the establishment of the training boards, which exacted a training level from industry and offered grants to companies that

conducted training to acceptable standards. In turn a rapid growth in the number of training specialists within the personnel function.

Welfare personnel was concerned with the provision of schemes, considered progressive at that time, dealing with unemployment, sick pay and subsidized housing for employees. The introduction of these schemes could be viewed as a reaction to the harshness of capitalism at that period of British history.

Even today it can be recognised that the welfare tradition has some significance in the practice of personnel management, for example, health schemes and crèches for the children of women employees. Personnel administration amounted to support for management and was basically concerned with recruitment, discipline, time keeping, payment, systems, training and keeping personnel records for future activities, such as performance appraisal (e.g management by objectives) and management development, forecasting manpower needs also gained importance, (manpower planning) so that future growth can be maintained.

During this period the consequences of greater union influence was a substantial increase in the workload of the personnel specialists. The involvement of the personnel function in matters connected with industrial relations issues, and with productivity deals as well, elevated its concern to some extent to matters of strategic significance to the organisation, at a time when most of its activities could be considered as tactical in nature. The emphasis on industrial relations heralded a delicate role for the personnel specialist interacting with both the management and workers. This signalled a need to develop negotiation skills and to learn more about various systems of remuneration, and there was a tendency to identify the personnel function with management.

The 1980s personnel management entering the entrepreneurial phase adapting itself to the market economy and enterprise culture. It was not uncommon to find senior personnel executives contributing to the debate within the company about future direction, the relevance of existing business objectives, and improved ways of achieving revised objectives. A noticeable feature in the practice of industrial relation, in some but not all cases, was the shift in emphasis from work-force collective bargaining to centralized bargaining and in the process a reduction in the involvement of personnel managers. Weakness in the power of trade unions signalled the need for less elaborate processes in collective bargaining and conflict management. It also culminated in swifter negotiated wage settlements. Also, organisations were better placed to make changes in work practices which resulted in increased productivity and a reduction in the numbers employed. There were changes in personnel practices due to the large pool of available labour. For example, the emphasis switched from recruitment attracting candidates to selection. It was during the 1980s that the rise in HRM began to attract the attention of personnel practitioners. There was a move away from the traditionally adversarial industrial relations of the 1970s towards an approach which sought to achieve excellence in the organisation through a committed work-force.

The post –entrepreneurial phase for personnel management in the 1990s is likely to embrace HRM as the standard bearer, though some would argue that HRM will subsume personnel management. The early 1990s witnessed a change in emphasis. The reaction to individualism and unjustifiable greed of the 1980s is likely to make way for the spirit of consent and the value of teamwork. There is concern for core workers who are essential to the operation of the organisation since high commitment is required from these workers. They are expected to be flexible about the hours they work and to work above and beyond their job descriptions. Wages tend to reflect the market rate rather than the rate determined by agreements with trade unions.

http://www.slideshare.net/pabakdev/ihrm-future-trends