1. istory
R

2. HRM has been a concept that was utilized
ever since human beings started following an
organized way of life.
So shall we start up with its history?

3. Vital principles of HRM were used in
prehistoric times.
 Mythological Events
 Selecting tribal leaders
 Safety, health, hunting, and gathering.

4. Personnel Management or PM in
organisations was created, first in the USA
BUT
ITS NOT TRUE

5. Code of
Hammurabi

6. 1750 BC (Code of Hammurabi)
 Promote welfare of people
 Make Justice
 Destroy Evil
 Property Rights
 Personal Issues
 Professional Services

7. Some other Ancient Instances
 In first century Ad Roman philosopher pliny
warned about the health hazards of employees
handling zinc and sulphur.
 In 16th century- German scientist Georgious
Agricola Occupational hazards of employees and
suggests methods for improving occupational
health.
 In 1700 Bernardo Ramazzini, known as the "father
of industrial medicine," published in Italy the first
comprehensive book on industrial medicine, DE
Morbis Artificum Diatriba (The Diseases of
Workmen).

8.  In 18th century Abraham Lincoln viewed
all American workers as potential
entrepreneurs.
 In 19th century Abraham Lincoln viewed
all American workers as potential
entrepreneurs.
 The first recorded modern case of
dedicating a separate unit or department
for HRM is from 1901 in USA.
 George Elton Mayo in Hawthrone Studies
was credited to Human Relation
Movement.

9. Scenario in 20th Century
• The spread of multinationals and large corporations
created a highly skilled professional group of
human resource personnel.
• Universities and Business Schools started teaching
different aspects of HRM in the 1990s.
• There were many challenges faced by contemporary HR.
• In India the first dedicated HRD department started in
1975 at L&T. Uday Pareek and T.V Rao in 1975
outlined a philosophy for the new HRD System .

10. Human
Employee Resource
Relation
Industrial
Relation
Personal
Relation

11. Labor Management Work Organization
Master -Servant Authoritative Centralized
Illiterate Autocratic Rigid
Not Conscious Paternalistic Adjust to Machines
Ill Motivated Prerogative

12. Present Scenario of HR
•Inthe present scenario the Human resource has three
primary objectives :
1.Obtain
2. maintain
3.Retain.
• The role of HR Professional today is more complex
than other Roles and also more Impactful than other
Business role

14.  The business world is changing at bullet-train speed –
technology, the global economy, increasing regulatory
scrutiny, the looming talent crisis, mental illness is
dramatically affecting the workplace.
 All of the above changes gives a strong impact on HR
profession.
 So, here are some of the 10 trends that are newly emerging
in HR

15. 1.The changing role of HR professional
 Employees are humans, not commodities, and HR
departments have to start seeing them differently.
 Organizations consist of people. People are real. You
can see them, touch them, hear them. And people have
capabilities. And those people with their capabilities
will determine whether the organization thrives or dies
 HR people need to be a lot more creative in the way
they do things.

16. 2.The war for Talent
 The most important corporate resource over the next 20
years will be talent: smart, sophisticated business-
people who are technologically literate, operationally
agile
 Younger workers are now bosses of the older workers.
 You need to dig deep into the organization to identify
the top talent, the high performers in every aspect of
your business.

17. 3. Virtual HR organizations.
 There are four good reasons why companies outsource their HR
services:
1. Cost reduction – economies of scale, automation and process
improvement,
2. Focus – allows HR to allocate time to strategic, not
transactional, concerns
3. Access to best technologies – mutual benefits to ensure
technology is continually upgraded
4. No available internal resources – provides an HR capability for a
company that does not have one, cannot staff it

18. 4.Wellness, work life balance.
 There is no competitive advantage in exhausted, sick
and stressed-out workers.
 employers are now recognizing the connection
between employee health and the bottom line.
 As per the statistical data by 2020, depression will rank
second to heart disease as the leading cause of
disability worldwide, and the cost of mental illness in
lost productivity

19. 5. The Diverse workforce.
 Diversity goes far beyond the traditional employment
equity criteria of gender, visible minority/status, or
disability.
 Diversity is a business strategy, that helps to solve a
variety of problems and to make a variety of decisions.
 The challenge for managers and HR is to create an
environment which would help the older employees to
keep them engaged in the organisation.

20. 6.The impact of technology
 We’ve entered the century of the employee and
technology has to respond.
 CRM or customer relationship management is giving
way to ERM – employee relationship management
 Technology continues to impact us profoundly, both in
our personal lives and in the workplace, and it will
continue to evolve

21. 7. Leadership Development
 Leadership skills are not built through courses.
Management is a function of what you do; leadership is
a function of what you are
 The competency requirements for successful leadership
are increasing exponentially.
 Leadership comes with empowerment – employees
can’t be leaders unless they have the power to take
risks, make decisions, innovate and lead.

22. 8.Talent management.
 The challenge for HR professionals is to figure out how
to look deep into the organization to hunt talented,
visionary people with a passion for the future.
 lots of companies have succession plans but very few
have done the career planning and skills gap analysis
needed to acquire the best talent

23. 9.Corporate values and culture.
 Ethical behaviour should be a core component of
company culture
 Organizational culture is the shared assumptions,
beliefs and norms of behaviour of a group. It has a
powerful influence on the way in which people
behave.

24. 10. Impact of Legal and Compliance Issues
 HR need to be thorough with all the legal
compliances.
 They need to follow all the laws they are involved
in.

25. Conclusion
 HR professionals need to step up to above
challenges
 No matter how strong the finance of the company
and their products are, but if the HR is not strong a
company is merely an idea.

26. THE FUTURE OF HR
 Strategic business partner:
HR must factor in policies on employee welfare and new or changing
competency requirements when corporate strategies are being developed.
Through partnering with management, HR may take on the role of consultant
and assist in strengthening the relationship between employees and senior
management
 Change agent
HR professionals must lead in actively building and
maintaining a corporate culture that embraces people
development.
 Employee champion
HR must create a productive work environment, ensure effective
communication, and manage workforce relations.

27.  Manager of personnel acquisition and development
HR must define, generate, continuously reinforce, and
sustain organizational skills, knowledge, abilities,
attitudes, and desired behaviours.
 Manager of processing, compliance, and reporting
HR must align its strategic and tactical plans with those
of the corporation, comply with laws, create policies, and
execute administrative processes, all in a cost-effective
manner.

28. GREEN RECURITING: IT IS A CONCEPT
WHOSE TIME HAS COME
 Green recruiting refers to sharing of the company’s
unswerving commitment towards the cause of
environment with the candidates whom they are trying
to hire.
 College graduates are increasingly seeking company that
is environment friendly.
 Green recruiting provides a company with an
opportunity to stand out from the rest of pack in an
otherwise crowded recruiting landscape.

29. HR IN 2020
 A majority of people worldwide will be connected
through the IT infrastructure.
 Connectivity is the new frontier on the information
highway to connect with one another.
 There are various factors on which the growth and
expansion of connective technology will depend.
 The basic organizing unit in the workplace will be one
individual engaging in business through connective
technology.

30.  A learning culture will be festered by the technologies
that will serve, entertain, and help people do their
work. It will be basic workplace skill.
 Power in the organization of 2020 will be in flat
structure.
 Culture and language will still move between the
poles of traditionalism and modernism.

31. SHIFTS THAT ARE RE-SHAPING HR ROLES
FROM TO
Global markets, operations
Local markets, operations
Service, knowledge work
Manufacturing, clerical work
Networks
Hierarchy Direct access,virtual relationship
Intermediaries; face-to-face Questioning of formal authority
Obedience to formal authority Change, creativity, flexibility, order
Stability, efficiency, control Part-time and project work
Full time job Shareholder, stakeholder value
Customer service Work done by many contributors
Work done by employees Diverse work locations
Fixed work location Social licence
Management prerogative Marketable knowledge, skills
Loyal service Diverse workforce
White, male workforce Triple bottom line
Financial performance “Get a life”
“Get a job”

32. CHANGING “HR” ROLES: Some
Generalizations
PAST
HR ROLE WAS CLEARLY FUTURE
DIFFERENTIATED
PEOPLE/LEADERSHIP ROLE IS
◦ mechanistic DISTRIBUTED AND DIFFUSE
(Personnel Admin) knowledge management
◦ ritualistic, legalistic (IR) relationship management;
◦ CEO’s eyes and ears teamwork
with the troops legal compliance
change management
◦ distinct professional career paths
no distinct HR profession -
new hybrid roles emerge
HR is HR’s responsibility
People/Leadership is
everyone’s responsibility