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ASSIGNMENT SEMESTER 2

ESSENTIALS OF HRM

QUES 1. ‘Mirage Investments Ltd’ is a wealth management


company with multiple locations in India. The top management
plans to create a dynamic human resource department for
managing employee relations . You have been hired as their HR
Business Partner. Explain to the top management, what will be the
objectives of your HR department in this organisation. Give some
examples in the context of this company.

ANSWER 1

INTRODUCTION
Human resource management works for providing positive
environment to the employees. It ensures better growth of
personnels, increase efficiency and effectiveness and better
employees management and relationship between them. They
work to assign better job opportunity to employees. It mainly
works in recruitment, training and ensure that a correct human
with appropriate capability assigned to proper job .
It is very important function in every organisation. It ensures that
business is working effectively for achieving its goals with
prescribed time. Human resource management ensures that there
should be proper recruitment of employees having good capability
at right place and right time.

DISCUSSION-
In a Human Resource Department, there are HR specialists, HR
manager and HR executive who seeks to work for whole firm and
must ensure human control techniques. All companions
cooperates with managers to enhance employees performance
and promote organisational work to attain the organisational
goal. A well designed HR department recruit the right people for
job who works productively, effectively and efficiently.
The HR department works for all those activities which are related
to employment in a company. There are three levels of human
resource management with different functions . The top
management include the Board Of Directors and Chief Executive
Officer and they make suitable decisions, rules and regulations,
policies to ensure better performance inside the company . The top
level of HR is responsible and accountable for salaries provided,
employment, safety of employees and so on.

OBJECTIVES-
HRM works for achieving organisational goals effectively. It
includes proper planning, managing and executing works and
making of rules and regulations to meet organisation’s objectives .
There should be goals., assets and motives for a valuable work of
human resource management. HR personnels must have
communicating skills so they can work directly with managers and
employees.

1. PERSONAL OBJECTIVES- It includes retaining and hiring


efficient and effective employees in an organisation. It is
required to provide accurate training to employees and
helping employees in identifying the area which needs
improvement .
2. SOCIAL DESIRES- Human Resource Management ensures
that employees pay attention to societal issues too. In
respect of growth of an organisations , they become
accountable and answerable for impact on society and
environment.
3. TRAINING AND DEVELOPMENT- To achieve basic objectives
of an organisation , there are two important elements
provided and those are work should be effective and should
be performing.
4. PURPOSEFUL OBJECTIVES- HRM intention is to create
strategies which are concerning human rights, protection
and fitness in work. It assist business organisation in
maintaining the living standard and provides guaranty of
reliable worker’s performance.

CONCLUSION:-
HRM works for the enterprise and make such strategies to run
enterprises smoothly. They keep on eye to the benefits of the
workers and assist them in various aspects. It allows workers to
show their talents, expertise, capability to do work and hence
motivate them to enhance efficiency and production and thus
profitability too. Human resource department helps in shaping all
over performance , objectives and targets of an organisation.
It also helps an organisation to improve or to maintain employer-
employee relation by providing them fair wages, awards , perks
and many other extra gifts and assist them monetarily as well as
non monetarily too .

QUES 2. The Luxe Group of premium hotel chain wants to


restructure its human resource department. As their HR
advisor, explain to the top management the various ac vi es
under each new subdivision in the Department. Elaborate
them with corporate examples.
ANSWER-
INTRODUCTION- As the HR advisor to The Luxe Group, I
would propose the restructuring of the Human Resource
Department into three key subdivisions: Talent Acquisi on
and Management, Learning and Development, and Employee
Rela ons and Engagement . The top level management
should truly say that while dra ing organisa on’s methods
demand may be blanketed. Human resources are the main
branch of a company and they more concern with a fee of
worker welfares and HRD are responsible and answerable for
worker’s welfare ,wages and benefits.
Let's explore the ac vi es and corporate examples for each
subdivision:

Talent Acquisi on and Management:


This subdivision focuses on a rac ng, selec ng, and retaining
top talent, as well as managing their performance and career
growth within the organiza on. It includes-

a. Recruitment and Selec on: Develop and implement


effec ve recruitment strategies, including job pos ngs,
candidate screening, interviews, and selec on processes. For
example, The Luxe Group can leverage online pla orms and
professional networks to a ract experienced hospitality
professionals, and conduct thorough assessments to ensure
the right fit.
b. Onboarding and Orienta on: Design and execute
comprehensive onboarding programs to facilitate smooth
transi ons for new employees. This includes introducing them
to the company culture, policies, procedures, and providing
necessary training. A corporate example could be assigning a
buddy system where a seasoned employee mentors and
guides new hires during their ini al period.

c. Performance Management: Establish performance


appraisal systems that align individual goals with
organiza onal objec ves. Provide regular feedback, conduct
performance reviews, and facilitate career development
discussions. The Luxe Group can adopt a performance
management so ware pla orm to streamline the process
and ensure transparency and fairness.

Learning and Development:


This subdivision focuses on enhancing employee skills,
knowledge, and capabili es through training and
development programs. Ac vi es include:

a. Training Needs Analysis: Conduct assessments to iden fy


skill gaps and training needs within the organiza on. This can
be done through surveys, interviews, and performance
evalua ons. For instance, The Luxe Group can iden fy a need
for specialized training in customer service skills or revenue
management for its hotel staff.

b. Training Program Design and Delivery: Develop


customized training programs, both classroom-based and
online, to address iden fied skill gaps. This could involve
partnering with external training providers or developing in-
house training resources. For example, The Luxe Group could
offer leadership development workshops to groom future
managers within the organiza on.

c. Con nuous Learning Ini a ves: Promote a culture of


con nuous learning by providing access to learning resources,
such as e-learning pla orms, knowledge-sharing sessions,
and professional development opportuni es. A corporate
example could be implemen ng a "Lunch and Learn" series
where employees share their exper se and experiences with
colleagues.

Employee Rela ons and Engagement:


This subdivision focuses on crea ng a posi ve work
environment, fostering employee sa sfac on, and handling
employee rela ons issues. Key ac vi es include:

a. Employee Engagement Programs: Design ini a ves to


enhance employee sa sfac on and engagement, such as
recogni on programs, team-building ac vi es, and employee
surveys. The Luxe Group can organize an annual employee
recogni on event where outstanding performers are
rewarded and celebrated.
b. Employee Communica on: Develop effec ve
communica on channels to keep employees informed about
company news, policies, and ini a ves. This could include
regular newsle ers, intranet portals, and town hall mee ngs.
The Luxe Group could introduce a digital pla orm for internal
communica on to facilitate real- me updates and employee
feedback.

c. Employee Rela ons Management: Establish processes for


handling employee grievances, conflict resolu on, and
disciplinary ac ons. Provide guidance and support to
managers in dealing with employee-related issues. For
example, The Luxe Group can implement a formalized
grievance procedure to ensure fair and consistent resolu on
of employee concerns.

CONCLUSION-

These subdivisions within the Human Resource Department


aim to create a strategic and holis c approach to talent
management, learning and development, and employee
engagement. By aligning HR ac vi es with the organiza onal
goals and needs, The Luxe Group can enhance its human
capital, improve employee sa sfac on, and ul mately drive
business success. HR ac vi es must be organised only with
the purpose of maximising cost for each worker and whole
firm and for the benefits of worker.

QUES 3(a). Shanghai Food Corporation is reviewing its


human resource planning . It is analysing the various
sources of the company’s human resource demand
forecasting. Keeping this context in mind, answer the
following:
What are the qualitative methods of Hr demand
forecasting that are available with company?
ANSWER-
INTRODUCTION
Qualitative forecasting are mainly used when markets
will become more responsive or when help for
estimation of human belongings is scarce. Qualitative
methods of HR demand forecasting involve subjective
judgment and expert opinion to predict future HR needs.
The Delphi method helps companies in making various
business choices and seeks collective issues to increase
the concerns about problems.
DISCUSSION-
Here are five qualitative methods commonly used in HR
demand forecasting:

1. Expert Opinion: Seek input from key stakeholders,


such as HR professionals, department managers,
and executives, who have knowledge and
experience in the organization and its industry.

2. Delphi Technique: The Delphi technique involves


collecting input from a panel of experts
anonymously and iteratively. Experts provide their
opinions, and the results are summarized and
shared with the group, who then provide revised
opinions. This process continues until a consensus is
reached.

3. Brainstorming: Conduct brainstorming sessions


with relevant stakeholders to generate ideas and
insights regarding future HR needs. Encourage
open and creative thinking to explore potential
factors that may impact HR demand. The focus is
on generating a broad range of ideas without
judgment or evaluation at this stage.

4. Scenario Planning: Develop multiple scenarios or


possible future situations that may impact the
organization's HR requirements. These scenarios
are based on different assumptions and can help
identify potential HR demand in each situation.
Scenario planning facilitates discussions about
uncertainties and assists in preparing for different
eventualities.

5. Benchmarking: Compare HR demand factors and


practices with other organizations in the same
industry or with similar characteristics.
Benchmarking provides insights into industry
trends, best practices, and HR demand patterns
observed in comparable organizations. This
information can be used to forecast HR needs by
considering the practices and experiences of
industry peers.

CONCLUSION-
It's important to note that qualitative methods provide
subjective estimations and should be used in
conjunction with quantitative methods for more
accurate HR demand forecasting. The combination of
qualitative and quantitative approaches can enhance
the robustness and reliability of the forecasting process.

QUES 3(B). Discuss the trend analysis method of qualita ve


technique in HR demand forecas ng.

ANSWER-

INTRODUCTION
Trend analysis is a quan ta ve technique used in HR demand
forecas ng that involves analyzing historical data to iden fy
pa erns, trends, and rela onships to predict future HR needs.
This method assumes that historical pa erns and trends are
likely to con nue into the future.

DISCUSSION
Here's a discussion of the trend analysis method in HR
demand forecas ng:
1. DATA COLLECTION: The first step in trend analysis is to
collect relevant historical data related to HR metrics and
organiza onal factors. This data can include variables
such as employee headcount, turnover rates, revenue,
produc on levels, or any other factors that may
influence HR demand.

2. DATA ANALYSIS: Once the data is collected, it is


analyzed to iden fy trends and pa erns over a specific
me period. Sta s cal techniques such as regression
analysis or me series analysis can be used to analyze
the data and uncover rela onships between HR metrics
and organiza onal variables.

3. TREND IDENTIFICATION: By examining the historical


data, HR professionals can iden fy long-term trends and
pa erns that have emerged over me. For example, they
may observe a consistent increase in employee turnover
rates or a steady growth in employee headcount.

4. EXTRAPOLATION: A er iden fying the trends, HR


professionals can extrapolate the historical pa erns into
the future to es mate future HR demand. This involves
extending the trend line based on its slope and
projec ng it into the future period under considera on.

5. FACTORS INFLUENCING TRENDS: It is important to


consider the factors that may influence the iden fied
trends. External factors such as changes in the industry,
economic condi ons, technological advancements, or
legisla ve changes can impact HR demand. By
understanding these factors, HR professionals can adjust
their forecasts accordingly.

6. VALIDATION AND ADJUSTMENTS: HR demand forecasts


derived from trend analysis should be validated against
other forecas ng methods and adjusted based on
qualita ve factors. Qualita ve inputs, such as expert
opinions or changes in organiza onal strategy, can
provide valuable insights to refine and improve the
accuracy of the forecasts.

7. LIMITATIONS: Trend analysis has some limita ons that


should be considered. It assumes that historical pa erns
will con nue in the future, which may not always be the
case due to unforeseen events or changes in the business
environment. Addi onally, trend analysis does not
account for sudden disrup ons or changes that may
significantly impact HR demand, such as technological
disrup ons or shi s in market dynamics.

CONCLUSION-

Trend analysis is a valuable quan ta ve technique in HR


demand forecas ng as it provides a systema c approach to
iden fy and project long-term pa erns and trends. However,
it is essen al to complement trend analysis with other
forecas ng methods and qualita ve inputs to create a
comprehensive and accurate HR demand forecast.

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