1. Human Resource Management Md. Mostofa Jaman

2. Various issues affecting its strategy: Size of the workforce. Rising employees' expectations Drastic changes in the technology as well as Life-style changes. Composition of workforce. New skills required. Environmental challenges. Major Influences Factors of HRM

3. Impact of new economic policy. Political ideology of the Government. Downsizing and rightsizing of the organizations. Culture prevailing in the organization etc. Major Influences Factors of HRM

4. organizational culture organizational culture is the personality of the organization. Culture is comprised of the assumptions, principles, model and tangible signs (work of art) of organization members and their behaviors AIUB – Decent Dress Code Major Influences Factors of HRM

5. Understanding the organizational culture can help you to understand why change does not take place, or why a project fails. It will also help you to determine where to struggle to make changes to the culture. When people in an organization realize and recognize that their current organizational culture needs to transform to support the organization's success and progress, change can occur. But change is not pretty and change is not easy. Major Influences Factors of HRM

6. SHRM & BUSINESS STRATEGY The Term Strategy has its origins in the military campaign. Business Strategy is used to explain both the processes (Org restructuring, rightsizing, multi skilling, product development) and the outcomes (market position, profitability) of chosen long term direction.

7. SHRM & BUSINESS STRATEGY Many Australian organizations have conciously chosen to extend their operations, or even to relocate to south-east asian countries to take advantage of less expensive labor market. » BHP Newcastle

8. SHRM & BUSINESS STRATEGY The focus of today's HR managers is on strategic personnel retention and talent development. HR professionals will be Coaches, Counselors, mentors and planner to help motivate organization’s member and their loyalty.

9. Types of SHRM SHRM is usually discussed into three categories. Accommodative Interactive Fully integrated

10. Types of SHRM Accommodative HR strategies simply follow organizational strategies Interactive A two way communication process between HRM and Corporate planning in which HRM contributes to and then reacts to, overall strategies.

11. Types of SHRM Fully integrated The HR specialist is closely involved in the overall strategic process in both formal and informal interactions

12. HR STRATEGY & BUSINESS RESULT

13. HR Solution Human Resource solution aims at solving all types of hesitations and difficulties relating to HR functions that ultimately indicate four broad areas. Acquisition/Gaining Maintenance Development Job Changes

14. HR Solution Human Resource function starts with Human Resource Planning. Other word, HRP is called manpower planning. Organizations used to plan for their potential employees at the very beginning of a year. According they start the other functions.

15. Human Resource Management HR Planning

16. HRP is a planning process by which an organization can move from its current manpower position to its desired manpower position. Through human resources planning, an organization strives to have the right number and right kinds of people at the right place in the right time. This definition relates to the assessment of manpower needs in an organization. HRP may be defined as a strategy for acquisition, utilization, improvement and retention of human resources.

17. DeCenzo and Robbins Human resource planning is a process by which an organization ensures that – it has the right number and kinds of people – at the right place – at the right time – capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. HR Planning

18. Linked to the organization’s overall strategy and planning to compete domestically and globally. Overall plans and objectives must be translated into the number and types of workers needed. Senior HRM staff need to lead top management in planning for HRM issues. HR Planning

19. Human resource planning consists of a series of activities: – Forecasting future man power requirements. – Prepare an inventory of present manpower. – Anticipating problems of manpower. – Meeting manpower requirements. – Interfacing with strategic planning and scanning the environment. – Feeding back such information into the strategic planning process. HR Planning

20. Major Purpose of Human resource planning: is to help the organization use human talent effectively and in the interests of the individual employee and the organization. HRP can also reduce expenses associated with excessive turnover, absenteeism, lower productivity, inefficient internal labor markets, and an unproductive training program. HR Planning

21. Specific Purpose of Human resource planning: Reduce personnel cost by helping management anticipate shortage or surpluses of human resources and to correct these imbalance before they become unmanageable and expensive. Provide a better basis for planning employee development that makes optimum use of workers’ attitude. Improve the overall business planning process. HR Planning

22. Provide more opportunities for women and minority groups in future growth plans and to identify the specific development training program that will make specific skills available. To provide clear role specifications for employees. To give reward that is linked to performance To launch flexible benefits program. HR Planning

23. Role of HRP professionals: Strategic role i) formulating HR strategies ii) Managing relationships with managers. Administrative role: i) Managing organizational resources. ii) Employees’ welfare activities. Specialized role: i) Collecting and designing data ii) Designing and applying forecasting systems. iii) Managing career development. HR Planning

26. Reasons for HR Planning The major reasons for formal employment planning are to achieve: –More effective and efficient use of people at work –More satisfied and better developed employees –More effective equal employment opportunity planning

27. Who performs the Planning and How? By HR manager By Operating Managers Situation analysis or environmental scanning. Forecasting demand for HR GAP Analysis (Analysis of supply of HR) Development of plans for action

28. Situation Analysis / E nvironmental Scanning Based on the organization's strategic plan, the first step in the strategic HR planning process is to assess the current HR capacity of the organization. The knowledge, skills and abilities of your current staff need to be identified. This can be done by developing a skills inventory for each employee.

29. The skills inventory should go beyond the skills needed for the particular position. List all skills each employee has demonstrated. For example, recreational or volunteer activities may involve special skills that could be relevant to the organization. Education levels and certificates or additional training should also be included. An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and to look at the employee's current development plans. Situation Analysis / E nvironmental Scanning

30. Forecasting Demand for HR The next step is to forecast HR needs for the future based on the strategic goals of the organization. Realistic forecasting of human resources involves estimating both demand and supply. Questions to be answered include: How many staff will be required to achieve the strategic goals of the organization? What jobs will need to be filled? What skill sets will people need?

31. When forecasting demands for HR, you must also assess the challenges that you will have in meeting your staffing need based on the external environment. How will the external environment impact on our HR needs? Forecasting Demand for HR

32. Gap Analysis (Analysis of supply of HR) The next step is to determine the gap between where your organization wants to be in the future and where you are now. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. You should also look at all your organization's HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward.

33. Development of plans for action There are five HR strategies for meeting your organization's needs in the future: –Restructuring strategies –Training and development strategies –Recruitment strategies –Outsourcing strategies –Collaboration strategies

34. Class Test M2