• RECENT TRENDS
AND CHALLENGES IN HR
HUMAN RESOURCE MGMT
HUMAN RESOURCE MGMT
•
MAJOR CHALLENGES OF HRM
1. RETAINING
2. DOWNSIZING
PLAN
3. EXIT POLICY
4. WORK FORCE
DIVERSITY
5. CHANGING DEMOGRAPHICS OF WORK FORCE
6. TECHNOLOGICAL
CHANGE
7. EMPLOYEE
EMPOWERMENT
8. WORK LIFE
BALANCES
9. E-HR
10. EMPLOYEE
RELOCATION ASSISTANCE PROGRAMS
11. LIBERALIZATION,GLOBALIZATION AND HRM
•
GREEN HR
•
IS THE USE OF HRM POLICIES TO PROMOTE THE USE
OF SUSTAINABLE USE OF RESOURCES WITH IN BUSINESS ORGANIZATION AND MORE
GENERALLY PROMOTE THE CAUSE OF ENVIRONMENTALLY SUSTAINABILITY. GREEN HR INVOLVES
TWO ESSENTIAL PRACTICES:-
1. FRIENDLY HR
PRACTICES
2. THE
PRESERVATION OF KNOWLEDGE CAPITAL
•
MAJOR
CHALLENGES IN HRM
A. COMPLIANCE WITH LAWS AND
B. MANAGEMENT
C. LEADERSHIP
DEVELOPMENT
D. WORKFORCE
TRAINING AND DEVELOPMENT
E. ADAPTING TO
INNOVATION
F. COMPENSATION
G. RECRUITING
TALENTED EMPLOYEES
H. RETAINING
TALENTED EMPLOYEES
•
DOWNSIZING
•
REDUCING THE SIZE OF ORGANIZATION. IN SIMPLE
TERMS WE CAN SAY THAT ELIMINATION OF CERTAIN JOBS WITH A VIEW TO IMPROVE WORK
EFFICIENCY. WHERE THERE IS SURPLUS STAFF IT IS BETTER TO TRIM THE SURPLUS
STAFF.
•
BUT IT WILL HAVE ADVERSE EFFECT ON THE MORALE
OF THE EMPLOYEES AND IT WILL ALSO CREATE INSECURITIES.
•
ROLE OF HR IS TO FIX THE CRITERIA TO KNOW THE
SURPLUS STAFF,ALSO FORMULATE PROGRAMS TO HELP THE LAID OFF EMPLOYEES IN
FINDING JOBS.
•
ALTERNATIVE
TO DOWNSIZING
a) REDEVELOPMENT OF WORKERS
b) RETAIN ALL
THE EMPLOYEES BUT REDUCE WORK HOURS
c)
REALLOCATION OF STAFF WHERE SHORTAGE IS
d) OFFERING
VOLUNTARY RETIREMENT SCHEME
• EXIT POLICY
•
DEALS WITH RETRENCHMENT OF THE SURPLUS SATFF
DUE TO RESTRUCTURING OF INDUSTRIAL UNITS.
•
IN BROADER SENSE THE EXIT POLICY COVERS THE
POLICY FOR THE COMPENSATION FOR THE EMPLOYEES WHO LEAVE THE ORGANIZATION AND
THE MEASURES FOR THEIR REHABILITATION.
•
EXIT POLICY IS REQUIRED TO IMPROVE THE HEALTH
OF THE ORGANIZATION OR DUE TO DEVELOPMENT OF TECHNOLOGY.
•
ONE OF THE IMPORTANT OBJECTIVE OF THE EXIT
POLICY IS TO PROTECT THE INTERESTS OF THE WORKERS.
• VOLUNTARY
RETIRMENT AND GOLDEN HANDSHAKE
•
A POPULAR METHOD TO REDUCE THE MANPOWER IS THE
VOLUNTARY RETIREMENT SCHEME.THE EMPLOYEE WHO HAVE ATTAINED A PARTICULAR AGE OR
COMPLETED SOME PARTICULAR YEARS OF SERVICES WOULD SEEK VRS.THESE BENEFITS WOULD
BE IN ADDITION TO THE MONEY THAT HAS ACCRUED TO THE PROVIDENT FUND AS PER THE
RULES OR TO THE GRATUITY FUNS WHICH EVER IS APPLICABLE.
•
VERY ATTRACTIVE PACKAGES KNOWN AS GOLDEN HANDSHAKE IN THE FORM OF VRS ARE OFFERED BY MANY ORGANIZATION.
•
THE LIMITATION OF THIS SCHEME IS THAT EFFICIENT
EMPLOYEE MAY OPT FOR THIS SCHEME AND LEAVE THE ORGANIZATION.
• WORK FORCE
DIVERSITY
•
WORK FORCE DIVERSITY MANAGEMENT REQUIRES
CREATION OF AN ORGANISATIONAL CLIMATE. IN WHICH PEOPLE FROM DIFFERENT
CULTURAL,SOCIAL BACKGROUNDS AND BEING DIVERSE IN MANY OTHER RESPECTS( E.G
AGE,GENDER,EDUCATION) CAN COEXIST. WITHOUT THE ORGANISATION FAVORING/DISFAVORING ANY PARTICULAR SEGMENT OF WORKFORCE WITH A VIEW TO
FACILITATING THE BEST ATTAINMENT OF ORGANIZATIONAL GOALS.
•
DIMENSION OF WORKFORCE DIVERSITY ARE
AGE,GENDER,EDUCATION,CULTURE AND PSYCHOLOGY
• TECHNIQUES TO
HANDLE WORK FORCE DIVERSITY
a) CREATING
AWARENESS OF DIVERSITY
b) DEVELOPING OF
CROSS CULTURAL TRAINING PROGRAMS FOR THE COMMON ORGANIZATIONAL CULTURE
c)
DESIGN PROGRAMS OF SPECIAL CARE LIKE FLEX I WORK HOURS TO FEMALE WORK FORCE ETC
d) AVOIDING
DISCRIMINATION
e) PREVENTION OF
SEXUAL
f)
FORMATION OF COMMITTEE OF DIVERSE MEMBERS
• WORK LIFE
BALANCE
•
WORK LIFE BALANCE IS DEFINED AS MEANS OF
FLEXIWORKING OR FLEXIBLE LEAVE AVAILABLE TO EMPLOYEES.THESE ARRANGMENT MAY BE
IN ADDITION TO STAUTORY ENTITLMENTS AND ARE GENERALLY GRANTED TO THE EMPLOYEE
TO ACCOMMODATE THEIR NEEDS OUTSIDE OF THE WORKPLACE.
•
IT IS REQUIRED TO FULFILL FAMILY
COMMITMENT AND PERSONAL COMMITMENT ETC
• CHANGING
DEMOGRAPHICS OF WORKFORCE
1. DUAL CAREER
COUPLES:-INCREASING NUMBER OF DUAL CAREER PROFESSIONAL COUPLES LIMIT THE
INDIVIDUAL FLEXIBILITY IN ACCEPTING PHYSICAL RELOCATION
2. YOUNGER
EMPLOYEES:-ANOTHER CHANGE IN THE WORKFORCE DEMOGRAPHICS RELATING TO NUMBER OF
GROWING NUMBERS OF EMPLOYEES WHO ARE YOUNG AND THE AVERAGE AGE OF THE WORKFORCE
IS 25. HR MANAGERS HAS TO CREATE SPECIAL FACILITIES FOR PROVIDING FOOD,GYM
FACILITY,ACCOMMODATION ETC
• TECHNOLOGY
CHANGES
•
AS THE TECHNOLOGY ADVANCES,TECHNICAL CHANGES
CREATES CHALLENGES THAT HUMAN RESOURCE MANGERS MUST FACE. AN ORGANIZATION’S
WORKFORCE HAS TO KEEP UP,OR THE COMPANY RISKS BEING LEFT BEHIND AS TECH SAVY
COMPETITORS MOVE IN.
•
CHANGES IN TECHNOLOGY MAY RESULT IN ANXIETY AND
EVEN RESISTANCE AMONG EMPLOYEES.IT ALSO CREATES FEAR AND INSECURITIES AMONG
WORKFORCE.
•
DEVELOPING STRATEGIES TO DEAL SUCH KIND OF
RESISTANCE AND FORMULATION OF VARIOUS TRAINING PROGRAMS TO EQUIP EMPLOYEES
WITH THE LATEST TECHNOLOGY.
• EMPLOYEE
EMPOWERMENT
•
EMPLOYEE EMPOWERMENT IS A STRATEGY AND
PHILOSOPHY THAT ENABLES EMPLOYEES TO MAKE DECISIONS ABOUT THEIR JOBS. EMPLOYEE
EMPOWERMENT HELPS EMPLOYEE OWN THEIR WORK AND TAKE RESPONSIBILITY FOR THEIR
RESULTS.
•
EMPLOYEE EMPOWERMENT REQUIRES:-
I.
SPECIAL TRAINING
II.
ACCESS TO INFORMATION
III. INITIATIVE AND CONFIDENCE ON THE PART OF THE
EMPLOYEE
IV.
MANGERS MUST BE TRULY COMMITTED TO ALLOW TO
MAKE THE EMPLOYEE TAKE DECISION.
•
IMPACT OF
LIBERALIZATION,GLOBALIZATION
a) UP GRADATION OF MANAGERIAL AND PROFESSIONAL SKILL
b) REST STRUCTURING THE ORGANIZATION
c)
CAREER PLANNING AND CAREER GROWTH
d) NETWORKING
e) RESTRUCTURING THE COMPENSATION
f)
INCREASING MOBILITY OF THE WORKFORCE
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