HRM, HRD, HR, Management of HR, Manager role

Dr. M M Bagali, PhD in Management and HRM, with a robust foundation in Organisational Structure and Analytical Skills, my role as Head of the Management Program is to foster transformative leadership and strategic thinking among aspiring managers. At the intersection of academia and industry, my efforts converge on delivering comprehensive HR and Management education, guiding PhD candidates, and steering research initiatives that resonate with current business paradigms. As a member of the Harvard Business Review Advisory Council, I contribute to shaping management discourse on a global platform. My commitment extends to integrating scholarly insights with practical applications, thereby enhancing the dialogue between educational institutions and the business community. My strategic approach not only informs future leaders but also influences the evolution of management practices worldwide. The ppt deals with - Human Resources Development - HRD- 24 years; International Human Resources Management - IHRM - 22 years; Strategic Human Resources Management - SHRM - 22 years; Organisational Behaviour-OB / Organisational Effectiveness - 20 years; Recruitment, Selection and Engagement- 18 years; HR Research Perspective and Approaches- 15 years.

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1. 1
Human Resources Management
Human Resource Management
Course Teacher
Dr. MM Bagali, PhD
Senior Management Professional
22 years of Benchmark PG Experience
[email protected]
Human Resources Management

2. Human Resources Management
HRM
Unit / Module 1
•HRM: Introduction, Meaning, Nature,
Scope
•HRM: evolution and Significance
•HRM: Significance; Functions; Role of HR
•People Management; Impact of HRM
•HRM Policy

3. Course Format and Formalities !!
Human Resources Management
Individual / Group - Class
Presentation
Individual / Group - Book
Review in HRM
Individual / Group - Case
Analysis and Presentation
Individual / Group - CII /
FKCCI / NHRD /
NASSCOM Research
Report
Requirements
ppt and Hard copy submission
Requirements
One- Two Hard copy
submission
Requirements
ppt and Hard copy submission
Requirements
Hard copy submission and Oral
Presentation

4. What springs to mind when you think of
future!!!!! 



What is the future going to look like !!!!!
Challenges Facing HR Over the 

Next 10 Years !!!!!
An experience of almost 150 countries
Research work in HRM, of SHRM !!!!!
What are corporate expectations!!!!!! 






P R E F A C E
Human Resources Management
HRM

5. Human Resources Management
HRM
HUMAN
RESOURCE
MANAGEMENT
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
THIRTEENTH EDITION
GARYDESSLER
FLORIDA INTERNATIONAL UNIVERSITY
A01_DESS8217_13_SE_FM.QXD 12/2/11 7:28 PM Page i
Case Studies in HRM ( cut and paste in fresh window )
https://www.shrm.org/hr-today/trends-and-forecasting/research-and-
surveys/Documents/SHRMIndiaBestworkplaces.pdf
https://monizaharie.files.wordpress.com/2017/11/dessler-human-
resource-management-2015.pdf
https://www.conference-board.org/hr-transformation/
https://hcexchange.conference-board.org/attachment/WSR---March14---
Sullivan.pdf

6. Old Myths and Misconceptions
1.HR is just commonsense
2.Anyone can do HR
3.People go into HR because they like people
4.HR focuses on costs
5.More theory
6. HR’s job is to be policy police and the health-and-happiness patrol
7. HR is stuffed by nice people
8. HR is less in Quantitative, hence enter HR field
9. HR Returns are late, and sometimes, never
Human Resources Management
HRM

7. New Realities of HR as a Profession…
HR departments are not designed to provide corporate
therapy or as social or health-and-happiness retreats
HR professionals must create the practices that make
employees more competitive, not more comfortable
HR activities are based on theory and research. HR
professionals must master both theory and practice
Human Resources Management
HRM

8. The impact of HR practices on business results can and must
and is be measured. HR professionals must learn how to
translate their work into financial performance
HR practices create value by increasing the intellectual capital
within the firm. HR professionals must add value, not reduce  

costs
HR work is as important to line managers as are
finance, strategy, and other business domains. HR
professionals should join  

with managers in championing HR issues
Human Resources Management
HRM
New Realities of HR as a Profession…

9. HR practices do not exist to make employees
happy but to help them become committed. HR
professionals must help managers commit
employees and  administer policies
HR professionals must see their current work as
part of an chain and explain their work with less
jargon and more authority
Human Resources Management
HRM
New Realities of HR as a Profession…

10. Realities
of
Business
Today !!
Realities of Business
Global
Competitive
Uncertainty
Speed
Quality
Contribute to bottom line
Globalisation
Technology
Intellectual Capital
Change

et al
Human Resources Management
HRM

11. •HRD
•HRM
•IR/PM
•Legislation
•Welfare
•Public Relations and corporate affairs
Human Resources Management
HRM
https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro

12. % of work of HR
•Training
•R / S
•Performance Management
•Others
Human Resources Management
HRM

13. Human Resources Management
HRM
Pioneers in Human Resources Education, Research Powered by
2019 WILL BE A ‘YEAR OF CHANGE’
Is HR geared to combat an unforeseeable future?
Will technology futureproof organisations in the face of such change?
What’s the plan on diversity, gig economy, innovation labs, automation, #MeToo and more?
Top 30 HR leaders of the country predict what the new year holds for the function.

14. Challenges Facing HR Over the
Next 10 Years
Human Resources Management
HRM
People Before Strategy: A New Role for the CHRO
Ram CharanDominic BartonDennis Carey
FROM THE JULY–AUGUST 2015 ISSUE
https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro

15. •What will be the three biggest challenges facing HR executives
over the next 10 years?
•Retaining and rewarding the best employees (59%),
•Developing the next generation of corporate leaders (52%), and
•creating a corporate culture that attracts the best employees to
organizations (36%).
Key Findings from SHRM Survey Research
Human Resources Management
HRM

16. •What will be the biggest investment challenge for organizations
over the next 10 years?
•obtaining human capital and optimizing human capital
investments will be the biggest investment challenge.
Key Findings
Human Resources Management
HRM

17. •Which tactics will be the most effective in attracting, retaining and
rewarding the best employees over the next 10 years?
•flexible work arrangements (40%);
•creating an organizational culture where trust, open
communication and fairness are emphasized and demonstrated
by leaders (37%);
•providing employees with opportunities for career advancement
(26%);
•offering a higher total rewards package than organizations that
compete for the same talent (26%).
Key Findings
Human Resources Management
HRM

18. •Which HR competencies will be most critical 10 years from now?
•HR professionals think that the four most critical competencies in
10 years will be:
•business acumen (42%),
•organizational leadership and navigation (40%),
•relationship management (37%), and
•communication (35%).
Key Findings
Human Resources Management
HRM

19. •What components (subcompetencies) of business acumen
will be most critical in 10 years?
•HR professionals expect the top three components to be
HR and organizational metrics/analytics/business indicators
(45%),
•knowledge of business operations and logistics (41%), and
•strategic agility (41%).
Human Resources Management
HRM
Key Findings

20. •What bodies of knowledge do HR professionals rate as
being the most important in 10 years?
•The four bodies of knowledge that were rated as most
important were
•strategic business management,
•talent management,
•change management, and
•workforce planning and employment.
Human Resources Management
HRM
Key Findings

21. The Evolving
Role of Human
Resource
Management
•Early labor:
–No human resource management.
•Onset of industry:
–Manage factors of production.
•Unions:
–Industrial relations professional.
•End of WWII:
–Peacetime industry and prosperity.
–Personnel administrator.
•Civil Rights and Litigation:
–Human resource manager / compliance
•Global Business:
–Strategic human resource management
Human Resources Management
HRM
http://www.businessmanagementideas.com/essays/evolution-of-human-resource-management-in-india/2471

22. https://hrdictionaryblog.com/2012/10/28/evolution-of-human-resource-management/
THE HISTORY
OF HR
© 2018 Namely, Inc.
Tracing HR’s 150-year journey from
workplace enforcer to employee advocate.

23. 7 Biggest Challenges for HR Chief
Sources: Economic Times, 3
rd
September, 2011, p: 4. Deloitte Compensation Survey, 2011
Human Resources Management
HRM

24. Which of the HR issues represent your
biggest challenges
•Talent Acquisition
•Succession Planning
•Change Management
•Compensation and Benefits
•Training and Development
•Talent Retention
•Health Care
•Legal issues
•Technology
•Layoffs/ Hiring freezes
•M/A
Human Resources Management
HRM

25. Toyota HR Chief, Interview in 2013
➢Right kind of Talent
➢Expectations
➢Retention
➢T and D
➢Engagement activities
➢Competency and Skills
➢Morale issues
Human Resources Management
HRM

26. LinkedIn survey, 2012 study
➢Managing Knowledge Workers
➢Managing Technological Changes
➢Developing leadership
➢Workplace diversity
➢IR
➢Career growth
➢People Management
➢Smart Hiring
Human Resources Management
HRM

27. HR Management
Functions
Human Resources Management
HRM

28. •Man-power Planning
•Recruitment
•Selection
•Training / Development
•Performance Management
•Rewards and Appraisal
•Employee Relations
•Wellness
•Employee and labor relations
•Employment law
•Job analysis and job design
•Organizational development
•Performance management
•Socialization
•Managing a diverse workforce
•Downsizing/rightsizing
•Career planning
•Workforce planning and talent
management
•Workplace health, safety and security
•Human resource information systems
(HRIS)
•Internal consulting
•Mergers and acquisitions
•Sustainability/corporate social
responsibility
Human Resources Management
HRM
Functions- Role of HRM
file:///Users/sagar/Downloads/Korn-Ferry-Institute_Why-CHROs-really-are-CEOs.pdf

29. Designations
•HR officer
•HR Executive
•CHRO
•Peoples Officer
•Deployment Officer
•HR Strategist
•Leadership Solutions
•HR and Admin / HR and Law- Legal
•HR and Corporate initiatives
•HR, IR and Admin.
•HR- L and D
Human Resources Management
HRM
https://workology.com/hr-recruiting-job-titles/
https://www.shrm.org/membership/student-resources/pages/careersinhrm.aspx

30. What is Strategic HRM Planning
A strategic plan is a road map to lead an organization from
where it is now to where it would like to be.
Strategy formation is a set of processes involved in
creating or determining the organization’s strategies.
Strategy implementation are the methods by which
strategies are operationalized or executed.

Human Resources Management
HRM

31. ✓Clarify or develop a vision, mission and values.
✓Conduct a SWOT analysis.
✓Identify four to six key focus areas.
✓Develop strategic goals.
✓Create action plans.
✓Develop a follow-up process and communication
plan.
Strategic Planning
Human Resources Management
HRM

32. A Mission Statement
•Defines the organization’s purpose.
•Tells why the organization exists.
•Tells what the organization hopes to achieve in the future.
•Resonates with employees and focuses energy.
•Shapes organizational culture and values.
•Adds focus, direction and a sense of purpose to daily
decisions.
1.What is the organization’s purpose?
2.What is the organization’s business?
3.What are the organization’s values?
Human Resources Management
HRM

33. The Role of HR in the
Organization’s Mission
Human resource functional areas:
>Strategic management and planning.
Staffing.
Human resource development.
Compensation.
Employee relations.
Safety and health/risk management.
Human Resources Management
HRM

34. Human Resources Management
HRM
HR Skills and Competencies
for HR Executive
https://www.shrm.org/LearningAndCareer/competency-model/Documents/Full%20Competency%20Model%2011%202_10%201%202014.pdf

35. Human Resources Management
HRM
HR Competencies: The Foundation
Upon Which to Build Today's and
Tomorrow's HR Business Leader
https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/pages/kari-strobel.aspx

36. Human Resources Management
HRM
The must Reference
Dave Ulrich, Speaker,
Author, Professor, HR &
Leadership Guru – The
2017 HR Competency Study
& What It Means For You
https://tucana-global.com/2017/10/27/dave-ulrich-the-2017-hr-competency-study-what-it-means-for-you/

37. Competencies required
What are the skills
students will need in the
21st century?
Leadership Skills
• Innovation & Creative Thinking.
• Collaboration / Trust.
• Execution Excellence.
• Business Acumen.
• Leading and Managing Diversity.
• Social Skills.
Personal Effectiveness
• Morals and Values Building
• Leadership Skills
• Business Mannerism and Etiquettes
• Attending Interviews Effectively
Business Acumen Skills
• Business Communication &
Presentation skills
• Business Writing skills
• Building Relationships
• Prepare, Attend and Excel in Group
Discussion
Human Resources Management
HRM
http://www.au.af.mil/au/awc/awcgate/opm/transapp.pdf
https://www.bloomberg.com/graphics/2015-job-skills-report/

38. What do CEOs Want From HR?
Committed to the success of the organization
Understand overall corporate mission
Capable to instill & nurture trust
Recruits/selects high-quality professionals
Up-to-dated legislative/ regulatory issues
Contribution of education and development programmes to
future requirements of business
Develops HR plans linked to business mission & strategy
Works effectively with other line managers
Human Resources Management
HRM
https://hbr.org/2014/12/why-chief-human-resources-officers-make-great-ceos

39. Business Acumen Business Knowledge
Economic Awareness
Knowledge of Finance and Accounting
Knowledge of Sales and Marketing
Knowledge of Technology
Knowledge of Business Operations/Logistics
Knowledge of Government and Regulatory
HR and Organizational Metrics/Analytics/
Business Indicators
What skills are future HR leaders
going to need !!!!!
Human Resources Management
HRM

40. Business Acumen
Organizational Leadership and Navigation
Relationship Management
Communication
Critical Evaluation
HR Technical Expertise and Practice
Consultation
Ethical Practice
Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42%
Ten years from now, which of the following competencies being most critical
for the HR professional?
Human Resources Management
HRM

41. Business Acumen
Organizational Leadership and Navigation
Relationship Management
Communication
Critical Evaluation
HR Technical Expertise and Practice
Consultation
Ethical Practice
Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42%
Ten years from now, which of the following competencies being most
critical for the HR professional?
Human Resources Management
HRM

42. Business Acumen
Organizational Leadership and Navigation
Relationship Management
Communication
Critical Evaluation
HR Technical Expertise and Practice
Consultation
Ethical Practice
Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42%
Ten years from now, which of the following competencies being most
critical for the HR professional?
Human Resources Management
HRM

43. Business Acumen
Organizational Leadership and Navigation
Relationship Management
Communication
Critical Evaluation
HR Technical Expertise and Practice
Consultation
Ethical Practice
Global and Cultural Effectiveness 17% 21% 25% 26% 30% 35% 37% 40% 42%
Ten years from now, which of the following competencies being most critical for the
HR professional?
Human Resources Management
HRM

44. HR and Organizational Metrics/Analytics/Business Indicators
Knowledge of Business Operations/Logistics
Strategic Agility
Business Knowledge
Knowledge of Government and Regulatory Guidelines
Knowledge of Finance and Accounting
Economic Awareness
Knowledge of Labor Markets
Knowledge of Technology
Systems Thinking
Effective Administration
Knowledge of Sales and Marketing
Other1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45%
Ten years from now, when considering Business Acumen for HR professionals,
which of the following components (i.e., subcompetencies) will be most critical?
Human Resources Management
HRM

45. HR and Organizational Metrics/Analytics/Business Indicators
Knowledge of Business Operations/Logistics
Strategic Agility
Business Knowledge
Knowledge of Government and Regulatory Guidelines
Knowledge of Finance and Accounting
Economic Awareness
Knowledge of Labor Markets
Knowledge of Technology
Systems Thinking
Effective Administration
Knowledge of Sales and Marketing
Other1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45%
Ten years from now, when considering Business Acumen for HR professionals,
which of the following components (i.e., subcompetencies) will be most critical?
Human Resources Management
HRM

46. HR and Organizational Metrics/Analytics/Business Indicators
Knowledge of Business Operations/Logistics
Strategic Agility
Business Knowledge
Knowledge of Government and Regulatory Guidelines
Knowledge of Finance and Accounting
Economic Awareness
Knowledge of Labor Markets
Knowledge of Technology
Systems Thinking
Effective Administration
Knowledge of Sales and Marketing
Other1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45%
Ten years from now, when considering Business Acumen for HR professionals,
which of the following components (i.e., subcompetencies) will be most critical?
Human Resources Management
HRM

47. HR and Organizational Metrics/Analytics/Business Indicators
Knowledge of Business Operations/Logistics
Strategic Agility
Business Knowledge
Knowledge of Government and Regulatory Guidelines
Knowledge of Finance and Accounting
Economic Awareness
Knowledge of Labor Markets
Knowledge of Technology
Systems Thinking
Effective Administration
Knowledge of Sales and Marketing
Other1% 6% 11% 14% 16% 17% 17% 18% 25% 28% 41% 41% 45%
Ten years from now, when considering Business Acumen for HR professionals,
which of the following components (i.e., subcompetencies) will be most critical?
Human Resources Management
HRM

48. 48
Trends Reshaping the Future of HR
Human Resources Management
HRM
https://www2.deloitte.com/content/dam/Deloitte/de/Documents/strategy/Future-of-Human-Resources-2030-Deloitte-Glimpse-Paper.PDF
https://assets.kpmg/content/dam/kpmg/xx/pdf/2018/11/future-of-hr-survey.pdf
http://www.thehrworld.co.uk/Media/HRWorld-HRin2020.pdf

49. 49
Human Resources Management
HRM
Trends Reshaping the Future of HR

50. The importance of these bodies of knowledge for
HR professionals 10 years from now.
Body of Knowledge
Strategic Business Management
Talent Management
Change Management
Workforce Planning and Employment
Compensation and Benefits
Human Resource Development
Employee and Labor Relations
HR Technology
Risk Management
Global and International Human Resources
Human Resources Management
HRM

51. Understanding the
Five Questions That matter
for HR’s future
Human Resources Management
HRM
HR Survey !!

52. 1
st
Question:
Alignment : Why does any HR
program matter to the business, and is
HR truly aligned to the business to
provide value
Human Resources Management
HRM
HR Survey !!

53. 2
nd
Question:
Leaders: Why must HR foster leadership within
the organisation to drive success


Human Resources Management
HRM
HR Survey !!

54. 3
rd
Question:
Talent: Why does HR need to look
at future talent / skills necessary
Human Resources Management
HRM
HR Survey !!

55. 4
th
Question:
Reward: Why-How must HR provide
incentives that are meaningful to
employees
Human Resources Management
HRM
HR Survey !!

56. 5
th
Question:
Agility: Why HR must adopt cloud
technology
Human Resources Management
HRM
HR Survey !!

58. The regular Journal to refer for latest Research
and Academic updates for HRM
Academy of Management
http://aom.org/Publications/AMJ/Welcome-to-AMJ.aspx

Journal of Human Resource Education Vol. 1, No. 1, Summer 2007, 38-57

38
Teaching Human Resource Management Concepts
With Experiential Exercises

Melissa Gruys
Wright State University

Susan Stewart
University of Puget Sound


OVERVIEW
This manuscript provides a series of situation-based homework assignments that we have
developed for our undergraduate level Human Resource Management (HRM) course. These
assignments are constructed in such a way that they mimic some of the job tasks that an HR
Professional might have to complete. On the first day of class, students are congratulated for
being hired as an HR Manager at a fictitious organization
1
and are then provided with a packet of
assignments. Throughout the course, students complete the assigned tasks which are presented
as brief HR cases/scenarios and answer several questions related to each. Due to space
limitations, we are providing only three of the ten exercise assignments we require along with
three questions for each exercise. The three assignments have been provided intact for ease of
use by instructors. Following the exercise assignments, we provide teaching notes, teaching
objectives, and sample answers/responses for each of the three exercises. We encourage
interested readers to contact us for the additional information (Appendix A contains a synopsis of
all ten assignments, along with the complete list of required questions for each). The
assignments presented below cover the topics of Equal Employment Opportunity and Legal
Compliance, Selection, and Performance Management. Since students “work” for the same
organization across the term, all of the scenarios weave together and the students seem to greatly
appreciate the continuity. Overall, we believe that these experiential exercises have heightened
student understanding, interest, and ability to apply the material covered in our HR courses. We
think other educators might be interested in using them in their courses as well.

1
We make reference to “Stewart Incorporated” in the homework assignments provided here (this is one of our last
names); however, instructors could customize the name of the fictitious organization to suit their needs.
Journal of Human Resource Education
38 Vol. 1, No. 1, Summer 2007, 38-57

59. Thanks !!! 



Lets move forward next time !!!
[email protected]
[ CV ]
PG- PMIR ; PhD – HR area ; FDP – Mgt- XLRI
PhD - Social Work (HR); PhD - Management (area: HR)
Organisational HRM
PhD in Management
5 Star NAAC University of India
PhD in Social Work- Human Resources
5 Star NAAC University of India
Academic Work
22+ years of Benchmark HR Teaching
AICTE Career Awardee in HRD
AIMA Accredited Management Teacher in HRD
Book Paradise Best Teacher Award in Management
Ideal Teacher Award
Air India and Deccan Herald Best Teacher Award
Skills and Contribution
Teaching 20 years
Research 14 years
Coaching 14 years
Training 16 years
Consultancy 08 years
Mentoring 16 years
Research Contribution
12 PhD work Awarded
14 M.Phil awarded
650 MBA Research Summer projects guided
1000+ Masters Projects Examined/ Evaluated
More than 2000+ students taught - graduated
Human Resources Management