Human Resources Management

in 2020
(Dheeraj Jain & Dilip Nagda)

Paper presented to: RMAT-I (II Sem)

Faculty Of Management Studies, Udaipur
“HUMAN RESOURSE MANAGEMENT”
March 26, 2008
 SHIFTS THAT WILL RE-SHAPING HR ROLES

FROM TO
1. Local markets Global markets
2. Clerical work Knowledge work
3. Hierarchy Networks
4. Intermediaries; face-to-face Direct access,virtual relationship
5. Obedience to formal Questioning of formal authority
authority Change, creativity, flexibility, order
6. Stability, efficiency, control Part-time and project work
7. Full time job Shareholder, stakeholder value
8. Customer service Work done by many contributors
9. Work done by employees Diverse work locations
10.Fixed work location Marketable knowledge, skills
11.Loyal service “Get a life”
12.“Get a job”
 HR AT A CROSSROADS
Results of a forum on the "The State of the HR Profession"
held in conjunction with the 2001 Annual Conference of the
Society for Human Resource Management

• “Significant change is inevitable for HR” but “what HR will be and do is

not yet clear”
• SRHM is doing research to develop a vision for the future of HR and a
profile of the future HR practitioner
• An HR practitioner might be "a hybrid line manager" who is "first and
foremost a business executive" but has expertise in at least one HR
function.
SHRM President and CEO, Helen Drinan
• “We have to get management to understand that they're responsible
for people” AND “If we do our job—and work ourselves out of a job—
so be it."
 EMERGING LEGAL ISSUES AT WORK

• NEW TECHNOLOGY ISSUES

• AGE CONSCIOUSNESS IN THE WORKPLACE

• GLOBALISATION OF EMPLOYMENT LAW

• TRAINING FOR LEGAL COMPLIANCE

• WORKPLACE SAFETY
 HR EXECUTIVES’ VIEW OF THE FUTURE

TOP 5 BUSINESS CHALLENGES TOP 4 HR CHALLENGES

• Developing new markets • Attracting and retaining

talented people
• Improving profitability
• Improving organisational
• Market share growth capabilities

• Becoming the recognised global • Developing leadership skills

market leader
• Looking forward to other Dept.
• Building shareholder value also
 “Drawbacks in HR”

• “Many HR people still lack business acumen”

• “We have not adequately managed high expectations

of HR”

• “We have overhyped e-learning.”

• “We do much order-taking… and mistaking talk for

action”
 FUTURE OF ORGANISATIONS: Scenario 1

SMALL COMPANIES,LARGE
NETWORKS
• Autonomous teams of 1-10 people
• Linked by high bandwidth, electronic network

• Independent organisations for social networking, recreation,

learning,reputation building and income smoothing
– evolved from professional associations, unions, clubs,
university alumnis, neighbourhoods, families, churches
– they are home for our identity as projects come and go

Examples: Film industry; Prato Mills (Italy); Nike; Nokia PC Display Division
 Small Company, Large Network HR
• Very specific HR scope focused on project organisation
(e.g. talent scouting/selection, pay, health & safety)
• Selection is via networks, personal references, reputation
• Performance management is via peer pressure and
industry/ professional standards
• Rewards are contractual or entrepreneurial (equity based)
• Development is via doing leading edge projects
• Innovation is via brokers, deal makers, agents, sponsors
• Outsourced
– agents, brokers, specialist providers
 FUTURE OF ORGANISATIONS: Scenario 2

VIRTUAL COUNTRIES

• Traditional hierarchy or decentralised divisional structure

• Company is the focus for individual identity
• Company meets employees’ needs from cradle to grave
• Employees own the firm AND have right to elect the Board and
management
• Open book accounting informs management elections
• Role of governments, industry unions is significantly reduced

Examples: Asea Brown Boveri; GE; Johnson & Johnson

 CHANGING “HR” ROLES: Some Generalisations

PAST FUTURE

HR ROLE WAS CLEARLY PEOPLE/LEADERSHIP ROLE IS

DIFFERENTIATED DISTRIBUTED AND DIFFUSE
– mechanistic – knowledge management
(Personnel Admin) – relationship management;
– ritualistic, legalistic (IR) teamwork
– CEO’s eyes and ears – legal compliance
with the troops – change management
– distinct professional career – no distinct HR profession - new
paths hybrid roles emerge

HR is HR’s responsibility People/Leadership is

everyone’s responsibility
 NEW CRITERIA FOR RATING “HR”?
• Profit generated per employee (compared to industry benchmark)
• Salary/wages costs compared to industry median (reflecting
value of corporate reputation/intangibles in labour market)
• Number of talented candidates applying for advertised (and unadvertised)
vacancies
• Time taken to satisfy customer orders, inquiries, complaints (compared to
agreed service standards)
• Incidence of customer complaints caused by employee behaviour
• Cost of re-work
• Cost/risk due to time lost through injuries, absences, disputes
• Rate/cost of unplanned turnover among good performers
• Percentage of customers citing “service quality” or “competent, caring staff”
as a competitive edge for the company
• Net cost of generating organizational improvements
• Percentage of revenue/profits coming from initiatives taken in
last 3 years
• Share price premium compared to industry peers