Manpower development for technological change

Technological Change trends in Human Resource

1. MANPOWER DEVELOPMENT FOR
TECHNOLOGICAL CHANGE

2. What is the Meaning of Manpower What is the Meaning of Manpower
DevelopmentDevelopment
-Manpower development, now commonly
referred to as human resource development, is
an ongoing process that analyzes, forecasts and
projects an organization's future manpower
requirements
PROCESS:
-Manpower development is a process that seeks
to optimize an organization's usage of its human
resources.

3. 21st-Century HRM 21st-Century HRM
HRM Challenges:
1. Productivity—  is the ratio of output to inputs in
production; it is a measure of the efficiency
of production.
2. Job satisfaction—a feeling of well-being and
acceptance of one’s place in the organization
3. Turnover—permanent loss of workers from the
organization (People who quit would be considered
voluntary turnover, while people who were fired would
be involuntary turnover.)
4. Absenteeism—temporary absence of employees
from the workplace

4. The HRM Strategic View The HRM Strategic View
Strategy and strategic planning deal with a
process of looking at our organization
and environment—both today and in the
expected future—and determining what
we as an organization want to do to meet
the requirements of that expected future.

5. Sustainable competitive advantage is a
capability that creates value for customers that
rivals can’t copy quickly or easily, and allows the
organization to differentiate its products or services
from competitor products or services.
The main goals of strategic HRM
1.the correct number of employees with the levels and
type of skills the organization requires
2.control systems to make sure employees are working
toward the achievement of the goals in the strategic
plan.

6. Technology and Knowledge Technology and Knowledge
-Knowledge workers and the
knowledge-based firm - Knowledge
workers are workers who “use their head more
than their hands”—knowledge workers gather and
interpret informa­tion in order to improve a product
or process for their organization.
-The pace of technological change - One of
the most critical issues that we face in the 21st
century is that technology is currently
outstripping our ability to use it.

7. Labor Demographics - Companies are
already seeing a reduction in the number
and quality of potential employees, as
well as greater gender, ethnic, and age
diversity than at any time in the past.
Productivity and Competitiveness
Through HRM - managing productivity
is the main job of any manager in an
organiza­tion.

8. HRM SKILLSHRM SKILLS
Technical Skills - the ability to use methods and
techniques to perform a task.
Human Relations Skills - the ability to
understand, communicate, and work well with
individuals and groups through developing effective
relationships.
Conceptual and Design Skills - Conceptual
and design skills include the ability to evaluate a
situation, identify alternatives, select a reasonable
alternative, and make a decision to implement a
solution to a problem.

9. Business Skills - are the analytical and
quantitative skills, including in-depth knowledge of
how the business works and its budgeting and
strategic planning processes, that are necessary for
a man­ager to understand and contribute to the
profitability of their organization.

10. The Environmental Context of The Environmental Context of
Human Resource ManagementHuman Resource Management
What is Human Resource Management?
HRM is the set of organizational activities
directed at attracting, developing, and
maintaining an effective workforce.
Why Human Resource Management?
Human resources are critical for effective
organizational functioning.

11. Job AnalysisJob Analysis
Job Analysis is a systematic procedure for
studying jobs to determine their various
elements and requirements.
Job Description is a list of elements that make
up a particular job.
Job Specification is a list of the qualifications
[skills, abilities, etc.] required to perform a
particular job.
Job Analysis is the basis for recruiting and
selecting employees for existing or new
jobs and is used to prepare job evaluation
forms and to determine compensation
levels.

12. Job Description Job Description
and Job and Job
SpecificationSpecification
Source: Used with permission of
Houghton Mifflin Company.

13. Attracting Human ResourcesAttracting Human Resources
How do HRMs forecast human
resource demand and supply?
Assessing trends.
Sales forecast analysis.
Forecasting the labor supply.
Plan for dealing with predicted
shortfalls or overstaffing.

14. Attracting Human ResourcesAttracting Human Resources
Replacement Chart – lists each
important managerial position in
the organization and identifies:
who occupies it
how long he or she will probably remain
in that position
who is or will be a qualified
replacement

15. Attracting Human ResourcesAttracting Human Resources
Employee Information System:
Generally a computerized record on
each employee’s education, skills,
experience and career aspirations.
Easily able to identify any and all
employees who are eligible to fill
positions.

16. Human Resource PlanningHuman Resource Planning
Assess trends in:
External labor market
Current employees
Future organizational plans
General economic trends
Predict demand
Forecast internal supply Forecast external supply
Compare future demand and
internal supply
Plan for dealing with predicted
shortfalls or overstaffing

17. Recruiting Human ResourcesRecruiting Human Resources
What is recruiting?
Attracting qualified people to apply for
the jobs that are open.
What are the forms of recruiting?
Internal recruiting: considering present
employees as candidates for openings.
External recruiting: attracting people
outside the organization to apply for
jobs.

18. Recruiting Human ResourcesRecruiting Human Resources
It is important to bring about a
good person-job fit.
The Realistic Job Preview [RJP]
provides the applicant with a real
picture of what the job would be
like.

19. Recruiting Human ResourcesRecruiting Human Resources
Validation – determining the extent
to which a selection device is really
predictive of future job
performance.
Predictive validation – involves
collecting scores of employees or
applicants on a device to be
validated and correlating their
scores with actual job performance.

20. Recruiting Human ResourcesRecruiting Human Resources
Content validation – uses logic and
job analysis data to establish that
the selection device measures the
exact skills needed for successful job
performance.
Can the applicant actually perform
the duties?

21. Recruiting Human ResourcesRecruiting Human Resources
Selection Processes:
Application Blanks
Tests of ability, skill aptitude or
knowledge
Interviews
Assessment Centers – managerial
simulations
Polygraphs, Drug tests, Physicals,
Credit checks

22. Selecting Human ResourcesSelecting Human Resources
Validation, determining the
extent to which a selection
device is predictive of future
job performance
Application
Blanks
Tests
Interviews
Assessment
Centers

23. Developing Human ResourcesDeveloping Human Resources
What does training mean?
Teaching operational or technical employees
how to do the job for which they were hired.
What is employee development?
Teaching managers and professionals the skills
needed for both present and future jobs.

24. The Training ProcessThe Training Process

25. What Is a Performance Appraisal?What Is a Performance Appraisal?
A Performance Appraisal is a formal
assessment of how well an
employee is doing his or her job.
There are various form of appraisals
such as:
Behaviorally Anchored Rating Scale
[BARS], a sophisticated rating method
in which supervisors construct a rating
scale associated with behavioral
anchors.

26. What Is a Performance Appraisal?What Is a Performance Appraisal?
Common Appraisal Methods:
Objective Methods – includes actual
output and special performance tests.
Judgmental Methods – ranking and
rating techniques are the most
common.
Rating differs from Ranking in that it
compares each employee with a fixed
standard rather than comparison with other
employees.

27. Graphic Rating Graphic Rating
Scales for a Bank TellerScales for a Bank Teller

28. Behaviorally Behaviorally
Anchored Rating ScaleAnchored Rating Scale

29. What Is a Performance Appraisal?What Is a Performance Appraisal?
Errors in Performance Appraisals:
‘Recency’ Error – the tendency to base
judgments on the subordinate's most recent
performance because it is most easily recalled.
Overuse of one part of the scale – giving
everyone a rating of ‘average’, being too easy
or too tough.
Halo Error – allowing the assessment of an
employee on one dimension to ‘spread’ to
ratings of that employee on other dimensions.

30. What Is a Performance Appraisal?What Is a Performance Appraisal?
360-degree Feedback - is a
performance appraisal system in
which managers are evaluated by
everyone around them – their boss,
their peers and their subordinates.

31. What Is a Performance Appraisal?What Is a Performance Appraisal?
Performance Feedback:
Last step in the performance appraisal
Discussion should generally be focused
on the facts:
The assessed level of performance
How and why that assessment was made
How it can be improved in the future

32. The environmenTal ConTexT of
human resourCe managemenT
What is HRM
The set of organizational activities directed at attracting, developing,
and maintaining an effective work force.
The Strategic Importance of HRM
•HRM has become increasingly important as firms have come to
realize the value of their human resources in improving
productivity.
•HRM is critical to the bottom-line performance of the firm.
•HR planning has become part of the strategic planning process.

33. Environmental Context of the HR
• The Strategic Importance of HRM
• The Legal Environment of HRM GENERIC division

• Change in strategy of HR
Environmental challenges that can present may be categorized as
Under
Cultural diversity
The changing nature of work
Mergers and takeovers
Corporate downsizing
 Layoffs and retention issues
 language changes and diversity
 external influence

34. Environmental context is the one where HR
has to focus on these Factors
Internal Factors
External Factors
Legal Factors

35. Factors influence of environmental factor of HR
Business culture
Legislation
General economic conditions
Industry sector
Technological change
Flexibility and diversification
Employee relations
Workforce composition

36. Factor affecting the HR Process from other Holistic VIEW

37. Internal environment
Values and ethics
Diversity and employment inequality
Organization structure
Work force composition
Workplace well being
Learning's and T&D
Language issues

38. External environment
 Economy and labour market
 Labour force and diversification
 Science and Technology
 Society and Environmental context
 Political environment
 legal Environment

39. Legal environment
•Wage distribution and compensation norms
•Labour Laws
•Maternity and other Government laws
•PMS
•legalities of security and social norms
•Work distribution and job equality

40. Worker productivity
Quality improvement
Downsizing
The changing workforce
Global economy
The impact of government
Quality of working life
Technology and training
Current Issues with the HR

41. mission and goals
environmental analysis
strategic formulation
strategy implementation
strategy evaluation.
What are extended HR functions
Because of the following relation

43. •Introduction
•Concept and Nature of Innovation
•Types of Innovation
•Sources of Innovation
•Models of Innovation
•Innovation Process
•Influencing Factors

44. •Explain the concept, components and characteristics
of innovation
•Describe the models and sources of innovation
•Know the stages in the innovation process
•Identify the factors that contribute to successful
innovation

45. •Managing technology involves continuous effort in creating
technology, developing novel products and services, and
successfully marketing them
•It requires:
Great creativity
Investment in R&D
Labs Marketplace

46. •Invention is an idea for a novel product or process
•Innovation is the introduction of new products, processes or
services into the market place
•Technological innovation begins with invention – a sub-set of
innovation
•The process of technological innovation is a complex set of
activities that transforms ideas and scientific knowledge into
physical reality and real-world applications - converts
knowledge into useful products and services that have
socioeconomic impact.

47. •Characteristics of organizational innovation are as follows:
•An innovation must be...
A tangible product, process or procedure within an
organization
New to the social setting within which it is introduced
Intentional rather than accidental
A challenging change
Aimed at predicting benefit to the organization
Public in its effects

56. •Fundamental components of the model are the same but the nature of
the business may dictate variations in implementation techniques.

57. •Reveals the important role of entrepreneurship in connecting ideas to the
marketplace
•The management role in the innovation chain emphasizes:
–The need for stability and control at a certain phase of the innovation process
–A formalized managerial structure tends to produce incremental and process
innovations more than radical innovations
Martin (1994) illustrate the technological innovation process as a chain
equation

58. Mills (1996) provided very simplified but interesting definitions for several
components of the process of technological innovation known as minimalist
definitions.
–Science : How things are.How things are.
–Technology : How to do things.How to do things.
–Management : How to get things done.How to get things done.
–Technology management : Doing things.Doing things.
–Entrepreneurship : Doing things to make moneyDoing things to make money
–Innovation : Doing entrepreneurshipDoing entrepreneurship

59. 8 Stages of Technological Innovation

60. 1.Basic Research
Increase our general understanding of the laws of nature
Generating knowledge over a long period of time
May or may not result in specific application
1.Applied Research
Directed toward solving one or more of society’s problems (specific
problems)
Eg.: research conducted to develop a drug for treating a known disease
1.Technology Development
Human activity that converts knowledge and ideas into physical
hardware, software or service - prototype
1.Technology Implementation
Set of activities associated with introducing a product into the
marketplace – success commercial introduction

61. 5.Production / Manufacturing
Set of activities associated with the widespread conversion of design
concepts or ideas into products and services – production control,
logistic
5.Marketing
Set of activities that ensures that consumers embrace the technology –
promotion, distribution strategy
5.Proliferation / Diffusion
Strategy that ensure the widespread use of the technology and its
dominance in the marketplace
Depends on methods of exploiting the technology
5.Technology enhancement
Set of activities associated with maintaining a competitive edge for the
technology - increases the life cycle of the technology

62. •Border crossings (national and sectorial)
–Increasing of science-technology articles with international co-
authorship and also between academic and government
•Emergence of complex technologies
–Fit to and cause from diverse demands, perspectives, approaches and
contexts
•Age of knowledge and distributed intelligence, KDI
–Network of knowledge – integration of knowledge from different
sources and domains across space and time
–Learning and intelligent systems - exploring the human behavior in
collaboration with machines
–Computing challenges - exploit the numeric barrier

63. 1.The presence of scientific knowledge – technological change is dependent
on scientific discoveries
2.The level of maturity of the underlying science – a wide base of
knowledge enhances technological development
3.The type of technology and the phase of its life cycle – innovation rate is
high for emerging and growing technology
4.The level of investment in technology – technological development is
connected to the level of R&D funding
5.The level of political commitment – the pace of innovation is sensitive to
high level policy decisions
6.The ability to borrow advances from related technologies – advances in
communication technology are dependent on satellite components
7.The diffusion rate and patterns - a technology that is widely diffused in
the market may delay other technologies from entry

64. 8.Recognition to Technology
9.Time to Market
10.Multiple-site continuous R&D
11.Improvements in Communication
12.The Push for Education
13.Changes in Institutional Interactions
14.Changes in Organizational Structure

65. Technological innovation is a sub-set of innovation
Technological innovations may arise from sources within or
outside the organization
Innovation process has been viewed as a sequence of
separable stages
Two basic variations of innovation models are technology
push and market pull

66. HR & TechnologyHR & Technology
Impact of technology on HR
functions:
HR functions such as:
Recruitment
Training & development
Performance management
Payroll & attendance records
Employee benefits etc

67. The major advantages of this e-
recruitment are:
Economical way to publish job openings
Greater reach
An easy tool to get connected to people
with niche skills
Speeds up the recruitment process
(faster posting of jobs, quicker applicant
response, and rapid hiring).
24*7 access to the online resumes.

68. Virtual organizationVirtual organization
Virtual organization is the network of
companies or employees connected by
computers. Virtual workers can work
from wherever they want, from home,
car or abroad.

69. The major disadvantages of the use The major disadvantages of the use
of technology on HR are:of technology on HR are:
When organizations depend more on
technology as a substitute to human
interactions, loss of potential talents may
happen.
HR is all about managing people, which requires
human interaction and face to face
communication, and as human element will
always remain significant in HR, a balance
should be maintained between the IT and the
human aspect.

70. The major disadvantages of the use The major disadvantages of the use
of technology on HR are:of technology on HR are:
Technological obsolescence also poses to
be a problem. Obsolescence occurs very
fast that the information relied on
obsolete technologies becomes
inaccessible in certain cases. Hence, the
ROI for the HR technology systems, if
not estimated and measured will lead to
problems.

71. Implications of new Implications of new
technologies on organization.technologies on organization.
The world has become a global village.
The rate at which information flows from
one region of the world to the other at
the speed of light or at the click of the
mouse, have eroded the barriers of time,
geographical location and the bureaucracy
of hierarchical organization in the way
trade is conducted.

72. In other words the impact and implications
of new technologies on organization is
phenomenal.   “We have modified our
environment so radically that we must
modify ourselves in order to exist in this
environment.” ( Wiener .1957 cited in
Kenaroglu. N.A)

73. Technology TransferTechnology Transfer::
- Technology transfer is the term used to
describe the processes by which
technological knowledge moves within or
between organisations. International
technology transfer refers to the way in
which this occurs between countries.

74. - The technological knowledge that is transferred
can assume various forms. It can be embodied
in goods (including physical goods, plant and
animal organisms), services and people, and
organisational arrangements, or codified in
blueprints, designs, technical documents, and
the content of innumerable types of training.
Alternatively it can be communicated through
flows of tacit knowledge – i.e. knowledge that
has not been fully codified, and remains
embodied in the skills of people.

75. New Issues in Manpower Training and New Issues in Manpower Training and
Career Development:Career Development:
1) Aligning training with business
strategy: Aligning training activities with
business strategy has been a goal of most
training units for a long time. This is
because organisations have begun to
realize that training is a tool not only for
getting better job performance, but also
for creating organisation-wide
adaptability.

76. 2) Changing demographics: Most
demographic shifts affect the business
nowadays.
Principle among these demographic shifts
are:
• Increased ethnic and cultural diversity
• Differing generational values
• Significant fluctuations in generational
birth rates
• Aging of the population (baby boomers)

77. 3) Knowledge workers: It is predicted
that there will be a shortage of labour in
areas requiring advanced or specialized
knowledge and skill. Companies are now
trying to find ways to maintain the
competency levels of existing employees
and provide appropriate competencies to
new employees.

78. 4) Training as a continuous
improvement: Effective training is a
continuous performance improvement
process. Training does not start and stop
with each program. The training function
in organisations continuously searches for
performance improvement opportunities.

79. 5) Quality: High quality products and
services are necessary to stay in business
in today’s competitive markets and thus
have high priority for most businesses.
Once a company takes a decision to
ensure quality measures it therefore is
prepared to engage in a substantial
amount of training.

80. 6) Legal issues: Equal employment
opportunity, affirmative action, sexual
harassment, and related legislation have
placed legal requirements on businesses
that affect how training is managed. Some
of the important legal issues are:
• Equity
• Required training
• Liability for injury or illness
• Confidentiality
• Copyrighted materials

81. 7) Job analysis as an indicator: An
effective job analysis should be done in
order the find the deficiency in the
employee’s knowledge and skill so that
these gaps are filled. Therefore job
descriptions and job specifications will
help in indicating the
strengths and weaknesses.

82. 8) Trainer training: In order for training
programs to be more efficient, it is
important that the trainers themselves
should have adequate and specialized type
of training.
9) Technology: The methods and
techniques used by the trainers should
provide an active participation of the
trainees in the learning process, so that
they have grasp and assimilation of the
knowledge and information gained
through various methods and techniques.

83. Context-Based Technology Context-Based Technology
EvaluationEvaluation
In order to determine a fit between systems and
technology, it is necessary to evaluate
technologies within the context that they will
be used. All technologies work well within a
specific context and under certain conditions.
For example, Web services work well for
asynchronous communication over the
Internet. In a business environment these
conditions are very common. However, this
may not be the case in a military tactical
command and control environment where high
performance and availability requirements
prevail.

85. Step 1: Identify Technology Usage
Context and Evaluation Goals
Step 2: Plan The Evaluation
2.1 Form Evaluation Team
2.2 Identify Stakeholders
2.3 Select an Approach
2.4 Estimate Effort and Schedule
Step 3: Develop Model Problems
3.1 Develop Hypotheses
3.2 Develop Criteria
3.3 Design Model Solution

86. 3.4 Implement and Evaluate Model
Solution Against Criteria
Step 4: Analyze Model Problem
Results Against Technology

87. THANK YOU!THANK YOU!