Dear All,
i am new member of the group.i want to bulidup my careerin HR .to enrich my knowledge in HR.i need following Books.
1.Human resource Management .
2.Human resource Management and Planning.
3.Strategic Human Resource Management.
please share therse books in my
All the Best.
Asiq.
From Saudi Arabia, Riyadh
i am new member of the group.i want to bulidup my careerin HR .to enrich my knowledge in HR.i need following Books.
1.Human resource Management .
2.Human resource Management and Planning.
3.Strategic Human Resource Management.
please share therse books in my
All the Best.
Asiq.
From Saudi Arabia, Riyadh
BADLU,
I HAVE COVERED BOTH AREAS.
1.GROWTH ORIENTED INITATIVES.
2.COST SAVINGS.
--------------------------------------------------------
PROFT CENTRE DEFINITION HAS MANY VARIATIONS.
''what it really means''
HOW MUCH
-a section
-a department
-a business unit
CAN MAKE A CONTRIBUTION TO THE GROSS PROFIT.
If it is a business unit, it can manage to control
the fixed / variable overheads.
But a department like HRM has limited control over the
company's fixed overheads, but it can contribute to
the gross profit contributions.
==========================================
AS AN EXAMPLE OF '' GROWTH ORIENTED'' INITATIVES
the HR can
-develop a specific training program for
managing the key accounts/ major accounts
sales reps.
These skills/ knowledge can help the reps
to improve the sales into the major/key accounts,
which means more sales / more gross profit.
THERE ARE MANY SUCH AREAS WHERE HR TRAINING
CAN OFFER ''GROWTH ORIENTED INITATIVES.
REGARDS
LEO LINGHAM
From India, Mumbai
260I HAVE COVERED BOTH AREAS.
1.GROWTH ORIENTED INITATIVES.
2.COST SAVINGS.
--------------------------------------------------------
PROFT CENTRE DEFINITION HAS MANY VARIATIONS.
''what it really means''
HOW MUCH
-a section
-a department
-a business unit
CAN MAKE A CONTRIBUTION TO THE GROSS PROFIT.
If it is a business unit, it can manage to control
the fixed / variable overheads.
But a department like HRM has limited control over the
company's fixed overheads, but it can contribute to
the gross profit contributions.
==========================================
AS AN EXAMPLE OF '' GROWTH ORIENTED'' INITATIVES
the HR can
-develop a specific training program for
managing the key accounts/ major accounts
sales reps.
These skills/ knowledge can help the reps
to improve the sales into the major/key accounts,
which means more sales / more gross profit.
THERE ARE MANY SUCH AREAS WHERE HR TRAINING
CAN OFFER ''GROWTH ORIENTED INITATIVES.
REGARDS
LEO LINGHAM
From India, Mumbai
Dear Lingu,
Thanks for your prompt response, Although this explanation is integration of HR initiatives linking with overall endresult is justification approach for existance of such activities which is process driven..........
But issue remain sandwich between egg and chicken theiry............but its OK...
Badlu
From Saudi Arabia
Thanks for your prompt response, Although this explanation is integration of HR initiatives linking with overall endresult is justification approach for existance of such activities which is process driven..........
But issue remain sandwich between egg and chicken theiry............but its OK...
Badlu
From Saudi Arabia
Thanks Leo,
Excellent posting, there is no harm in trying to implement the HR as a Profit Centre, we have to just ignore the person criticising an valuable information shared.
Those who cannot try, pls. do not try.
Keep sharing valuable inputs.
regards,
satishkumar
From India, Mumbai
Excellent posting, there is no harm in trying to implement the HR as a Profit Centre, we have to just ignore the person criticising an valuable information shared.
Those who cannot try, pls. do not try.
Keep sharing valuable inputs.
regards,
satishkumar
From India, Mumbai
Dear Tarun,
While Leo has given some wonderful insights on the focus, business orientation and strategic perspectives of the HR function, strictly from an Indian mindset and perspective, here's some insight on how I attempted a Profit Centre model for the HR department covering streams of related businesses with topline and bottomline & P&L responsibilities, years back:
1. Recruitment - set up and drove a recruitment cell with the Group's branding that included head search assignments, database hiring for clients, advert. solutions, media selection & optimal insertion solutions, screening solutions (including resume weeding, shortlisting, tests (structured/unstructured/depth/psychometric/job aptitude, etc)
2. Training, OD & Learning - Covered the gamut of programmes/symposia/audio visuals/seminars/town hall briefs/visioning/leadership/mentor programmes/skilling workshops, management devp. initiatives for mid/frontline/senior management, offer on building coursewares, refresher programmes, faculty (internal/external offerings), TNAs/feedback modelling, productivity analytics, competency matching/synch. initiatives, train-the-trainers for internal faculty, etc.
3. Outsourcing Services : Manpower outsourcing for non-key (tech/non-tech) positions with key deliverables based on contractual obligations (more like client SLAs) such as meeting guaranteed performance parametrics, maintenance of mp inventory levels, conformance to other Co. guidelines, etc. The other offering extended to the outsourcing model covering HR/Personnel processes such as statutory compliance, leave management, payroll management, tax advisory, monthly/quarterly/bi-annual/annual returns, IR case representation (arbitration/conciliation/adjudication), representation in domestic enquiries, empanelled advisory services, etc.
4. School of management studies - This was in tech/collaborative tieup with Carneggie Mellon Univ, IIT and IGNOU with concerted efforts at courseware building/evaluation, induction of competent Professors as faculty, students enrollment, long-term affliations for accredition as deemed univ over time, etc. The model represented that of a deemed univ. with comprehensive capital investments into land/building/study material/resources that possible with corporate backup. This was indeed a HR initiative but with time was to be hived off as a separate SBU given the size/magnitude of operations and a niche vertical by itself.
Note that these were big challenges and apart from the HR/Personnel responsibilities of the Group (comprising of around 22 companies across India and some abroad) and therefore needed dedicated specialized teams with defined competencies. The model worked well and proved the true spirit of entrepreneurship of HR. The business streams were backed up by the strong Group branding that came in handy and acquisition of business was relatively easier than anticipated. The revenue modelling was based on multiple streams as a de-risking strategy with niche offerings.
With these HR initiatives, the respect of HR as a function and its ability to run as a profit centre was enhanced manifold. The second year recorded a gross margin in excess of 18% with a decent PAT, much above what was anticipated. The clientelle represented almost the entire spectrum of industries covering verticals and business domains.
Much later, I left the organization for greener pastures and was not able to keep track of the sustainence of these models though they were extremely viable. What was remarkable was the management willingness and the initial investments that flowed from the corporate, I being in the corporate.
Times have changed a bit from then on but the models are still very viable. It is rare that a big corporate would support these models given the recent economy meltdown and a general lack of foresight or confidence in HR being able to deliver the goods.
Unfortunately, HR in most organizations is taken as a (internal) service/process department with mundane practices and routine processes. Given the present economic downturn, organizations hardpressed for business or liquidity may tend to think of trimming such departments that do not directly (or remotely) contribute to the baseline revenues unlike marketing/sales, operations or even finance. Therefore, it becomes imperative to emphasise in many myrade ways that it indeed contributes to the bottomline significantly and showcase it.
I am sure, HR can work truly as a Profit Centre head as I did with the buy-in of the top brass of management. HR is not a pushover by any means. Surely there can be more business models such as these and a bit of brain racking can yield some really innovative, "cost effective" offerings.
Rahul Kumar
From India, New Delhi
While Leo has given some wonderful insights on the focus, business orientation and strategic perspectives of the HR function, strictly from an Indian mindset and perspective, here's some insight on how I attempted a Profit Centre model for the HR department covering streams of related businesses with topline and bottomline & P&L responsibilities, years back:
1. Recruitment - set up and drove a recruitment cell with the Group's branding that included head search assignments, database hiring for clients, advert. solutions, media selection & optimal insertion solutions, screening solutions (including resume weeding, shortlisting, tests (structured/unstructured/depth/psychometric/job aptitude, etc)
2. Training, OD & Learning - Covered the gamut of programmes/symposia/audio visuals/seminars/town hall briefs/visioning/leadership/mentor programmes/skilling workshops, management devp. initiatives for mid/frontline/senior management, offer on building coursewares, refresher programmes, faculty (internal/external offerings), TNAs/feedback modelling, productivity analytics, competency matching/synch. initiatives, train-the-trainers for internal faculty, etc.
3. Outsourcing Services : Manpower outsourcing for non-key (tech/non-tech) positions with key deliverables based on contractual obligations (more like client SLAs) such as meeting guaranteed performance parametrics, maintenance of mp inventory levels, conformance to other Co. guidelines, etc. The other offering extended to the outsourcing model covering HR/Personnel processes such as statutory compliance, leave management, payroll management, tax advisory, monthly/quarterly/bi-annual/annual returns, IR case representation (arbitration/conciliation/adjudication), representation in domestic enquiries, empanelled advisory services, etc.
4. School of management studies - This was in tech/collaborative tieup with Carneggie Mellon Univ, IIT and IGNOU with concerted efforts at courseware building/evaluation, induction of competent Professors as faculty, students enrollment, long-term affliations for accredition as deemed univ over time, etc. The model represented that of a deemed univ. with comprehensive capital investments into land/building/study material/resources that possible with corporate backup. This was indeed a HR initiative but with time was to be hived off as a separate SBU given the size/magnitude of operations and a niche vertical by itself.
Note that these were big challenges and apart from the HR/Personnel responsibilities of the Group (comprising of around 22 companies across India and some abroad) and therefore needed dedicated specialized teams with defined competencies. The model worked well and proved the true spirit of entrepreneurship of HR. The business streams were backed up by the strong Group branding that came in handy and acquisition of business was relatively easier than anticipated. The revenue modelling was based on multiple streams as a de-risking strategy with niche offerings.
With these HR initiatives, the respect of HR as a function and its ability to run as a profit centre was enhanced manifold. The second year recorded a gross margin in excess of 18% with a decent PAT, much above what was anticipated. The clientelle represented almost the entire spectrum of industries covering verticals and business domains.
Much later, I left the organization for greener pastures and was not able to keep track of the sustainence of these models though they were extremely viable. What was remarkable was the management willingness and the initial investments that flowed from the corporate, I being in the corporate.
Times have changed a bit from then on but the models are still very viable. It is rare that a big corporate would support these models given the recent economy meltdown and a general lack of foresight or confidence in HR being able to deliver the goods.
Unfortunately, HR in most organizations is taken as a (internal) service/process department with mundane practices and routine processes. Given the present economic downturn, organizations hardpressed for business or liquidity may tend to think of trimming such departments that do not directly (or remotely) contribute to the baseline revenues unlike marketing/sales, operations or even finance. Therefore, it becomes imperative to emphasise in many myrade ways that it indeed contributes to the bottomline significantly and showcase it.
I am sure, HR can work truly as a Profit Centre head as I did with the buy-in of the top brass of management. HR is not a pushover by any means. Surely there can be more business models such as these and a bit of brain racking can yield some really innovative, "cost effective" offerings.
Rahul Kumar
From India, New Delhi
Good & very informative post.
Sir, Can you pls help me with a standard format in which i can compare the monthly salary being paid to each employee every month, that is just a check up that the amount being disbursed is correct. some sort of standard format that is just i fill the figures for a just a review. Pls help
From India, Mumbai
Sir, Can you pls help me with a standard format in which i can compare the monthly salary being paid to each employee every month, that is just a check up that the amount being disbursed is correct. some sort of standard format that is just i fill the figures for a just a review. Pls help
From India, Mumbai
hello leo
your post is very informative, infact i have been working on balance scorecard and thinking of implementing it in my banking institute since long.. i beleive this wil be of great help in its implementation and also in clarifying other employee's opinions regarding HR's contribution in profitability.
Regards
Saima Asghar
AM-HR
From Pakistan, Rawalpindi
your post is very informative, infact i have been working on balance scorecard and thinking of implementing it in my banking institute since long.. i beleive this wil be of great help in its implementation and also in clarifying other employee's opinions regarding HR's contribution in profitability.
Regards
Saima Asghar
AM-HR
From Pakistan, Rawalpindi
dear Leo Linghamleo,
thanks For Your Wonderful Post. This Article Has Very Good Potential To Deliver Easy Understanding The Whole Process About How To Make The Hr Department A Profit Centre.
in Fact Hr Is Not A Cost Centre, It Is Always An Effective Profit Centre And If You Use The Given Data Properly, You Will Get The Right Answer.
an Incapable Man/professional Has Always A Negative Current In Their Mind, Body And Soul. So, Do Not Care About Those, They Will Demotivate Only.
can I Expect A Correct Answer From Mr. K Ravi Or Mr Captancook About This?
not Only Rahul I Also Want To See The Correct Answer.
copy And Pest Formula Is Applicable In All Sector Whether It Is Science Of Making Missile Or Doing Accounts Audit
but Hr Professional Look Always “continuous Improvement” (ci) In Copy And Pest Word Too, Which Make Big Difference In Business Development.
kashi
From India, Benaulim
thanks For Your Wonderful Post. This Article Has Very Good Potential To Deliver Easy Understanding The Whole Process About How To Make The Hr Department A Profit Centre.
in Fact Hr Is Not A Cost Centre, It Is Always An Effective Profit Centre And If You Use The Given Data Properly, You Will Get The Right Answer.
an Incapable Man/professional Has Always A Negative Current In Their Mind, Body And Soul. So, Do Not Care About Those, They Will Demotivate Only.
can I Expect A Correct Answer From Mr. K Ravi Or Mr Captancook About This?
not Only Rahul I Also Want To See The Correct Answer.
copy And Pest Formula Is Applicable In All Sector Whether It Is Science Of Making Missile Or Doing Accounts Audit
but Hr Professional Look Always “continuous Improvement” (ci) In Copy And Pest Word Too, Which Make Big Difference In Business Development.
kashi
From India, Benaulim
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