Human Resources Management

in 2020
 What Is HRM?

Human Resources Management

is the planning, organizing, directing and
controlling of the procurement,
development, compensation, integration,
maintenance and separation of Human
resources to the end that individual,
organizational and social objectives are
accomplished.
-Flippo
 “DRAWBACKS in HR”

• “Many HR people still lack business skills”

• “We have not adequately managed high

expectations of HR”

• “We have overhyped e-learning.”

• “We do much order-taking… and mistaking

talk for action”
 EMERGING LEGAL ISSUES AT WORK

• NEW TECHNOLOGY ISSUES

• AGE CONSCIOUSNESS IN THE
WORKPLACE
• GLOBALISATION OF EMPLOYMENT LAW
• TRAINING FOR LEGAL COMPLIANCE
• WORKPLACE SAFETY
 NEW CRITERIA FOR RATING “HR”?

• Profit generated per employee (compared to

industry benchmark)
• Salary/wages costs compared to industry
median
• Number of talented candidates applying for
advertised and for unadvertised vacancies
• Time taken to satisfy customer orders,
inquiries & complaints.
• Incidence of customer complaints caused by
employee behaviour
• Cost/risk due to time lost through injuries,
absences, disputes
 HR EXECUTIVES’ VIEW OF THE FUTURE
TOP 5 BUSINESS CHALLENGES
• Developing new markets
• Improving profitability
• Market share growth
• Becoming the recognised
global market leader
• Building shareholder value
TOP 4 HR CHALLENGES
• Attracting and retaining
talented people
• Improving organisational
capabilities
• Developing leadership
skills
• Looking forward to other
Dept also
 FUTURE OF ORGANISATIONS: Scenario 1

SMALL COMPANIES,LARGE NETWORKS

• Autonomous teams of 1-10 people

• Linked by high bandwidth, electronic network
• Independent organisations for social
networking, recreation, learning,reputation
building and income smoothing. They are
home for our identity as projects comes and
goes.
Examples: Film industry; Nike; Nokia PC.
 Small Company, Large Network HR
• Very specific HR scope focused on project organisation
(e.g. talent scouting/selection, pay, health & safety)
• Selection is via networks, personal references, reputation
• Performance management is via peer pressure and
industry/ professional standards
• Rewards are contractual equity based
• Development is via doing leading edge projects
• Innovation is via brokers, deal makers, agents, sponsors
• Outsourced
– agents, brokers, specialist providers
 FUTURE OF ORGANISATIONS: Scenario 2

VIRTUAL COUNTRIES

• Traditional hierarchy or decentralised divisional structure

• Company is the focus for individual identity
• Company meets employees’ needs from cradle to grave
• Employees own the firm AND have right to elect the Board
and management
• Open book accounting informs management elections
• Role of governments, industry unions is significantly
reduced
Examples: GE, Johnson & Johnson
SHIFTS THAT WILL RE-SHAPING HR ROLES IN 2020

FROM TO
 Local markets Global markets
 Clerical work Knowledge work
 Hierarchy Networks
 Intermediaries; face-to-face Direct access,virtual relationship
 Obedience to formal Questioning of formal authority
authority
 Physical contribution Intellectual contribution
 Full time job Part-time and project work
 Customer service Shareholder, stakeholder value
 Work done by employees Work done by many contributors
 Fixed work location Diverse work locations
 Loyal service Marketable knowledge, skills
 Unionization No Unionization at all
 “Get a job” “Get a life”
 Some key features of 2020
• HRIS (Human Resource Information system)
• Training will be treated as an Investment.
• Flexibility access – anytime, anywhere.
• Working from house for small projects.
• Pre-employment market oriented skill development education.
• Post employment support for advanced education and training.
• Focus on “Quality of life beyond work.
• A laptop, a mobile phone, palm top, electronic diary for the new age
employee.
• Usage of ESOP’s, life style prerequisites, rewards, milestones
bonuses, knowledge pay and competency bonuses.
• Mentoring Program will take place.
 Thank You

-: Presented By :-
DHEERAJ JAIN
DILIP NAGDA

RMAT-I (II Sem)

Faculty Of Management Studies, Udaipur
March 26, 2008