Download - Final Report - HRM
A REPORT ON
CURRENT HR ISSUES
AND
SKILLS REQUIRED FOR HR MANAGERS
By:
Ankita Sharma (H11006)
Anusheel Shrivastava (H11009)
Himanshu Gupta (H11020)
Kriti Jain (H11026)
Guided by: Prof. Srimannarayana M
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Contents
1. INTRODUCTION.............................................................................................................................4
1.1. METHODOLOGY.....................................................................................................................4
2. RESPONDENT DETAILS...................................................................................................................6
3. HR ISSUES....................................................................................................................................15
4. HR KNOWLEDGE AND SKILLS.......................................................................................................17
5. BENCHMARKING HR SKILLS AND KNOWLEDGE WITH THE HRM SYLLABUS.................................19
5.1 Indian Institutes...................................................................................................................19
5.1.1 XLRI, Jamshedpur.........................................................................................................19
5.1.2 MDI (Management Development Institute), Gurgaon.................................................21
5.1.3 TISS (Tata Institute of Social Sciences), Mumbai..........................................................23
5.2 International Business Schools............................................................................................25
5.2.1 Carlson School of Management...................................................................................25
5.2.2 Michigan State University............................................................................................27
5.2.3 Lancaster University.....................................................................................................29
6. CONCLUSION...............................................................................................................................30
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Table of Figures
Figure 1: Profile of Respondents.....................................................................................................7
Figure 2: Geographical Orientation of Companies...........................................................................8
Figure 3: Organizational Strength...................................................................................................9
Figure 4: Management Level of Respondents................................................................................10
Figure 5: HR role of respondents...................................................................................................11
Figure 6: Gender of Respondents..................................................................................................12
Figure 7: Level at which respondents began their career...............................................................13
Figure 8: Field in which respondents began their career................................................................14
Figure 9: Graphical representation of major issues.......................................................................15
Figure 10: Graphical Representation of major skills required for a HR manager.............................17
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1. INTRODUCTION
This project aims at identifying the current issues and challenges that Human Resources faces, recognizing the level of knowledge required by aspiring HR managers and benchmarking the HR skills and knowledge with the syllabus of XLRI and three other Indian and international programmes.
The objectives of the project are:
1. To identify the issues and challenges HR faces
2. To find out the level of specific knowledge, and skills required for HR managers in making
3. To draw the profile of HR professionals, and4. To benchmark HR skills and knowledge with HR programmes in India and abroad
1.1. METHODOLOGY A questionnaire containing three parts, designed by Professor Srimannarayana, was administered to the respondents.
Part 1 – 42 HR issues
Part 2 – 63 Knowledge and Skills
Part 3 – General information required to draw the profile of HR professionals
In order to ensure objectivity of the data, the Professor had asked for the questionnaire to be administered on HR professionals with a minimum of two years of experience. Also, we were asked to approach at least two respondents who belonged to the following categories:
a) Manufacturing Organization
b) Senior Management Position
c) Public Sector Undertaking
On obtaining the responses (11 in number), the data was analysed using quantitative and qualitative techniques. Through this process, the most relevant and critical HR issues, skills and knowledge areas were identified.
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The shortlisted issues, skills and knowledge were then compared and benchmarked with the syllabus of the two year HR programmes of XLRI and three other Indian and international institutes.
Based on the above comparison, certain suggestions have been made in order to align the course syllabus with the relevant HR issues and skills of the present day industry. The filled in questionnaires have been appended to the report.
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2. RESPONDENT DETAILSRe
spon
dent
No.
Indu
stry
Ow
ners
hip
Leve
l of
Man
agem
ent
Role
Year
s of
ex
perie
nce
in H
R
Year
s of
ex
perie
nce
in
field
s ot
her t
han
HR
R1 Engineering Public Lower Generalist 8 1
R2 Engineering Public Middle Training and Development
13 0
R3 Engineering Public Lower Generalist 4 0
R4 Engineering Public Lower Generalist 3 0
R5 CFL Lamp Manufacturer
Joint venture
Middle Generalist 13 19
R6 IT Private Lower Generalist 3 0.5
R7 Manufacturing Private Middle Generalist 2 1
R8 Processing Public Senior Generalist 15 20
R9 FMCG Joint Venture
Senior Generalist 15 5
R10 IT, ITES Private Lower Generalist 4 4
R11 IT, ITES Public Lower Recruitment 3 0
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Sector Number of respondentsPublic 6Private 3Others 2
Figure 1: Profile of Respondents
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Geographic orientation Number of respondentsIndian Company
Indian MNC
Figure 2: Geographical Orientation of Companies
8
[Type a quote from the document or the summary of an interesting
Organization Strength Number of organizationsLess than 500 3
Less than 5000 4Less than 10,000 110,000 and above 3
Figure 3: Organizational Strength
9
[Type a quote from the document or the summary of
Level of management Number of respondentsLower 6Middle 3senior 2
Figure 4: Management Level of Respondents
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MANAGEMENT [Type a quote from the document or the summary of an
HR role Number of respondents
Generalist 7
specialist 3
Figure 5: HR role of respondents
11
Gender Number of respondents
Male 9
Female 2
Figure 6: Gender of Respondents
12
Level at which career began Number of respondents
Executive/managerial 9
Others 2
Figure 7: Level at which respondents began their career
13
Field in which career began Number of respondents
Personnel/HR/IR 9
Operations 2
Figure 8: Field in which respondents began their career
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3. HR ISSUES
After receiving the responses of the questionnaires, the arithmetic means of each issue in the HR issues category were calculated. Then the mean of all the issue wise means was calculated. It was found out to be 2.935. Those issues whose mean was above 3.5 were identified as critical and those with mean between 2.935 and 3.5 were classified as important issues.
The following graph shows a clearer picture of the average number of responses:
Figure 9: Graphical representation of major issues
According to the responses, the following issues were identified as critical:
1. Performance Management
2. Career Plateuing
3. Recruitment
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The following issues were identified as important:
1. Strategic HRM
2. Training and developement
3. Global markets and competition
4. Human resource planning
5. Managing change
6. Managing high talented personnel
7. Measuring HR contribution
8. Selection of employees
9. Legal compliance
10. Motivating employees
11. Salary fixation
12. Changes in information technology
13. Employee relations
14. Ethics in workplace
15. Changing profile of workforce
16. Balancing work and family programmes
17. Changing attitude towards work
18. Handling employee grievance
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4. HR KNOWLEDGE AND SKILLS
After receiving the responses of the questionnaires, the arithmetic means of each issue in the HR knowledge and skills category were calculated. Then the mean of all the issue wise means was calculated. It was found out to be 3.237. Those issues whose mean was above 3.6 were identified as critical and those with mean between 3.237 and 3.6 were classified as important issues. Among these, we have used the top 20 skills for benchmarking.
The following graph shows a clearer picture of the average number of responses:
Figure 10: Graphical Representation of major skills required for a HR manager
According to the graph, following HR knowledge and skills were identified as critical:
1. Integrity
2. Recruiting skills
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3. Conduct training needs assessment
4. Interpersonal skills
5. Decision making skills
6. Results orientation
7. Conflict resolution skills
The following HR knowledge and skill areas were identified as important:
1. Interviewing skills
2. Design performance appraisal system
3. Conduct training programmes
4. Conduct training evaluation
5. Knowledge of corporate social responsibility
6. Develop strategic HR plan
7. Negotiation skills
8. Develop career development programmes
9. Train line managers in HR
10. Develop overall HR policies
11. Measure HR contribution
12. Verbal communication skills
13. Written communication skills
14. Analytical skills
15. Problem solving skills
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5. BENCHMARKING HR SKILLS AND KNOWLEDGE WITH THE HRM SYLLABUS
a. Indian Institutes
i. XLRI, Jamshedpur
S No. Knowledge and skill areas Courses taught at XLRI
1. Integrity Managerial Ethics
2. Recruiting skills Selection
3. Conduct training needs assessment Training and Development
4. Interpersonal skills Managerial Communication
5. Decision making skills Personal Effectiveness and Self-Leadership
6. Results orientation No Core Course
7. Conflict resolution skills Collective Bargaining and Negotiation Process
8. Interviewing skills Managerial Communication
Selection
9. Design performance appraisal system
Performance Management and Appraisal
10. Conduct training programmes Training and Development
11. Conduct training evaluation Training and Development
12. Knowledge of corporate social responsibility
Introduction to Social Entrepreneurship
13. Develop strategic HR plan Strategic Human Resource Management
Human Resource Planning
Advanced Manpower Planning
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14. Negotiation skills Collective Bargaining and Negotiation Process
15. Develop career development programmes
Managerial Competencies and Career Development
16. Train line managers in HR Training and Development
17 Develop overall HR policies Strategic Human Resource Management
18. Measure HR contribution Measuring HR
19. Verbal communication skills Managerial Communication
20. Written communication skills Managerial Communication
21. Analytical skills Quantitative Techniques for Human Resource Management
Social Research Methods
22. Problem solving skills Strategic Game Theory for Managers
In the course of XLRI a subject focusing on developing result orientation of HR managers should be introduced. There should also be a subject which should entirely deal with development of interpersonal skills.
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ii. MDI (Management Development Institute), Gurgaon
S No. Knowledge and skill areas Courses taught at MDI
1. Integrity No Core Course
2. Recruiting skills Recruitment and Selection
3. Conduct training needs assessment Coaching and Mentoring, Talent Management andCompetency Framework
4. Interpersonal skills Oral Communication and Presentation Skills
5. Decision making skills No Core Course
6. Results orientation No Core Course
7. Conflict resolution skills Leadership and Managerial effectiveness, Bargaining
8. Interviewing skills No Core Course
9. Design performance appraisal system
Performance Management, Organizational Planning &Design
10. Conduct training programmes No Core Course
11. Conduct training evaluation Talent Management and Competency Framework
12. Knowledge of corporate social responsibility Strategic HRM-I
13. Develop strategic HR plan Business strategy formulation and implementation
14. Negotiation skills Negotiating Skills and Collective
15. Develop career development programmes
No Core Course
16. Train line managers in HR No Core Course
17 Develop overall HR policies Organizational Planning & Design, HR Systems and Processes
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18. Measure HR contribution No Core Course
19. Verbal communication skills Oral Communication and Presentation Skills
20. Written communication skills No Core Course
21. Analytical skills Statistics for Management
22. Problem solving skills No Core Course
Suggestion: Considering the importance of integrity in skills required for an HR manager, a subject should be introduced focussing on ethics and integrity. Courses should be introduced to develop skills like decision making, problem solving and result orientation. Apart from this more focus should be on aspects of training and recruitment like conducting training programs, training line managers, interviewing skills. Other areas where subjects need to be introduced are written communication skills and career development.
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iii. TISS (Tata Institute of Social Sciences), Mumbai
S No. Knowledge and skill areas Courses taught at TISS
1. Integrity Corporate Governance and Business Ethics
2. Recruiting skills Employee Resourcing
3. Conduct training needs assessment Training Process, Delivery and Effectiveness Measurement
4. Interpersonal skills Understanding Self and Facilitating Relationship
5. Decision making skills No Core Course
6. Results orientation No Core Course
7. Conflict resolution skills Development Experience, Social Conflict and change
8. Interviewing skills No Core Course
9. Design performance appraisal system
Performance Management and Development
10. Conduct training programmes Training Process, Delivery and Effectiveness Measurement
11. Conduct training evaluation Training Process, Delivery and Effectiveness Measurement
12. Knowledge of corporate social responsibility
No Core Course
13. Develop strategic HR plan Management of Human Resources: Conceptual and Strategic Perspectives
14. Negotiation skills No Core Course
15. Develop career development programmes
No Core Course
16. Train line managers in HR Training Process, Delivery and Effectiveness
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Measurement
17 Develop overall HR policies No Core Course
18. Measure HR contribution No Core Course
19. Verbal communication skills Business Communication and Presentation Skills
20. Written communication skills Business Communication and Presentation Skills
21. Analytical skills Business Statistics and Quantitative Techniques
22. Problem solving skills No Core Course
Suggestion: To fulfil the skills required by future HR managers, subjects on enhancing decision making and result orientation, and problem solving skills must be included. HR related subjects like developing HR policies, HR measurement, and career development should be introduced. Other areas to which more emphasis should be laid on are collective bargaining/negotiation and corporate social responsibilities.
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b. International Business Schools
5.2.1 Carlson School of Management
S No. Knowledge and skill areas Courses taught at Carlson
1. Integrity HRIR in Practice: Strategy, Execution, and Ethics
2. Recruiting skills Staffing, Training, and Development
3. Conduct training needs assessment No Core Course
4. Interpersonal skills Managerial Communications
5. Decision making skills Innovative HR Leadership in the Context of Change and Uncertainty
6. Results orientation No Core Course
7. Conflict resolution skills Dispute Resolution: Labour Arbitration
8. Interviewing skills No Core Course
9. Design performance appraisal system Compensation and Benefits
10. Conduct training programmes Staffing, Training, and Development
11. Conduct training evaluation Staffing, Training, and Development
12. Knowledge of corporate social responsibility
No Core Course
13. Develop strategic HR plan No Core Course
14. Negotiation skills Labour Relations and Collective Bargaining
15. Develop career development programmes
Employee Development: Creating a Competitive Advantage
16. Train line managers in HR No Core Course
17 Develop overall HR policies Organizational Theory Foundations of High-
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Impact HRIR
18. Measure HR contribution Organizational Development, HR Metrics, and the Balanced Scorecard
19. Verbal communication skills Managerial Communications
20. Written communication skills No Core Course
21. Analytical skills Using Data and Metrics in HRIR
22. Problem solving skills Operations Management
According to future requirements, strategic planning related subjects should be included. To cater to the training requirements, training conduction related subjects are needed. Other areas of focus should be development of result orientation, interviewing skills, knowledge of corporate social responsibilities.
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5.2.2 Michigan State University
S. No. Knowledge and skill areas Courses taught at Michigan
1. Integrity No core course
2. Recruiting skills Staffing Organizations
3. Conduct training needs assessment
Training & Development
4. Interpersonal skills No Core Course
5. Decision making skills Organizational Development and Planned Change
6. Results orientation Organizational Development and Planned Change
7. Conflict resolution skills Negotiations & Conflict Resolution, Grievance Administration & Arbitration
8. Interviewing skills Staffing Organizations
9. Design performance appraisal system
Compensation and Benefit Systems
10. Conduct training programmes
Training & Development
11. Conduct training evaluation Training & Development
12. Knowledge of corporate social responsibility
No Core Course
13. Develop strategic HR plan Human Resource Strategies and Decisions
14. Negotiation skills Collective Bargaining, Negotiations & Conflict Resolution
15. Develop career development programmes
High Performance Work Systems
16. Train line managers in HR Organizational Behaviour for the Management of Human Resources
17 Develop overall HR policies Human Resource Strategies and Decisions
18. Measure HR contribution No Core Course
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19. Verbal communication skills No Core Course
20. Written communication skills No Core Course
21. Analytical skills Quantitative Methods for HR & LR
22. Problem solving skills Quantitative Methods for HR & LR
Suggestion: Considering current scenario, subjects related to integrity and corporate social responsibility must be introduced. Courses improving interpersonal, written and verbal communication skills are also required. In addition to this a subject dealing with HR metrics is also required.
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5.2.3 Lancaster University
Sl. No Skills Courses at Lancaster University1. Integrity Knowledge management II2. Recruiting skills Human Resource Management II3. Conduct training needs assessment Human Resource Management II4. Interpersonal skills No Core Course5. Decision making skills No Core Course6. Results orientation No Core Course7. Conflict resolution skills No Core Course8. Interviewing skills Human Resource Management II9. Design performance appraisal system Human Resource Management II10. Conduct training programmes Human Resource Management II11. Conduct training evaluation Human Resource Management II12. Knowledge of corporate social responsibility No Core Course13. Develop strategic HR plan Human Resource Management I14. Negotiation skills No Core Course15. Develop career development programmes Human Resource Management I16. Train line managers in HR No Core Course17. Develop overall HR policies The Management of
Organisational ChangeHuman Resource Management I
18. Measure HR contribution Human Resource Management I19. Verbal communication skills No Core Course20. Written communication skills No Core Course21. Analytical skills Quantitative Methods in
Management22. Problem solving skills No Core Course
Lancaster University does not have any courses on Interpersonal, Verbal and Written communication. Moreover, the courses do not develop decision making, result orientation, conflict resolution, negotiation and problem solving skills. Like other universities benchmarked it also does not provide any ‘knowledge of corporate social responsibilities’.
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6. CONCLUSION
Most programmes benchmarked in this article lack in a course which focuses on integrity. XLRI, TISS and Carlson SoM have included courses which focus on integrity; this is the highest rated value by the respondents in the survey. Therefore, it is evident that the course structure in these schools is much more aligned to industry requirements.
Except XLRI, no other business schools provide any courses for developing interpersonal, written and verbal communication skills. Therefore, students of XLRI have an advantage in this respect.
Most schools also lack core courses on developing negotiation and conflict resolution skills as compared to XLRI. None of the business schools have a course which equips students with the skill of result orientation, rated 6th by the respondents. Our suggestion would be to introduce a course which could inculcate such abilities in students.
Business schools also need to introduce courses on corporate social responsibility to enable students better understand today’s business environment.
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