Evolution Of Human Resource Management Functions

growth Of tender-hearted imagination solicitude FunctionsDuring the un periodly stages of the industrial revolution, employees who meshed in factories had to undergo extremely harsh conditions where they were underpaid and had to subject for long hours under very poor conditions of hygiene. These conditions outraged the employees who give outed in such factories and they initiated labor riots. As a result of these riots the govern manpowert intervened to provide basic protection for labors or employees of such factories. This was done done with(predicate) the mental hospital of statutory regulations and all pulverization owners were required to comply with these statutory regulations. As a result the factory owners were forced to set up a division to look into employee wages, employee welf ar and to address former(a) issues concerning labor. This lead to the genteelness of personnel steering.The evolution of charit able alternative Management could be said to ha ve start-offed with the industrial revolution when factories had established personnel departments to look in to wages and welfargon of employees. It could be said that the Personnel Management approach gave fashion to the gay imaginativeness go about.Personnel Administration Personnel Administration concerns twenty-four hours to day activities and existing problems of employees. Personnel Administration could be set as a re alert utensil.scientific Management Scientific Management suggests there is a specific or a crush mien of doing things. In Scientific Management humans beings were considered as machines, their feelings and attitudes were disregarded. The main aim of Scientific Management was lone(prenominal) to maximize the productivity of the system of rules. homo Relations straw man Human Relations Movement al shipway anticipate the future unexpected occurrences before considering the current issues and believed in synergy.Government Regulations Government Reg ulations were put into place so that all employees would at least get basic protection from basic forms of unfair treatment. There argon principally four acts which were put into place for this purpose.Equal Pay go (1970) This act prohibits and less fortunate treatment between men and women in considerations of pay and conditions of employment. Here, the term pay is interpreted in a broad term and covers atomic number 18as such as holidays, pension rights and company bonuses.Sex Discrimination Act or Gender Discrimination Act (1975) This act exists to protect men and women from discrimination on the watching of sex. The Sex Discrimination act is mainly in relation to employment, training, education, harassment, provision of goods and services and in the judicature of premises.Race Relations Act (1976) This act exists to prevent discrimination on the grounds of race. The act as well covers discrimination on the grounds of color, nationality, ethnicity, provision of goods and services, education and public functions. This act likewise established the centering for Racial Equality.Dis king Discrimination Act (1995) This act makes it unlawful to discriminate against people in detect of their disabilities in relation to employment, the provision of goods and services, education and transport.Human Resource Movement With the Human Resource Movement greater attention was presumptuousness towards social responsibility and social well being. There was to a greater extent wildness give to the family relationship between employers and employees. Employee ideas and initiatives were encouraged.St appraisegic Human Resource Management In Strategic Human Resource the importance of human option considerations in long range strategic planning has been recognized. nether Strategic Human Resource Management non still if one section or department of the organization would be considered but instead the organization as a whole would be considered.The in the flesh(predicate) Management approach (Early 20th Century)The usage of Personnel Management Approach was prominent without the early 20th century even though it remained administrative in nature. The Personnel Management Approach mainly concerned itself with,Keeping employee recordsEnsuring compliance with stated policiesImplementation of functions such as enlisting, training and wage nerveTaking welfargon oriented measures such as providing medical care and vaccinationsAttempting to increase productivity through wage increases and training, and enforcement of standardsDealing with trade unions and trying to solve industrial disputes through collective bargaining and other industrial relations approaches put on awaying performance appraisalsThe Personnel Management Approach tried to substitute workers of the caudex of merchandise interests, and convince do itment of workers interest and also increase awareness of business about social responsibility. Personnel Management was roughlyly non involved in the companys strategy and operations aspect.The tralatitious Human Resource Approach (Late 20th Century)The Traditional Human Resource Approach evolved during the late 20th century with the development and introduction of new theories such as Maslows hierarchy of postulate theory. In the Human Resource Approach the employees of an organization were considered as valuable imaginativenesss. Unlike the Personnel Management Approach the Traditional Human Resource Approach was not merely a staff function but it was more and more involved with business operations. The following could be determine as the main differences between the Personnel Management Approach and the Traditional Human Resource Approach.Motivation was given to employees through various forms such as free holidays, creating an active and social community within the workforce besides monetary incentives.Training and Development was not only thinked on providing work related skills but also focused on changing attitudes and development of basic skillsWage and Salary Administration became more complex with the introduction of performance related allowance schemesThe Strategic Human Resource Approach (21st Century)The Strategic Human Resource Approach aligns soul(a) goals and objectives with somatic goals and objectives, and rather than enforce rules or dictate terms, acts as a facilitator and promotes a participative approach. The following could be identify as the main differences between the Traditional Human Resource Approach and the Strategic Human Resource Approach.Increased reliance on performance establish short term contracts instead of long term employmentDirect linkage of compensation to the profitability of the enterprise and the employees contribution towards such profitability refreshed dimensions for training and development function by encouraging and facilitating innovation and creativityHow Personnel Management and Human Resource Management DifferP ersonnel Management offer be viewed as a tool and it concerns organizational rules and regulations and also ongoing issues. Whereas, Human Resource Management world-class looks in to the long changeless future and analyzes Human Resource enquires. Further, Human Resource Management uses an integrated approach to achieve those needs with the congruence of corporate objectives.Role, Tasks and Activities of a Human Resource practitionerA Human Resource Practitioner has the opportunity to help shape the victor of any organization. There are many roles, tasks and activities that a Human Resource Practitioner should do such as,Maintain and implement an effective HR data system and also manage the filing system and records for the department.Document and update job profiles for all employees.Maintain and revaluation approved manpower plan with the relevant s resignholders on a continuous basis as per the determine needs and requirements.Develop and implement a Project Employment eq uity plan as ally / driver of the function.Ensure timed contracting and processing of employment and compensation matters.Ensure all terminations are processed timorously in that structured exit interrogates are conducted for employees, leaving and relevant documentation completed. disseminate records to and liaise with all relevant departments within the Company.Assist in developing and implementing new and reviewing existing policies and procedures. Conduct roll-out sessions with staff.Handle all HR / personnel related queries and correspondence timorously and escalate if needed.Ensure penchant and induction for all new employees on HR related issues are conducted.Implement, support, advise, coordinate, monitor and report on Performance Management System.Reporting compile and distribute reports on HR activities.Maintain deviate records and fulfil leave audits when required.Employee relations.Employee wellness.Role of a attract charabanc television channel double-deckers a re managing directors who are responsible for an employee or work group. Many organizations line theater directors now carry out activities, which were traditionally within the remit of HR such as providing coaching and focussing, undertaking performance appraisals and dealing with discipline and grievances. In many cases, they also carry out recruitment and take aimion in conjunction with HR.First, it is important for line managers to take a positive relationship with their employees, so that the employees ordain have racyer level of job satisfaction, committal and loyalty, which are associated with higher levels of performance or discretionary behavior. A line manager set up also suffice to the above-mentioned if he or she does performance appraisal. In addition, Line managers also play a bullnecked part in structuring peoples actual experience of doing a job.Never the less, it is important that line managers see through the weaknesses of the work force and guide, train or coach them with proper directions where the employees can perform their work in a higher manner. In the role of a line manager, they always involve the employees in communication, particularly when it comes to taking conclusivenesss or solving a problem in the line this also known as employee engagement.When working as a line manager and playing its role, the employees should feel easy and comfortable to reason matters with their line managers. Therefore, the line managers should be opened to his or hers loyal work force. Last but not the least it is very important for a line manager to recognize the contribution of an employee to his work place.Line Management ResponsibilitiesTo have a good working relationship with the people who works under the line managers they leave have to have some responsibilities that would make it effective. There are some factors that should be taken in to consideration such as,The Line motorbus should make an effort to build a relationship wi th the workers under him that would be productive to the company. When the manager builds a good relationship with the workers, the workers will be knowing to work and they can have discussions and gain more ideas through the workers knowledge as well. The team work with the workers will be very effective and this will increase the productivity of the company.The Line charabanc should very careful when he conducts the performance of the employees since it might meet the employee positively or negatively.The Line Manager mustinessiness provide more opportunities to the employees to have more discussions, more work, and responsibilities of the activities they do in order to get them more confident on a regular basis. This will help the employees know what the targets are and they will be kept remembered. This will help them stay focused and work in order to achieve the target.The focus on the performance and the work that the employee and manager do must be a deuce way process a nd both of them should be able to discuses and express their opinion about the performance and what are the factors that affect the final outcome.The Line Manager should set an example in a way that he would be the counterbalance one to reference by any employee when a problem arises or when a decision must be made. This also means gaining the regard that is needed by a manager must be earned by the Line manager.The Line Manager should provide regular updates on information and knowledge to the employees in order to celebrate them sharp. Some information and knowledge can be only accessed by the manager and it is up to the manager to procure he updates on employees on their employees significant areas.The manager must make sure he has regular meeting and discussions in order to inform the employees on the development, problems and also remind them the goals and objectives of the company. So the employees know what is happening around the company and how they must act to cudgel the issues.The Line Manager must identify the employees strength and weakness personally and must be able to make use of it for the benefit of the company. If an employee has a particular strength the manager must use it to the favour of the company and if the employee has a weakness then the manager must help the employee to overcome this weakness.The Line Manager should appreciate the employees on their good work and as well as advice them on the inappropriate work. The manager must be able to send the message straight and make himself clear for the employees.The Line Manager should provide advice and support when it is needed by the employees.The Line Manager should support the fact that some employees need training and he must help them gain it.To carry out all these responsibilities efficiently the Line Manager needs to know all the employees job description and work specification. So when the Line Manager has a clear view on that the clarity will exist when making decision an d as well as the Line Manager will know the limits of all(prenominal) employees.So being a Line Manager the managers responsibilities are mainly having a good relationship with the employees and understanding their needs and wants and tether them to do the activities that the manager requires them to do. Making the employees work in a way that they are satisfied with their work and letting them know that the company does care about them in order for them to work with their heart. Any manager must know how to get to any employee since not all the employees are the equal and not everyone will be satisfied with the way the manager treats the employees. Hence, understanding the employees demands and understanding a way to gain their respect is very vital.Human resource planningHuman resource planning is the term used to pull back how companies ensure that their staff is the right staff to do the jobs. It is a systematic process of matching the interest, skills, and talents of indivi dual community members with the long term goals and economic opportunities in the community. This process anticipates and maps out the consequences of business strategy on an organizations human resources. It is reflected in planning of skill and competence needs as well as heart headcounts. For resourcing strategies to be implemented they must be translated into practical action. The strategic process can be organised logically. For these decisions to be taken, information must be obtained, consequences gauged, political soundings taken and preferences assessed.A clear Human resource plan includes benefits such asHighlighting opportunities for strategic partnership that allow communities and other partners to share the benefits, risks and training costs.It provides for small successes that are encouraging and motivating for the community members and others that the program is on track.Making it easy to pronounce progress (especially client feedback) and to present funders, partn ers, and community members with effective information about the progress.The Human Resource readiness ProcessIn order to compartmentalize the Human Resource Planning process, it will be broken in down under five main general headings, under which each company will be analyzed against, so that the contrast in how they differ in planning processes can be identifiedEnvironmental AnalysisThe first step in the human resource planning process is to understand the context of human resource heed. Human resource managers should understand both native and external environments. information on external environments includes the following the general status of the economy, industry, technology and competition labor market regulations and trends unemployment rate skills acquirable and the age and sex distribution of the labor force. Internal data required include short- and long-run organizational plans and strategies and the current status of the organizations human resources.In regulat ion charter, Human Resource Managers have surveyed the environmental arena and have undertaken activities that enhance their business performance now and for the long-term. They have also look for ways to ensure the economic development of the countries pattern rent pious platitude operates in, how to have a positive partake on the environment and society, as well as contributing to good governance. Human Resources have helped go along an integrated view of how normal leased does business that takes into account economic factors, the environment, community, and good governance.They have identified seven sustainability priorities by consulting key stakeholders such as government, academics, socially responsible investors, non-governmental organizations (NGOs) and peers. They now deliver on this agenda by victimisation the core skills and talents of their employees providing quality financial services and leveraging Standard Chartered commits geographical footprint and inte rnational status to be a force for good. Standard Chartered Banks Human Resource Managers have gum olibanum analyzed its environment and have enhanced their labor and employment practices through collective bargaining agreements with the Local Unions and focused interaction with all labor regulatory authorities and agencies thus demonstrating the promotion of the principles of human and labor rights. The Bank also has a Diversity Inclusion (DI) Council.Designing the Management SystemA proper concise system is a vital necessity and needs to be in place, in order to handle the Human Resource process. The overall aim of this system is to manage human resources in line with organizational goals. The system is in charge of human resource plans, policies, procedures and dress hat practices.For example, the system should track emerging human resource management trends, such as outsourcing certain non-core functions, adopting malleable work practices and the increased use of information technology, and, if appropriate, implement them.Standard Chartered Bank has signed a seven- social class outsourcing contract, worth US$200 million, with Atos Origin for the management of its data services infrastructure in the Asia peace-loving region. The agreement covers the banks data services in Hong Kong, Singapore and Malaysia. Atos Origin says it will aim to deliver amend performance levels and costs to the bank through the deployment of new technology and the standardization of processes. mercantile banks Human Resource system took a different approach and identified a more lucrative benefit can be made by outsourcing their existing pension scheme. Thus it resulted in the bank hiring Hewitt Outsourcing Services (India) Ltd, to convert its existing pension scheme, from a defined benefit plan to a defined contribution plan. As a result the group post-tax profits rose 39.46 percent to 2.37 billion rupees during the nine month period, compared with the same period last form .Analyzing SupplyOrganizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary.For example, Standard Chartered, during the recession, Human Resource analyzing the surplus in employees, and having to cost caterpillar track to coincide with the new survival strategies of the company started to take attrition approach. Attrition is the process whereby the existing employees leave their jobs for various reasons or gets downsized. Those jobs will be kept vacant or unfilled. Attrition or hiring freezes or ban on employment can be implemented organization-wide or department-wise or job-wise if the Human Resource Manage r forecasts a surplus manpower in the organization. But if the attrition rate is continuous and high then it is high time the concerned authorities in the organization have introspection and take remedial actions. High Attrition is a sign of bad reputation for the organization as a working place.Under the analyzing supply in terms of Human Resource planning process mercenary Bank operates on a different avenue. If future surplus is estimated, commercialised Bank has to plan for redeployment, wordiness etc. If surplus is estimated in some jobs/department, employees can be redeployed in other jobs/departments where the deficit of employees is estimated. Commercial Bank also makes plans for training or reorientation before redeployment of employees. Redeployment takes place in the form of transfers. If the deficit is not estimated in any job/department and surplus is estimated for the entire organization, Commercial Bank then, starts consultation with the trade unions and plans for redundancy or retrenchment.Reconciliation and PlanningThe final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan.A good example of this would be to go back to the times where recession hit, and Standard chartered had done extensive research on employee utilization plan, and more importantly the downsizing to keep them afloat. The HR identified key managers and put into action a redundancy plan which was as followedStandard Chartered redundancy planThis plan covered caseful and number of employees, time of and place of retrenchment, type of help to be extended to retrenched employees in the form of compensation, help in getting new job, priority in filling future vacancies.Redeployment, Redundancy/Retrenchment Programs1. OutplacementOutplacement programs also intended to provide career guidance for displaced employees. This programs covers retraining the prospective displaced employees who can be redeployed elsewhere in the organization, helping in resume writing, interview techniques, job searching.2. LayoffsLayoffs can be temporary or permanent. Temporary layoffs are due to the slackness in business, machinery breakage, power failure etc. Workers are called back as soon as work resumes to the normal position. Permanent layoff is due to liquidation of the company. Proper human resource planning leaving the workforce at proper level can help to reduce this effect.3. Leave of Absence without PayThis technique helps SC to cut the labor cost and the employee to pursue his self interests. This technique also helps the company to plan for eliminating the unneeded job in a phas ed manner. This concept serves or a productive method to help employees go under for future changes.Work SharingSome areas of SC offer employees the opportunity to share jobs or two employees working one-half time each. This technique solves the problem of retrenchment in the short run. This is in flair in advanced countries but not acceptable to workers unions especially within the Asian region.Reduced work HoursUnder this technique, each worker, works less hours, and receives less pay, so that two jobs are saved. Again this is not prevalent in the Asian region and other developing countries.Voluntary/ Early Retirement some other issue is early retirement. SC has taken a page from the Government of India who introduced Voluntary Retirement purpose under the caption Golden Handshake in order to solve the problem of overstaffing in customary sector. This technique solves the problem of excessive supply of future inventory over the demand for the human resources. In short it is p opularly called as VRS.Evaluation of the Recruitment Selection Procedure of Both Standard Chartered Bank and Commercial Bank.Recruitment The aim of the recruitment is to ensure that the Organizations demand for employees is met by attracting potential employees (recruits) in a cost effective and timely manner.Selection Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees.Standard Chartered BankRecruitment process of Standard Chartered BankThe banks Management Development Scheme takes place in Colombo, where they recruit management trainees. Never the less, Standard Chartered Bank has provided the opportunity for those candidates who are interested in this scheme to apply to their local c ities. Per year around 40 management associates are been recruited. The aim of the management is to recruit graduates and post graduates with different backgrounds and experiences yet, the best and the brightest talent in market.Whom do they recruit?Young and talented graduates or postgraduates, who are willing to start their career in the financial service industryCareer-oriented personConsistent academic performer throughout his/her educationInnovative, ambitious, energetic and business oriented personRecruitment criteriaStandard Chartered Bank recruits the most talented individuals from the external market to supplement their internal pipeline of talent. Their Human Resources department provides guidance on the use of psychometric tests and has robust recruitment criteria to ensure that all candidates are treated fairly, equally and with respect. It has a global Graduate Recruitment Program where in the region of 150 graduates are recruited each year on a management trainee progr am across all businesses, functions and countries.Analysis for Standard Chartered Banks recruitmentHuman Resource Recruitment is defined as any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees. The goal of an organizational recruitment program is to ensure that the organization has a number of reasonably qualified applicants (who would find the job acceptable) to choose from when a vacuity occurs.Selection Process of Standard Chartered BankEmployee selections at Standard Chartered Bank are based on knowledge, skills and talent. The bank is committed to provide the equal opportunities to all employees careless(predicate) of gender, race, age, disability, nationality, ethnic declension or material status. Never the less, Standard Chartered Bank also identifies what unique strengths each individual brings, to the roles they carry out and the development of these strengths.Standard Chartered Bank mostly use s face-to-face interviews as their selection method. Therefore, when suitable applicants are been chosen through the recruitment process the bank set appointments for interviews with them. Afterwards, upon arrival, have each interviewee fill out a job application form and give them a copy of the positions indite job description. After interviews are completed, human resource manager of Standard Chartered Bank selects two or three candidates that fits for the vacant job and have them come in for a follow-up interview. This is where the management discuses about salary, benefits etc. Thereafter, the final employee selection takes place based upon these second-level interviews and makes an offer to the Human Resource Managers first choice.Analysis for Standard Charted Banks selectionAny organization that intends to compete through people must take the utmost care with how it chooses organizational members. Personnel selection is the process by which companies decide who will or will n ot be allowed into their organization. Several generic standards should be met in any selection process, which are reliability, validity, utility, and legality.Standard Chartered selects employees based on knowledge, skills and talent. They are committed to providing equality of opportunity to all employees, regardless of gender, race, nationality, age, disability, ethnic origin, or marital status.Commercial BankRecruitment Process of Commercial BankThe human resources staff at Commercial Bank first makes sure recruitment plans are set based on business goals and analyzing of history. Then looks at the job a requirement and list the skills, knowledge, experience and ability needed. Mainly the recruitment activities of the bank are carried out at least four times per year. Shown infra are some figures, which have been taken from a past year.Five employees retired under normal retirements.fifteen resigned under voluntary retirement.Four resignedFour dismissed.Three expired during the period under view.Commercial Bank has also come up with new recruitment opportunities due to the expansion of the bank. Therefore, to fill these vacancies Commercial Bank follows the internal and external recruitment methods. Whereas, it should be noted that when there is a vacancy the bank first tries to fill the space with an existing employee by following the internal recruitment method. If the requirements cannot be met by the internal method then they move into the external recruitment. In addition, it is clear that the bank follows both ways to select the best candidate.The internal procedureThis method is used to fill a vacancy of Commercial Bank, using an existing employee with the right requirements and qualifications. Therefore, if there is any vacancy the management of the bank will advertise it in the internal newsletter, which is handed over to all the employees making more space for opportunities. Within one weeks time if the bank finds a suitable person from the comp any itself to fill the vacant position, most probably they are given the job. Commercial Bank faces many advantages due to the internal recruitment method. They are as set up below,Cost effectiveness the bank should invest money upon recruitment, selection and training development when picking an employee externally. This can cut off by the internal method of recruitment.Gives more motivation to all the employees and leads to promotions.Increase commitment to the company by the employees.The external procedureCommercial Bank d