Dear All, I am a faculty member in a management institute. Please suggest to me some Management Development Programme or workshop for HR people. Also guide me on some topics for seminar/conference related to HR issues in this present scenario.
From India, Delhi
4From India, Delhi
Dear Shipra,
Kindly visit the websites of XLRI, MDI, TISS, ISB, IIM Ahm, IIM Bang, IIM C, ETC. & download the various MDP Courses from their sites.
In case of any queries kindly revert back.
Best Regards
Sumedh Singh
Human Resources
From India, Delhi
Kindly visit the websites of XLRI, MDI, TISS, ISB, IIM Ahm, IIM Bang, IIM C, ETC. & download the various MDP Courses from their sites.
In case of any queries kindly revert back.
Best Regards
Sumedh Singh
Human Resources
From India, Delhi
Dear Shopra/
The following paper on HR would be of interst to you
Dr. H.K.LakshmanRao
Why Human Resources Departments are struggling? How Management Science can revitalize?
Abstract:
OR & stat. applications in HRM area have not been significant in many corporate organizations while these have been used widely in Production, Marketing, Finance areas. Vast scope exists in HRD areas, for applications of Management Science in better utilization of human resources in the emerging growth of services sector. This write is an attempt to review the current status and focuses on the areas of application of Quantitative methods for optimum utilizations which had all along been based on qualitative decisions. The large personnel data base available at corporate organizations and the soft ware packages will enable and empower HRD
Human Resources Department (HRD) is among the vital wings of any PSU, Corporate organization for corporate Growth, customer satisfaction, harmonious industrial relationships. Employees are now the internal and vibrant customers of any organization and must be treated and developed fairly. It is no more just a hire and fire policy. It must be: hire, develop and utilize the human resources to the optimum extent leading to Win-Win situation. HRD should adopt Management Science and marketing approach in dealing with internal customers. Currently HRD appears to be too strongly trapped in between the top management & the employees, creating a strong feeling of insecurity! HRD to generate fresh grounds in Organization and come out as a vibrant Dept and just as a service group. They must be birds with damaged wings!
While Human resources management (HRM) has emerged as vital for productivity, quality, customer care and overall industry harmony both in manufacturing & Services sector, HRD, in most organizations still feel that they are a supportive Dept, a Cost centre and unduly shadowed and dominated by other departments- Particularly, Production, Marketing which are considered as profit centers, although the situation has dramatically changed towards Human Resources Management(HRM).
In the light of the services sector taking a dominant role in the national economy manpower management & optimum utilization of the resources in the services area including; Hospitals, Education, IT, transportation and communication the need for a vibrant HRD system has become vital.
HRD can do a lot in this area and to arrest the trend of large scale attritions. HRD should become the backbone of organizations and carry out their functions in a creative, dynamic and assertive manner rather than doing a postman job.
HRD is expected to provide good & effective supportive function to other Departments in Corporate organizations and ensure that the right persons are recruited, trained, motivated and retained to enhance manpower productivity and harmonious interpersonal relationships.
Unfortunately, the HRD, in most corporate settings do what they should not. They develop a fire fighting and crisis management environment rather than an orderly human resources development. The team at HRD is generally not assertive, creative and dynamic but prefers to be subordinate to other functional departments by just carrying out what is told to them with respect to recruitment, training etc.
Consultants and trainers who work with HRD of large corporate organizations find the Dept too bureacraratic/ inflexible to deal with.
Here are some views expressed by HR experts working in the Department / working as consultants:
1.Keith H. Hammonds outlines in telling and hilarious fashion why HR folk are often ineffective, prevent talented employees from progressing and become slaves to form and legal box-checking.
HR people see themselves as protectors of management from lawsuits and embarrassment rather than nurturers of up-and-coming employees and champions of their companies.
Here’s one example. HR relies on the special and often insidious processes to prevent lawsuits and gather dirt on workers. I was a manager at a company where if a problem employee came up, the “PIP” (performance improvement program) kicked in. But PIP was truly Orwellian since it meant anything but improving the employee. Once in PIP, the worker was as good as fired. PIP was designed to gather incriminating information about the employee to be used to intimidate that person when they were dismissed so they wouldn’t file a lawsuit.
Keith comes up with a number of perceptive reasons why HR departments end up doing these things.
Here’s a brief list:
2
“I am an HR Manager, and I feel that HR can be too bureaucratic! The last company I worked with was Orwellian, as you say, to a "T". Sometimes I was embarrassed to introduce corporate's to latest HR program (I was the HR Manager at a plant). They were a waste of time. I figured most of their programs were "protect my job" programs at corporate headquarters, so they would introduce cr*p to prove their value there. I was miserable. The current company I work with is much easier going. Yes, I need to try to protect the company from lawsuits, but I am also a huge advocate for the employees and employee involvement, a big culture change here. I actually had someone tell me here that I was the first HR Manager he had worked with that "didn't have a stick up their butt." It was one of the best compliments I ever received“
· 3. It's somewhat disappointing that while there is a concentration of management sciences on corporate and financial performance, HR focus is so out of focus. The most critical component of corporate asset that is an essential to corporate performance is the Human Capital. The cost of talent acquisition and retention is huge! The erosion of experience and knowledge due to aging demographics is an approaching disaster.
And yet the HR function has failed to evolve into asset management and development. One could say that it's not entirely the fault of HR, since the rest of the corporate leadership has yet issue a new mandate. As it is a fault of the HR profession not to be a self-starter in remaining with the traditional ticking of boxes and filing of forms.
4.“HR departments are not independent oversight committees that can operate under their own guidance. They are given their marching orders by executive management and, if nothing else, HR is capable of following orders. If HR is told to keep their noses out of employee relationships then they will keep them out.
A lot of people in management continue to adopt the view of that first popular corporate management book "Up the Organization", which opened its chapter on HR Departments with the statement "Fire the HR Department". And if it can't be fired, then it can be ignored.
HR has no clout except in areas affecting legalities. But the management-prerogative areas like employee relations, performance reviews, dispute resolution and the like are ALL driven by executive management.”
· 5.Corporate organizations make large investments in HR area but The HRD operates in a ritualistic and a bureaucratic manner distancing themselves from the personnel whom they are expected to develop.
6.HR is a problem, but even so, HR only generally executes on the tone and intent of the top of the organization. If the executives want mindless drones who toe the corporate line, then, that's what they'll get. If the executives truly want candor and directness, then, they can get that too, but, they have to walk the talk, hear things they don't want to hear, etc. to do so.
Most companies just want boxed filled in their employee selection process. Most companies talk about leadership, but want nothing like true leadership.
Make no mistake; there are serious problems in corporate organizations everywhere
What Can HRD do?
Effectiveness of T & D as also HR strategies can be compared and measured through formulating and testing hypothesis. Using employee data base, it is possible to identify performance & motivating factors, develop correlations and take ABC analysis of skill set of employees and to take appropriate policies. OR models such as: LP, Transportation, job allocation Assignment can be adopted for optimum utilization of human Resources. Adoption of OR models can increase the transparency and employee confidence among employees and remove the notion of arbitrariness in appraisal system. Periodical OD intervention through a sample survey of employees will have mutual benefit to the organization and staff as well.
HRD must take periodical and systematic evaluation of impact of training programs and HR strategies besides getting a realistic feed back
It is time that the HRD takes a positive and assertive role to help the organizations and the employees
-Prof.H.K.LakshmanRao.Management & HR consultant,33, krishnapuCri, R.A. Puram, Chennai 60028
Comments/views can be passed on to: hklrao@gmail.com
From United States
The following paper on HR would be of interst to you
Dr. H.K.LakshmanRao
Why Human Resources Departments are struggling? How Management Science can revitalize?
Abstract:
OR & stat. applications in HRM area have not been significant in many corporate organizations while these have been used widely in Production, Marketing, Finance areas. Vast scope exists in HRD areas, for applications of Management Science in better utilization of human resources in the emerging growth of services sector. This write is an attempt to review the current status and focuses on the areas of application of Quantitative methods for optimum utilizations which had all along been based on qualitative decisions. The large personnel data base available at corporate organizations and the soft ware packages will enable and empower HRD
Human Resources Department (HRD) is among the vital wings of any PSU, Corporate organization for corporate Growth, customer satisfaction, harmonious industrial relationships. Employees are now the internal and vibrant customers of any organization and must be treated and developed fairly. It is no more just a hire and fire policy. It must be: hire, develop and utilize the human resources to the optimum extent leading to Win-Win situation. HRD should adopt Management Science and marketing approach in dealing with internal customers. Currently HRD appears to be too strongly trapped in between the top management & the employees, creating a strong feeling of insecurity! HRD to generate fresh grounds in Organization and come out as a vibrant Dept and just as a service group. They must be birds with damaged wings!
While Human resources management (HRM) has emerged as vital for productivity, quality, customer care and overall industry harmony both in manufacturing & Services sector, HRD, in most organizations still feel that they are a supportive Dept, a Cost centre and unduly shadowed and dominated by other departments- Particularly, Production, Marketing which are considered as profit centers, although the situation has dramatically changed towards Human Resources Management(HRM).
In the light of the services sector taking a dominant role in the national economy manpower management & optimum utilization of the resources in the services area including; Hospitals, Education, IT, transportation and communication the need for a vibrant HRD system has become vital.
HRD can do a lot in this area and to arrest the trend of large scale attritions. HRD should become the backbone of organizations and carry out their functions in a creative, dynamic and assertive manner rather than doing a postman job.
HRD is expected to provide good & effective supportive function to other Departments in Corporate organizations and ensure that the right persons are recruited, trained, motivated and retained to enhance manpower productivity and harmonious interpersonal relationships.
Unfortunately, the HRD, in most corporate settings do what they should not. They develop a fire fighting and crisis management environment rather than an orderly human resources development. The team at HRD is generally not assertive, creative and dynamic but prefers to be subordinate to other functional departments by just carrying out what is told to them with respect to recruitment, training etc.
Consultants and trainers who work with HRD of large corporate organizations find the Dept too bureacraratic/ inflexible to deal with.
Here are some views expressed by HR experts working in the Department / working as consultants:
1.Keith H. Hammonds outlines in telling and hilarious fashion why HR folk are often ineffective, prevent talented employees from progressing and become slaves to form and legal box-checking.
HR people see themselves as protectors of management from lawsuits and embarrassment rather than nurturers of up-and-coming employees and champions of their companies.
Here’s one example. HR relies on the special and often insidious processes to prevent lawsuits and gather dirt on workers. I was a manager at a company where if a problem employee came up, the “PIP” (performance improvement program) kicked in. But PIP was truly Orwellian since it meant anything but improving the employee. Once in PIP, the worker was as good as fired. PIP was designed to gather incriminating information about the employee to be used to intimidate that person when they were dismissed so they wouldn’t file a lawsuit.
Keith comes up with a number of perceptive reasons why HR departments end up doing these things.
Here’s a brief list:
- HR people are often the dregs of the corporate world. Not the “sharpest tacks in the box,” HR bureaucrats get to those positions because they often can’t handle jobs requiring more talent or imagination.
- HR pursues efficiency in lieu of value. Efficiency is a lot easier to justify numerically and doesn’t require a true understanding of what a corporation does.
- HR tries to get executives sucked into their system. These include pro forma, annual personnel appraisals. Raises and advancement depend upon them, but who’s to say that annual is the right time frame or you even need them?
- The corner office doesn’t get HR. There’s often little communication between the C-Suite and HR, but given the state of many HR departments, maybe that’s just as well.
2
“I am an HR Manager, and I feel that HR can be too bureaucratic! The last company I worked with was Orwellian, as you say, to a "T". Sometimes I was embarrassed to introduce corporate's to latest HR program (I was the HR Manager at a plant). They were a waste of time. I figured most of their programs were "protect my job" programs at corporate headquarters, so they would introduce cr*p to prove their value there. I was miserable. The current company I work with is much easier going. Yes, I need to try to protect the company from lawsuits, but I am also a huge advocate for the employees and employee involvement, a big culture change here. I actually had someone tell me here that I was the first HR Manager he had worked with that "didn't have a stick up their butt." It was one of the best compliments I ever received“
· 3. It's somewhat disappointing that while there is a concentration of management sciences on corporate and financial performance, HR focus is so out of focus. The most critical component of corporate asset that is an essential to corporate performance is the Human Capital. The cost of talent acquisition and retention is huge! The erosion of experience and knowledge due to aging demographics is an approaching disaster.
And yet the HR function has failed to evolve into asset management and development. One could say that it's not entirely the fault of HR, since the rest of the corporate leadership has yet issue a new mandate. As it is a fault of the HR profession not to be a self-starter in remaining with the traditional ticking of boxes and filing of forms.
4.“HR departments are not independent oversight committees that can operate under their own guidance. They are given their marching orders by executive management and, if nothing else, HR is capable of following orders. If HR is told to keep their noses out of employee relationships then they will keep them out.
A lot of people in management continue to adopt the view of that first popular corporate management book "Up the Organization", which opened its chapter on HR Departments with the statement "Fire the HR Department". And if it can't be fired, then it can be ignored.
HR has no clout except in areas affecting legalities. But the management-prerogative areas like employee relations, performance reviews, dispute resolution and the like are ALL driven by executive management.”
· 5.Corporate organizations make large investments in HR area but The HRD operates in a ritualistic and a bureaucratic manner distancing themselves from the personnel whom they are expected to develop.
6.HR is a problem, but even so, HR only generally executes on the tone and intent of the top of the organization. If the executives want mindless drones who toe the corporate line, then, that's what they'll get. If the executives truly want candor and directness, then, they can get that too, but, they have to walk the talk, hear things they don't want to hear, etc. to do so.
Most companies just want boxed filled in their employee selection process. Most companies talk about leadership, but want nothing like true leadership.
Make no mistake; there are serious problems in corporate organizations everywhere
What Can HRD do?
- Stream line the Recruitment procedure
- Conduct a professional Interview and make it casual
- Provide insights into organizational culture and climate, confidence building, Skill developing orientation program before positioning fresher
- Develop and implement a Dynamic performance evaluation system with transparency
- Identify relevant training and skill development programs to meet the emerging challenges
- Evaluate the impact of T& D in an objective & Systematic manner and not just getting a feed back a the end of each T& D
- Utilize the services of Consultant for HR planning and Evaluation
- Utilize Qualitative and Quantitative methods/ adopting Stat and OR techniques for HRM.
Effectiveness of T & D as also HR strategies can be compared and measured through formulating and testing hypothesis. Using employee data base, it is possible to identify performance & motivating factors, develop correlations and take ABC analysis of skill set of employees and to take appropriate policies. OR models such as: LP, Transportation, job allocation Assignment can be adopted for optimum utilization of human Resources. Adoption of OR models can increase the transparency and employee confidence among employees and remove the notion of arbitrariness in appraisal system. Periodical OD intervention through a sample survey of employees will have mutual benefit to the organization and staff as well.
HRD must take periodical and systematic evaluation of impact of training programs and HR strategies besides getting a realistic feed back
It is time that the HRD takes a positive and assertive role to help the organizations and the employees
-Prof.H.K.LakshmanRao.Management & HR consultant,33, krishnapuCri, R.A. Puram, Chennai 60028
Comments/views can be passed on to: hklrao@gmail.com
From United States
Dear Shipra,
Best wishes for the festive season. I am an Instructional Designer with a Consultancy in Mumbai.
Some of the programs that you can run pertaining to HR could be:
Interviewing skills
Communication Skills
Customer Service
Time Management
Stress Management
Kindly revert for further queiries.
Thanks & Regards
Lisa Basumatari
Instructional Designer - Training
From India, Mumbai
Best wishes for the festive season. I am an Instructional Designer with a Consultancy in Mumbai.
Some of the programs that you can run pertaining to HR could be:
Interviewing skills
Communication Skills
Customer Service
Time Management
Stress Management
Kindly revert for further queiries.
Thanks & Regards
Lisa Basumatari
Instructional Designer - Training
From India, Mumbai
Dear All, I am an Instructional Designer in the training vertical with a consultancy in Mumbai. Please suggest me some institutes in Mumbai for a course in Psychometric Profiling. Regards Lisa B
From India, Mumbai
From India, Mumbai
how about team building strees management creative negotiation yr 2010.....prespectives in HR rgds
From India, Mumbai
From India, Mumbai
thanx to all for giving me valuable information regarding my query. I will definitely work on the guidelines provided by you all and will further seek ur guidance. shipra
From India, Delhi
From India, Delhi
dear shipra u can arrenge seminar on absenteeism, employee engagemnet, internal greviances of office, people management, etc..
From India, Bangalore
From India, Bangalore
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