Human Resource Management

Relation Between the Evps

We have seen the contribution of these twins to the growth of the organizations. Like identical twins,
there is a strong alignment between employer value proposition and employee value proposition. The
proper balance between the two will ensure that the organization attracts and retains the right talent, and
ensures their satisfaction, ultimately leading to an increase in the productivity of employees. Basically,
employer value proposition and employee value proposition are two sides of the same coin. While one
side pictures the brands point of view, the other side shows you the employees’ point of view. The
perfect tuning between the employee’s goals and companies’ goals give sustainable results.

Soulful music resonates only when the instrument is well-tuned. Similarly, only if employer value
proposition and employee value proposition are well tuned, can the brand achieve sustainable growth. If
the musician is given a well-tuned instrument naturally the audience would expect a superlative
performance from him and that's natural.

That’s how these twins are and need to be interdependent, compatible and inseparable! Proper alignment
Between them ensure attracting and Retention of the right talent, and guarantees its satisfaction,
ultimately leading to increase in overall Employee productivity and increased business performance.
Who is an employee
Putting aside the definition found in dictionaries, an employee is the most dynamic, the most valuable and
the most skilled resource among all the resources of a business. The more dynamic, valuable and skilled a
resource, the greater the attention and care it requires to function at its best.
For a HR manager, it is crucial to understand the professional life cycle of an employee. For an
organization, not only is it important to attract the right talent, it is also equally important to make sure
they are satisfied and remain committed to contributing their best for its business.

What do employees want from an organization?

In my experience the answer to this question is no longer just 'money'. I have found a few other factors
that employees hold dear:

1) satisfaction- Most people would be okay with a pay cut if it means working at something that gives
them satisfaction and adds value to their career.
2) Feedback- (Acknowledgment, Appreciation, Reward) - Regular feedback is important to employees;
even negative feedback which help in their development - both personal and professional! An
organization must acknowledge the efforts put in by them. In case of good performance, it must ensure
that employees are appreciated and rewarded.
3) Growth and Learning- The opportunity to continuously learn something new is high on an employee's
priority list.

There are also some absolutely no no's which makes employees unhappy and dissatisfied.
They might even cause you to lose a good employee.
1. No amount of money can keep your employee motivated if he/she feels stuck in a meaningless job.
2. Lack of recognition is another no-no.
3. Probably nothing is as dangerous as the lack of growth and development opportunities.
4. Lack of passion and zest in their leaders- A leader who lacks zest and passion for his/her work makes
even the most performance-oriented employees unhappy.
How does an organization develop its EVP
statemen?
Step 1: Start with examine the data / facts you already have. This
data is already available in the organization in the form of
various sources like exit interviews, employee engagement
surveys, on-boarding surveys, recruitment metrics as well as
attrition data.
Step 2: For me, God in the details. When pearl divers look for
oysters, they dive in really deep. Even spirituality teaches one to
look with in, search of oneself. Of course, while doing so one
may happen with the organization. When this happens, the
approach of the senior most people the strategy makers in the organization is very important because they
will define the strategy and thereby the decisions to be taken.
Step 3: Now you have reached a stage where you have a clear understanding of the EVP, you can go on
to actually developing the EVP in tandem with the HR strategy of the company. Make sure it focuses on
important areas like Employee Engagement, growth, career development, work life balance etc.
Step 4: With the communication of the EVP, the process of defining the EVP gets completed. This
communication has to be across, all employee experiences beginning from the recruitment process, on
boarding, career development, right up to the exit stage. Thus, communicating the EVP covers the entire
employee life cycle.
Step 5: Finally, the last step of communicating the EVP is developing systems to measure EVP by
integrating it into employee survey and people metrics. Doing so, will help to demonstrate the value of
the EVP, calculate return on investment and the financial benefit the organization.

How do people land competitive advantage?

There are several ways. First people offer skills,
systems, practice, speed, language, bonding
and behavior which help execute farms
strategies successfully. Strategy
implementation cannot be done by physical
resources such as technology, building,
machine and materials. It is the people who can
craft strategy and execute them effectively.
Second, by aligning HR plan to business plans,
HR managers are becoming strategic
partner.HR professionals work with line
manager identify HR practice that help
accomplish business strategy.
Third, innovation is the key to competitive
advantage. Fortune of several companies have
been received thanks to innovation.
Fourth, HR function seeks to convert an adverse situation into an opportunity. HR often gets trapped in a
policy rule, mediating employee grievance monitoring companies with employment laws and enforcing
code of conduct.
Fifth, organizational design does not remain static over a period of time. Environmental changes compel
organizations redesign their structures.
Differences between HRM and PM:
Employment contact Careful delineation of writing Aim to go beyond contact
contact
Rules Importance division clear Can do output impatience with
rules
Guide to management action Procedures Business need
Behavior referent Norms/customs and practice Values/mission
Managerial task vis a vis Monitoring Nurturing
labour
Key relations Labour management Customer
Initiatives Piecemeal Integrated
Speed of decision Slow Fast
Management role Transactional Transformational
Communication Indirect Direct

Importance of HRP:

1.personal needs taking care of: Basically, HRP gives

the number and type of people required in the coming
period. When these numbers are adhered to, organizations
will be assured of the right number and the right types of
employees.

2.Part of strategic planning: HR management must

become an integral part of strategic management process.
All activities of HRM--planning, hiring, training,
remunerating and maintaining must be merged with
strategic Management.

3.Creating highly talent personnel: As was mentioned earlier, jobs are becoming highly intellectual and
incumbents are getting vastly professionalized.
4.International strategic: international expansion strategic depend upon HRP. The department’s ability to
fill key jobs with foreign nationals and the assignment of employees from within or across national
borders is a major challenge facing international businesses.

5.Investment in human resource: Another compelling reason for HRP is the investment an organization
Make in its human. Human assets as opposed to physical asset can increase in value.
6.Unite the perspective of line and staff manager: HRP helps unite the perspective of both line as well as
staff managers.
7.Other benefits: Following are other potential benefits of HRP

1. upper management has a better view of the HR dimensions of business decision.

2. personal costs may be less because the management can anticipate imbalance before they become
unmanageable and expensive.
3. more time is provided to locate talent.
4. Better opportunities exist include women and minority groups in future growth plans.
5. Better planning of assignment to develop managers can be done and .6: major and successful demands
on local labour markets can be made.
Management development programmed MDPs: As in training employees there are two methods of
developing managers and supervisors: - on the job and off the job. All those methods are together called
management development programmed or executive development programmers.

On the job MDPs:

1. Job rotation: - job rotation essentially involves placing employees in a series of jobs and monitoring
their performance.

2.Coaching: coaching typically takes place between employees and their immediate line managers with
more explicit and shorter them purpose of contributing performance improvement and developing
individual skills, often with a focus on
remedying employee poor performance.

3.Action learning: It involves a group of

learners working together in an action learning
set, as opposite to a classroom situation, to
solve real problems in the workplace.

4.Staff meeting.: staff meeting facilities

participants to become more familiar with
problems and events occurring outside their
immediate area by exposing them to the idea
and thinking of other managers.

5.Lateral transfer: Lateral transfer involves horizontal movement through different departments along
with upward movement in the organisation.

Off the job EDPs

1. Seminar and conference: Seminar and conference facility meeting
together of groups of people to seek mutual development. Such
programmers can be used to communicate idea, policy or procedure.
Issues can be the discussed and debated, notwithstanding.

2. Case study: This is the most useful technique of Management

development. Case study uses a writing description of a real decision-
making situation in an organisation.

3. Management games:

4. Role playing:
Training need identification (TNI)
it is a tool utilized to identify the training to be provided to
employees to improve their work productivity. To make a
difference it should focus on the needs of opposite to desires of
the employees. Training need identification should be based on: -
. Whether it will make a difference to the productivity and the
bottom line.
. The training requirement of each employee and what will
improve his job performance.
. Matching organizational goal and individual aspirations.
Identification of training needs is important for an organisation
because it has objective get it wants to achieve for the benefit of
all stakeholders such as owners, employees, customer, supplier,
etc. These objectives can be achieved only through harnessing
the abilities of its people, releasing potential and maximizing opportunities for development.
Therefore, employees must know what they need to learn in order to achieve organizational goals. To
meet aspirations of employees, the organization must provide effective and attractive learning resource
and conditions. And it is also important to see that there is a suitable match between achieving
organizational goal and providing attractive learning opportunities.
Training needs analysis: This analysis should be conducted at all the above three levels to ensure the
maximum return from training and skills throughout the organisation. It Points out the gap between the
required level of skill/ knowledge and the current level of skills /knowledge and the most appropriate
training to bridge this gap. The techniques used would include SWOT (strength, weakness, opportunity
and threat) analysis, One to one interview and SMART (specific measurable 18 table realistic and time
bound) objective.

Factors governing recruitment: -

External forces: Internal forces:
. Supply and demand . Recruitment policy
. unemployment rate . HRP
. labour market Recruitment . Size of the firm
. political legal . Cost
. sons of soil . Growth and expansion
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External Factors:
Supply and demand: -particular important is the supply and demand of specific skills in the labour market.
If the demand for a particular skill is high related to the supply an extra ordinary recruiting effort may be
needed.

Unemployment rate: - When the unemployment rate in a given area is high the companies
recruitment process maybe simpler. The number of unsolicited applicants is usually greater, and the
increase size of the labour pool provides better opportunities for attracting qualified applicants.
Labour market: - Labour market conditions in a local area are of primary importance in recruiting for
most non-managerial, supervisory and middle management positions. Political and legal consideration: -
Another external factor is political and legal consideration. Reservation of job for SCs, STs, minorities
and other backward classes (OBCs) is a political decision.
Internal factor:
Recruiting policy: - One such internal factor is the recruiting policy of the organisation. Most firms have a
policy on recruiting internally or externally and analogous to the make or buy policy in inventory
management.
Temporary and Park time: -Another related policy is to have temporary and part time employees. An
organisation hiring temporary and part time employees is in a less advantageous position in attracting
sufficient applications.
Size of the firm: - Size is another internal factor having its influence on the recruitment process. An
organization with one hundred thousand employees will find recruiting less problematic than a firm with
just one hundred employees.
Cost: - Cost of recruiting is yet another internal factor that has to be considered. Recruiting Cost are
calculating per new hire and the figure is considerable nowadays.