➢ HUMAN RESOURCE MANAGEMENT

Human Resource Management is the planning, organizing, directing and controlling the operative
functions of procurement, development, compensation and maintenance of human resource in
order to achieve an organization’s goals or objectives. It is responsible for getting the best people,
training them and providing mechanism to ensure that these employees maintain their productive
affiliations with the organizations.

According to Edwin Flippo, “HRM is planning, organizing, directing, controlling of procurement,

development, compensation, integration, maintenance and separation of human resources to the
end that individual, organizational and social objectives are achieved.”

In simple words, HRM is a process of making the efficient and effective use of human resources so
that the set goals are achieved. It can be defined as a process of procuring, developing and
maintaining competent resources in the organization so that goals of an organization are achieved in
an effective and efficient manner. In other words, HRM is an art of managing people at work in such
a manner that they give best to the organisation.

Human Resource management includes:

• conducting job analyses,

• planning personnel needs, and recruitment,

• selecting the right people for the job,

• orienting and training,

• determining and managing wages and salaries,

• providing benefits and incentives,

• appraising performance,

• resolving disputes,

• communicating with all employees at all levels. Formerly called personnel management.

• Maintaining awareness of and compliance with local, state and federal labour laws.

• These are also called as functions of human resource management

➢ Main Functions of Human Resource Management

• Recruitment: The success of recruiters and employment specialists generally is measured by the
number of positions they fill and the time it takes to fill those positions. Recruiters who work in-
house-provide recruiting and staffing services, play a key role in developing the employer's
workforce. They advertise job postings, source candidates, screen applicants, conduct preliminary
interviews and coordinate hiring efforts with managers responsible for making the final selection of
candidates.

• Safety: Workplace safety is an important factor. Under the Occupational Safety and Health Act of
1970, employers have an obligation to provide a safe working environment for employees. One of
the main functions of HR is to support workplace safety training and maintain federally mandated
logs for workplace injury and fatality reporting. In addition, HR safety and risk specialists often work
closely with HR benefits specialists to manage the company's workers compensation issues.
• Employee Relations: In a unionized work environment, the employee and labour relations
functions may be combined and handled by one specialist or be entirely separate functions managed
by two HR specialists with specific expertise in each area. Employee relations is the HR discipline
concerned with strengthening the employer-employee relationship through measuring job
satisfaction, employee engagement and resolving workplace conflict. Labour relations functions may
include developing management response to union organizations, negotiating, bargaining and
solving labour union contract issues.

• Compensation and Benefits: Like employee and labour relations, the compensation and benefit
functions of HR often can be handled by one HR specialist with dual expertise. On the compensation
side, the HR functions include setting compensation structures and evaluating competitive pay
practices. A compensation and benefits specialist also may negotiate group health coverage rates
with insurers and coordinate activities with the retirement savings fund administrator.

• Compliance: Compliance with labour and employment laws is a critical HR function.

Noncompliance can result in workplace complaints based on unfair employment practices, unsafe
working conditions and general dissatisfaction with working conditions that can affect productivity
and ultimately, profitability. HR staff must be aware of federal and state employment laws such as,
the Civil Rights Act, the Fair Labour Standards Act, the National Labour Relations Act and many other
rules and regulations.

• Training and Development: Employers must provide employees with the tools necessary for their
success which, in many cases, means giving new employees extensive orientation training to help
them transition into a new organizational culture. Many HR departments also provide leadership
training and professional development. Leadership training may be required of newly hired and
promoted supervisors and managers on topics such as performance management and how to handle
employee relations matters at the department level. Professional development opportunities are for
employees looking for promotional opportunities or employees who want to achieve personal goals
such as finishing a college degree. Programs such as tuition assistance and tuition reimbursement
programs often are within the purview of the HR training and development area.

[Source: https://bbsbec.edu.in/wp-content/uploads/2020/01/HRM-BTEC-913.pdf ]

➢ HRM Models
HRM models are frameworks that help organizations understand and manage their human resources
effectively, aligning HR practices with business goals and ensuring the efficient utilization of talent.

o ATD MODEL (Training and development aspect)

• Business skill
• Global mindset
• Industry knowledge
• Interpersonal skills
• Personal skills
• Technology literacy
➢ EVOLUTION OF HRM

Human Resource Management (HRM) has evolved over time to meet the changing needs of
organizations and the workforce. Here are some of the key types of the evolution of HRM, those
are;

• Administrative HRM

• Behavioral HRM

• Strategic HRM

• International HRM

• Digital HRM

1. Administrative HRM

The earliest form of HRM was administrative, where HR was primarily responsible for record-
keeping and compliance with employment laws and regulations. This approach focused on
transactional activities, such as hiring, payroll, and benefits administration.

2. Behavioural HRM

In the 1950s and 1960s, HRM evolved to focus on the behavioural aspects of managing
employees. This approach emphasized employee motivation, communication, and leadership
development. It also saw the emergence of performance management systems, employee
training and development programs, and team-building initiatives.

3. Strategic HRM
Strategic HRM emerged in the 1980s and 1990s as a response to the changing business
environment. This approach focuses on aligning HR strategies with business strategies and
objectives. It emphasizes the development of high-performance work culture, the evolution of
human behaviour, talent management, and workforce planning.

4. International HRM

With globalization and the rise of multinational corporations, HRM has evolved to include an
international dimension. International HRM focuses on managing employees from different
cultures, in different countries, and with different legal requirements. It also involves developing
global HR policies and practices that balance standardization with local adaptation.

5. Digital HRM

In recent years, The evolution of HRM includes digital technologies and analytics. Digital HRM
encompasses the use of HR information systems, online recruitment, e-learning, social media,
and data analytics to enhance HR operations, improve decision-making, and optimize the
employee experience. These are some of the key types of the evolution of Human resource
management, and it’s important for organizations to understand these changes and adapt their
HR strategies accordingly to meet the needs of their employees and the business.

[Source: https://www.pockethrms.com/blog/the-evolution-of-hrm-human-resource-
management/ ]

➢ HR Policy

Policy formulation means making rules and guidelines for managing employees in a company.
These policies help decide how hiring, salaries, promotions, and workplace behavior should
work. A good HR policy ensures fair treatment for employees, smooth company operations, and
legal compliance.

➢ Important Things for Making HR Policies

To create good HR policies, these things should be kept in mind:
1. Clear Purpose – The policy should have a specific goal.
2. Easy to Understand – It should be simple and clear.
3. Follows the Law – It must follow labor rules and government laws.
4. Flexible – The policy should change as per company needs.
5. Fair for Employees – It should treat all employees equally.
6. Support from Management – The company’s leadership should agree with it.
7. Consistent – The same rules should apply to everyone.
8. Practical – The policy should be easy to use in daily work.

Things That Affect HR Policies

1. Inside the Company (Internal Factors)
● Company Goals – The policy should match the company’s mission.
● Management Style – The way leaders run the company affects HR rules.
● Employee Needs – HR policies should consider employee skills, age, and work
expectations.
● Company Budget – Salaries and benefits depend on how much money the company has.
● Technology – New machines and digital tools can change how employees work.

2. Outside the Company (External Factors)

 • Government Laws – The company must follow labor laws and safety rules.
• Economic Conditions – Hiring and salaries depend on the country’s economy.
• Social Changes – Work-from-home, flexible hours, and mental health support are
now important.
• Competition – Companies adjust HR policies to attract the best employees.
• Trade Unions – Employee groups influence salary, working hours, and job security
policies.

Conclusion
HR policy formulation means making fair and useful rules for employees. A company must
think about both internal and external factors while making HR policies to ensure happy
employees and a successful business.

➢ Job Analysis
Job analysis is a systematic process of collecting, evaluating and analysing information about a
job. Job analysis is a very valuable source of information for human resource planning and
development.

Job analysis, which is a step in the job evaluation process, consists of analysing the job in details.
The idea of such analysis is to find out all relevant facts in respect of the job through either
interviews or questionnaires. Information is collected through a questionnaire wherein the
workers fill the particulars about their jobs. On the other hand, where workers are illiterate or
unable to express themselves in written languages, pertinent job information is collected
through interviews.

The nature of information gathered through job analysis is the requirement of skill in performing
the job, responsibilities involved, and the surroundings in which it is performed. The job is
studied and watched when actually performed to give a clear picture of tasks involved, the skills,
abilities and knowledge required as well as the surroundings in which it is performed.
Verification with supervision is necessary for the accuracy of the job facts. The data obtained
through job analysis are recorded on what is known as job analysis sheet. The data recorded can
be used for many other purposes apart from job evaluation, such as recruitment, training,
transfer, promotion, etc. One can prepare from the data what is known as job specification,
which lays down specific qualifications necessary for performing the job. This can make selection
and recruitment more effective.

The next step in the process is the writing of job description from the job analysis data for the
purpose of evaluation. It is the presentation of job facts in a form, which facilitates evaluation.

Job analysis provides information on the following:

• Educational qualifications, training, experience, skills, traits, attitudes required to perform

the job: Through the process of job analysis, all activities required to perform a job are
identified. This list of activities provides guidelines for the kind of educational qualifications,
experience and training required to perform the job. Job analysis also provides job
specifications, which indicate besides educational qualifications and experience, the skills,
abilities, traits, aptitude and attitude necessary for performing the job.
• Structure and design of job to make it meaningful and enhance the jobholder’s performance:
To ensure that a job is a meaningful whole, all tasks required for its performance need to be
 grouped together. Job analysis provides this information, which helps in designing the job
logically.
• Plans for future human resource requirements and career planning: Job analysis indicates
skills, the human resources in the organisation
• Human Resource Management possess. When the organisation plans for expansion, growth
or diversification, skill requirements change. Job analysis also provides information on future
jobs. With this information, it would be possible to assess long-term human resource
requirements and determine if people would have to be recruited from outside or promoted
from within. This information forms the basis for recruitment from outside and career
planning for employees with potential within the organisation.
• Placement of the right person on the right job to utilise skills optimally: Since job analysis
indicates the skills required for a job, it facilitates identification of the right people within the
organisation to perform the job. Therefore, it is possible to match available skills with job
requirements and utilise human resources optimally.
• Setting up performance standards: Job analysis indicates the activities required to perform a
job and achieve its objectives. These activities, when performed, enable accomplishment of
measurable goals and targets. The proficiency with which an employee achieves his goals
and targets determines his performance standards.

➢ Job Description

A job description is a written statement of what the jobholder does, how it is done, under what
conditions it is done and why it is done. It describes what the job is all about, throwing light on job
contents, environment and conditions of employment. It is descriptive in nature and defines the
purpose and scope of job. The main purpose of job description is to differentiate the job from other
jobs and state its outer limits.

Purpose of job description

● The main purpose of job description is to collect job-related data in order to advertise for a
particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for
the right job.
➢ Job Evaluation
● It is done to determine what needs to be delivered in a particular job. It clarifies what
employees are supposed to do if selected for that particular job.
 ● It gives recruiting staff a clear view what kind of candidate is required by a particular
department or division to perform a specific task or job.
● It also clarifies about who will report to whom.
➢ Job Specification

It is also known as employee specifications, a job specification is a written statement of educational

qualifications, specific qualities, level of experience, physical, emotional, technical and
communication skills required to perform a job, responsibilities involved in a job and other unusual
sensory demands. Job specification is useful in the selection process because it offers a clear set of
qualification for an individual to be hired for a specific job. It also includes general health, mental
health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and creativity, etc.

Purpose of job specification

● Job specification helps candidates analyse whether they are eligible to apply for a
particular job vacancy or not.
● It helps recruiting team of an organisation understand what level of qualifications, qualities
and set of skills should be present in a candidate to make him or her eligible for the job
opening.
● Job specification gives detailed information about any job including job responsibilities,
desired technical and physical skills, conversational ability and much more.
● It helps in selecting the most appropriate candidate for a particular job.
➢ Job Design

Job design is affected by organisational environment and behavioral factors properly designed job
will make it productive and satisfying. Once job analysis is done the organisation has clearly defined
job descriptions and job specifications. The organisation can then use this information to design or
redesign jobs. Similar duties and tasks are grouped together to design meaningful jobs. This results in
achievement of optimal performance and job satisfaction of the jobholder. To enhance this
performance and satisfaction, it is also essential to align the competencies of the jobholder with the
requirements of the job. Jobs are assessed and the skills required to perform them are determined.
Current skill levels of employees are identified. The skill deficiency provides the basis for training and
redeployment. There are three other elements that have an impact on the design of a job. These are
organisational, environmental and behavioural.

a) Organisational elements are concerned with efficiency. Efficiently designed jobs allow
motivated and capable workers to achieve maximum output.
b) Environmental elements must be considered in designing a job. These are the abilities of
the existing employees, requirements of potential employees and their social expectations.
Jobs should be designed such that they fully utilise the abilities of the workforce. Today’s
employees also have high expectations about quality of work life (QWL). If the design of a job
does not offer the QWL that an employee aspires for, the job would create dissatisfaction
and low motivation.
c) While designing jobs with elements that aid efficiency, the human needs or the
behavioural elements of persons performing the job have also to be taken into
consideration.

People with a strong desire to satisfy higher order needs perform best when jobs are high on
dimensions of:
 ● Autonomy, which is responsibility for work.
● Variety,which is the use of different skills and abilities.
● Task identity, which is responsible for the whole piece of work.
● Feedback, which is information on performance.
● Task significance, which is the significance of task to people within and outside the
organisation.

Techniques of job redesign

Depending on the skills and abilities of employees available to perform a task, jobs may require
redesigning. Some jobs are highly specialised whereas others are routine and repetitive.

The action that needs to be taken in job redesign are:

1) Routine jobs: If a job is much specialised, experts like industrial engineers need to simplify
work in a manner that the job becomes simple to perform. The advantage of
underspecialisation is that it can be done by employees with limited skills; the disadvantage
is that boredom sets in resulting in errors or even resignation.
2) Overspecialised jobs: Overspecialised jobs do not provide opportunities for
accomplishment, recognition or psychological growth. To improve the quality of work life for
persons working on such jobs, the following techniques are used:
a) Job rotation: Job rotation breaks the monotony of performing a highly specialised job by
placing persons on jobs requiring different skills and abilities. The organisation benefits
because workers become competent on several jobs. The variety of jobs improves the
employee’s self-image, provides personal growth and makes the employee more valuable to
the organisation.
b) Job enlargement: Job enlargement expands the number of related tasks in the job.
Enlargement reduces monotony and utilises a wider range of employee skills.
c) Job enrichment: Job enrichment increases responsibility, autonomy and control. There is
vertical loading of the job by adding more planning and controlling responsibilities.

[Source: Symbiosis notes]

➢ Selection
Selection is the process by which an organisation chooses, from a list of applicants, the person who
best meets the criteria for the position available taking into account the current market conditions.

Criteria for selection

1. Education: One of the most cost-effective methods of screening applications is to use educational
standards. Candidates not fulfilling these requirements can be eliminated.

2. Experience: Experience is regarded as a good indicator of ability and work-related attitudes. It is

assumed that if a person has experience in a similar job, he would be able to perform well on the job
under consideration.

3. Physical characteristics: Physical attributes can be used as selection criteria only when the job
involves tasks that require them. Good eyesight, for example, is essential for a pilot or high stamina is
needed for those in manual jobs.

4. Personal characteristics: Personal characteristics, such as age and marital status are essential for
certain jobs and hence must be specified, for example, certain employers prefer married employees
to unmarried ones for reasons of stability and therefore, there is low employee turnover. Certain jobs
require a particular personality type, e.g., sales person requires an extrovert personality.

Selection Process

Selection is a negative process whereby applicants are rejected through a step-by-step process and
only a few are selected. This process can be detailed out as under:

Preliminary screening: All applicants are asked to fill up an application blank. Application blanks
provide information to check if the candidate is minimally qualified for the job and therefore is a
useful initial screening tool.

2. Interview: The next step in the selection process is the interview. Interviews can be conducted in
the following ways:

a. Structured interviews: For such interviews, a standardised list of questions is asked to all the
applicants. This type of interview is more reliable than the unstructured ones but it does not give the
interviewer the flexibility to ask interesting or unusual questions.

b. Unstructured interviews: This type of interview is more original as different questions are asked
as the situation demands. However, it lacks reliability as each candidate is asked a different series of
questions.

c. Situational interviews: Some organisations conduct this type of interviews wherein the
respondents are asked to respond to a hypothetical situation they might face on the job for which
they are being interviewed.

d. Stress interviews: For jobs involving stress, stress interviews are conducted to find out how the
interviewee responds to stress. Interviews are effective depending on the manner in which they are
conducted. The expert interviewer must guard against some mistakes (given in the annexure) while
conducting good interviews.

3. Assessment centres: This can also be used to assess a candidate’s potential.

4. Employment tests: An employment test is a paper and pencil test or a simulation exercise that
attempts to measure certain characteristics of an individual, e.g., manual dexterity, intelligence or
leadership style. These tests are very useful for measuring specific skills required for a job.

5. Reference checks: Reference checks are conducted to obtain information about the employee to
be hired from former employers or co-workers. The reliability of such tests is questionable because
former employers may be reluctant to provide information particularly in writing. Personnel
executives then substitute the written inquiry with a telephone call.

6. Medical examination: Medical examination is normally conducted only after a conditional letter of
offer is made. The examination is conducted to ensure that the selected candidate does not have a
disability because of which he may not be able to perform the job he has been hired for.

➢ Recruitment
Recruitment is the process of identifying and attracting the right candidates for a job. It must follow
the manpower planning process.

Recruitment Process

The process of recruitment consists of the following steps:

1. Manpower planning: It defines what resources the organisation needs to meet its objective. It
must specify the quality and quantity of manpower needed at a particular date in future.

2. Job analysis: It consists of the following:

● Job description: It is a statement of the component tasks, duties, objectives and standards of
performances expected from the employee.

● Job specification: It is a specification of the skills, knowledge and qualities required to perform the
job.

● Personnel specification: A reworking of the job specification in terms of the kind of person needed
to perform the job.

Identification of vacancies: It can be done from the requirements of the manpower plan or by a job
requisition from a department, branch or office which has a vacancy.

4. Preparation of budget: The organisation must decide the amount it wishes to spend on
recruitment. The method of recruitment would depend on the time available and budget allocation.

5. Preparation and publication of information: The organisation may take recourse to any of the
following means:

● Advertisement: It is an effective way of seeking recruits. The advertisement must be clearly

worded, mention all the requirements and must appear in the right newspapers that are likely to be
read by the potential applicant. Job description and job specification must provide all information
required to draft the advertisement for the particular position.

● Internet: It has become a popular method of recruiting people. Many organisations have their own
web pages where prospective applicants can obtain data about the company, its products and
services, employment opportunities and application procedures. From the organisation’s point of
view, it is a relatively inexpensive method of attracting qualified applicants. From the job seekers
point of view, the Internet allows search over a large geographical area and a wide choice of
companies.

6. Receipt of application form: Once the application forms are received, they must be screened for
eligibility criteria. Those forms, which do not meet the minimum required standard of age,
qualification, experience, etc., must be rejected. A formal interview must be conducted for the
eligible candidates by properly communicating to them the date, the day, time and place of the
interview. These candidates will have to pass through the selection procedure before their final
placement.

➢ Orientation

Employee orientation is the process of imparting all the relevant information to new hires in the
company. The new employee induction process aims to familiarize them with the company’s
structure, culture, and work environment.

Orientation is the formal kickstart to socialization of an employee in an organization. It has been an

ongoing initiative to make an employee’s first day in the organization memorable. A process to assist
new employees in fitting into their job role and organization is vital, considering factors to employee
job satisfaction, experience, and retention.
Effective employee orientation includes preboarding for culture and expectations, a comprehensive
schedule covering policies and introductions, streamlined paperwork automation, personal
introductions to key personnel, and ongoing support through check-ins and additional resources.

Orientation assists employee development by clarifying expectations, fostering networking,

delivering essential information, building confidence, and promoting continued support for endless
learning.

Here are some specific ways to understand the importance of orientation in which it can be
beneficial:

• Orientation programs help new employees feel more comfortable and confident in their
roles, creates a sense of belonging, and reduces anxiety.
• A thorough orientation increases the likelihood of long-term employment, reducing turnover
and costs.
• Orientation programs help supervisors save time by providing new employees with the
information they need to get started, reducing the need for one-on-one training.
• New employee orientation also develops a realistic understanding of the employee’s job
responsibility, expectations, and company policies, leading to greater job satisfaction and
performance.
• A good orientation program can make new employees feel valued and supported, which
fosters a positive attitude.

➢ Induction
Induction is the process for welcoming newly recruited employees and supporting them to adjust to
their new roles and working environments. Starting a new job can be a stressful experience and new
employees need help to settle in.

In the context of Human Resource Management (HRM), “induction” refers to the process of
introducing and orienting new employees to their organization, their job roles, and the company’s
culture and values. The primary goal of company induction is to help new employees integrate into
the organization smoothly, understand their job responsibilities, and become productive members of
the team. HR induction meaning and practices differ for different organizations. Some companies
help new joiners get accustomed to the new practices using the buddy program while other
companies may follow different practices.

• Objectives of Induction
 • Types of Induction

Formal Induction: This is a structured and organized onboarding process where newly recruited
employees follow a pre-defined schedule and curriculum. It typically includes presentations, training
sessions, and orientation activities.

Informal Induction: Informal induction relies on a more casual, ad-hoc approach. New employees
may learn about their roles and the organization through interactions with colleagues and
supervisors without a structured program.

Individualized Induction: This type of induction is tailored to each newly recruited employee’s unique
needs and requirements. It considers their prior experience, skills, and specific job role, offering
personalized training and support.

Group Induction: In a group induction, several new employees go through the onboarding process
together. It can be a cost-effective way to provide information and build camaraderie among new
hires.

Virtual/Remote Induction: With the rise of remote work, virtual induction takes place online. It
involves video conferencing, webinars, e-learning modules, and digital resources to onboard new
employees, even when they are not physically present in the workplace.

Role-Specific Induction: This job induction type focuses on providing job-specific training and
information. It equips new employees with the understanding of her/his job, skills, and knowledge
necessary for their particular positions.

Cultural Induction: Cultural induction emphasizes introducing new employees to the organization’s
culture, values, and norms. It helps them align with the company’s ethos and work effectively within
its cultural framework.

[Source: https://www.keka.com/glossary/employee-induction ]

➢ Performance Appraisal
Performance appraisal is that steps were where management tries to find out how effective it has
been at hiring and placing its employees. Now here if it is found that the employee lacks some skills
or is a mismatch for the post he holds then the Special steps may be taken to deal with the situation.

In simple terms “performance appraisal maybe considered as the process through which an
organization tries to the judge the relative worth of an individual employee in performing his job.” If
this process is carried out in a proper manner then it can help to identify a better worker from a poor
one.

• Purpose of Performance appraisal

Now since we have understood the concept of performance appraisal now we shall try to understand
the purpose for which this task is undertaken. There are various reasons for undertaking a
performance appraisal but mainly there are the three major reasons:

It allows a manager to let subordinates know how well they are doing and how they can do better in
the future.

It provides an effective basis for distributing rewards such as pay raises and promotions.

It helps the organization monitor its employee selection, training, and development activities.
 ➢ Retirement

The definition of retirement refers to that part of any person's life when they choose to leave their
work-life behind permanently. Many people decide to quit their workforce when they are old or sick
enough to contribute no longer. Some retire when they reach a certain age and are eligible for
private and\or public pensions. Retirement can come unplanned for people who fall ill or have
unexpected accidents.

The average retirement age in the US and most developed countries is 65. These countries offer
some national pension or social security to cover retirees' income. The Social Security Administration
or SSA in America has been giving monthly benefits called Social Security.

➢ Discharge

Discharge is the termination of the services of an employee but it is not done for the punishment
purpose.

What are the reasons for discharge?

• Inebriation or alcoholism

• Violation of rules.

• Physical disability

• Violent and aggressive acts.

• Inefficiency

• Unauthorized absence from the duty for a long time.

• Dishonesty.

➢ VRS

The VRS allows employees to opt for early retirement and get benefits. Companies have introduced
this to meet their downsizing needs and manage employee turnover costs.

Key Points:

Employee Benefits: The company provides retirement benefits like provident fund, gratuity and
compensation so employees can pursue their hobbies or relax.

Company Objectives: Helps companies reduce workforce, save costs and improve operational
efficiency.

Eligibility: The employee should be above 40 years and have completed 10 years of
service in the company.

➢ Trends in HRM
The most significant trends reshaping HRM today:

1. Globalization and its Implications: Globalization requires HRM to manage an international

workforce effectively, ensuring the right mix of skills and cultural adaptability.
2. Workforce Diversity: Today's workforce is more diverse than ever, including varied ethnicities,
religions, sexual orientations, and age groups.

3. Changing Skill Requirements: The rapid pace of technological change demands a workforce that
can continually adapt and acquire new skills.

4. Corporate Downsizing: In an effort to improve efficiency, organizations may need to reduce their
workforce.

5. Continuous Improvement Programs: These programs focus on improving organizational processes

to enhance quality and efficiency.

Hybrid organization is one that mixes elements, value systems and action logics (e.g. social impact
and profit generation) of various sectors of society, i.e. the public sector, the private sector and the
voluntary sector. A more general notion of hybridity can be found in Hybrid institutions and
governance.

According to previous research organizations under hybrid between public and private spheres
consist of following features:

1. Shared ownership

2. Goal incongruence and different institutional logics in the same organisation

3. Variety in the sources of financing

4. Differentiated forms of economic and social control

A hybrid workplace model mixes in-office and remote work to offer flexibility and support to
employees. In a hybrid workplace, employees typically enjoy more autonomy and better work-life
balance – and are more engaged as a result. Employers benefit by building a more productive,
healthy, stable workforce.

However, the hybrid workplace is not a simple formula or a panacea for all workplace challenges.
Today’s hybrid workplace must be implemented strategically, taking advantage of modern HR
technologies that engender connection, collaboration, and employee engagement.

2. Retaining Talented Employees

Similarly, retaining talented staff will also be one of the major future HR challenges as other
companies will try to poach talented staff from their organization. To ensure employee loyalty and
retention, the HR team should understand the factors that enable them to stay with their company.
While having a good work environment and an engaging work culture is ideal, they should also invest
their time and effort in developing effective employee retention strategies.

Employee retention strategies can range from providing better compensation to creating a positive
work environment to developing growth opportunities. Hence, it is essential to have a multi-
approach strategy in place, as different employees can find different aspects of your strategy
appealing.

The HR managers should also take regular feedback from their employees to understand their
challenges and resolve their issues to help them realize their value for their organization. Future HR
software would also provide the HR managers with custom options to personalize the retention
strategy for each employee, making the process simple and easy.
3. Developing Future Leadership

Planning for future leaders is an essential part of HR duties. However, with the increased
involvement of HR personnel in strategic business development and the rising employee turnover
rates, it has become increasingly challenging for HR managers to develop future leaders for their
organization.

Hence, companies have started implementing ‘talent insourcing’ programs to nurture employees
with the right potential, while also improving their talent retention programs to ensure that their
employees are retained effectively. Recruiters are also utilizing effective talent-sourcing strategies to
ensure that their hires have the required potential.

While it is already a challenge to plan for future leadership for the HRs, it will become more
challenging in the future. HRs will have to ensure adequate employee retention along with robust
employee development programs to counter the effects of attrition and employee turnover. Hence,
utilizing modern technology will be an essential part of HR management in the future.

4. Cultivating Company Culture

Another one of the major future HR challenges would be cultivating company culture in the face of
increasingly stressful jobs and the infusion of AI-based tools. While AI would be able to solve several
problems with streamlined solutions, it will also lead to an increased load on the management to
upskill the workforce for even better productivity. With the changing power dynamics in the
workplace due to the technologically advanced newer generation of employees and the legacy staff,
it would become hard for the HR teams to resolve issues amicably, leading to a chaotic work
environment. In a disorderly work environment, employee relations would be hampered too.

5. Staying Transparent in Communications

As modern society stays connected 24/7 through the internet and social media, having transparent
communication has become essential for all relationships. The same holds true for the employee-
employer relationship too. However, transparent communication is rarely found in organizations. As
a result, employees often feel left out of important decisions within the company and are not
engaged completely with their company.

In the future, transparent communications will be a challenge due to the strategic approach of the
HR department in employee management. However, since employees want transparent
communication, the HR team needs to figure out ways to make their employees feel included in the
workplace.

➢ Case study 1

The Boise City Transit System (BCTS) has been experiencing severe difficulties with its bus drivers.
Consumer complaints have tripled during the past six months. These complaints have focused on
drivers failing to make scheduled stops, buses being filthy, and drivers not enforcing the rules of
conduct posted on the inside of the bus.

Fearing a loss of revenue and citizen support, Marshall Anson, the BCTS director, has called together
members of both the supervisory ranks and the drivers. He wants to settle the ongoing problem and
make amends so that full, courteous service can be restored immedi-ately. During the meeting, Mr.
Anson pinpointed the problem: The su-pervisors, as a group, had placed new demands on the
drivers, demands that did not sit well with them. To retaliate, the drivers began their own show of
strength. They invoked the letter of their job de-scriptions. Among these were statements such as
the following: "The driver has the right to refuse to board any passenger he believes may cause
disorder on the bus," "Drivers are responsible for ensuring that the seats are free from any debris,"
and "All drivers will report to the authorities any individual who disrupts the operation of the bus." In
better days, the drivers had handled almost everything them-selves. If there was a problem such as
the bus being dirty, they handled it. But not now. As one bus driver stated, "It's not my job!"

QUESTIONS
1. How could an accurate, updated, and well-defined job analysis have helped to prevent
such a problem?
2. Realizing that every aspect of the job cannot be identified because exceptions do exist,
how can a job description be written so that these exceptions cannot be referred to as "not
my job"?

Analysis:

The Boise City Transit System (BCTS) is facing serious issues due to a rise in customer complaints over
the past six months. Passengers have reported problems such as drivers skipping scheduled stops,
unclean buses, and lack of enforcement of onboard conduct rules. The conflict stems from new
demands placed on drivers by supervisors, which the drivers resented. In response, drivers strictly
adhered to their job descriptions, refusing to take on any additional tasks. Previously, they would
handle issues proactively, but now they are pushing back, citing “It’s not my job.” BCTS director
Marshall Anson has intervened, aiming to resolve the conflict and restore quality service.

1. How could an accurate, updated, and well-defined job analysis have helped to prevent such a
problem?

An accurate, updated, and well-defined job analysis serves as a foundational tool for setting clear
expectations and responsibilities. In the case of BCTS, a thorough job analysis could have helped in
the following ways:

Clarified Duties: It would clearly define what tasks are expected of bus drivers, including maintaining
cleanliness and ensuring passenger conduct, reducing ambiguity.

Prevented Misinterpretation: Without a detailed job analysis, drivers were able to exploit vague
statements in their current descriptions. A more specific job analysis could have prevented this.

Balanced Workload: It could have addressed any added responsibilities given by supervisors and
determined whether those were reasonable or required additional support.

Improved Communication: It encourages ongoing dialogue between supervisors and drivers,

reducing tension and misunderstandings.

Training and Performance Standards: It would also guide proper training and performance
evaluation, ensuring consistency and fairness.

2. Realizing that every aspect of the job cannot be identified because exceptions do exist, how can a
job description be written so that these exceptions cannot be referred to as "not my job"?

To address this challenge, job descriptions should be written with both clarity and flexibility in mind:

Include a Flexibility Clause: Add a general statement such as, “Employees are expected to perform
other duties as assigned that are consistent with the overall purpose of the position.”
Describe Responsibilities Broadly: Use broad categories like “Maintaining a safe and clean
environment for passengers” rather than narrowly listing only specific tasks.

Emphasize Teamwork and Initiative: Include expectations for teamwork and problem-solving, such
as, “All employees are expected to act in the best interest of service quality and public safety.”

Use Behavioral Expectations: Statements like “Employees are expected to demonstrate

professionalism and proactive service in all situations” can guide conduct beyond strict task lists.