HRM: HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance

management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HR Department: Human Resources Department in an organization is the department which is charged with accomplishing strategies and policies related to the management of individuals. The HR Department is the responsible department for organizing people, reporting relationships of the human resources (HR) whom are the individuals that make up the workforce of an organization. SHRM: Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel. Training needs analysis TNA: Discuss the role of organizational analysis, person analysis, and task analysis in needs assessment. Needs Assessment: It refers to the process used to determine if training is necessary. Training efforts must aim at meeting the requirements of the organizations (long term) and the individual employees (short-term). This involves finding answers to questions such as: Whether training is needed? If yes, where it is needed? Which training is needed? Once we identify training gaps within the organization, it becomes easy to design an appropriate training program. Training needs can be identified through the following types of analysis: Organizational analysis: It involves a study of the entire organization in terms of its objectives, its resources, the utilization of these resources, in order to achieve stated objectives and its interaction pattern with environment. The important elements that are closely examined in this connection are: Analysis of objectives: This is a study of short term and long-term objectives and the strategies followed at various levels to meet these objectives. Resource utilization analysis: How the various organizational resources (human, physical and financial) are put to use is the main focus of this study. The contributions of various departments- are also examined by establishing efficiency indices for each unit. This is done to find out comparative labor costs, whether a unit is under manned or over manned. Environmental scanning: Here the economic, political, socio-cultural and technological environment of the organization is examined. Organizational climate analysis: The climate of an organization speaks about the attitudes of members towards work, company policies, supervisors, etc. Absenteeism, turnover ratios generally reflect the prevailing employee attitudes.

Task or role analysis: This is a detailed examination of a job, its components, its various operations and conditions under which it has to be performed. The focus here is on the roles played by an individual and the training needed to perform such roles. The whole exercise is meant to find out how the various tasks h be performed and what kind of skills, knowledge, attitudes are needed to the job needs. Questionnaires, interviews, reports, tests, observation and methods are generally used to collect job related information from time-to-time. After collecting the information, an appropriate training program may be designed, paying attention to: Performance standards required of employees, The tasks they have to discharge, The methods they will employ on the job and How they have learned such methods, etc. Individual analysis: Here the focus is on the individual-in a given job. There are three issues to be resolved through manpower analysis. First we try to find, whether performance is satisfactory and training is required. Second, whether the employee is capable of being trained and the specific areas in which training is needed. Finally, we need to state whether poor performances (who can improve with requisite training inputs) on the job need to be replaced by those who can do the job. Other options to training such as modifications in the job or processes should also be looked into. Personal observation, performance reviews, supervisory reports, diagnostic tests help in collecting the required information and select particular training options that try to improve the performance individual workers. How to conduct TNA? Organogram Industry analysis and benchmark practices Aligned with organogram Filter/redefine documents Checklist job description Expected job description Expected performance/signature On job observations, interviews, surveys etc. Expected performance less actual performance Careers and Career Management: Identify the reasons why companies should help employees manage their careers. Restructuring of organizations makes it essential that companies reconsider the concepts of career and career management in order to retain and motivate employees. Companies successful at managing employee growth that accompanies business expansion emphasize that employees are to be responsible for career management. These companies do provide resources supporting careers such as development opportunities, mentoring, and training managers in how to coach employees. In todays tough economic circumstances, business leaders are seeking competitive advantage through the best use of their people more than ever before.

Career management is lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them. It is the process through which employees: Become aware of their own interests, values, strengths, and weaknesses. Obtain information about job opportunities within the company. Identify career goals. Establish action plans to achieve career goals. Why Is Career Management Important? From the companys perspective, the failure to motivate employees to plan their careers can result in: A shortage of employees to fill open positions Lower employee commitment Inappropriate use of monies allocated for training and development programs From the employees perspective, lack of career management can result in: Frustration Feelings of not being valued by the company Being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing. Career Management and Career Motivation Career motivation refers to: Employees energy to invest in their careers Their awareness of the direction they want their careers to take The ability to maintain energy and direction despite barriers they may encounter Career motivation has three aspects: Career resilience the extent to which employees are able to cope with problems that affect their work Career insight involves how much employees know about their interests, skill strengths, and weaknesses the awareness of how these perceptions relate to their career goals Career identity the degree to which employees define their personal values according to their work What is a Career? The individual sequence of attitudes and behavior associated with work-related experiences and activities over the span of the persons life. Four different meanings applied to the concept of careers: as an advancement as a profession a lifelong sequence of jobs a lifelong sequence of role-related experiences
Traditional Career

Sequence of positions held within an occupation

 Context of mobility is within an organization Characteristic of the employee Protean Career Frequently changing based on changes in the person and changes in the work environment Employees take major responsibility for managing their careers Comparison of Traditional Career and Protean Career:

A Model of Career Development Career development: the process by which employees progress through a series of stages. Each stage is characterized by a different set of developmental tasks, activities, and relationships Career Stages Exploration: new employee is considered an apprentice Establishment: employees are considered to be colleagues Maintenance: employees can be trainers or mentors Disengagement : may take on the role of a sponsor

The career management process:

Components of the Career Management Process: Self-Assessment Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies. Often involves psychological tests. Reality Check Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans. Goal Setting The process of employees developing short- and long-term career objectives. Usually discussed with the manager and written into a development plan. Action Planning Employees determining how they will achieve their short- and long-term career goals. Design factors of Effective Career Management Systems: System is positioned as a response to a business need. Employees and managers participate in development of the system. Employees are encouraged to take an active role in career management. Evaluation is ongoing and used to improve the system. Business units can customize the system for their own purposes. Employees need access to career information sources. Senior management supports the career system. Career management is linked to other human resource practices such as training, recruiting systems, and performance management. Shared Responsibility: Roles in Career Management Employees Role in Career Management Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses. Identify their stage of career development and development needs. Seek challenges by gaining exposure to learning opportunities. Interact with employees from different work groups inside and outside the company. Create visibility through good performance.

Managers Role in Career Management

HR Managers Role in Career Management Provide information or advice about training and development opportunities. Provide specialized services such as testing to determine employees values, interests, and skills. Help prepare employees for job searches. Offer counseling on career-related problems. Companys Role in Career Management Companies are responsible for providing employees with the resources needed to be successful in career planning: Career workshops Information on career and job opportunities Career planning workbooks Career counseling Career paths Evaluating Career Management Systems Career management systems need to be evaluated to ensure that they are meeting the needs of employees and the business. Two types of outcomes can be used to evaluate: Reactions of the customers (employees and managers) who use the career management system Results of the career management system Evaluation of a career management system should be based on its objectives.