1. MAJOR CHALLENGES For HR in indian organizations GROUP VIII

2. The Team 2 HRM - Group VIII – MBA – The Business School - University of Kashmir

3. RETENTION – Shoaib Mehraj #254 3 HRM - Group VIII – MBA – The Business School - University of Kashmir

4. Employee Retention It a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as the employee. In a Business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organisational knowledge. 4 HRM - Group VIII – MBA – The Business School - University of Kashmir

5. 1.Compensation 5 HRM - Group VIII – MBA – The Business School - University of Kashmir

6. 2.Environment 6 HRM - Group VIII – MBA – The Business School - University of Kashmir

7. 3.Growth 7 HRM - Group VIII – MBA – The Business School - University of Kashmir

8. 4.Relationship 8 HRM - Group VIII – MBA – The Business School - University of Kashmir ip

9. 5.Support 9 HRM - Group VIII – MBA – The Business School - University of Kashmir

10. Other Threats and Challenges.  The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of money to a company's expenses.  Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge about the company, customers, current projects and past history (sometimes to competitors).  Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed. 10 HRM - Group VIII – MBA – The Business School - University of Kashmir

11. ENVIRONMENTAL CHALLENGES – Ikra Parvez #211 11 HRM - Group VIII – MBA – The Business School - University of Kashmir

12. Environmental Challenges 1.Rapid Change 2.Work Force Diversity 3.Globalization 4.Legislative 5.Technology 6.Evolving Work and Family Roles 12 HRM - Group VIII – MBA – The Business School - University of Kashmir

13. 1.Rapid Change  Many organizations face a volatile environment in which change is nearly constant. If they are to survive and prosper, they need to adapt to change quickly and effectively. Human resources are almost always at the heart of an effective response system. 13 HRM - Group VIII – MBA – The Business School - University of Kashmir

14. 2. Work Force Diversity  All these trends present both a significant challenge and a real opportunity for managers. Firms that formulate and implement HR strategies that capitalize on employee diversity are more likely to survive and prosper. 14 HRM - Group VIII – MBA – The Business School - University of Kashmir

15. 3. Globalization  One of the most dramatic challenges facing as they enter the twenty-first century is how to compete against foreign firms, both domestically and abroad. Many companies are already being compelled to think globally, something that doesn't come easily to firms long accustomed to doing business in a large and expanding domestic market with minimal foreign competition. 15 HRM - Group VIII – MBA – The Business School - University of Kashmir

16. 4. Legislation  Much of the growth in the HR function over the past three decades may be attributed to its crucial role in keeping the company out of trouble with the law. Most firms are deeply concerned with potential liability resulting from personnel decisions that may violate laws enacted by the state legislatures, and/or local governments. 16 HRM - Group VIII – MBA – The Business School - University of Kashmir

17. 5. Technology  The world has never before seen such rapid technological changes as are presently occurring in the computer and telecommunications industries. One estimate is that technological change is occurring so rapidly that individuals may have to change their entire skills three or four times in their career. 17 HRM - Group VIII – MBA – The Business School - University of Kashmir

18. 6. Evolving Work and Family Roles  The proportion of dual-career families, in which both wife and husband (or both members of a couple) work, is increasing every year. Unfortunately, women face the double burden of working at home and on the job, devoting 42 hours per week on average to the office and an additional 30 hours at home to children. 18 HRM - Group VIII – MBA – The Business School - University of Kashmir

19. INDIVIDUAL CHALLENGES – Mohsin Nasti #241 19 HRM - Group VIII – MBA – The Business School - University of Kashmir

20. Individual Challenges 1.Productivity 2.Empowerment 3.Brain Drain 4.Ethics and Social Responsibility 5.Job Insecurity 6.Matching People and Organizational Research 20 HRM - Group VIII – MBA – The Business School - University of Kashmir

21. 1. Productivity  Productivity is a measure of how much value individual employees add to the goods or services that the organization produces. The greater the output per individual, the higher the organization’s productivity. Two important factors that affect individual productivity are ability and motivation. 21 HRM - Group VIII – MBA – The Business School - University of Kashmir

22. 2. Empowerment  In recent years many firms have reduced employee dependence on superiors and placed more emphasis on individual control over the work that needs to be done. This process has been labeled empowerment because it transfers direction from an external source (normally the immediate supervisor) to an internal source (the individual’s own desire to do well). 22 HRM - Group VIII – MBA – The Business School - University of Kashmir

23. 3. Brain Drain  With organizational success more and more dependent on knowledge held by specific employees, companies are becoming more susceptible to brain drain-the loss of intellectual property that results when competitors lure away key employees. 23 HRM - Group VIII – MBA – The Business School - University of Kashmir

24. 4. Ethics and Social Responsibility  Corporate social responsibility refers to the extent to which companies should and do channel resources toward improving one or more segments of society other than the firm’s owners or stockholders. Ethics is the bedrock of socially responsible behavior. 24 HRM - Group VIII – MBA – The Business School - University of Kashmir

25. 5. Job Insecurity  In this era of downsizing and restructuring, many employees fear for their jobs. For most workers, being able to count on a steady job and regular promotions is a thing of the past. Even the most profitable companies have laid off workers. 25 HRM - Group VIII – MBA – The Business School - University of Kashmir

26. 6. Matching People and Organizations Research  Matching People and Organizations Research suggests that HR strategies contribute to firm performance most when the firm uses these strategies to attract and retain the type of employee who best fits the firm’s culture and overall business objectives. 26 HRM - Group VIII – MBA – The Business School - University of Kashmir

27. O ORGANIZATIONAL CHALLENGES – Owais Ahmed #214 27 HRM - Group VIII – MBA – The Business School - University of Kashmir

28. Organizational Challenges 1.Management Of Creative Class. 2.Workforce Diversity. 3.Management Of Knowledge Workers. 4.Management Of Technological Challenges. 5.Management of Change 28 HRM - Group VIII – MBA – The Business School - University of Kashmir

29. 1.Management Of Creative Class It Includes Identification, Selection,Training and Grooming of Creative Talent. Proper Job Training and Job Mentoring. They should maintain their Creativity, under Stress. Monetary and Non Monetary benefits should be given. Talent Management should have a strong voice in Organizational Design. 29 HRM - Group VIII – MBA – The Business School - University of Kashmir

30. 2.Workplace Diversity Talents from different backgrounds, gender, age, race, religions, beliefs, ethnicity, cultures etc. Whether to go for diversity or not. Better is diversity. Diverse talents means more capitalization of business opportunities. Proper management of diversified talent required. 30 HRM - Group VIII – MBA – The Business School - University of Kashmir

31. 3.Management Of Knowledge Workers Here we are looking for talent, who does not obey principles of management base on Traditional approach. Due to Higher Educational background, ability to take responsibilities at lesser age, high bargaining skill, knowledge etc. Management of such talent necessary,especially in IT,BPO industries. 31 HRM - Group VIII – MBA – The Business School - University of Kashmir

32. 4.Management Of Technological Challenges. To Prepare Workforce to accept technological advancements. E.g. Banking Industry. 32 HRM - Group VIII – MBA – The Business School - University of Kashmir

33. 5.Management Of Change Restructuring. Downsizing. Mergers. 33 HRM - Group VIII – MBA – The Business School - University of Kashmir

34. C CULTURAL CHALLENGES – Safura Ashraf #253 34 HRM - Group VIII – MBA – The Business School - University of Kashmir

35. Cultural Challenges 1.Behaviors 2.Philosophy 3.Dominant Work Values 4.Feeling Or Climate 35 HRM - Group VIII – MBA – The Business School - University of Kashmir

36. 1.Behaviors There are observed behavior irregularities when people interact within an organization such as the languages used and the rituals surrounding difference and demeanor To maintain a neutral behaviors within an organization is again a big challenge for HR owing to the fact that India has vast cultural differences. 36 HRM - Group VIII – MBA – The Business School - University of Kashmir

37. 2.Philosophy The philosophy that guides an organization’s policy towards employees and or customers. In order to effectively manage workplace diversity, Cox (1993) suggests that a HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the managerial framework of the HR Manager in his/her planning, organizing, leading and controlling of organizational resources. 37 HRM - Group VIII – MBA – The Business School - University of Kashmir

38. 3.Dominant Work Values The need to match the employee’s dominant work values and attitudes with their career choices can be one of the most important and overlooked considerations when it comes to making career related decisions. If they are feeling a bit unsettled, or downright unhappy in their current job, it's quite possible that their job is out of sync with their work. 38 HRM - Group VIII – MBA – The Business School - University of Kashmir

39. 4.Feeling Or Climate The feeling or climate that is conveyed in an organization by the physical layout and the way in which members of the organization interact with one another, customers and outsiders. HRs contently have to review the climate prevalent in the organization. If it is negative, it can create a problem within an organization, like hatred groups, unavoidable circumstances, etc. 39 HRM - Group VIII – MBA – The Business School - University of Kashmir

40. Challenges in RECRUITMENT – Saqib Qureshi #201 40 HRM - Group VIII – MBA – The Business School - University of Kashmir

41. Challenges In Recruitment 1.Adaptability To Globalization 2.Lack Of Motivation 3.Process Analysis 4.Strategic Prioritization 5.Attracting Highly Talented Employees 41 HRM - Group VIII – MBA – The Business School - University of Kashmir

42. 1.Adaptability to Globalization 42 HRM - Group VIII – MBA – The Business School - University of Kashmir

43. 2.Lack of Motivation 43 HRM - Group VIII – MBA – The Business School - University of Kashmir

44. 3.Process Analysis 44 HRM - Group VIII – MBA – The Business School - University of Kashmir

45. 4.Strategic Prioritization 45 HRM - Group VIII – MBA – The Business School - University of Kashmir

46. 5.Attracting Highly talented Ones 46 HRM - Group VIII – MBA – The Business School - University of Kashmir

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