Q.

1 Human resource management differs from personnel management in a way that human resource management is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. John Storey (1992) provided an analysis of HRM by making a classificatory matrix of 27 points of difference between Personnel & IR practices and HRM practices. Explain each classificatory matrix element with reference to the organization you are working with? Answer: Human resource management Human resources is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR". Human resources is a relatively modern management term, coined as late as the 1960s. [1] The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers. We often hear the term Human Resource Management, Employee Relations and Personnel Management used in the popular press as well as by Industry experts. Whenever we hear these terms, we conjure images of efficient managers busily going about their work in glitzy offices. In this article, we look at the question what is HRM ? by giving a broad overview of the topic and introducing the readers to the practice of HRM in contemporary organizations. Though as with all popular perceptions, the above imagery has some validity, the fact remains that there is much more to the field of HRM and despite popular depictions of the same, the art and science of HRM is indeed complex. We have chosen the term art and science as HRM is both the art of managing people by recourse to creative and innovative approaches; it is a science as well because of the precision and rigorous application of theory that is required. As outlined above, the process of defining HRM leads us to two different definitions. The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities. This is the traditional definition of HRM which leads some experts to define it as a modern version of the Personnel Management function that was used earlier.

The second definition of HRM encompasses the management of people in organizations from a macro perspective i.e. managing people in the form of a collective relationship between management and employees. This approach focuses on the objectives and outcomes of the HRM function. What this means is that the HR function in contemporary organizations is concerned with the notions of people enabling, people development and a focus on making the employment relationship fulfilling for both the management and employees. These definitions emphasize the difference between Personnel Management as defined in the second paragraph and human resource management as described in the third paragraph. To put it in one sentence, personnel management is essentially workforce centered whereas human resource management is resource centered. The key difference is HRM in recent times is about fulfilling management objectives of providing and deploying people and a greater emphasis on planning, monitoring and control. Whatever the definition we use the answer to the question as to what is HRM? is that it is all about people in organizations. No wonder that some MNCs (Multinationals) call the HR managers as People Managers, People Enablers and the practice as people management. In the 21st century organizations, the HR manager or the people manager is no longer seen as someone who takes care of the activities described in the traditional way. In fact, most organizations have different departments dealing with Staffing, Payroll, and Retention etc. Instead, the HR manager is responsible for managing employee expectations vis--vis the management objectives and reconciling both to ensure employee fulfillment and realization of management objectives. In conclusion, this article has briefly touched upon the topic of HRM and served as an introduction to HRM. We shall touch upon the other topics that this field covers in other articles.

John Storey (1992) analysis Storey (1992), an eminent UK professor who currently works for the Open University. Storey offered 27 points of difference between personnel/industrial relations and human resource management. In turn, these 27 points were grouped into three categories: beliefs and assumptions; strategic aspects; and key levers. Condensing Storey's characterization is a scheme that differentiates personnel from human resource management. To illustrate Personnel require the careful delineation of contract, while HRM seeks to encourage employees to go beyond contract. Management role in Personnel is transactional, while in HRM is it transformational. Communication in Personnel is restricted to a need to know basis, in HRM it is increased. Pay under Personnel is regulated, under HRM it is performance based. The differences continue to suggest personnel focuses on control and the needs of the employer while HRM is more concerned with empowerment and the needs of the employee. The description so far sounds fairly neat and clear cut but that would be to mislead. comparisons Between Personnel and Human Resource Management Environmental Domestic -------------------------------------- Global Internal -------------------------------------- External Organizational Operational -------------------------------- Strategic Attract, retain ------------------------- Bottom line and motivate Managerial Functional ------------------------------------ Partner HR Department Specialist --------------------------------- Generalist Workers Conflicts ----------------------------------- Harmony HRM practices Individual focused --------------- Team focused Narrowly developed ------ Broadly developed

There is in fact huge debate over whether there are any differences between the two approaches and if so exactly what they are. To illustrate: on the one hand there are those commentators who see HRM as nothing new. Karen Legge (1978) for example suggests there is no difference between Personnel and Human Resource Management; it is merely a case of old wine in new bottles. Similarly Armstrong (1987) holds that although the name may have changed the game remains the same a case of the emperor's new clothes. Equally Torrington (1989) denies there is any significant difference between the two concepts, an idea supported by and Gennard and Kelly (1994) who refer to a sterile debate with no value to be gained from continued navel gazing.

However, these perceptions are to be contrasted with the debates by Sisson (1990), Storey (1993) and Hope-Hailey et al (1997) who each highlight the revolutionary nature of HRM. What is significant is practitioners of Personnel/HRM have been required to adopt or at best, accommodate diverse and competing definitions of their role. This is not a new demand of practitioners, but as Armstrong argues because the context in which personnel people work is constantly changing, being forced on organizations by the rapidly changing business, political, economic and social environment combined with demands for increased professionalism encouraged by the Chartered Institute of Personnel and Development (CIPD) many practitioners have become confused, even cynical (2000:576). From a purely HRM perspective, one writer has identified the following six factors as accounting for the increasing interest in and resort to HRM practices: a. Improving the management of people or utilizing human resources better as a means of achieving competitive advantage. b. The numerous examples of excellence in HRM have created an interest in such models. c. In some countries the decline of trade union influence has opened the way for managements to focus on more individual issues rather than on collectivist ones. d. The emergence of better educated workforces with higher individual expectations, changes in technology and the need for more flexible jobs have, in turn, created the need to incorporate HRM into central management policy. e. Many important aspects of HRM such as commitment and motivation emanate from the area of organizational behavior, and place emphasis on management strategy. This has provided an opportunity to link HRM with organizational behavior and management strategy For me, the reason the traditional role of personnel has been overtaken by the rhetoric of HRM is because it failed to exploit the potential of employees. While exceptions can certainly be found, human resource management has moved from a domestic focus to a more multinational and global focus. Whereas personnel management is associated with practices that are narrowly targeted and individually focused, human resource management is associated with practices that are more broadly conceived and team-focused. There is also more concern for the environment, including ecological issues, and for healthcare and illiteracy. Organizationally, human resource management has gone from being concerned only with the operational issues of personnel to include the more strategic, business level concerns of the organization itself. Human resource departments might also be concerned about the operations of key suppliers and customers. Managerially, human resource professionals are working more closely with the line managers, to some extent a customer of the human resource department. As the human resource profession has become more involved in the global, external and strategic issues of the organization, so has its critical goals changed.

Q. 2 Human resource management discipline has been evolved from different stages of development. It has emerged as a distinct function and subject area from around 1920. Over the past 100 years the HR profession has been continuously evolving and changing, adding more and different responsibilities. What recent changes have been taken place in this discipline and how it has affected the organizations working in Pakistan? Answer: In the past, HR professionals use of technology may have been limited to administrative tasks such as time and attendance and payroll. But no longer. Today, core HR responsibilities as diverse as recruitment, oversight of legal and regulatory compliance, benefits administration and the safeguarding of confidential employee information cannot be carried out effectively without the use of high-tech tools. The increasing reliance on technology requires HR to work closely with their colleagues in IT around such issues as data integration and privacy. See, Can This Marriage Be Saved? In fact, some companies have established a job function for a human resource information system (HRIS) professional. In nearly all companies, HR professionals considering any kind of system have had to become versed in the vernacular of information technologylearning concepts once strictly the domain of computer science majorssuch as models for service delivery (e.g., leased, hosted or licensed) and the risks, benefits and costs associated with any selection. See, Should I Lease or Buy HR Software Applications? For many HR professionals, the growth of electronic communications and the increasing use of the Internet by nearly all workers has required the development of new policies governing the safekeeping and appropriate flow of information, including e-mail and blogs. Indeed many HR departments, working in tandem with IT, now rely on a combination of policy and software to monitor dataflow and electronically block inappropriate data such as pornography or the leaking of trade secrets. Accordingly, the practice of Human Resources Technology has become an HR discipline in itself (see, Technology - A Critical Emerging Competency for HR Professionals), as well as a facet of all other HR Disciplines:

Technology and Benefits Technology and Business Leadership Technology and Compensation Technology and Consulting Technology and Diversity Technology and Employee Relations Technology, Ethics and Sustainability Technology and Labor Relations Technology and Organization and Employee Development Technology and Safety and Security Technology and Staffing Management

Human resources technology has many facets in common with other HR disciplines, but they play out in a way that is unique to the technology field:

HR technology careers Communication in HR technology Effective practices in HR technology Legal and regulatory issues involving HR technology Metrics and HR technology HR technology outsourcing Global HR and technology

Technology and Business Leadership When it comes to technology, the business leader is all about staying ahead of the curve. The business leader wants to innovate with technology, learn about others technology innovations, acquire technology, and successfully implement it to achieve the organizations strategic objectives. Because technology is constantly and quickly evolving, this is an ever-present concern for the business leader. Many of the business leaders technology concerns involve basic business functions: word processing, publishing, planning, accounting, budgeting, legal compliance, research and communications. Software relating to these fundamental tasks is constantly being improved. Technology also has made a great impact on higher-level functions; a vast and ever-increasing array of technology, including software and web-based applications, exists to assist organizations with achieving their strategic plans. In a world where what matters gets measured, many HR executives are turning to sophisticated analytics to help gauge their departments strategic contribution. See, Data-Driven Human Capital Decisions. Next-generation tools enable HR and business managers to make predictive correlations between traditional HR metrics and the business outcomes they are expected to achievesuch as the impact of a mentoring program on performance. Some companies are underscoring the importance of such metrics by displaying them front and center in a dashboard format. See, HR by the Dashboard Light. Technology and Benefits Many employers use technology for benefits administration. Self-service Web sites, for example, allow workers to go online to make changes to their benefits and to give notice of life events changes that impact their benefits, e.g., change in marital status, birth or death of a child. See, Intranets and Self-Service. Many employers are using automated systems to direct employee benefit contributions, such as those that automatically direct a portion of a workers pay toward their retirement savings plan unless the employee opts out. And while total rewards statements that alert employees to the total value of their compensation benefits package have been around for years, many companies now are making that information available to workers electronically through their HR information systems or self-service sites.

Technology and Compensation Payroll administrators were early adopters of HR technology. State-of-the-art systems allow for connecting time and attendance systems to payroll, and processing payroll with little or no human intervention. See, Time, Attendance Automation Comes of Age. For more than a decade, large employers have been required to submit their employment tax payments to the Internal Revenue Service using electronic funds transfer and electronic data interchange. Smaller companies are using similar systems, or pay cards, to pay workers electronically and eliminate the processing of paper checks altogether. Technology and Diversity Technology also supports workplace diversity. Remarkable developments in assistive technology, for example, have dramatically increased job opportunities for people with physical disabilities. See, Diversity: High-Tech Tools Lower Barriers for Disabled. While many employers believe that investing in such technologies is simply the right thing to do, some say it also makes strategic senseallowing companies to recruit from a broader pool. See, Payoffs Can Be Big for Companies Hiring People with Disabilities. And like many other technologies, the cost of many assistive tools has gone down significantly over the last decade, which makes them a more realistic option for companies of all sizes. Here are some examples:

Computerized text-to-speech readers allow blind and low-vision employees to navigate Web pages and hear their e-mail. Such speech-to-text transcription software provides a way to record observations without typing or using Braille. High-tech Braille keyboards seamlessly connect to desktop computers. See, Things To Consider When Adapting Software for Blind Employees. Digital hearing aids automatically make adjustments to reduce background noise and increase clarity of speech. Videoconferencing allows sign-language interpreters to provide translation services for on-site and virtual workers. See, New Technology Offers Hearing-Impaired Workers a Louder Voice in the Office. Infrared beams allow workers with limited mobility to open programs and search the Internet with facial movements. An oversized mouse for a person with a nerve disorder can help make navigation easier.

Technology and Employee Relations While companies interested in gauging their own employees attitudes once were confined to cumbersome paper surveys that had to be counted manually, some are now circulating surveys online through their own intranets and the Internet. See, Taking Employees Pulses without Raising Yours: Using Online Tools to Improve the Employee Survey Process. Employers are also turning to technology to assist in evaluating their workers. Electronic systems can automate the performance management process, ensure an accurate grading curve and guarantee feedback to employees. Technology offers many more opportunities and challenges in the realm of employee relations:

Employees inappropriate e-mail usage. See, E-mail May Contribute to Hostile Environment. Employees inappropriate Internet usage. See, Study: Internet addictive for nearly 14 percent of users. Issues associated with the use of robotics in the workplace. See, Human-looking robots entering the workplace. Practical and legal issues associated with delivering important communications electronically. See, Our company wants to provide employee handbooks in an electronic format. What issues do we need to take into consideration before making this transition?

Technology and Labor Relations Technology has changed the face of union organizing and communications. See, Union Organizing Trends and Tactics. But the National Labor Relations Board has held in The Guard Publishing Company that employees have no legally protected right to use the employers e-mail system to engage in union organizing or other protected concerted activity. The employer in that case successfully argued that the e-mail system remained the employers property, and that, for practical purposes, the union was seeking to piggyback on a costly employer resource. Technology and Organization and Employee Development Technology has had a significant impact on the field of organization and employee development in such areas as e-learning, computer-based testing and workplace collaboration. Organizations are increasingly using technology to deliver training, and it is helping them achieve greater overall efficiencies in the development function. E-learning Broadly speaking, e-learning is education through using the Internet, a computer network or a stand-alone computer. Specifically, e-learning applications and processes include Web-based learning, computer-based learning, virtual classrooms and digital collaboration. Content may be delivered via the Internet, intranet/extranet, audio or video tape, CD-ROM and satellite TV. There are many advantages of e-learning over traditional classroom training, including:

Time savings. Savings on travel costs. Convenience flexibility in time, location, etc.

As with all new technology, there are disadvantages as well, including:

The

challenge of vendor selection. Product cost. Matching training courses with the organizations existing technology. Cost of purchasing new technology. Cost of adding staff to handle the technology.

Computer-based testing

Computer-based testingas opposed to paper-and-pencil examsis increasing for a number of reasons:

Scheduling convenience. Faster score reporting. A wider range of questions and content available.

Collaborative tools Successful adoption of collaborative tools requires support from executives, IT and changemanagement specialists.

Web-based tools. Commonly known as Web 2.0, these tools include blogs and wikis. Although developed for the Webthe greatest collaboration platform ever designed these tools have been adapted for secure use by businesses, and vendors have infused many of these features into their software. Collaborative platforms. These tools are designed for various disciplines, from supply chain management to HR processes to general knowledge sharing. They support HR practices such as recruiting and performance management, for example. Most of this software is built on Internet open standards, includingin the case of HR-specific productsthe tags and schemas developed by the HR-XML Consortium.

Technology and Safety and Security Human resources professionals use various forms of technology to manage safety and security information and functions. Human Resources Information Systems (HRIS), for example, enable the sorting of employee information so it can be readily used for recordkeeping, reporting and business decision making. Workplace safety and security can benefit tremendously from technology by facilitating acquisition and analysis of injury and illness data, injury costs per employee, training documentation and management, performance management, electronic communications, digital access key log-in information, security camera data management and identity theft protection, among other uses. See, Human Resources Information Systems Toolkit and the Technology Discipline. Some employers have found that use of biometrics devicesthose that use fingerprints or other physical traits for identificationcan help solve some employee discipline problems as well as protect sensitive data. Traits most often used are fingerprints, and iris, hand or finger geometry. Time clocks are one of a growing number of workplace applications of biometrics. Nevertheless, biometrics make up only a small percentage of the market for time and attendance data gathering. Proponents of the use of biometrics for time and attendance say the technology eliminates business costs due to lost cards and buddy punching, while allowing for seamless transfer of information into payroll software. Critics argue the equipment invades employee privacy, degrades workers and introduces unnecessary health risks.

Technology and Staffing Management

A vast and ever-increasing array of technology exists to assist organizations with staffing management. See, The Changing Landscape. Solutions include software, web-based applications and video products. See, The New Domain and A New View on the Job Market: Recruitment Videos. Some of the more common areas of staffing management where technology is employed include:

Applicant tracking. See, OFCCPs Internet Applicant Definition Requires Policy Overhaul. Affirmative action tracking. Background investigations. See, Seeking Secrets in Cyberspace. Contingent staffing. See, HR Technology: Contingency Systems. Job analysis. Job descriptions. Legal and regulatory compliance. See, Im running out of storage space for my I-9 forms. Is it true that employers can now retain their I-9s electronically? Orientation/On boarding. See, Game On: Using Gaming Technology to Orient New Hires. Internal and External Recruiting. See, 2007 Advances in E-Recruiting: Leveraging the .jobs Domain and Starting Over.

Finding talent Over the last decade, the Internet has played an increasingly important and prominent role in external recruiting. While large, all-purpose online job boards quickly found a place in the recruitment industry, niche sites catering to specific industries and demographic niches such as women and Asians also have won favor with employers and job seekers. See, Narrowing the Pool with Niche Sites. Online corporate job sites and intranets also have become important recruitment tools, allowing employers to get the word out about job openings quickly and at little or no additional cost. The most robust systems facilitate a broad range of functions, including:

Tracking of data to meet EEO and government contractor requirements. See, OFCCPs Internet Applicant Definition Requires Overhaul of Recruitment and Hiring Policies. Development of reports that allow for analysis of recruitment strategies. Better tracking of where applicants are in the interview process.

Employers have also begun to leverage technology to market their job openings more strategically. Many employers capitalize on emerging technology like RSS (real simple syndication), which allows their online job postings to reach job seekers via e-mail or text message as soon as a new job is posted. Others are enhancing their traditional online listings with accompanying videos and podcasts. Meanwhile, employers have had to adapt to an increasingly tech-savvy recruitment pool and their multimedia resumes that include text, photos, video and sound.

On boarding employees

Employers have long been responsible for verifying their workers employment eligibility. Technology provides them with various options for reducing the cost and burden involved with this task. Tens of thousands of employers are now using e-Verify, an Internet-powered tool offered free by the Social Security Administration and the Department of Homeland Security to verify a match between their employees names, Social Security numbers and immigration information. Various vendors offer similar services that also allow employers to store I-9 and other verification information electronically. Meanwhile, desktop search engines like Google have given many HR professionals a new tool for conducting background checks. See, How Deep Can You Probe? A few employers are seeking out additional information about their potential hiresand those already brought on boardby checking out those workers private blogs and entries they may have placed on social networking sites like Facebook and MySpace. Employers who rely on third-party background screeners are finding those checks can also be accomplished more quickly through Internet-based tools and online databases. Once a new hire is ready to start working, many companies are relying on electronic onboarding systems to handle tasks like assigning parking passes, computers, uniforms, e-mail addresses and security badges. Some employersparticularly those with a scattered workforceare capitalizing on computerized learning systems for orientation and to deliver coaching on topics like sexual harassment avoidance and conflict resolution. Technology and Global HR To accommodate, and capitalize on, an increasingly global workforce, some are conducting interviews and other meetings via videoconference. See, The Personal Touch: Videoconferencing Catches On in HR. Between a growing global economy and the shift from a production orientation to a knowledge and service orientation, organizations increasingly seek avenues that offer greater flexibility to remain competitive. Finding the best talentwherever that talent may beis one of the best ways to compete. Accordingly, HR needs to leverage technology solutions to enable employees in dispersed locations to work together in global virtual teams. By using virtual teams, companies can take advantage of the competitive synergies that teamwork offers along with the advancements in information and communication technologies

Q. 3 Strategic Human Resource Management (SHRM) encompasses those decisions and actions which concern the management of employees at all levels in the business and which are directed towards creating and sustaining competitive advantage. Authors and experts have specified some key roles that are important for successful SHRM orientation. Elucidate key elements of SHRM that you think essential for successful implementation of SHRM in organizations working in Pakistan.
Answer: Strategic Human Resource Management In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management? SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between peoplecentred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated. Definition of SHRM Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel. How SHRM differs from HRM In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be

implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible. Key Features of Strategic Human Resource Management The key features of SHRM are

There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment There is some organizing schema linking individual HR interventions so that they are mutually supportive Much of the responsibility for the management of human resources is devolved down the line

Trends in Strategic Human Resource Management Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

Internationalization of market integration. Increased competition, which may not be local or even national through free market ideology Rapid technological change. New concepts of line and general management. Constantly changing ownership and resultant corporate climates. Cross-cultural issues The economic gravity shifting from 'developed' to 'developing' countries

SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.

The Roles of SHRM Professional The HR professional has more challenging roles to perform under SHRM the emergent business partner model. Unlike the traditional HRM, which is transactional in nature and is concerned with administrative activities, SHRM is a value-added core responsibility that aligns the HR system, policies and practices with business strategy to gain sustained competitive advantage for the firm. In performing the new challenging roles, the HR professional must think outside the traditional organizational box of HRM and develop a more systematic and radically different approach to manage the human element to effectively support the firms business strategy formulation and implementation. For successful implementation of the business partner role, the HR manager needs to understand the companys business direction and its competitive position in the market place. Apart from this, to become a successful strategic partner, the HR manager must have competencies that have to do with the business issues involved in strategy and strategy development, and ability to contribute to organizational design and change management (Lawler, III and Mohrman, 2003). The HR function, according to Rowden (1999) must change from a staff function that delivers prepackaged HR services to a service that helps managers create customized strategic plans to influence the effectiveness of company performance. The HR manager can play an important role in the formulation of strategy and providing the human resource required to support various strategies and strategic initiatives in the organization. He provides the leadership role in developing the human capital and the necessary capabilities to enact the strategy and drive the implementation and change management processes to success (Lawler III & Mohrman, 2003). Good human capital management is a prerequisite for successful execution of business strategies. According to Ulrich (1998), the modern HR professional must perform four complementary roles. The first role, administrative excellence, is important because it is an immediate way of contributing to the overall efficiency of the organization. As administration expert, he must rethink how work is done throughout the organization. The second role HR professionals must realize is that of employee champion. The HR manager must play the crucial role of employee advocate. He should be the employees voice in management discussion, offer employee opportunities for personal and professional growth; and provide resources that employees need to meet the demands put on them. The new role might also involve suggesting, that employees be given more control over their own work schedules. This is the issue of employee empowerment. Two additional roles the modern HR professional must realize are those of strategic partner and change agent. Being a strategic partner calls for an on going evaluation of the alignment between current HR practices and the business objectives of the firm, and a continuing effort to design policies and practices that maximize this alignment. HR practitioner should be held responsible for defining an 30 organizational architecture that is, identifying the organizations way of doing business. Such framework as looking at the organizational components strategy, structure, rewards, processes, people, style and shared values may be adopted. This new knowledge will allow HR to add value to the executive team with confidence. Being a change agent the HR manager must play a key role in implementing and managing organization change, assessing potential, sources of resistance to change, and collaborating with line managers to overcome these barriers. The HR professionals role as a change agent is to replace resistance with resolve, planning with results and fear of change with excitement about its possibilities. These last two roles - strategic partner and change agent - are of particular interest to us because they represent the emerging strategic dimension of HR function - SHRM. In addition to the above

roles the HR practitioner needs to be a model and take on the specific role of integrating people strategies with business strategies in a way that advances the bottom line. Metzler (1998) adds that: the HR manager must play an active and guiding role in enabling the organization to choose its human resources well, invest in these people, support that growth and respect their needs, while fostering innovations needed to achieve the strategic business objectives The HR professional operating under the SHRM system must chart roles that include early and active involvement in key strategic business choices. He must become the partner of decision makers in the organization, and sharing accountability for organizing and performing work. He must carry out effective monitoring to see that everyone in the organization, and at every organizational hierarchy, stay focused on share strategic priorities. He must challenge old ways and constantly promote innovation to enhance corporate performance and the firms competitiveness.

Q. 4 Organizations in Pakistan have now realized the significance of career management. This might be the reason; comprehensive career management programmers are now established. The outcome of successful career management includes personal fulfillment, work/life balance, goal achievement and financial assurity. How do you see career management practices in your organization? Recommend some strategies in this regard.
Answer: The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge. All organizations small, medium or Large have the ability to develop, implement and manage career management initiatives that are aligned with their organizational culture and linked into their business strategy, goals and management style. Selecting the specific practices that are best suited for your company involves a due diligence process which should include the commitment and involvement of your senior management team. Once you have assessed your needs and create these initiatives, they should be well-publicized, marketed and communicated with an efficient administrative process that ensures credibility and reliability of its purpose. What are some of the career management practices that organizations can put in place today to remain competitive? Are certain ones better than others? How do you know which practice will yield the best results for your organization? The truth is there is not one program and/or combination of specific practices that work for every company. The ultimate model that is best-suited for your environment needs to start with the following due diligence process:
A)

Mission and Values

Does your organization have well-defined mission and values? What are they? B) Competitive Posture

Define your competitive posture where does your organization fit in the competitive landscape of your industry is it a leader, a stabilizer or a follower? Where would it like to be within the marketplace? C) Culture Identify the culture of your organization as a whole. Does it strive to embrace its people practices as one of the key factors that will determine success and contribute to the creation of a best practices, leading edge and/or world-class organization? D) Goals and Strategy Review the short and long term business goals of your organization and the strategies you have in place to accomplish those goals? E) Talent Assessment Assess your talent what are the existing competencies, skills, knowledge and abilities needed to achieve those goals and do they currently exist within your organization? If they do not exist, where are the gaps and how will you address those gaps? F) Career Management Initiatives Investigate and assess the appropriate career management initiatives that will begin to address the gaps as well as extend the level of competency you strive to achieve and build for the future. Once you have identified the appropriate models for your organization, begin your Efforts Educate, Engage, Enthuse, Emulate and Elevate. There are several career management initiatives to explore. The ones that are most appropriate will be determined by your due diligence process. An organization that strives to be a fast-paced, fast growing leader in their industry, create a brand name and be sought after as an employer of choice will adopt different programs than an organization which strives to be a solid, well-established and sound player within their industry with a reputation for stability, longevity and steady growth. They both want to recruit, develop and retain the top talent in their field but may engage different approaches in achieving that end result. What is the array of possible career management practices that a company can develop to ensure competitive advantage? Lets look at it through a three-tier approach. Competency Models and Performance Criteria Establish competency models for each role within your organization with specific, well-define performance criteria for success that can be assessed, measured and evaluated regularly. This creates a solid basis for accountability as well as assists you with the process of identifying the necessary skill-sets required to meet Accountability is the focus. Input and involvement from the individual is critical. A well-educated workforce within their industry and profession as well as recognition for outstanding performance is a priority. Competitive Reward Systems What is your organizations philosophy and culture regarding how you compensate and reward employees? Is it to stay ahead of the competition, stay on par or to lag behind? Taking a position on your rewards systems and policies can set the stage for all of your career management initiatives and compliment the programs you have in place. Typically, if you have competitive reward and pay programs, you are likely to have strong career management practices. It is appropriate to see the two going hand in hand and selecting strategies that allow you to link and

balance the two. The key is to view your overall strategy as the foundation and create a vision that takes a big picture perspective and approach. Career Centers Many organizations have begun to invest in on-site career professionals and/or career centers that are dedicated to the creation, development, implementation, maintenance and evaluation of their career management initiatives. In smaller organizations, this is a role that the Human Resources organizations take on in a generalist capacity, in a Learning & Development capacity and/or choose to outsource to a career management professional. In any case, todays marketplace demands a focus to these initiatives. Cross-Functional Development Programs Establishing cross-functional development programs for mobility throughout various lines of your business has many benefits. First, it allows for company-wide education so that all employees gain a better appreciation for the effects of their roles on the whole business and each of its components. Second, it creates highly effective teams that are more collaborative and cooperative. Third, it builds additional internal resources and competencies. Last but not least, once again, this is an outstanding way to invest in developing and retaining staff on a long term basis by enriching their skills and knowledge. TIER THREE ENGAGEMENT Diversity Initiatives Engaging in diversity initiatives that embrace the value of having differences in your organizations workforce are expectations of todays marketplace. People are enticed to companies that are leaders in diversity efforts. What is your corporate culture? Do senior executives truly embrace diversity as a company philosophy and do they embody that message in their actions? How committed is your organization to providing opportunities for all employees and to what lengths do they go to make that happen? What is communicated in all of your company literature? Is diversity incorporated into your management goals as well as your training and development initiatives for management? Creating best practices around your diversity initiatives is a key driver for talent retention and career management. Best Practices Do you know what is considered to be best practices within your industry? Keep ahead of your competition and build a sustainable talent management process by building best practices that adopt the notion that human capital is your best asset and strong people practices are one of the main ingredients for success. Leaders in any industry typically have that common themethey have a culture that recognizes their people practices among the key elements that enable them to retain leadership positions within their industries. Have a well defined mission, values and culture and educate yourselves to know the other best practices necessary in your industry for building a world-class organization. On-Going Talent Assessment Continuously maintain efforts to assess your talent. Know your in-house skills, abilities, knowledge and competencies. Identify your strengths, weaknesses and opportunities. Understand

the needed skill sets to achieve your companys goals and objectives and realize where the gaps are. This needs to be an on-going effort of evaluation and assessment. Develop managers to be good leadersempower them with the knowledge, ability and authority to address areas for improvement with proactive, progressive and immediate solutions. Rotational Programs Highly effective rotational programs bring in new/young talent and rotate them throughout various functions of an organization giving them six to nine months training in many roles culminating in a three- to five-year program that has produced a well-trained, well-developed manager with a unique depth of knowledge. This can prepare them to master all of the functions of an area that would not be gained in a more traditional entre to the company. Flexible Work ArrangementsWork/Life Balance Organizations that advocate flexible work arrangements and a priority to work/life balance as a business strategy for attracting and retaining talent are on the forefront of todays workforce demands. Many studies indicate flexibility is one of the top three factors employees want in their jobs. This is no longer an issue for one population of the workforce but runs across all demographics. It ranges from the younger population consisting of the generation X and Y groups to the baby boomers in their pre-retirement years. The needs vary as well from child care to elder care, extensive commutes to extensive travel, pursuing degrees to pursuing a better quality of life. This is the reality of the 21st century and the organizations that recognize it as a competitive business strategy and an effective career management practice will be the ones attracting and retaining the talent. Knowledge Management Knowledge management practices can have a big impact on organizational development and organizational effectiveness. It can be defined as a formal and directed process of determining what information contained within an organization could benefit other people within the company, the industry, as well as the general business community...and then creating ways to make this information easily accessible. Reaching out to experts in this arena can be useful and beneficial to leverage the knowledge that you have within your organization. Networking Opportunities Last but not least, extremely savvy networking skills are a requirement of all professionals to be successful and effective in their careers. Organizations that train their staff on networking and allow opportunities for networking will stand ahead of their competition across all venues business development, talent management, customer service, employee relations, organizational development, organizational effectiveness, return on investment, market share, etc. etc. Support your employees in developing, enhancing and managing their networking efforts. Gain momentum and never stop!

Q. 5 Researches have proved that diverse workforce always contribute positively towards the performance of the organization. What benefits you perceive a diverse workforce can contribute and how? Moreover, provide arguments in support of hiring handicapped or disabled workers, the older employee and women employment? Answer:
The Human Resources Management (HRM ) function includes a variety of activities , and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs , recruiting and training the best employees , ensuring they are high performers , dealing with performance issues , and ensuring your personnel and management practices conform to various regulations Activities also include managing your approach to employee benefits and compensation , employee records and personnel policies . Businesses should always ensure that employees have and are aware of personnel policies that conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Human resource management (HRM) has to change as the business environment changes. It has to do this by predicting such changes and making proactive decisions about the nature of HRM. The future is unpredictable and it is hard to determine what it will bring. It is important to be flexible and to acquire as much knowledge as possible to help cope with these uncertainties. Human resource (HR) managers need to synthesize issues relating to their core personnel functions with the general economic and business issues, whilst remaining in touch with technological development. Successful HR managers and departments have a significant strategic impact on their organizations to deal with challenges that may come by (McNamara, 1997) this addresses work force availability demographics and diversity issues challenging HRM Workforce availability Of course, the core personnel functions relate to that most important of organizational resources the workforce .The HR department handles core personnel functions of recruitment, selection, appointment, induction training, development, etc. . With talent gaps looming, businesses have a strong incentive to focus on workforce readiness. Education and its impact on the workforce of the future are evolving into major issues for companies. But how can business effectively address this challenge? Top performers are always in demand. Too often, however, employers focus on trying to improve poor performance at the expense of developing motivating and rewarding top talent. To attract, motivate and retain high performers, an employer must create and reinforce a culture that rewards effort and results. The employer also must align performance management with business goals to ensure that rewards drive the types of behavior and results critical to the organizations success (Walters 2006 Businesses are not able to attract, motivate and retain the kinds of people that will make the difference because they have failed to consider: firstly the ways of implementing a strong performance management system that helps managers and employees define goals and expectations, and encourages continuous feedback. Secondly, they have failed to identify employees who contribute the highest value and determine their key motivators and development goals. Thirdly many do not have ways of allocating limited salary increment system toward top performers and away from poor performers. Fourthly they lack ways of differentiating between

high contributors and other employees through an incentive-based or variable-compensation program thats tied to the achievement of collective and /or individual goals. Lastly many lack a reward and recognition system that provides immediate, specific customized rewards to employees who go above and beyond as a way of saying thank you (Walters, 2006 Demographics and diversity issues Demographics data refers to selected population characteristics used in governing, marketing or opinion research in businesses. Commonly used demographics include race , age , income , disabilities , mobility (in terms of travel time to work or number of vehicles available , educational attainment , home ownership , employment status , and even location Distributions of values within a demographic variable is a limit to growth and adversity (Walters , 2006 Many companies are now realizing the advantages of a diverse workplace As more and more companies are going global in their market expansions either physically or virtually for example , E-commerce-related companies , there is a necessity to employ diverse talents to understand the various niches of the market . For example, when China was opening up its markets and exporting their products globally in the late 1980s, the Chinese companies (such as Chinas electronic giants such as Haier) were seeking the marketing expertise of Singaporeans. This is because Singapore 's marketing talents were able to understand the local China markets relatively well (almost 75 of Singaporeans are of Chinese descent ) and as well as being attuned to the markets in the West due to Singapore 's open economic policies and English language abilities (Walters , 2006 ) With such trends in place , a HR Manager must be able to organize the pool of diverse talents strategically for the organization Consideration on how a diverse workforce can enable the company to attain new markets and other organizational goals in to harness the full potential of workplace diversity is also required An organization that sees the existence of a diverse workforce as an organizational asset rather than a liability would indirectly help the organization to positively take in its stride some of the less positive aspects of workforce diversity (McNamara, 1997 Conclusion The role of the HR manager must parallel the needs of the changing organization. Effective HR programs are those that align with business goals, are designed to positions, develop highperforming employees, and support the behaviors and outcomes that are critical to driving organizational success Effective management is through planning, organizing, leading and controlling the human resource and is knowledgeable of emerging trends in training and employee development. Change is inevitable therefore it should be anticipated References Candace Walters (2006, 13th October) Critical challenges facing HR , CEO of HR Works , Inc Retrieved 24th April 2008 Accessed from : HYPERLINK "http /www .hrworks-inc .com /artoct132006 .html http /www .hrworks-inc .com /art-oct132006 .html Carter McNamara (1997, Field guide to leadership and supervision in business, published by Authenticity Consulting, LLC

Building a Diverse, High-Quality Workforce Based on the results of assessing the current situation and the environment and conducting workforce planning, an agency will have identified the type and number of positions to be filled as well as any targeted needs. The agency is then ready to design a strategy to find and hire the diverse, high-quality workforce to achieve the agency's mission. To build a diverse workforce, agencies should incorporate tailored approaches to recruit and hire these individuals into their overall strategies. The first step is to find the candidates. Recruitment The purpose of effective recruiting is to attract strong candidates who are prepared both to meet the agency's strategic goals and priorities and to work in the agency's environment. Suggestions for effective recruitment techniques include:

Ensure that recruiters and selection officials work closely with human resources and EEO/civil rights/special emphasis staff during the recruiting process. Maintaining close relationships with the experts will facilitate a smooth and easy recruiting process. Know the competition and their recruiting needs. Issuing one vacancy announcement is no longer an effective method of finding candidates. Learn where the candidates go to find jobs and information about finding jobs -- make sure the agency's message can be found. Consider using a variety of common job search locations, such as: o college placement centers, o minority student associations, o college organizations of students with disabilities, o high schools, o Internet websites, o newspapers and magazines, o community newsletters, o radio announcements, o community centers, o professional organizations, o minority organizations, o libraries, and o Grocery stores.

In addition, employees can provide recommendations regarding good sources of diverse candidates (their alma maters, professional organizations, etc.).

Candidates must feel there is a match between their personal goals and the agency's goals. To create and foster a positive image, state the agency's mission and goals clearly and include an inspiring vision. Develop a theme for the recruiting message and craft it to fit each audience. When developing a recruitment plan, consider campus visits, job fairs, brochures, displays, and website use. Design a long-term recruitment plan with input from managers, supervisors, and employees, as well as from specialists in the areas of human resources management and EEO/civil rights/special emphasis. Be creative.

Develop and maintain long-term partnerships with academia and professional associations for the purpose of recruiting high-quality candidates. The goal of partnering is to start the recruitment process ahead of the actual recruitment schedule. Relationships with these sources, which are often best formalized through memoranda of understanding or formal agreements, can afford both sides opportunities for increased awareness and opportunities. Examples of partnering activities include: making regular presentations to faculty, students, and the community about issues of interest to both the agency and the school or community o making visits to high schools, using video tapes and CD-ROMs to describe the agency's work o hosting field trips to the agency o sponsoring agency employee volunteer activities such as mentoring and tutoring o offering presentations at meetings and conferences of professional associations Consider partnering with OPM to help spread information about Federal job opportunities by supporting the installation of touchscreen computers in academic institutions with high enrollments of minorities. To help educate the Federal workforce of the future, work closely with minority academic institutions, school systems with significant minority representation, and minority-serving organizations throughout the Nation. Design activities to support Executive orders to strengthen the capabilities of minority academic institutions. This will enhance the institutions' ability to provide minorities with the skills and competencies that Federal agencies need. Widely publicize job opportunities inside and outside the Federal Government. Agencies now have the ability to develop their own vacancy announcements and instantly post them on USAJOBS network of information systems (Website, telephone, and kiosks) where they can be seen worldwide, 24 hours a day. Agencies should explore ways to recruit from all sources when filling positions, including those in the Senior Executive Service and managerial and supervisory positions at grades GS-13 to GS-15, in order to attract diverse candidates. Make sure vacancy announcements provide a realistic preview of the jobs and that they highlight points of interest. Think about what would make an exceptional person want to work for the agency. Select a diverse cadre of recruiters that includes representatives from program areas as well as staff areas such as human resources and EEO/civil rights/special emphasis. They should have the ability to deliver the recruiting message effectively. This is an essential step in achieving quality results in recruiting for diversity. Ensure that senior managers are directly involved in planning and conducting recruitment activities. As leaders who are familiar with their agency's cultures and needs, as managers who understand skills needs, and as selecting officials, they are an important part of the agency's recruitment activities. Design a training program for recruiters that include information about internal hiring procedures, personnel flexibilities, effective interview techniques, affirmative employment goals, and appropriate questions and behavior. Follow up with candidates. Send follow up letters or make phone calls to candidates who were met on the recruitment trips. It is important to make sure that candidates have access to someone knowledgeable after the recruiting contact is over.
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Hiring After finding high-quality candidates, the agency must now hire them. When implementing a diversity program, several aspects of hiring are important to consider:

Review internal human resources policies, processes, and operations. Often, if agencies are unable to make quick job offers, good candidates are lost to competitors who are able to move quickly. Much flexibility is available to agencies and reviewing internal staffing procedures may identify new ways to streamline hiring. Take full advantage of customizing the competitive process by using the many staffing flexibilities and hiring authorities available. Take full advantage of technology by using USAJOBS and accepting online applications. Consider using a variety of available hiring authorities. The best method to fill jobs will differ depending on the situation. Commonly used appointing authorities include: o Student Employment Program. The program has two components: Student Temporary Employment and Student Career Experience. Both programs offer valuable, paid work experience to all students -- high school, vocational and technical, associate degree, undergraduate and graduate. Students may be employed year-round and receive a flexible schedule of work assignments. o Presidential Management Program (PMI) Program. This two-year internship program is designed to attract to the Federal service outstanding graduate students (Master's and Doctoral-level) from a wide variety of academic disciplines who have an interest in, and commitment to, a career in the analysis and management of public policies and programs. Upon successful completion of the internship, PMIs are eligible for conversion to a permanent Government positions and further promotional opportunities o Selective Placement Opportunities. These include special appointing authorities for people with disabilities. The use of these authorities provides a unique opportunity for appointees to demonstrate their potential to successfully perform the essential duties of a position. Use the Outstanding Scholar and Bilingual/Bicultural hiring authorities as a supplement to competitive examinations to recruit at the GS-5 and GS-7 levels for positions covered by the Luevano consent decree, as appropriate. Hire for part-time, intermittent, and seasonal work, or use temporary and term appointments where appropriate. This may attract a group of candidates who are not currently interested in full time or permanent jobs. Consider using the authority to pay recruitment and relocation bonuses to increase the agency's ability to compete with other employers.

Maintaining a Diverse, High-Quality Workforce Achieving a diverse, high-quality workforce by successfully attracting and hiring the desired employee mix is only the first step. Having made investments to recruit and hire high-quality employees, the agency risks wasting those efforts absent a strong retention strategy. The agency's next objective is to ensure that their valuable employees stay with the agency. That goal is the focus of the second major set of elements to be included in the design and implementation of the agency's diversity program.

These elements can be described as part of a broad model of rewards, which sustain employee commitment. These rewards include support for:

a flexible and supportive work environment, including the quality of the supervision and leadership employees receive an emphasis on learning and development effective rewards and recognition systems

These aspects of work and working conditions are clearly becoming at least as important to employees' decisions to stay with an organization as their direct pay and benefits levels. An agency that commits to cultivating these broader rewards will be far better positioned to retain the diverse workforce it builds. A Supportive Work Environment

A supportive work environment is one that provides employees with the direction and
tools they need to perform the work of the organization to the very best of their ability. As an employer, the Federal Government offers many government wide programs to support employees; other aspects of a supportive work environment are in the hands of individual agencies. Actions to support employees include:

Ensure that supervisors and managers are provided leadership and diversity training. Their understanding of the benefits and rewards of a diverse workforce helps create a supportive work environment that enhances the potential of all employees. Emphasize existing quality of work life initiatives as effective policies that advance the interests of a diverse workforce. These initiatives include programs such as: o Alternative Work Schedules o Family-Friendly Leave Programs o Part-time Employment and Job Sharing o Telecommuting o Dependent Care Support Programs o Employee Assistance Programs Develop a process to provide reasonable accommodation to job applicants and employees with disabilities. Agencies are required to make reasonable accommodations to the physical and mental limitations of an applicant or employee who is a qualified person with a disability, unless the accommodation would impose undue hardship on the agency. In addition, competitive service agencies shall include reasonable accommodation language in job announcements to inform applicants with disabilities that Federal agencies will consider reasonable accommodation requests. Ensure that agency facilities offer a safe and productive work environment. Employees spend a significant portion of their lives in agency surroundings. Keeping them pleasant conveys a sense of pride and respect that helps keep employees on board. Foster a community spirit and a sense of belonging by offering employees a vehicle for becoming involved outside the formal workplace in a variety of recreational and volunteer activities.

Learning and Development

Professional development and training opportunities are important reasons why valued employees choose to stay with an organization. Agencies can use a variety of approaches to establish a climate that supports continuous learning and development, including:

Establish clear paths for acquiring the skills, knowledge, and experience that employees need for their continual learning and career development. Use a variety of ways to provide training and development experiences for employees, such as: o developing formal and informal mentoring programs, o using CD-ROMs and other interactive and online training technology, o using internal and external training courses, and o establishing individual learning accounts (ILAs). Provide training opportunities for all employees. Through investments in training, agencies reflect the value they place on employees and support employees in their own interest in keeping their skills updated in order to remain competitive. Encourage employees to become mentors. In particular, senior managers should be strongly encouraged to mentor individuals from different cultural, racial, or academic backgrounds. Use tuition reimbursement programs. Agencies have the authority to pay all or part of the necessary expenses for training and formal education. Widely publicize developmental opportunities for employees, such as detail assignments and leadership training, to give everyone interested a chance to participate in assignments that prepare them for higher-level positions.

Rewards and Recognition The systems that reward and engage employees are key to maintaining a diverse, high-quality workforce. All people desire to see their efforts acknowledged. Many aspects of Federal pay, awards, and benefits systems are subject to government wide policies and procedures. Nonetheless, agencies must be vigilant about ensuring that merit and results serve as the drivers of differences in rewards. Agencies should use all aspects of pay flexibilities and awards to retain top employees.

Use awards to recognize significant contributions. These can be lump sum awards or accelerated pay provided through quality step increases. Agencies should continually monitor their use of awards, incentives, and recognition to ensure that individuals and groups all receive their fair share based on transparent criteria and well-understood processes for nominating and granting awards. Consider paying retention allowances when challenged to keep particular skills available. Agencies should continually monitor the use of such allowances to check for any evidence of discrimination, and act quickly in the event any is detected. Such internal accountability will help preserve the credibility of such tools and their utility for dealing with retention problems.