SHRM

STRATEGIC HUMAN RESOURCE MANAGEMENT

Topic: Role of HR Manager as a business

partner in the service (Aviation) in
sustainability.

PRESENTED BY:
SAGAR.G.SEWLANI
PRN NO: 15020448066
MBA (E) 15-17
WEEKENDS BATCH

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HUMAN RESOURCE MANAGEMENT

The management function that deals with recruitment,
placement, training, development of organization members.
HRM is a process for staffing the organization and sustaining
high employee performance.
HRM can be defined as all the practices, systems and
procedures implemented to attract, acquire, develop and
manage human resources to achieve the goals of an
organization.
Simply it is managing the employment relationship.

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategic human resource management (SHRM) is an approach to
the development and implementation of HR strategies that are
integrated with business strategies and enable the organization to
achieve its goals.
In essence, strategic HRM is conceptual; it is a general notion of
how integration or fit between HR and business strategies is
achieved, the benefits of taking a longer-term view of where HR
should be going and how to get there, and how coherent and
mutually supporting HR strategies should be developed and
implemented.

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Specific HR strategies set out what the

organization intends to do in areas such as:
Human capital management obtaining, analyzing and
reporting on data, which inform the direction of value-adding
people management strategic, investment and operational
decisions;
High-performance management developing and
implementing high
performance work systems;
Corporate social responsibility a commitment to managing
the business ethically in order to make a positive impact on
society and the environment;
Organization development the planning and implementation
of programmers designed to enhance the effectiveness with
which an organization functions and responds to change;
Engagement the development and implementation of policies
designed to increase the level of employees engagement with
their work and the organization;
Knowledge management creating, acquiring, capturing,
sharing and using knowledge to enhance learning and
performance;
Resourcing attracting and retaining high-quality people;
Talent management how the organization ensures that it has
the talented people it needs to achieve success;
Learning and development providing an environment in
which employees are encouraged to learn and develop;

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Reward defining what the organization wants to do in the
longer term to develop and implement reward policies, practices
and processes that will further the achievement of its business
goals and meet the needs of its stakeholders;
Employee relations defining the intentions of the organization
about what needs to be done and what needs to be changed in
the ways in which the organization manages its relationships with
employees and their trade unions.

HR BUSINESS PARTNERS
HR business partners are HR professionals who work closely
with an organizations senior leaders in order to develop
an HR agenda that closely supports the overall aims of the
organization.
The process of alignment is known as HR business partnering
and may involve the HR business partner sitting on the
board of directors or working closely with the board of
directors.
The idea of HR business partners was popularized by academic
and consultant David Ulrich, who sees HR business partners as
part of a successful modern HR function, along with shared
services and centers of expertise. HR business partners are
often the most senior HR professionals within the
department, with experience of putting points across to
senior leaders on a regular basis.
Communication skills are very important for HR business
partners as they need to communicate the financial value
and future worth of person-centered HR policies to the
companys leadership, as well as communicate high-level
decisions down to other members of the HR department and the
whole organization.
HR business partnering is becoming more popular as
organizations become people-focused and see the value in
aligning agendas toward a common goal.

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HR business partners are seen as important in this process as a
progressive way to connect the HR department to other functions
since HR business partners often have experience in senior
positions they are well-placed to communicate effectively with
other senior leaders.

Role of HR Manager as a business partner in the

service (Aviation)
The airline industry is perhaps one of the most volatile industries
in the world. It is an industry whose way of doing business is
constantly changing due largely in part to outside forces. Not only
are they subject to regular bankruptcies, mergers and
acquisitions, they are subject to such uncontrollable factors as the
political and economic situation of society and its customer base.
Thus, the human resources manager in an airline industry has the
challenge of staffing for this ever-changing need.
Because the airlines needs are in a constant state of flux,
the first step the human resources manager must take is to
establish a system that allows for a regular evaluation of the need
and then recruit based on the evaluated need. Within the industry
there are numerous different levels of positions, from executives
to pilots, from stewardesses to maintenance personnel. The
human resources manager will only be able to successfully recruit
and thus staff each of these diverse needs if they create a line of
communications with each department in order to access their
specific needs and then base the recruiting plan on this gathered
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information. .
The airline human resources managers job is
complicated by the challenge of the ever-changing need of the
airline industry. Because the industry is rapidly changing, job
security is a regular question of an employee at any level. For
this reason, the airline human resources manager must recruit for
the future, a place where they can offer some amount of a
guarantee for job stability.
The three main issues that a human resources manager will face
in the industry is the increase in the amount of outsourced
jobs, recruiting personnel who are qualified to handle the
increased level of technology involved in the industry, and
to be able to successfully handle employee
disgruntlements and possible strikes or other union-based
actions.
Key to successful recruitment and staff management in any
organization is a well-organized and effective human resources
(HR) department. This is particularly true within the aviation
industry due to a high level of competition between organizations
and the regulated environment staff must work within.
Selecting the right candidate to become part of the airline, airport
or handling agent team is a skill that must be learned. Not only
should the hopeful applicant comply with required academic entry
criteria, they must also satisfy other criteria some specified by
the company, others statutory. Do they have industry experience?
Do they have the required license? Are they a team worker? Are
they a leader? It is the responsibility of the HR officer to ensure
that staff not only meet or exceed the basic advertised
requirements, but that they will fit well into the existing
workforce.
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Effective HR managers have the ability to communicate, plan,
assess and make sound decisions. Learners will gain an insight
into the function and responsibilities of an aviation industry HR
department. With an element of practical role play, the unit
enables learners to plan and execute the recruitment cycle, from
advertising a post to interviewing and appointing new staff roles.

To know the roles & responsibilities of an HR in an aviation

industry,
We should

(P.T.O)
Know the functions of Human Resources (HR)
departments within aviation Organizations
Functions of an HR:
1). Maintain operational efficiency, e.g. adequate staffing,
streamline job roles
2).Staff development, e.g. task-specific training, general
training, up-skilling, continuing professional development (CPD)
3).fulfill company objectives, e.g. ethnic mix, gender mix,
skilled workforce
Comply with employment legislation, e.g. discrimination (age,
gender, race, religion), Criminal Record
4).Bureau (CRB) checks, data protection.
Role and responsibility of HR:
Recruitment, e.g. advertising, interview, appoint, induction
Training, e.g. co-ordinate, allocate, record, evaluate
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manage employment procedure (appraisal, promotion,
grievance, maternity, sickness and absence, disciplinary,
redundancy, termination, retirement)

Be able to carry out recruitment for the aviation

industry as part of the HR team
Plan recruitment:
job description, e.g. job role, prerequisites (skills,
experience, license), hours, location
advertise, e.g. budget, design advert, newspaper, trade
journal, TV/radio, social media, in-house
shortlist applicants, e.g. criteria for initial
rejection/interest
prepare interview, e.g. location, documents, interview
panel, group interview, telephone selection, interview activities.
Selection process:
assess candidate, e.g. personal statement, group task,
aptitude test, individual interview, telephone screening
confirm qualifications, e.g. academic, training, licenses,
experience, employment history, references
make a decision, e.g. offer employment, and notify
unsuccessful candidates
Administration, e.g. notify department head, payroll, security

Understand employment legislation relating to the

aviation industry
Employment legislation:
Pre-employment checks, e.g. employment history, CRB
checks, references
Training, e.g. general security awareness (GSAT),
manual handling
General, e.g. minimum wage, discrimination, data
protection, employment contract, working hours, minimum age,
medical checks (vision, hearing)
Impacts of compliance:
Negative impacts, e.g. recruitment delays (CRB checks,
references, employment history), expense (to applicant, to
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employer, training requirements), restricts recruitment pool
(security, health, age)
Positive impacts, e.g. avoid prosecution, filters out inappropriate
candidates.

Know company employment policy and standards

Company policy and standards relating to personnel:
Behavior, e.g. to staff, to customers, absence, sickness,
misconduct
Health and safety, e.g. legal standards, company
standards
Security, e.g. legal standards, company standards
(property, data, revenue)
Maintain company policy and standards relating to personnel:
Safety management system (SMS), e.g. risk assessment,
intervention, appraisal, disciplinary procedures
Training, e.g. new skills, recurrency, behavior
feedback, e.g. from staff, from supervisors, from
managers, from trade unions

Training & Orientation:

ASSESSMENT: It is basically a question as to what is needed,
where, when & by whom?
TRAINING ACTIVITY: It helps to achieve the objectives.
EVALUATION PROCESS: It is measuring the outcome of various
training activities.
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The three step process is further broken down into different types
of Training:
Classroom Education: Most economical form; enables
trainees to share their opinions & exchange ideas.
Simulation: One of the most expensive form which
uses simulation training in the form of machine simulation.
It is the exact replicas of the equipment in the actual
work environment.
Very important with respect to safety
and emergency training of employees on job experience.
On Job Experience: Exclusive departures & arrivals
terminal are used.
Action Learning: Deals with learning by experience.
Provides their cabin crew with mock-ups and situational assessm
ent.
Enable the employees to receive hands on training.
Helps to evaluate ones strengths and weakness
IT Training: Multimedia Training (Combination of both AudioVisual & Computer based Training).
Evaluation: Process to measure the training activities; to
determine if the objective was attained and to what level

TO CONCLUDE
Make HR more strategic:

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Today when the very existence of the HR department
/ function is being challenged the HR function has to have a
strategic focus, enabling the firm in the accomplishment of
business goals and objectives. However if the HR function is to
become a partner in formulation and implementation of business
strategy it has to have a strategic focus. In order to focus more on
the strategic role the organizations should free the HR
department from the burden of routine day to day administrative
and clerical work; this will free them from these routine tasks and
allow them to focus on how HR can contribute to the attainment
of business goals.
This can be done by the use of information technology i.e.
automation and computerization of the operations or by
outsourcing these activities to third party vendors or
consultants. The line managers can also be trained to perform
many of these tasks. It has been found that the change agent role
was found to be the least dominant (10%) in the organizations
surveyed. The lowest percentage (6.7) of rank 5 rating given by
the employees was for the question related to HR helping the
organization adapt to change. This means the employees
perceive that the HR function does not help the organization in
adapting to the changes taking place within and outside the
organization.
The environment in which today's organizations are operating is
dynamic and turbulent. There are continuous changes taking
place in the business environment all of which have an impact on
the organizations. The organizations have to continuously monitor
the environment and adapt themselves to the changing
environment. This requires fundamental cultural change within
the firm. The HR professionals / department have an important
role to play in this transformation and change process. They
should help organizations to identify and implement processes for
change. They should help employees let go of old and adapt to a
new culture and should help identify process for managing
change. Many a times the HR departments have been distant
from the change process.

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The HR work was viewed as antithetical to change, with HR

systems and procedures providing obstacles to not impetus for
change. Hence the HR professionals should be trained in the
change management and acquire competencies related to
managing and implementing change.
The concept of strategic human resource is fast becoming a
reality and the role of human resources in management gaining
sustained competitive advantage has been proved empirically by
numerous studies.
The service sector's contribution to the country's GDP has been
steadily increasing and has reached more the fifty percent.
The service sector and more so the information technology sector
is heavily people driven and hence requires proper management
of its human resources.
The present study in this regard attempts to understand the
dynamics of human resource management and the role of human
resource function in different service related organizations.
The results of the study show that the current levels of services
provided by the HR department were found to be of a moderate
level. Only one organization out of the total organizations showed
a high level of service quality. Although many Indian organizations
have been certified at the highest level i.e. SEI CMM level 5, the
quality of services provided by these organizations is of moderate
quality. However in absence of comparative data regarding the
quality of services in other service sectors or in the manufacturing
sector, it is difficult to comment about the relative quality of
services in these organizations.

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