8/01/2012

Personnel Admin Session 5

Personnel Function
Scope & Organisation
2/17/2013 2

Scope

Effective utilisation of manpower

Improving employee satisfaction
2/17/2013 3

Strategic HRM
Increase in competition integrated approach HRM & Corporate Strategy HRM Strategy integrated into strategic planning HRM Policies cohere across policy areas / hierarchies accepted / used by line managers
2/17/2013 4

Strategic HRM
HRM Strategy
way the organisation plans to utilise human resources develops them and provides opportunities and better working conditions to ensure maximum utilisation

2/17/2013

Origin & Growth

Welfare Officers Working conditions Canteens / Recreation facilities Medical facilities / Housing Industrial Relations Officers wages / leave / retirement benefits bonus / fringe benefits Labour Welfare Industrial Relations Personnel Admin
2/17/2013

Role of Personnel
Need for Personnel Development
Line Managers face problems complex / demanding require expertise / time specialised personnel managers

Personnel Policies
Provide guidance to all statement of broad objectives philosophy of establishing mutuality for greater cooperation from employees
2/17/2013 7

Areas of Personnel Policy

policy on hiring
Age / marital status / calibre / selection procedure

policy on terms & conditions

Wages / payment terms / pay periods / job evaluation / promotion / termination

policy on medical / educational benefits policy on industrial relations

2/17/2013 8

Policy Document

2/17/2013

Policy Formulation Process

Top Management
Not merely formulation implementation monitoring controlling Ultimate objective harmonious relationship ensure viability Personnel department positioned @ a high level
2/17/2013 10

Policy Formulation Process

Policy initiations
Need for policy formulation emanate from any level once identified Personnel department initiate & formulate collect data / follow up with interviews process akin to piloting a bill in the parliament
2/17/2013 11

Policy Formulation Process

Policy initiations
Democratic process, answering following questions is the policy clear long term / commitment / scope is the policy acceptable across departments is the policy consistent practices / procedures / rules
2/17/2013 12

Policy Formulation Process

Follow up
Once implemented monitor feedback number of exceptions made classification of problems Evaluation necessary in line with requirements links with practices / procedures / rules facilitate decision making
2/17/2013 13

Objectives of Personnel Organisational objectives

Effective utilisation of human resources Positions designed for efficiency Dependent on enthusiasm / interest

Employee objectives
Job security / Fair wages Self improvement opportunities Job satisfaction / doing something worthwhile Participation in management
14

2/17/2013

Inter Department Study

Favourable attitude towards work (Max Score 30) Department A Department B Department C 27.20 28.80 30.20

Job Satisfaction (Max Score 100) Department A B C

2/17/2013

Range 49-95 58-92 59-80

Average 77.50 78.70 72.00

15

Inter Department Study

Items Satisfaction with present job Enthusiasm for ones work Disappointment over job Boredom with job A 4.61 5.45 5.23 4.43 B 4.90 5.10 5.40 4.20 C 3.62 3.75 4.62 3.50

Further observations revealed Overlapping of tasks Commitments not honoured Poor communication No participation in management
2/17/2013 16

Matrix Organisation
CEO VP Engineering VP Production VP Purchases VP Admin

Project Manager A
Project Manager B Project Manager C

Engineering staff
Engineering staff Engineering staff

Production staff
Production staff Production staff

Purchase agent
Purchase agent Purchase agent

Admin coordinator
Admin coordinator Admin coordinator

Establishes dual channel of control / evaluation / authority / responsibility Managers assigned to functional area & a project Faster conflict resolutions / power shared
2/17/2013 17

Matrix Organisation
Advantages Accommodates variety of activities Training ground for strategic management Efficient use of functional managers Middle management exposure Disadvantages Dual accountability creates confusion / contradictory policies Necessitates high level of coordination
2/17/2013 18

Personnel Practices w.r.t typology of firms

Difficult to generalise Variety of factors responsible attitudes / philosophy organisation needs and so on A survey indicates below list Employment / training Watch n ward / Safety / First aid facilities Housing / employee benefits Industrial relations / Insurance programs
2/17/2013 19

Personnel Practices w.r.t typology of firms

Following classification possible

multinationals
public sector
large family corporations
small private companies

2/17/2013

20

Personnel Practices and activities

three distinct types emerged based on State of growth Stabilized in market Stabilised in process Importance attached to personnel function Location of personal dept Range of activities performed Ability / enthusiasm of personnel officer
2/17/2013 21

Personnel Practices and activities

Multi-functional innovative departments
President / CEO

VP Production

VP Sales & Marketing

VP Finance

VP HR / Admin

GM Labour Welfare

GM Industrial Relations

GM Personnel Admin

Manager Recruitment
2/17/2013

Manager Welfare

Manager Admin
22

Personnel Practices and activities

Production oriented departments
President / CEO

VP Production

VP Sales & Marketing

VP Finance

VP HR / Admin

GM Labour Welfare

GM Industrial Relations

GM Personnel Admin

Manager Recruitment
2/17/2013

Manager Welfare

Manager Admin
23

Personnel Practices and activities

Labour Welfare oriented departments
President / CEO

VP Production

VP Sales & Marketing

VP Finance

VP HR / Admin

GM Labour Welfare

GM Industrial Relations

GM Personnel Admin

Manager Admin
2/17/2013

Manager Industrial relations

24

Positioning of Personnel Department

President / CEO

VP Production

VP Sales & Marketing

VP Finance

VP HR / Admin GM Personnel Admin

Manager Training

GM Labour Welfare

GM Industrial Relations

Manager Recruitment

Manager Admin

2/17/2013

25

Personnel Management
whose function ?
Line department supervisor has to get work done employee to be motivated / controlled / rewarded Personnel department formulating / introducing schemes maintaining parity / monitoring progress modifying when required
2/17/2013 26

Personnel Management whose function ?

Personnel department identify critical problem areas suggest innovations / creative approaches not a buffer but a managerial function Perennial issue line of demarcation control between line / personnel managers
2/17/2013 27

Organisation Patterns problems of Traditional Patterns

Operational problems personnel department recruitment / union negotiations / welfare admin department medical benefits / promotions / transfers / wages / fringe benefits / housing overlapping responsibilities
2/17/2013 28

Organisation Patterns
Unit oriented department - Current
President / CEO

VP Factory Pune

VP Factory Nasik

VP Factory Goa

VP HR / Admin, CO, Mumbai

GM Labour Welfare

GM Industrial Relations

GM Personnel Admin

Manager Recruitment
2/17/2013

Manager Welfare

Manager Admin
29

Organisation Patterns
Unit oriented department - Proposed
President / CEO

VP Factory Pune

VP Factory Nasik

VP Factory Goa

VP HR / Admin, CO, Mumbai

GM Personnel Admin

Same as earlier

Same as earlier

GM Labour Welfare

GM Industrial Relations

Manager Admin
2/17/2013

Manager Recruitment
30

Organisation Patterns
People oriented department - Current
President / CEO

VP Production

VP Business

VP HR / Admin, CO, Mumbai

GM Labour Welfare

GM Industrial Relations

GM Personnel Admin

Manager Recruitment
2/17/2013

Manager Welfare

Manager Admin
31

Organisation Patterns
Unit oriented department - Proposed
President / CEO

VP Production

VP Business

GM Labour Welfare

GM Personnel Admin

2/17/2013

Manager Industrial Relations

Manager Admin

Manager Admin

Manager Recruitment
32

Session 6

Group Presentations & Discussions

2/17/2013 33

thank you

2/17/2013

34