trends in hrm
TRANSCRIPT
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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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EMPHASIS ON INDUSTRIAL
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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EMPHASIS ON INDUSTRIAL
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.
$e ma7or !ays of recruitment" !ic companies commonly useare by displaying te career opportunities on teir !ebsites"
depending on te 7ob portals for ma*ing te potential ires and
using social net!or*ing sites for getting te database.
It pro#ides a economic !ay to publis 7ob openings !it greaterreac.
It speeds up te recruitment process and pro#ides a 0>?@ access to
online resumes.
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ADOPTING HR TECHNOLOG1
In c%se ( T"%inin' 2 De&el$!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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ADOPTING HR TECHNOLOG1
In c%se ( Pe"("!%nce M%n%'e!ent+ $%."ll %nd %ttend%nce !%inten%nce :
$ese functions a#e become a part of te customized soft!are pac*age li*e
,RP solutions.
+PM A+omputerized Performance Monitoring5 system used by companies
elp in data collection by counting te number of !or* units co#ered by eac
one per time period.
&t a time" it elps in calculating te performance of appro4imately ten million
people.
Inade%uate testing of te application and poor implementation can lead to
problems in te system
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ADOPTING HR TECHNOLOG1
In c%se ( E!$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.