Class notes: Session 2 Pre Session readings: Deloitte Putting people in performance Managing for Performance

Questions: Session: Do you see conflicts in the role of HR Manager as a strategic partner, Admin expert, Employee champion and change manager There is a conflict In the roles coz different roles have different requirement. Depends on the situation. In a large organisation you get pigeon holed into a specific role Each person undertaking a role needs to have different mindsets and different capabilities to understand the role better

How do external factors impact and influence HR within an organisation? Industry averages and trends matter co needs to follow the trends or set them or adhere to them Govt regulations and tech advancements people get replaced, training and dev coz of new tech Economic conditions and workforce demographics Competition policies and remuneration of the competitors influences what you will do Recruitment, controlling attrition

What is organisational culture? What is its significance for Human Resource mgmt.? Value, mission, vision and core values create the org culture. It is the projected image of the company. The culture is defined by mgmt and driven by the HR. Two main factors for ppl leaving companies: Their boss, organisational culture. Its usually not money.

Deloitte Putting people in performance Should the HR function be treated like any other function mkting, finance, R&D etc in an organisation. Why ? Yes, it should be coz it is not just a support function anymore. It forms the backbone of all other functions. Quantitative measurement of HR gives great input to other deptt and also acts like o/p. so it forms info base for other functions.

Ways of measuring HR: Turnover rate, budgets, L&D, recruitment costs, culture surveys, attrition rates. KPIs can be measured.

IS HR more important to have in some sectors than in others? Becoming a preferred employer Why do some companies look to be a preferred employer How legitimate are these types of rewards How important is benchmarking standards You have been asked by the CEO of a medium size IT firm to consider how the company can become an employer of choice and build a good employer brand. How would you go about this? What information would you gather? Who would you involve? Discuss the reasons it is imp for organisations to efficiently manage talented and high potential staffing during any economic downturn Explain the ways in the case study that the organisation has managed this?

You become a preferred employer by: Good communication Organisational culture Training and development Worktime flexibility Benchmarking

Class notes: Porters Generic strategies: Competitive edge on basis of : Cost Differentiation Focus

Components of strategic mgmt. process: Planning , implementation and control Decisions about competition: Where to, how to, With what will we compete Benchmarks: Business of excellence Preferred employer of the year Best places to work in Quality control Salary surveys Organisational culture

Benchmarks for Education sector: No of graduates vs enrollments No of educational institutes : Primary, secondary and tertiary Infrastructure, facilties Portfolio of courses and services Accreditations, affiliations Degrees of staff

Types of benchmarking: http://unesdoc.unesco.org/images/0011/001128/112812eo.pdf Internal External competitive External collaborative External trans industry ( best in class) Implicit