HR report_v4_b

8/4/2019 HR report_v4_b

1/28

Introduction

As Human Resource function is becoming more and more important for the organizations,

there has emerged a set of issues and challenges from both internal and external environment.

Thus, it has become crucial for the organizations to categorically identify the major issues of

concern and create policies and measures to overcome those issues. In addition to this there

are certain key skills that industries feel that HR managers should have. The onus is on the B

schools that have Human Resource Management as a specialized course to keep in mind the

requirements of the present day industry and design the curriculum accordingly. We identified

42 current HR issues that are of concern to the HR managers and 63 skills required by future HR

manager. Then we administered a questionnaire on HR managers of different organization

asking them to rate every skill and issue on a five point scale.

The industries chosen were from PSUs, manufacturing sectors, consulting and banking. The

survey was administered across the hierarchy of managers who were both in generalist as wellas specialized role.

Upon identifying the key skills which were given a high priority by the organizations, we

benchmarked the skills and knowledge in the HR curriculum of XLRI with the HR curriculum of

three Indian and three international B schools.


2/28

Profiles of HR professionals

Respondent 1

Name: Neeti Shrivastava

Industry: EngineeringOwnership of the organization: Public Sector

Geographic Orientation: Indian

Number of Employees: Less than 5000

Present Level of Management: Lower

HR Specialist/Generalist: Specialist

Predominant HR role: Building workforce

Years of HR experience: 3.5 years

Years of Non HR experience: Nil

Gender: FemaleEducational Qualification: MBA (HR)

Field in which career started: HR

Level in which career started: Executive


3/28

Respondent 2

Name: Vineeta Singh

Industry: Consulting

Ownership of the organization: Private Sector



Present Level of Management: Senior

HR Specialist/Generalist: Generalist

Predominant HR role: Helping line managers

Years of HR experience: 4 years


Gender: Female

Educational Qualification: PGDM

Field in which career started: Operations



4/28

Respondent 3

Name: Aboli Deshpande

Industry: Retail


Geographic Orientation: Indian MNC

Number of Employees: 10000 and above

Present Level of Management: Middle


Predominant HR role: Establishing HR agenda



Gender: Female

Educational Qualification: HR qualification


Level in which career started: Supervisory


5/28

Respondent 4

Name: Shivani Shekhar

Industry: Banking


Geographic Orientation: Foreign MNC

Number of Employees: less than 10000






Gender: Female

Educational Qualification: MBA HR




6/28

Respondent 5

Name: Umesh Tendulkar

Industry: Engineering


Geographic Orientation: Indian MNC







Gender: Male

Educational Qualification: MHRM




7/28

Respondent 6

Name: Neelesh Walwadikar

Industry: Petrochemicals

Ownership of the organization: Public Sector





Predominant HR role: Maintaining Employees relations


Years of Non HR experience: 8 years

Gender: Male

Educational Qualification: Engineering




8/28

Respondent 7

Name: Tapas Kumar Chattopadhyay

Industry: Petrochemicals






Predominant HR role: Establishing agenda for HR



Gender: Male





9/28

Respondent 8

Name: Manish Reshamiya

Industry: Manufacturing






Predominant HR role: Maintaining Employee relations


Years of Non HR experience: 14

Gender: Male





10/28

Respondent 9

Name: Anjani Kumar

Industry: Others





HR Specialist/Generalist: Specialist

Predominant HR role: Designing and delivering HR programs



Gender: Male





11/28

Respondent 10

Name: Hrishikesh Roychowdhary

Industry: Manufacturing








Years of Non HR experience: 3 year

Gender: Male

Educational Qualification: BA




12/28

Respondent 11

Name: Tripti Rajdev

Industry: ITES









Gender: Female

Educational Qualification: HR qualification

Field in which career started: IT/ITES



13/28

Important HR issues for the organizations

Based on the result of our survey, we identified 20 HR issues out of 42 which organizations

think are important.

Work Life Balance: In the fast moving life, there are many pressures that new-age couples have

to deal with- running a home, doing daily chores like cooking/cleaning, raising children and

handle the tight deadlines at work! Thus, work life balance problem is an issue that employees

in an organisations face because of which they have to provide their employees facilities that

will help them maintain their work life balance.

Career Plateauing: Employees, especially those who continue to work for the same

organization for a long time and those who belong to the core of an organization, often reach

career plateaus. To people working in human resources jobs, they present a special class of

challenge that is hard to tackle without active cooperation from the affected person. However,

more often than not, an employee stuck on a career plateau refuses to recognize that he or she

has been trapped by a career barrier and will refuse help at its very mention. Therefore, the

challenge becomes even tougher for the organisations to help employees improve their

efficiencies.

Deployment/Redeployment of employees: As the work environment and the job market

continue to feel pressure from the many unknown factors facing the world economy,

corporations must find innovative ways to not only locate and hire talent quickly but also

deploy internal talent as necessary to meet business needs.Redeployment of displaced

employees either out of the company (through separation, redundancy or retirement) or

internally through retraining, internal recruitment and flexible working schemes is an emotive

and complex issue that demands careful management. Employees displaced should be viewed

as assets, not liabilities, and managed accordingly otherwise valuable human capital will be

lost to the business which could otherwise be utilized to create value and offset future

recruitment and training costs.

Discpline Management: Managing discipline is very essential in organisations as only with

discipline can the output of organisations increase. As we are moving towards knowledge

centric economies, it is very important to keep human resources in discipline so that all the

resources are utilized to their optimum abilities.

Employee quits: Attrition is a very serious problem that has plagued the industry. Talent

retention is becoming more and more important for the organisation. They need to stay on


14/28

their toes to ensure that the key talents do not leave the organisation as huge expenses are

borne by the organisations in training and development of the employees.

Managing Change: In the age of globalization, changes happen at a very fast pace. Thus, onus

of managing this rapid change is upon the HR managers as they act as change agents. At thetime of any mergers and acquisitions cross cultural changes happen to which employees might

find very difficult to adjust. It is here when the HR managers come into picture and facilitate

smooth transition.

Managing Diversity: Managing diversity well provides a distinct advantage in an era when

flexibility and creativity are keys to competitiveness. An organization needs to be flexible and

adaptable to meet new customer needs. With effective management of diversity, the

organisation develops a reputation as an employer of choice. Not only will you have the ability

to attract the best talent from a shrinking labor pool, you can save time and money in

recruitment and turnover costs.

Managing High talentedpersonnel: When an organisation has many high talented personnels,

it becomes imperative for the organisations to manage them carefully as a dearth of talent in

the market could lead to these talented personnel hop jobs.

Employee relations

Employee Relations involves the body of work concerned with maintaining employer-employee

relationships that contribute to satisfactory productivity, motivation, and morale. Essentially,

Employee Relations is concerned with preventing and resolving problems involving individuals

which arise out of or affect work situations.

Advice is provided to supervisors on how to correct poor performance and employee

misconduct. In such instances, progressive discipline and regulatory and other requirements

must be considered in effecting disciplinary actions and in resolving employee grievances and

appeals. Information is provided to employees to promote a better understanding of

management's goals and policies. Information is also provided to employees to assist them in

correcting poor performance, on or off duty misconduct, and/or to address personal issues that

affect them in the workplace. Employees are advised about applicable regulations, legislation,

and bargaining agreements. Employees are also advised about their grievance and appeal

rights and discrimination and whistleblower protections.

Flexible working hours/workdays

A system of flexible working hours gives employees some choice over the actual times they

work their contracted hours. Such a system can be a good way of recruiting and retaining staff -


15/28

since it provides an opportunity for employees to work hours consistent with their other

commitments (e.g. child care).

Most flexible working hours schemes have a period during the day when employees must be

present. This is known as "core time". A typical core time would be 10 00 a.m. to 4.00 p.m.Other than the core time, employees may choose when they start and finish work within

flexible bands at the beginning and end of each day. These bands are typically 08:0010:00 and

16:0018:000. However, there is wide scope for variation depending on the core time, the

hours the work place is open and the nature of the business. Some schemes also have a flexible

band during the middle of the day so that employees have some choice over the time they take

their lunch break.

Contracted hours (the total hours an employee must work according to their employment

contract) are achieved by employees working the core time plus hours of their choice during

the flexible bands over an agreed period. This period is known as the accounting period and is

typically four weeks long. Some schemes allow for an excess or deficit (within set limits) to be

carried over to the next accounting period. Hours are credited for absences such as sickness or

holidays.

How to introduce a flexible working hours scheme

The introduction of a flexible working hours scheme requires care and needs to be carefully

planned by all those likely to be affected. Experience suggests that a joint "working

party" comprising representatives of management and employees is usually the best approach

and any recognised trade union should be fully involved. The working party should consider:

Whether the scheme is to be voluntary or compulsory

What type ofrecording system should be used (eg manual, clocking or computerised)

How flexibility should be built into the bands

How sickness, absence and late attendance should be treated

Arrangements for managing and monitoring the scheme (e.g. monitoring the effect on

production or customer service levels)

When the details have been agreed there should be a trial period of, perhaps, three months to

help identify and eliminate any problems.

Advantages of flexible working hours

Employees have greater freedom

Can make traveling easier (e.g. avoiding commuting during the normal rush-hour)

Improved morale and reducing absence and lateness

Reduction in overtime and less lost time since long lunch breaks or late arrivals are not

recorded as time worked


16/28

Disadvantages of flexible working hours

Costs involved in administering the scheme

If the premises are open longer, there may be increased costs for lighting and heating

Employees will not be in work at certain times and therefore it may not be suitable for

organisations where continuous cover is necessary.

Global markets and competition

Globalization is doing business with a worldwide focus rather than doing business in an

international market with the focus from a home-country viewpoint-Lawrason Thomas.

Navigating global waters successfully and establishing direction to guide the firm in an

increasingly turbulent world environment is a key challenge facing today's managers. To date,

this has largely been perceived as the purview of large multinationals with diverse far-flung

operations in all parts of the global market. Of key importance is the need to remain responsive

to local markets, while at the same time achieving global efficiency through integrating and

coordinating operations across world markets and allowing for the transfer of learning from

operations in one part of the world to another.

Handling Employee Grievance

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an employeeexperiences about his job and its nature, about the management policies and procedures. It must be

expressed by the employee and brought to the notice of the management and the organization.

Grievances take the form of collective disputes when they are not resolved. Also they will then lower

the morale and efficiency of the employees. Unattended grievances result in frustration,

dissatisfaction, low productivity, lack of interest in work, absenteeism, etc. In short, grievance arises

when employees expectations are not fulfilled from the organization as a result of which a feeling of

discontentment and dissatisfaction arises. This dissatisfaction must crop up from employment issues

and not from personal issues.


17/28

Human resource planning

The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting

to changing conditions in the business and environment over the longer term. Human resource

planning is also a continuous process.

The ongoing process of systematic planning to achieve optimum use of an organization's mostvaluable asset - its human resources. The objective of human resource (HR) planning is to

ensure the best fit between employees and jobs, while avoiding manpower shortages or

surpluses. The three key elements of the HR planning process are forecasting labor demand,

analyzing present labor supply, and balancing projected labor demand and supply.

Human Resource /Workforce Planning Process

Review Business Goals and

Objectives

Conduct Environmental Scan

Conduct Gap Analysis of

Workforce

Set HR Priorities and Develop

Strategies

Implement and Evaluate

Strategies

Motivating Employees: Keeping employees motivated is the key to maintaining a productive,

successful business. Managers must find ways to motivate employees and make them want to

live up to their full potential. To do this effectively, managers need to understand what

motivates employees within the context of their respective roles. Motivating employees can be

one of your biggest challenges as an employer. Constant pressure to increase productivity,

profitability, and revenue growth can often overshadow the importance of how an unengaged

workforce can negatively affect corporate performance.

Recruitment: Human Resources (HR) and recruitment are increasingly viewed as distinct

industries with related areas of work. Both are growing considerably and have seen significantchanges over the past ten years. These changes have helped HR to shed its common previous

image as a welfare or administrative role, and it is now widely recognised as a key function in

driving business forward and influencing business strategy. As companies become more aware

of the value and importance of their HR functions and the need to recruit and retain the best

workforce, more organisations are employing graduates with key skills into HR roles, although

this remains a popular and competitive sector. Recruitment roles may be based either in-house,

managing the recruitment needs of an organisation, or in a consultancy, handling recruitment


18/28

for a range of different clients. Executive recruitment consultancies typically operate in

specialist areas sourcing candidates for senior appointments. They often approach individuals

directly rather than advertising openly - hence the term headhunting, which is sometimes

used to describe the role. Recruitment is a large and growing business and recruitment

consultancies are becoming an increasingly significant source of graduate employment.

Selection of employees: Employee Selection is the process of putting right men on right job. It

is a procedure of matching organizational requirements with the skills and qualifications of

people. Effective selection can be done only when there is effective matching. By selecting best

candidate for the required job, the organization will get quality performance of employees.

Moreover, organization will face less of absenteeism and employee turnover problems.

Training and development: In the field of human resource management, training and

development is the field which is concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been known by several

names, including employee development, human resource development, and learning and

development.

Training: This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost impossible

to evaluate.

Women in workforce: Until modern industrialized times, legal and cultural practices, combined

with the inertia of longstanding religious and educational traditions, had restricted women's

entry and participation in the workforce. Economic dependency upon men, and consequently

the poor socio-economic status of women had also restricted their entry into the workforce.

Particularly as occupations have become professionalized over the 19th and 20th centuries,

women's access to higher education had effectively excluded them from the practice of well-

paid and high status occupations. Entry of women into the higher professions like law and

medicine was delayed in most countries due to women being denied entry to universities andqualification for degrees.

The addition of women into the workforce was one of the key factors that has decreased social

mobility over the last 50 years. Female children of the middle and upper classes had increased

access to higher education, and thanks to job equality, were able to attain higher-paying and

higher-prestige jobs than ever before. Due to the dramatic increase in availability of birth


19/28

control, these high status women were able to delay marriage and child-bearing until they had

completed their education and advanced their careers to their desired positions.


20/28

Benchmarking Skills and Knowledge in the curriculum of XLRI with that of different B schools

We benchmarked the curriculum of XLRI with three international colleges and three Indian

colleges.

The international universities that we selected were:

1. New York University

2. Purdue University

3. Cornell University

The Indian B schools that we selected were:

1. Tata Institute of Social Sciences

2. Management Development Institute (HR)

3. Narsee Monjee Institute of Management Studies (HR)


21/28

1.New York University:

Skills Subject Offered

Recruiting Skills

Interviewing Skills Offered Communication Skills for the Human Resource proffesion

Conduct training needs assessment Offered Foundation of human resourse management, Research p

methodologyConduct training programmes Offered Research Process and methodology, Foundation of coactheory (concentrated), executive coaching and small busi(concentrated)

Conduct training evaluation Offered Research Process and methodology, Foundation of coactheory (concentrated), executive coaching and small busi(concentrated)

Design performance appraisal system

Handle employee grievances

Thorough knowledge of legal aspects

of HR/IR

Offered Advanced Labour relation and employment Law

Insure legal compliance Offered Advanced Labour relation and employment Law

Develop overall HR polices

Develop strategic HR plan Offered Business strategy and ethics, Strategic benefits planningcompensation strategy and practise

Knowledge management Offered Organizational assessment and analysis

Verbal Communication skills Offered Communication skills for the Human Resource proffesion

Written communication skills Offered Communication skills for the Human Resource proffesion

Interpersonal skills Offered Communication skills for the Human Resource proffesion

Analytical skills Offered Quantitative models for desecion makers, Organization aanalysis.

Decision making skills

Results orientation

Conflict resolution skills Offered Dispute resolution and conflict management.

Negotiation skillsProblem solving skills

Integrity

Knowledge of corporate social

responsibility


22/28

2. Purdue University

Knowledge &Skills Courses Offered

Recruiting Skills Offered Staffing tools, Staffing Systems

InterviewingSkillsConduct training

needs assessment

Offered Training (elective)

Conduct training

programmes


Conduct training

evaluation


Design performance

appraisal system

Handle employee

grievances

Thorough

knowledge of legal

aspects of HR/IR

Offered Employment Law (elective)

Insure legal

compliance

Offered Employment Law (elective)

Develop overall HR

polices

Develop strategic HR

plan

Offered Strategic management (elective)

Knowledge

management

Verbal

Communication

skills

Offered Managerial Communication Skills

Written

communication

skills

Offered Managerial Communication Skills

Interpersonal skills Offered Managerial Communication Skills

Analytical skills Offered Business Analytics

Decision making

skills

Offered Leadership and Ethics

Results orientation

Conflict resolution

skills

Negotiation skills

Problem solving

skills

Integrity

Knowledge of

corporate social

responsibility


23/28

3. Cornell University

Knowledge & Skills

Courses Offered

Recruiting Skills

Interviewing Skills Offered Effective InterviewingConduct training needs

assessment

Offered Coaching for Performance (elective)

Conduct training programmes Offered Coaching for Performance (elective)

Conduct training evaluation Offered Coaching for Performance (elective)

Design performance appraisal

system

Offered Performance Management and Appraisal

Handle employee grievances Offered Building and Managing Employee Relations

Thorough knowledge of legal

aspects of HR/IR

Offered Human Resources and the Law, Legal Issues inthe Workplace

Insure legal compliance Offered Human Resources and the Law, Legal Issues inthe Workplace

Develop overall HR policesDevelop strategic HR plan Offered Mastering the role of HR Business Partner

Knowledge management

Verbal Communication skills

Written communication skills

Interpersonal skills

Analytical skills


Results orientation Offered Consulting skills for Business Results (elective)

Conflict resolution skills

Negotiation skills

Problem solving skills

IntegrityKnowledge of corporate social

responsibility


24/28

4. Tata Institute of Social Sciences

Knowledge & Skills

Courses offered

Recruiting Skills Offered Business communication and presentation skills

Interviewing SkillsConduct training needs

assessment

Offered Learning and Development, Training Process deliveryand effectiveness (elective)

Conduct training

programmes


Conduct training

evaluation


Design performance

appraisal system

Handle employee

grievances

Thorough knowledge

of legal aspects ofHR/IR

Offered Employment Law-I, Employment Law-II

Insure legal

compliance

Offered Employment Law-I, Employment Law-II

Develop overall HR

polices

Offered Organization Theory and Design, Sociology ofOrganization


plan

Offered Business Strategy and Stregic Human ResourceManagement

Knowledge

management

Verbal Communication

skills

Offered Business Communication and Presentation Skills

Written

communication skills

Offered Business Communication and Presentation Skills

Interpersonal skills Offered Business Communication and Presentation Skills

Analytical skills


Results orientation

Conflict resolution

skills

Offered Conflict Management and Building Collaborations

Negotiation skills Offered Negotiation Skills and Collective Bargaining


Integrity Offered Corporate Governance and Business Ethics (Elective)

Knowledge of

corporate social

responsibility


25/28

5. Management Development Institute (Gurgaon)


Recruiting

Skills

Offered Recruitment and Selection (elective)

InterviewingSkillsConduct training

needs assessment

Conduct training

programmes

Conduct training

evaluation

Design

performance

appraisal system

Offered Performance Management

Handle employee

grievances

Thorough

knowledge of

legal aspects of

HR/IR

Offered Employment Law-I, Employment Law- II

Insure legal

compliance

Offered Employment Law-I, Employment Law- II

Develop overall

HR polices

Offered Human Resource Planning

Develop strategic

HR plan

Offered Business Strategy Formulation and Implementation, Strategicchallenges in Marketing for HR professionals.

Knowledgemanagement

Verbal

Communication

skills

Offered Oral Communication and Presentation Skills

Written

communication

skills

Offered Written Analysis and Communication

Interpersonal

skills

Offered Employee Relations- Emerging Contours

Analytical skills

Decision making

skillsResults

orientation

Conflict resolution

skills

Negotiation skills Offered Negotiating Skills and Collective Bargaining

Problem solving

skills


26/28

6. Narsee Monjee Institute of Management Studies


Recruiting Skills Offered Recruitment and Selection

Interviewing SkillsConduct training

needs assessment

Offered Learning and Development

Conduct training

programmes

Offered Learning and Development

Conduct training

evaluation

Design performance

appraisal system

Offered Performance Management

Handle employee

grievances

Thorough knowledge


Offered Employee Realtions and Labour Law

Insure legal

compliance

Offered Employee Realtions and Labour Law

Develop overall HR

polices

Offered Cgange management andOrganizational Development


plan

Offered Strategic HRM

Knowledge

management

Verbal

Communication skills

Written


Interpersonal skills Offered Employee Realtions

Analytical skills


Results orientation

Conflict resolution

skills

Negotiation skills


Integrity

Knowledge of

corporate social

responsibility


27/28

7. XLRI


Recruiting Skills Fundamentals of HR

Interviewing Skills Offered Managerial CommunicationConduct training

needs assessment

Offered Training and Development

Conduct training

programmes

Offered Training and Development

Conduct training

evaluation

Offered

Design performance

appraisal system

Offered Performance Management andAppraisal

Handle employee

grievances

Offered Grievance Resolution (elective)

Thorough knowledge


Offered Fundamentals of HR and Labour

Laws

Insure legal

compliance

Offered Fundamentals of HR and LabourLaws

Develop overall HR

polices

Offered Fundamentals of HR


plan

Offered Strategic Management, StrategicGame Theory for Managers(elective),

Knowledge

management

Offered Role of HR in KnowledgeManagement

Verbal

Communicationskills

Offered Managerial Communication

Written


Offered Managerial Communication

Interpersonal skills Offered Managerial Communication

Analytical skills Offered Quantitative Techniques for HRM

Decision making

skills

Offered Analysis for Managerial DecisionMaking (elective)

Results orientation Offered Measuring HR (elective)

Conflict resolution

skills

Negotiation skills Offered Collective Bargaining and

Negotiation Process (elective),Fundamentals of IndustrialRelations

Problem solving

skills

Offered

Integrity Offered Business Ethics and Corporatesocial Responsibility


28/28

Knowledge of

corporate social

responsibility

Offered Business Ethics and Corporatesocial Responsibility

HR report_v4_b

Documents

Transcript of HR report_v4_b