MITUL PATEL

ST-2242
What is the Main Character of HR.Strategies?
Definition of HRM

Human Resource Management (HRM) is the function within an organization that focuses on recruitment
of, management of, and providing direction for the people who work in the organization. Human
Resource Management can also be performed by line managers.Human Resource Management is the
organizational function that deals with issues related to people such as compensation, hiring,
performance management, organization development, safety, wellness, benefits, employee motivation,
communication, administration, and training.

The Recruitment & Selection Process.

• Human resource planning
• Job analysis
• Recruitment
• Selection
• Induction

HR Functions.
The human resources (HR) department serves as a link between management and
employees. Specific responsibilities of HR Dept include –
 Defining positions and related Roles
 Defining HR Policies and Guidelines
 Hiring and Recruitment
 Payroll
 Employee Career Management
 Employee Training
 Salary & Compensation
 Employee recreation
 Motivational Activities
HR Policies.
 Leave Policy
 Attendance Policy
 Performance appraisals
 Trainings
 Compensation & Salary
 Employee Recreation
Leave Policy.
Add No of leaves in the company and procedures to take leave

Attendance Policy.
Attendance and rules related to attendance in your company
Appraisals. (by the grading system and ranking method)
The performance review is done bi-yearly in the organization
How do we Access You ?
The promotions in the organization are usually governed by the following factors:
 How well an employee performed in his / her present job.
 How much potential an employee has for future responsibilities.
 How much additional knowledge he / she have acquired for further advancement.
 Personal attribute, work habits, attitude towards self and others, ability to get along with
the team, leadership qualities, personal contribution to the success of the company
determines his / her competence for promotion.
 Feedback given by all those who work with the employee such as his / her superiors,
subordinates, peers and the customers.
Trainings & Compensation.
Trainings Include –
 On-the-job training,
 Coaching,
 Classroom training
 Self trainings
 Team Trainings
Compensation & Salary –
Salary is paid on - of every month.
Salary is to be treated as confidential information and no communication is to be done with
colleagues and other staff
Work Culture.
 Dress Code -
 Language
 Employee Addressing
 Email Utilization
 Feedback Culture
 Working Days
 Mobile use
Employee Recreation .
Birthdays –
 Birthdays are celebrated on last day of the month. arrangements of birthday celebrations
are done by the HR department all cost bear by the company.
Picnics –
Celebrities of the picnic. (upload photos on the company site.)
What do you Understand Mean by Integrated H.R Study.
Internal training On the Job training
External training On the job training.
• Increased job satisfaction and morale among employees
• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased capacity to adopt new technologies and methods
• Increased innovation in strategies and products
• Reduced employee turnover
• Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
• Risk management, e.g., training about sexual harassment, diversity training
Overview of Training and Benefits.
Introduction
Training and Benefits -- or "learning and Benefits" as many refer to it now -- is one of the
most important aspects to our lives and our work. In our culture, we highly value learning.
Yet, despite our having attended many years of schooling, many of us have no idea how to
carefully design an approach to training and Benefits. This topic in the Library provides an
extensive range of information about training and Benefits, including to depict how that
information is organized. So the goal of the topic is not only to convey lots of information, but
to help the reader gain a broad understanding of how training and Developments can be
designed to meet the nature and needs of the reader.
Typical Reasons for Employee Training and Benefits
Training and Benefits can be initiated for a variety of reasons for an employee or group of
employees, e.g.,:
• When a performance appraisal indicates performance improvement is needed
• To "benchmark" the status of improvement so far in a performance improvement effort
• As part of an overall professional Benefits program
• As part of succession planning to help an employee be eligible for a planned change in
role in the organization
• To "pilot", or test, the operation of a new performance management system
• To train about a specific topic (see below)
Typical Topics of Employee Training.
1. Communications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical
that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment , hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful description of
the organization's policies about sexual harassment, especially about what are
inappropriate behaviors.

2)What is the role of Strategic HRM?

The role of HRM in formulating and implementing strategies is crucial. It is the people who
formulate and implement strategies and the people are supplied by HRM.

Role in Strategy Formulation
:HRM is in a unique position to supply competitive intelligence that may be useful in strategy
formulation. Details regarding advanced incentive plans used by competitors, opinion survey
data from employees that give information about customer complaints and information about
pending legislation like labour laws or mandatory health insurance are some examples.The
strengths and weaknesses of a company’s human resources can have a determining effect on
the viability of a company’s strategic options. A company may build its new strategy around a
competitive advantage stemming from its human resource.

Role in Strategy Implementation:
HRM supplies the company with a competent and willing workforce, which is responsible for
executing strategies. HRM supports strategy implementation in other ways too. For example,
human resource today is heavily involved in the execution of the company’s downsizing and
restructuring strategies, through out placing employees, instituting performance-linked pay
plans, reducing health-care costs and retraining employees. And, in an increasingly
competitive global market place, instituting HR practices that build employee commitment can
help improve an organisation’s responsiveness.A well-designed strategy can fail if sufficient
attention is not paid to the HR dimension. HR problems that arise when executing strategies
may be traced to one of the following 3 causes:a.Disruption of social and political
structuresb.Failure to match individuals’ aptitudes with implementation tasks; and
c.Inadequate top-management support for implementation activities.Strategic implementation
poses a threat to many managers and employees in an organisation. Guidelines which help
ensure that human relationships facilitate but not disrupt strategy implementation include
open communication, co-opting as many managers and employees in the strategic
management process and matching managers with strategies through transfers, promotions,
job enlargement and job enrichment.