Contemporary issues in hrm

1. Presentation Made By: Saumya Prakhar Anil Yadav Duugi

2. Contemporary Issues in HRM Human resource managers face a myriad challenges with todays workforce. There are issues concerning the diverse workforce, legislation affecting the workplace and technology matters that rise to the top of the list of challenges . Major Contemporary issues in HRM are:

3. International Human Resource Management (IHRM) International Human Resource Management is the process of procuring , allocating and effectively utilising human resources in an international business.

4. Models of IHRM

5. Characteristics of IHRM More HR activities Need for a broader perspective More involvement in employee personal lives Equal treatment to different nationalities

6. Basic Steps in IHRM

7. Reasons for Growing Interest in IHRM

8. Strategic Human Resource Management (SHRM) Strategic human resource management Formulating and executing HR systems that produce the employee competencies and behaviors the company needs to achieve its strategic aims Taking a strategic HRM approach means: Making human resources management a top priority Integrating HRM with the company’s strategy , mission , and goals “HRM can make significant contributions if included in the strategic planning process from the outset.” The strategic management process helps determine: What must be done to achieve priority objectives How they will be achieved

9. SHRM: A Key to Success Three levels of strategy apply to HRM activities: The HRM activities involved are:

10. Strategic HRM planning leads to : Growth Profits Survival Planning also : Expands awareness of possibilities Identifies strengths and weaknesses Reveals opportunities Points to the need to evaluate the impact of internal and external forces SHRM: A Key to Success

11. Traditional HRM v.s . SHRM Point of distinction Traditional HR Strategic HR Focus Employee Relations Partnerships with internal and external customers Role of HR Transactional change follower and respondent Transformational change leader and initiator. Initiatives Slow, reactive, fragmented Fast, proactive and integrated Time horizon Short-term Short, medium and long (as required) Control Bureaucratic-roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labor; independence, specialization Broad, flexible, cross-training teams Key investments Accountability Responsibility for HR Capital, products Cost centre Staff specialists People, knowledge Investment centre Line managers

12. Human Resource Management 13 Shifts in HR management in India Emerging HR practice Strategic role Proactive Key part of organizational mission Service focus Process-based organization Cross-functional teams, teamwork most important People as key investments/assets Traditional HR practice Administrative role Reactive Separate, isolated from company mission Production focus Functional organization Individuals encouraged, singled out for praise, rewards People as expenses

13. Strategic Management Process

14. HR Role in Strategic Management In strategy formulation HR manager supplies competitive intelligence that is useful In strategy implementation Encouraging proactive behavior Explicit communication goals Stimulate critical thinking Productivity Quality and Service Proficient strategic management

15. Types of Strategies

16. HR PRACTICES LINKED WITH COMPETITIVE STRATEGY

17. The Matching Model

18. The Control Based Models

19. The Resource based Model

20. The Integrative Model

21. Green Human Resource Management (GHRM) Green HR  is one which involves two essential elements: environmentally friendly HR practices and the preservation of knowledge capital.Green HR involves reducing your carbon footprint via less printing of paper, video conferencing and interviews, etc.

22. The kinds of action taken within green HRM initiatives include educating employees about climate change and other environmental issues, training in working methods that reduce the use of energy and other resources, promoting and incentivizing more sustainable means of travel to work (e.g. car sharing, cycling, public transport), and auditing employee benefits to eliminate those that are environmentally damaging (e.g. unnecessary provision of a high powered company car )

23. Essential Green HR Activities

24. Impact of Green HRM Gaining perception, reputation and good will. Economically useful, hence direct impact on profit and enhances the return on investments. Better Power Utility Better Utilization of Resources Cost Effective Smarter Performance translated into Cheaper Products.

25. “During the past 2 decades, a worldwide consensus has begun to emerge around the need for pro-active environmental management.in Response , scholars from management systems as diverse as accounting , marketing and Supply-chain Management have been analyzing how managerial practices in these areas can contribute to environmental management Goals .”

26. Companies who Have adopted GREEN HRM