BA4015 STRATEGIC HUMAN RESOURCE MANAGEMENT

COURSE OBJECTIVE: To help students understand the transformation in the role of HR functions from
being a support function to strategic function.

UNIT I CONTEXT OF SHRM 9

SHRM - SHRM models - strategic HRM vs. Traditional HRM - Barriers to Strategic HR- Adopting an
Investment Perspective - Understanding and Measuring Human capital - Human side of corporate
strategies - strategic work redesign - Strategic Capability - Bench Marking.

UNIT III E-HRM 9

e- Employee profile– e- selection and recruitment - Virtual learning and Orientation – e - training and
development – e-learning strategies- e- Performance management - and Compensation design - Use of
mobile applications in HR functions– Development and Implementation of HRIS – Designing HR portals –
Issues in employee privacy – Employee surveys online.

UNIT IV CAREER & COMPETENCY DEVELOPMENT 9

Career Concepts – Roles – Career stages – Career planning and Process – Career development Models–
Career Motivation and Enrichment –Managing Career plateaus- Designing Effective Career Development
Systems – Competencies and Career Management – Competency Mapping Models – Equity and
Competency based Compensation.

UNIT V EMPLOYEE COACHING & COUNSELING 9

Need for Coaching – Role of HR in coaching – Coaching and Performance – Skills for Effective Coaching –
Coaching Effectiveness– Need for Counseling – Role of HR in Counseling - Components of Counseling
Programs – Counseling Effectiveness – Employee Health and Welfare Programs.

TOTAL: 45 PERIODS

COURSE OUTCOMES:

1. Understand the relationship of HR strategy with overall corporate strategy, the strategic role of
specific HR systems.

2. Appreciate SHRM in the context of changing forms of organization and will have a better
understanding of the tools and techniques used by organizations to meet current challenges.

3. To be more sensitive to cross-cultural issues and understanding of international approaches to dealing

with people in organizations. Students will look at HRM in a broader, comparative and international
perspective to deal with complex issues and manifold risks.
4. Providing an overview of the counseling and coaching processes and techniques, developing
alternative approach to dealing with problem situations in organizations

5. Understand the career development theories and models and gain necessary self-insight, skills and
techniques to become effective HR managers

REFERENCES:

1. Randy L. Desimone, Jon M. Werner – David M. Mathis, Human Resource Development, Cengage
Learning, 7th edition, 2016.

2. Jeffrey A Mello, Strategic Human Resource Management, Cengage Learning, 3rd edition, 2011.

3. Paul Boselie. Strategic Human Resource Management. Tata McGraw Hill. 2011

4. Robert L. Mathis and John H. Jackson, Human Resource Management, Cengage Learning, 2007.

5. Pulak Das. Strategic Human Resource Management- A Resource Driven Perspective- Cengage
Learning 4th Indian Reprint- 2013.

6. Terresa Torres Coronas & Mario Arias Olivia. E-Human Resource Management- Managing Knowledge
People- Idea Group Publishing, 2005.

7. Randall S Schuler and Susan E Jackson. Strategic Human Resource Management. Wiley Publications-
2007

UNIT I CONTEXT OF SHRM 9

SHRM
SHRM DEFINITION

“Strategic human resource management means formulating and executing human

resource policies and practices that produce the employee competencies and
behaviors that the company needs to achieve its strategic aims.”- Gary Dessler

“Strategic human resource management is an approach to making decisions on the

intentions and plans of the organization concerning the employment relationship
and the organization’s recruitment, training, development, performance
management, and the organization’s strategies, policies, and practices.” –
Armstrong Strategic human resource management (SHRM) is defined as “the
pattern of planned human resource deployments and activities intended to enable
an organization to achieve its goals”. – Wright & McMahan

SHRM models

MODELS OF SHRM

THEORIES OF SHRM

The development of strategic human resource management theories allows

management to do HR practice in a more flexible and effective way. Strategic
Human Resource Management which is the result of the evolution has brought to
the organisation’s attention. For getting success into business, business strategies
involve observing the ability of your employees so that the outcomes can be
submitted on time following by the growth of company. Through the strategic
planning process, you can make sure that you know the company goals,
opportunities and the other competitive and after that hire the staff and get them
train to achieve all the requirements of company.
Universalistic theory

 It is also referred to as the best practice model, which is based

on the assumption that there is a set of superior/best HRM
practices, and that adopting themwill inevitably leadto superior
organizational performance
 The idea that the adoption of certain ‘best’ human resource
practices would result in enhanced organizational performance,
manifested in improved employee attitudes and behaviors,
lower levels of absenteeism and turn over, higher levels of skills
and therefore higher productivity, enhanced qualityand
efficiency and ofcourse increased profitability.
 Universalistic perspective maintains that firms will see
performance gains by identifying and implementing best
practice irrespective of the product market situation, industry or
location of the firm.
 Firms that have very distinctive management practices,
distinctive human resources practices which shape the core
competences that determine how firms compete. What works
well in one organization will not necessary work well in another
because it may not fit its strategy, technology or working
practices.
 Organizational high performance work systems are highly
idiosyncratic and must be tailored carefully to each firm’s
individual situation and specific context in order to provide
maximum performance.
 Benchmarking is a valuable way of identifying areas of
innovation and development that are practiced to good effect
elsewhere by leading companies.
Contingency theory

 For the contingency theory, otherwise known as best fit

HRM, there are no universal prescription of HR policies and
practices. It is all contingent on the organization’s context,
culture and its business strategy
 The best fit theory emphasizes the importance of ensuring that
HR strategies are appropriate to the circumstances of the
organization, including the culture, operational processes and
external environment.
 HR strategies have to take account of the particular needs of
both the organization and its people. It explores the close link
between strategic management and HRM by assessing the
extent to which there is vertical integration between an
organization’s business strategy and its HRM policies and
practices
 The vertical integration between business strategies or the
objective of the business and individual behaviour and
ultimately individual, team and organizational performanceis
at the fore of core models of SHRM.
 Invertical integration or ‘fit’ where ‘leverage’ is gained
through procedures, policies and processes is widely
acknowledged to be a crucial part of any strategic approach to
the management of people.
 The best fit therefore ensures an explicit link or relationship
between internal people processes and policies and the
external market in business strategy, and thereby ensures that
competences are created which have a potential to be a key
source of competitive advantage.
 According to the contingency approach, a firm’s approach to
competition depends on, or makes use ofthe talents and
capabilities ofemployees, then HR practices would be more
 likely to have an impact on performance; otherwise the
connection between HR and performance might be minimal.

Configurational theory

 A strategy’s success turns on combining external fit and

internal fit. A firm with bundles of HR practices should have
a high level of performance, provided it also achieves high
levels of fit with its competitive strategy.
 Emphasis is given to the importance of bundling SHRM
practices and competitive strategyso that they are interrelated
and therefore complement and reinforce each other.
 Practices within bundles are interrelated and internally
consistent, and has an impact on performance because of
multiple practices. Employee performance is a function of
both ability and motivation. There are several ways in which
employees can acquire needed skills (such as careful selection
and training) and multiple incentives to enhance motivation
(different forms of financial and non-financial rewards.)
 A key theme that emerges in relation to best-practice HRM is
that individual practices cannot be implemented effectively in
isolation but rather combining them into integrated and
complementary bundles is crucial.
 In the configuration school, cohesion is thought likely to
create synergistic benefits which in turn enable the
organization’s strategic goals to be met.
 The approach of bundling is holistic as it is concerned with
the organization as a total entityand addresses what needs to
be done as a whole in order to enable it to achieve its
corporate strategic objectives.
 The notion of a link between business strategy and the
performance of every individual in the organization is central
to ‘fit’ or vertical integration. Internal fit advocates bundlesof
 practice, to ensure that organizations gain benefits from
implementing a number of complementary practices rather
than only a single practice

Competitive Theory

 Under this model, organizations need to work out the required

employee behaviors to implement a chosen competitive
strategy and devise supporting HR practices to enable those
behaviors to be encouraged in the workforce. Vertical
integration can be explicitly demonstrated through the linking
of a business goal to individual objective setting, to the
measurement and rewarding of attainment of that business
goal.
 SHRM according to configuration theorists requires an
organization to develop a HR system that achieves both
horizontaland vertical integration. The configuration approach
contributes to the SHRM debate in recognizing the need for
organizations to achieve both vertical and horizontal fit
through their HR practices, so as to contribute to an
organization’s competitive advantage and therefore be
deemed strategic.

 The use of performance management practices and

competency frameworks are typically adopted to provide for
coherence across a range of HR activities

MULTI LEVEL MODEL OF SHRM

Harvard Model or the Integrated System Model:

The Harvard Model was postulated by Beer et al (1984) at Harvard

University. The authors of the model also coined it the map of HRM
territory. The Harvard model acknowledges the existence of multiple
stakeholders within the organisation. These multiple stakeholders
include shareholders of various groups of employees, government
and the community at large.

There cognition of the legitimacy of these multiple

stakeholders renders this modelaneo- pluralist model. This model
emphasises more on the human/soft side of HRM. Basically this is
because this model emphasizes more on the fact that employees like
any other shareholder are equally important in influencing
organizational outcomes. In fact the interest of the various

groups must be fused and factored in the creation of HRM strategies

and ultimately the creation of business strategies.
 A critical analysis of the model shows that it is deeply rooted
in the human relations tradition. Employee influence is recognised
through people motivation and the development ofan organisation
culture based on mutual trust and team work. The factors must be
factored into the HR strategy which is premised on employee
influences, HR flows, reward system etc. The outcomes from such a
set up are soft in nature as they include high congruence,
commitment, competencies etc.

The achievement of the crucial HR outcomes has got an

impact on long term consequences, increased productivity,
organisational effectiveness which will in turn influence shareholder
interests and situational factors hence making it a cycle. It is thus
important to note that the Harvard model is premised on the belief
that it is the organisation’s human resources that give competitive
advantage through treating them as assets and not costs.
Devanna Model/ “Matching Model”/Michigan Model:

This model would be described as ‘hard’ HRM because it emphasises

treating employees as a means to achieving the organisation’s
strategy, as a resource that is used in a calculative and purely rational
manner. Hard HRM focuses more than soft HRM does on using
people as resources and as a means towards the competitive success
of the organisation.

Arguably, the strength and the major limitation of their approach is

that it focuses on the organisation and how it can best rationally
respond to its external environment. Focusing on the level of the
organisation has the advantage of drawing attention to aspects partly
under the control of management, such as formal strategy, structure,
and preferred culture. On the other hand, attending to the
organisational level may lead managers to assume that, through
organisational strategy, structure, and HR systems, they have more
power than they really haveto change individuals and influence the
external environment.
Hard HRM assumes that increasing productivity will continue to be
management’s principal reason for improving HRM. The authors
proposed a framework for strategic HRM that assumes the needs of
the firm are paramount. They said in their view organisations exist to
accomplish a mission or achieve objectives and that strategic
management involves consideration of three interconnected issues.
First, the mission and strategy must be considered because these are
an organisation’s reason for being. Second, the organisation’s
structure, personnel requirements,and tasks, must be formally laid
out, including systems of accounting and communications. Third, HR
systems need to be established and maintained because, as the authors
state: ‘people are recruited and developed to do jobs defined by the
organisation’s formal structure: their performance must be monitored
and rewards allocated to maintain productivity’

The Michigan model is ‘hard’ HRM because it is based on strategic

control, organisational structure, and systems for managing people. It
acknowledges the central importance of motivating and rewarding
people, but concentrates most on managing human assets to achieve
strategic goals. A company practising hard HRM would have a style
of management that treats employees in a calculated way, primarily
as means to achieving business goals. Its top management would aim
to manage the organisation rationally and achieve a ‘fit’ between the
organisation’s strategy, structure, and HRM systems.
Strategic HRM vs. Traditional HRM

Basis Traditional HRM SHRM

Responsibility Staff personnel in the HR Linemanagers;allmanagersresponsible for

for HR department people are HR managers
Programs

Focus of Employee relations— ensuring Partnerships with internal (employees) and

activities employee motivation and external (customers, stakeholders, public
productivity,compliancewithlaws interest groups) groups

Roleof HR Reactiveand transactional Proactive and transformational, change

leader

Initiative for Slow,piecemeal,andfragmented, not Fast, flexible, and systemic, change

change integrated with larger issues initiatives implemented in concert with
other HR systems

Timehorizon Short-term Consider various time frames as necessary

(short, medium, or long-term)
Control Bureaucraticcontrolthroughrules, Organic control through flexibility, as few
procedures, and policies
restrictions on employee behavior as
possible

Job design Focus on scientific management Broadjobdesign,flexibility,teamsand groups,

principles—the division of labor,
and cross-training
independence, and specialization

Important Capital,products, technology,and Peopleandtheirknowledge,skills,and abilities

investments finance

Accountability Costcenter. Investmentcenter.

Barriers to Strategic HR

BARRIERS TO STRATEGIC HUMAN RESOURCE MANAGEMENT

1. Short term mentality: Short-term mentality and focus on the

current performance of SHRM is the first barrier. Every
manager act, long-term focus, because the organization has
been established with long-terms objectives/focus.
2. Strategic inability: Very often SHRM does not think
strategically and he cannot think it due to incapability. This
type of in ability may arise for many reasons as lack of
technical knowledge, insufficient training and the like.
3. Lack of appreciation: Sometimes top managers do not
recognize the activities of strategic human resource
management. So SHR manager does not get interested in
doing any innovative venture. A few appreciations may get
them a substantial mental boost up.
4. Failure in understanding the role: General managerial roles
may not be fully understood by be managers. This failure is
 due to lack of knowledge about the specialty of a degree of
responsibility. This failure may create distance between these
managers.
5. Difficulty in quantifying outcomes: Many outcomes may not
be quantified. But SHRM tries to enjoy the contribution. This
is not always possible. Participation, work etc. type function
cannot be quantified because of their intangibility.

6. Wong perception on human assets: Investment in human

assets may be regarded as high risk than that of technology
and information. Though these technologies are run by the
human resources. This wrong perception may inhibit the
progress.
7. Resistance: SHR Managers may be resisted because of the
incentives for change that might arise. The change
implemented demand some incentives for efforts to execute
the changed program. If these incentives are not given
reasonable, they may create barriers SHRM
Understanding and Measuring Human capital

HUMAN CAPITAL MANAGEMENT

Human capital represents the human factor in the organization; the combined
intelligence, skills and expertise that gives the organization its distinctive
character. The human elements of the organization are those that are capable of
learning, changing, innovating and providing the creative thrust which if properly
motivated can ensure the long-term survival of the organization.- Definition by
Bontis et al

Constituents of human capital

Human capital consists of intellectual, social and organizational capital.

Intellectual capital

These can be regarded as the intangible resources associated with people, which
together with tangible resources (money and physical assets) comprise the market
or total value of a business.

Social capital

Social capital is another element of intellectual capital. It consists of the

knowledge derived from networks of relationships within and outside the
organization.

Organizational capital

Organizational capital is the institutionalized knowledge possessed by an

organization that is stored in databases, manuals, etc. It is also called as
organizational capital.

HUMAN CAPITAL MANAGEMENT STRATEGY

A human capital management (HCM) strategy is a plan for managing talent in

ways that enable an organization to meet its strategic objectives. Human Capital
Management system describes the process of managing employees working in an
organization that will result in significant productivity. In simple terms, managing
the workforce in an organization is termed as human capital management.
Human capital management (HCM) is a set of practices related to people
resource management. These practices are focused on the organizational need to
provide specific competencies and are implemented in three categories: workforce
acquisition, workforce management and workforce optimization.

STRATEGIC CAPABILITY

With the emergence of the knowledge era, it has become widely recognized that the
In tangible assets of an enterprise will be key to both its ability to create competitive
advantage, and to grow at an accelerated pace. As a result, more and more organizations
are showing increased attention to the creation of value through leveraging knowledge.
Increased competition, changing workforce demographics and a shift toward knowledgebased work are
requiring companies to place an increasingly higher priority on improving Work force productivity.
Organizations are now looking to the Human Resources function to go beyond the delivery of cost-
effective administrative services and provide expertise
on how to leverage human capital to create true marketplace differentiation. Facing these
challenges, many HR organizations have been actively revamping to more effectively
deliver the strategic insights the business requires. Improving the strategic. capability of
the HR organization is not, by itself, a new idea. Spurred on by leading academics such
as David Ulrich and Edward Lawler, organizations have worked for the better part of the
last decade to build more strategic capability into their HR departments Competing in
today’s environment requires companies to focus on building a more responsive, flexible
and resilient workforce

To do so, organizations must do a more effective job of sourcing talent, allocating

resources across competing initiatives, measuring performance and building key
capabilities and skills. HR organizations that provide strategic guidance on these issues
can become proactive drivers of organizational effectiveness, rather than simply a
supporter of these efforts. The key to the performance and growth of today’s enterprises
resides in the capabilities of the organization, which in turn depend on the capabilities of
its people. The industrial era was a time when people were easily recruited and retained
to fill an established, unvarying set of roles. The knowledge era brings with it a much
more competitive marketplace for talent

Building Strategic Capability: The roles of the HR manager or HR Business Partner and Centers of
Expertise (CoE) at the heart of the strategic reinvention of the HR organization are the roles of the HR
Business partner and the Centers of Expertise (CoE). Organizations continue to struggle with a number
of factors (see Figure 1.7), including

 Defining the new job responsibilities and performance measures for HR Business Partners and
CoE members Identifying the capabilities necessary to meet the new role expectations
 Defining the number of individuals needed to fill each of these roles
 Identifying and addressing sources of resistance when HR personnel are asked to
 focus on more strategic activities

Areas of focus when transforming strategic HR positions

 Capability

 Capacity

 Responsibilities

In recent years, companies have often retitled their HR generalists as “Business Partners” in an
attempt to connote a closer and more strategic working relationship between the HR department
 and the operating units. For many companies the very nature of the work of a Business Partner has
been redefined.

At the same time, a significant amount of the front-line employee relations work was also
transferred to a combination of line managers and dedicated shared services personnel. For some
organizations, these changes eliminated up to 70 percent or more of the workload of the traditional
HR generalist role. In its place, HR Business Partners were generally asked to take greater
accountability for more strategic tasks that need to be accomplished over a longer time horizon.
These could include activities such as: consulting with business unit leadership on a new productivity
initiative; rolling out a new competency framework; developing a talent capacity plan for a new
product or service launch; and developing a three-year labor outlook for an emerging set of skills
and Capability Capacity Responsibilities capabilities.

These activities are designed to look beyond employee transactions at how the business unit can
make the best use of its current and future human capital resources. For individuals working in CoE,
the focus shifts toward playing two roles: thought leader and integration manager. As thought
leaders, CoE personnel need to be responsible for designing HR programs and processes, identifying
and applying good practices from outside the organization, monitoring program effectiveness, and
providing subject matter assistance to Business Partners and shared services personnel. In addition,
CoE personnel need to manage the relationships with outsourcing vendors for their particular
discipline; including the monitoring of service level agreements and conducting root cause analysis
to address ongoing issues

Bench Marking.

UNIT II HUMAN RESOURCE DEVELOPMENT 9

Meaning

Strategy: It is creation of mission, setting of organizational objectives with full consideration of external
and internal forces, formulation if specific policies, to achieve objectives and assurances of
implementation of the policies with a view to make the objectives of the organization are accomplished.
HRM comprises of developing, applying and evaluating policies, procedures, methods and programmes
relating to the individuals in the organization. Young and Berman (1997) identifies three paths through
which HR practices can contribute to business performance. By improving employee satisfaction By
shaping customer and shareholder satisfaction. Changes required: Instead of being HR driven, the
next generation of HR measures should be business driven. Instead of being activity oriented new HR
measures should be impact oriented. (How must business results do we improve) Instead of looking
backward, innovative HR measures should predict the future success of corporation. Instead of
focusing on individual HR practices, future measures should focus on the entire HR system. The
business objectives are to be achieved by the people working in the organization. If the people are not
competent and rightly motivated then the best strategy may go in vain. HR policies should be in
synergy with business objectives. HR professional becomes a part of the team who formulate the
business/ corporation strategy. HR strategy should be drawn from the business/ corporation
strategy.

Definition of strategic HRM: Walker (1992) defines SHRM as “The means of aligning the management of
HR with the strategic content of the business”. “To minimize competitive advantage, firm must match its
capabilities and resources to the opportunities available in the external environment”. This is called the
strategic fit model

– Strategic framework for HRM and HRD

STRATEGIC HUMAN RESOURCE FRAMEWORK FOR THE HRD PROCESS Designing HRD interventions
involves a process, which include a 4-step sequence; • Need assessment • Design • Implementation and
• Evaluation. I. Need Assessment Phase: A need can be either be a current deficiency such as poor
employee performance/ new challenge that demands a change in the way the organization operates.
Example: In 1980’s, Ford Motor Company, because of the poor quality of its car and truck loosed its
market share to foreign competitors. Ford framed HRD Programs to train employees in quality
improvement and problem solving techniques. Identifying needs involves examining organization,
environment, job tasks and employee performance. The information can be used to • Establish priorities
for the HRD efforts. • Define specific training HRD objectives. • Establish evaluation criteria. b. Design
phase: If the intervention involves same type of T&D program the following activities are typically
carried out. a) Selecting specific objectives of the program: Translate the issues identified in to class
objectives. b) Developing an appropriate lesson plan for the program: It should contain what should be
done in HRD program. c) Developing appropriate materials for the trainees. d) Determining who will
deliver the program Full time HRD Professional is employed- depends on expertise and work schedules
of professionals. If he is not available, it depends on managers, supervisors, outside consultants
(depends on willingness, ability, availability, cost). e) Selecting appropriate management • Developing
the content of the program • On the job/off the job (setting) • Lectures, role play (techniques) • Work
books, ppt, videos (materials) • Develop in-house material/purchase. f) Scheduling the program
Consider the following a) Lead-time available to participants b) Program length c) Location d) Regular
duties. c. Implementation phase • Executing the program as planned • Creating an environment that
enhances learning • Resolving problems a. Evaluation phase: Participants’ reaction to the program •
How much they have learned • Whether they use what they learnt • Whether the program improved
organization effectiveness The following information will help in making better decision • Offering a
particular program in future • Budgeting/resource allocation.
HUMAN RESOURCE DEVELOPMENT It is a continuous process to ensure the development of employee
dynamism, effectiveness, competencies and motivation in a systematic and planned manner. GOALS OF
HRD: / OBJECTIVES OF HRD HRD has multiple goals. They are: Employee’s competency development.
Employee’s motivation development. Organizational climate development. a. Employees need to
have a variety of competencies: Knowledge, skills and attributes in technical areas, HR and conceptual
areas to perform different tasks. Therefore HRD aims to identify competency gaps of employees and
train them to perform the roles effectively. Due to change in the environment, customers expectations,
technology, new opportunities, challenges, employees need to improve their competency to perform
the job well. b. Motivation Development: Motivation Development is an aim of HRD. It means the desire
to work, it is an involvement to the job and commitment to the organization. Without motivation
employees are not likely to give their best. c. Organizational Climate: HRD promotes team building and
collaborative climate. This requires building and enabling organizational culture in which employees use
their initiative, take risks, equipments, innovate and make thins happen.

HRD MECHANISMS / SUB- SYSTEMS: 1. Performance and Potential Appraisal: If the performance of the
people has to be enhanced, their performance has to be evaluated periodically. Performance appraisal
interviews between the manager and the sub ordinate are conducted at regular interviews. Strength
and weakness Reasons for shortfall in performance. Potential appraisal means the possibility of
career advancement. Capability to perform new roles and responsibilities must continuously be
developed among employees. 2. Feedback and performance coaching: Managers in an HRD system have
the responsibility for observation and feedback to subordinates about their strength and weakness on a
continuous basis. 3. Career planning: HRD philosophy is that people perform better when they feel
trusted and see meaning in what they are doing. As managers have information about the growth plans
of the organization it is their responsibility to transmit information to their sub ordinates and to assist
them in planning their careers within the organization. 4. Training: It is linked with performance
appraisal and career development. Employees are trained on the job / special in house training
programmes. The effects of all training programmes are monitored, analyzed and used for 5.
Organizational development: This function includes research to ascertain the psychological health of the
organization. Employee surveys are conducted here. OD specialists helps to solve problems such as
absenteeism, low production, interpersonal conflict. 6. Honours and awards: Appraisal honours and
awards not only recognize and motivate employees, but also communicate the organizations values to
the employees. Awards include cash awards, certificates of appreciation, announcements, pay rise. 7.
Employee welfare and quality of work life: In order to maintain work commitment of lower level
employees in the organization, the organization must provide some welfare measures viz; medical
insurance, holidays. QWL focus on the environment within the organization. Job enrichments,
educational subsidies, recreational activities are few.

Building Strategic Capability: The roles of the HR manager or HR Business Partner and Centers of
Expertise (CoE) At the heart of the strategic reinvention of the HR organization are the roles of the HR
Business partner and the Centers of Expertise (CoE). Organizations continue to struggle with a number
of factors (see Figure 1.7), including: Defining the new job responsibilities and performance measures
for HR Business Partners and CoE members Identifying the capabilities necessary to meet the new role
expectations Defining the number of individuals needed to fill each of these roles Identifying and
addressing sources of resistance when HR personnel are asked to focus on more strategic activities.
Figure 1: Areas of focus when transforming strategic HR positions In recent years, companies have often
retitled their HR generalists as “Business Partners” in an attempt to connote a closer and more strategic
working relationship between the HR department and the operating units. For many companies the very
nature of the work of a Business Partner has been redefined. At the same time, a significant amount of
the front-line employee relations work was also transferred to a combination of line managers and
dedicated shared services personnel. For some organizations, these changes eliminated up to 70 percent
or more of the workload of the traditional HR generalist role. In its place, HR Business Partners were
generally asked to take greater accountability for more strategic tasks that need to be accomplished
over a longer time horizon. These could include activities such as: consulting with business unit
leadership on a new productivity initiative; rolling out a new competency framework; developing a
talent capacity plan for a new product or service launch; and developing a three-year labor outlook for
an emerging set of skills and Capability Capacity Responsibilities capabilities. These activities are
designed to look beyond employee transactions at how the business unit can make the best use of its
current and future human capital resources. For individuals working in CoE, the focus shifts toward
playing two roles: thought leader and integration manager. As thought leaders, CoE personnel need to
be responsible for designing HR programs and processes, identifying and applying good practices from
outside the organization, monitoring program effectiveness, and providing subject matter assistance to
Business Partners and shared services personnel. In addition, CoE personnel need to manage the
relationships with outsourcing vendors for their particular discipline; including the monitoring of service
level agreements and conducting root cause analysis to address ongoing issues. 1.12.1.2 New
capabilities Based on the new tasks of the HR Business Partner, study participants identified five key
capabilities that are needed to make a strategic contribution to the organization: analytical skills;
business acumen; consulting skills; change leadership skills; and the ability to share knowledge across
the HR organization. HR Business Partners need analytical skills to develop evidence-based
recommendations and effective business cases. They must understand how data flows through various
HR and financial systems, and how to obtain and analyze human capital data that supports their
recommendations. HR Business Partners also need to be proficient in developing models and scenarios
that determine the cost and impact of changes in HR policies and procedures. Participants in our study
found that they were unlikely to have sufficient depth in these skills within their own HR organizations
and considered them among the most difficult to develop. HR Business Partners also need business
acumen in the form of understanding their business unit’s strategies and operations. To serve as true
advisors to the business, they

STRATEGIC HUMAN MANAGEMENT AND DEVELOPMENT

Challenges to Organisations
CHALLENGES TO ORGANIZATIONS AND TO HRD PROFESSIONALS Increasing globalization and
technological revolution are 2 primary factors that make for new competitive edge. Challenges: 1.
Changing Workforce Demography’s 2. Competing in a global economy 3. Eliminating skill gap 4. Meeting
the need for lifelong individual learning 5. Facilitating organizational learning 1.Changing Workforce
Demography’s The following changes predicted to occur in the year 2020. • Africans, Americans will
make up about 11% of U.S.Workforce- same 95 • Hispanics will increase to 14% from 9% • Asians will
increase to 6% from 4% • Whites will decrease to 68% from 76% • Women will increase to 50% from
46% in 2020. • Shift in age composition. • People of age group 55-64 is predicted to increase from 10%
to 20% is 2019. 65 yrs to increase 5%. 2.Competing in a Global Economy This will require more than
educating and training to meet new challenges. Companies have to conduct quality improvement
processes and introduce change effects (i.e.) learn culture and communicate and conduct business
among different cultures in other countries. 3.Eliminating the skill gap: Young adults entering the work
force are unable to meet current job requirements. Example: How Haiess learn how to operate new
equipment if they can’t read and comprehend operating manuals. Japan and Germany teach students
the basic skill needed by most employers. 4. The need for life long learning Because of rapid changes, all
the organization face, it is clear that employees must continue the learning process through out their
career in order to meet the challenges. Example: Professional employees learning may mean taking
advantage of continuing education opportunities. Managers attending seminars that address new
management approaches. Action plan: • Establishing Multimedia-learning centers. What is Multimedia
learning? These centers offer a variety of instructional technologies that can be matched to each
trainee’s unique learning needs. It can also provide teleconferencing facilities for technical and
professional employees to participate in a seminar that is conducted away. 5. Facilitating organizational
learning Learning organization must follow the basic 5 principles • System thinking • Personal mastery •
Mental models • Building shared vision • Team learning. If organizations are going to make fundamental
change, they must be able to learn, adapt change. Here the HRD Professional must emphasis on how
learning relates to performance and relationship between learning and fundamental change. Action
plan: 1. Developing employee skills 2. Effectively using new technology 3. Developing new organization
structure 4. Building cultures that foster learning’s innovation

– HRD Functions

RELATIONSHIP BETWEEN HRM & HRD HRM can be defined as the effective selection and utilization of
employees to best achieve the goals and strategies of the organization as well as the goals and needs of
employees. Primary Functions HRM Secondary Functions Primary functions: a. HRP b. Equal employment
opportunity c. Staffing d. Compensation and benefits e. Employee labour relations f. Health, Safety,
Security g. HRD Secondary functions: b. Organization job design c. Performance mgt and performance
appraisal system. d. Research and information systems HRD It is one of the primary functions within HRD
department. ASTD Study by Pat Michigan identified THE HRD roles, competencies needed for HRD
function. It identified 4 trends in HRD function. • Greater diversity in workforce • More people involved
in knowledge work, which involves judgment, commitment rather than fulfilling the
promises/procedures. • A shift in the nature of contract between organizations and their employees. •
Greater expectation of meaningful work and employee involvement. Example: Federal Express •
Training is conducted through interactive video instruction. • A pay for knowledge system has been
implemented that rewards employees who have completed the video training and passed job
knowledge tests. HRD executives and professionals should demonstrate the strategic capability of HRD
in 3 ways. • Directly participating in the organizations strategic management process • Providing
education and training to line managers. • Providing training to all employees that is aligned with the
goals and strategies of the organization.

- Roles of HRD Professionals

ROLES OF AN HRD PROFESSIONAL He must perform functional role. It is a specific set of tasks and
excepted outputs for a particular job. a) HRD Manager/HRD Executive • He must integrate the HRD
programs and strategies of the organization • Plays leader role in the ED programs • He serves as an
adviser to the chief executive officer. • Ensure the organization members have the competencies to
meet current and future job demands. b) HR Strategic Adviser He consults on HRD issues that directly
affect the articulation of organization strategies and performance goals. Output: • HR strategic plan. •
Strategic planning education and training programs. c) HR Systems designers and developer He assists
HR management in the design and development of HR systems that affect organization performance.
Output: • HR program design • Intervention on strategies. • Implementation of HR programs. d)
Organization change agent He advises mgt in the design and implementation of change strategies used
in transforming organizations. Output: • Efficient work teams • Quality management. • Intervention
strategies, Change reports. e) Organization design consultant He advises management on work systems
design and efficient use of HR. Output: • Alternative work design • Implementation f) Learning program
specialist/instructional designers He identifies the needs of the learner, develops and designs
appropriate learning programs, prepares materials and other learning aids. Output: • Program objective
• Lesson plan • IS g) Instructor/ facilitator He presents materials and leads and facilitates structural
learning experiences. Output: • Selection of instructional • Actual HRD program h) Individual
development/career counsellor He assists individual employees in assessing their competencies and
goals in order to develop a career plan. Output: • Individual assessment sessions. • Workshop
facilitation career guidance. i) Performance consultant/ coach He advises line management to improve
individual and group performance Output: • Individual Assessment Sessions • Coaching design •
Implementation. j) Researcher Assesses HRD Practices and programs using statistical procedures to
determine their overall effectiveness and communicates the result to the organization. Output: •
Research design • Findings • Recommendation

- HRD Needs Assessment

- HRD practices
– Measures of HRD performance

Measures of HRD performance Model for HR Measurement 1.Determine the objective of measurement
a) Financial assessment to illustrate cost and benefit value b) Non-financial value assessment to
understand the commitment of employees c) Micro-assessment benefit/loss of conducting each
function d) Combination of financial and non-financial purpose. 2.Classify HR activities a) Tangible –
Technical training b) Intangible – Behavioral training 3. Develop measures for tangible HR activities
Example: if you want to conduct MD program for 20 managers for 3 days an expenditure of 1 lakh is
incurred. It would be 2 lakh if this program is conducted by external agency. Therefore, one HR Mgr
should develop measures for tangible activities. 4.Develop measures for intangible activities Example: a
new approval system is implemented in organization expenditure is 10 lakh. Whether the new app
system has achieved its objectives are not should be measured.

HRD Audit.

Most of the people in organization including HR Manager believe that auditing the HR Activities is just
impossible because of its subjectiveness. HR Audit creates HR problems and reports generated out of
such audits will not be useful. Adrian Fun ham and Barrier Gunter destroyed these myths, which are as
follows: Fiction Fact You can’t measure things viz-corporate culture/climate. HR audits can measure
organizations climate and culture. Can’t tell what information to collect Through pilot works you can
decide what information needs to be audit. One can’t calculate the benefits of an audit. M & A can do
HR audit & find out the reasons. Model for HRD Audit: The model developed by advisory board of HR
Professionals of American Management Association is as follows: 1.Information Gathering: Information
about the various sub functions of HR dept should be collected first. 1. HR Dept Mission 2. HR Dept
Organization 3. Quality of HR team 4. Labour Relations 5. Recruitment and Selection 6. Education,
Training, Development 7. Benefits 8. Compensation 9. HRP 10. Organizational Development 11. Safety
12. Security 13. Equipment and Facilities 14. Information Systems Assign a score from 0 to 1000.
2.Evaluation The numerical ratings of the user are to be compared with key weightages provided in the
instrument Justification should be given for each numerical value. Any disagreement should be noted
down separately. 3.Analysis Users/ managers have to total the numerical value assigned to each sub
function A user has to examine other factors that will assist him in understanding how well the activity is
denoted by each item. Now the user has got opportunity to repeat the numerical value to each item.
This helps in identifying strength and weakness. 4.Action planning Based on the strength and weakness,
the user should prepare action plans for improvements. A user has to select a maximum 3 areas for
action at a time. Model for Culture Audit: Alan Wilkins has proposed twin factor criteria to understand
and assess culture. 1.Shared assumptions 2.Taken for granted/shared It is difficult to audit the
assumptions between people who don’t speak directly and the assumptions are contradictory. Steps to
be followed: 1.Observation Here, a random observation of people behavior at work helps to know how
they act and react in a given situation. This data can be crosschecked with people who work early in the
organization. 2.Stories: There will always be some stories in circulation in the organization that
employees share. All these should be collected, documented and analyzed to understand the patterns.
3.Language The way people speak in different occasions, slang, words, expressions indicate something a
group shares. 4.Customers The manner in which decisions are taken and methods used to solve the
problems by the employees must be documented. 5.Patterns In an organization how a particular event
is viewed or values by employees must be noted down. Example: Reward/Punishment how it is viewed
by a particular organization may not be same in other organization. I Audit techniques for organization
communication: This is the audit, which helps us to systematically study the methods, channels, tools of
communication to improve the comm. System. Techniques are: 1.Structured and Unstructured
interviews. 2.Questionnaire Both open ended and forced choice questionnaire should be developed
with a clear objective to collect the data from all the employees. 3. Analysis of telephone bills Cost
incurred on telephone bills, frequency, purpose and subject of issue will provide important data.
4.Network Analysis Communication Network can give important about the senders, receivers and
blockages. 5.Communication logs Here, employees will be requested to maintain a diary of
communication for a specific period. 6.In-tray/Out-tray Analysis How an employee/group of employees
clear their letters, memos, correspondence, circulars and the type they receive in normal course should
be analyzed. 7.Critical incident tech Employees should be asked to narrate the events/experience. 8.Use
of media Telephones, e-mails, postal mails, written communication, oral communication, formal &
informal interaction should be checked.

UNIT III E-HRM 9

e- Employee profile

E-HRM is the (planning, implementation and) application of information technology for both networking
and supporting at least two individual or collective actors in their shared performing of HR activities. E-
HRM is not the same as HRIS (Human resource information system) which refers to ICT systems used
within HR departments. Nor is it the same as V-HRM or Virtual HRM - which is defined by Lepak and
Snell as "...a network-based structure built on partnerships and typically mediated by information
technologies to help the organization acquire, develop, and deploy intellectual capital. E-HRM is in
essence the devolution of HR functions to management and employees. They access these functions
typically via intranet or other web-technology channels. The empowerment of managers and employees
to perform certain chosen HR functions relieves the HR department of these tasks, allowing HR staff to
focus less on the operational and more on the strategic elements of HR, and allowing organisations to
lower HR department staffing levels as the administrative burden is lightened. It is anticipated that, as E-
HRM develops and becomes more entrenched in business culture, these changes will become more
apparent, but they have yet to be manifested to a significant degree. A 2007 CIPD survey states that
"The initial research indicates that much-commented-on development such as shared services,
outsourcing and e-HR have had relatively little impact on costs or staff numbers". The processing and
transmission of digitalized HR information is called electronic human resource management (e-
HRM) .Information technology is changing the way HR departments handle record keeping and
information sharing. Employees can gain information through self-service.

E-HRM AIMS Leveraging of technology to deliver HR solutions that brings about convergence in uman
capital, processes, data and tools as a catalyst towards achieving business strategies. TYPES Operational
e-hrm is concerned with administrative function like payroll, employee personal data, etc. Relational
ehrm is concerned with supportive business process by the means of training, recruitment,
performance management and so forth . Transformational E-HRM is concerned with strategic HR
activities such as knowledge management, strategic re-orientation, etc Critical E-HR tools e-
Recruitment Allows managing of recruitment and hiring in a systematic manner Advertise openings,
manage applications and interviews up to hiring electronically e-Leave Application and approval of
leave managed through defined workflow Approving authority will be able to review the history
record e-Claims Submission and approval of claims on-line Submit/scan original receipts to Finance
for verification e-Profile Employee have access to his/her profile for updating or editing Controlled
maintained by HR prior to approval e-Appraisal Web-enabled appraisal, skills development and
career mapping Reduces the paperwork and paper-pushing by HR, onus on manager Able to conduct
appraisal on-time Benefits of e-HR Business 󲐀 Able to have multiple physical presence, with one
virtual HR Department 󲐀 React quickly to a continually changing business structure 󲐀 Obtain human
capital information from anywhere in the world, e.g. China, etc. HR Division 󲐀 Reduce HR service
delivery cost by automating key HR business processes 󲐀 HR gets to focus on strategic issues more 󲐀
Manage workforce with right portfolio of skills and knowledge 󲐀 Manage reward programs to attract,
motivate and retain skilled workers 󲐀 Data Entry –increase error detection/reduce correction cost 󲐀
Eliminating cost related to printing and dissemination of information to employees Employees 󲐀
Improved levels of service from HR to meet employees’ demands 󲐀 Employee self-service allows quick
and immediate access to info 󲐀 Employees’ career development and appraisal done more effectively and
efficiently Information Technology has played an important role in HRM practices. E-HRM is the
application of IT for HR practices which enables easy interactions within employee and employers. It
stores information regarding payroll, employee personal data, performance management, training,
recruitment and strategic orientation. It decreases the paperwork substantially and allows easy access
to voluminous data. The employee can also keep track of his/her achievements without having to go
through litigious procedures. It uses intranet or other web technology channels. It can also be used for
implementation of different HR strategies. The authorization of different HR functions can be distributed
through E-HRM.

– e- selection and recruitment

E-Recruitment Is a comprehensive evaluating system that can be used to conduct objective type tests
such as recruitment tests, entrance examinations, competitive exams, certification tests, assessment
quizzes or as an assessing tool in e-learning or market research. A highly customizable product, it allows
conducting several tests simultaneously and can declare the result as soon as the test is over. Current
trends in e-recruitment Integrated recruitment starting from vacancy creation right up till employee
induction. - Equal Opportunities monitoring - Metrics and reporting for the process effectiveness -
Applicant Tracking - Linking internal recruitment systems directly to the Job Board - Analyzing
effectiveness by media partner, agency. - Internal job boards on the employee internet - Workflow
based HR processes and self service in recruitment -- Induction Schemes and Pre-joining schemes
FORMS OF E-RECRUITMENT • There are two basic forms of e-recruitment: • A Company's own home
page • Third party sites e.g. Find Jobs. Build a Better Career. Find Your Calling. | Monster.com,
Naukri.com - Search Jobs in Delhi, Mumbai, Bangalore - Career - India, Jobs in India, Search for Jobs
Online - TimesJobs.com Advantages of E-Recruitment Cost reductions It is usually considerably
cheaper to advertise on the internet than in conventional paper based publications. Using on-line
recruitment tools can reduce the administrative burden associated with recruitment e.g. by sending
candidates automated responses. Organisations have the ability to reach a much larger target audience
as there will be 24 hour global access to their vacancy information. It can reduce discrimination and
subjective selection. It raises the possibility of cutting down the length of traditional recruitment
process. Computerisation means that more applicants can be processed. Sophisticated search tools
can be Growth of E-Recruitment E- Performance The use of technology in performance management
tends to increase productivity, enhance competitiveness and motivate employees. Technology Multi
rater Appraising System: Supervisor /team members generate online as well as off shelf appraisal
software packages where by which appraisal will be done. CPM Technology : Computerized
Performance monitoring system. ERP : Enterprise resource planning software system , Integration of
performance management system.

- Virtual learning and Orientation

Virtual Learning and Orientation It is the process whereby which with an internet connection, learning
and acquisition of knowledge will happen. Steps in virtual learning Reading all the instruction before
going for learning any new concept. Log in to the computer and clients for announcement , email,
discussion forum etc. Keep track of all the assignment emails and discussion board post. Actively
participate inclass room discussion by asking questions and making commands to other class mates. E-
Employee Profile It is where the employees databases are maintained through excel sheet by using
intranet. Uses Of E- employee Profile • Accessing employees data quickly. • Retrieval of data is possible.
• Maintenance of records are easy. • It sales the place. • It reduces paper work. Steps in Creating /
maintaining Employee Profile • Log on to the user ID and open the firm and enter the details like •
Name. DOB. DOJ, Dept, Designation, Years of experience , Marital status etc. • Exit the form and forward
it to Human Resource Department through HR Intranet.

– e - training and development

E- Training & Development It can be denoted as E- Learning. It refers to the use of internet or an
orgnisational intranet to conduct training online. E.g In WIPRO out of its 17,500 employees , 2500 are
on site and 15,000 employees are in off shore centres at Bangalore , Hyderabad, Chennai, Pune and
Delhi. Training policy : • Any employee is subject to training for a two week training every year. • In
satyam nearly 80% of the 9000 employees are logged into the in house learning management system for
various courses. • Infosys has almost 10 % of its total training through e –learning. • Many firms use e-
learning as a prerequisite before classroom training popularly called Blended training. Requisites For E-
learning Sufficient top management support Managers and HR professional need to be retrained to
accept the idea that training is being decentralized and individualized Advantages & Disadvantages It is
self paced, Trainers can proceed on their own. It is interactive , tapping, multiple trainee senses.
Allows for consistency in the delivery of training. Enables scoring of services /assessments and
appropriate feedback. Disadvantages May cause trainee anxiety Not all trainees may be ready for e-
learning

– e-learning strategies

Employee Survey Online It is the survey which will be conducted in collaboration with the electronic
system. Types Of Survey Employee opinion survey Pulse survey. Short form survey Merger &
acquisition survey. Expatriate and expatriate spouse survey. Global employee survey. Special focus
survey. Employee Survey - Steps • Need Analysis • Focus Group • Survey Design • Develop Question •
Questionnaire Review • Instrument Pre Test • Administer the Questionnaire • Analyze The
Questionnaire • Presentation Of Survey Result Issues in Employee Privacy Privacy in workplace is a
controversy issue. An employer has all right to monitor an employees performance and behavior
Ways By Which Employees Can Be Monitored. Email Phone conversation Voicemail Messages

- and Compensation design

E- Compensation Represents a web enables approach to an array of compensation tools that enable to
organisation to gather store, manipulate, analyse, utilise and distribute compensation data and
information.

- Use of mobile applications in HR functions

Benefits of e-HR Business 󲐀 Able to have multiple physical presence, with one virtual HR Department 󲐀
React quickly to a continually changing business structure 󲐀 Obtain human capital information from
anywhere in the world, e.g. China, etc

– Development and Implementation of HRIS

It is a systematic way of storing data and information for each individual employee to aid planning,
decision making and submitting of reports to the external agencies. Purpose of HRIS Storing
information & data for future reference. Providing a basis for planning, organizing, decision making
and controlling. Meeting daily transactional requirement such as absent. APPLICATION OF HRIS I
Personal Administration Information about each employee name age, address, DOB, DOJ etc. II Salary
Administration HRIS will be helpful in performing what if analysis. Report should give details of
present salary last increases & proposed increase. III Leave / Absence recording: Maintaining a
complete leave history for employee ID card , employee no. IV Skill Inventory HRIS helps to maintain skill
database at both employees and organization chart It helps to identify the employees skills required. V
Medical History HRIS helps to maintain records on occupational health data required for safety purpose.
VI Accidental Monitoring HRIS helps to maintain the details of the accident for the injured employees
Accident prone areas within the organisation. VII Performance Appraisal: The system record individual
employee performance appraisal such as the • Due date of the appraisal • Scores for each performance
criteria • Potential For Promotion. VIII Recruitment : HRIS Should record cost , method of recruitment ,
time taken to fill the position. ix) Training & Development: The system consider the training &
development of an employer with the ability to record & enquire on courses completed and any
projected courses. x) Manpower/career Planning: HRIS record details of the organizational requirement
in terms of position. A logical progression paths and steps required for advancement can the identified
by HRIS after which the individual progress can be monitored. Necessary capabilities Of An HRIS Input
Function: Establish the procedures and process required to gather the necessary data. After collection
data must be entered in to the system after codification. Data Maintenance Function: This function is
responsible for the actual updating of the data stored in storage devices. Output Function: It is
concerned with the information reports produced by the system (evaluating calculation). Steps in
Implementing in HRIS • Inception of idea • Feasibility study • Selecting a project team • Defining the
requirements • Vendor Analysis • Contract Negotiations • Training • Tailoring the system • Collecting
the data • Testing the system • Starting Up • Running in Parallel • Maintenance • Audit Designing HR
portals It is the electronic web system that gives the employees with greater access that gives the
employees with greater access to the tools and information which they need to do their job. Need For
Portal To cope up with the various needs of different users. To meet numerous types of information.
Features /Characteristics Allowing different information Presenting automatically the information and
services that the user wants. Allowing the user to select the information and services according to his
own interest. HR Portal It enables employee, manager and candidate self service on wide ranging
topics, the information displayed for each for each person is customized. Designing HR Portal Bringing
together key stakeholders. Articulate strategy Understand current content management &
technology process. Clearly defined the roles and responsibilities. Establish accountability.

– Designing HR portals
– Issues in employee privacy –

Issues in Employee Privacy Privacy in workplace is a controversy issue. An employer has all right to
monitor an employees performance and behavior Ways By Which Employees Can Be Monitored.
Email Phone conversation Voicemail Messages

Employee surveys online.

Employee Survey Online It is the survey which will be conducted in collaboration with the electronic
system. Types Of Survey Employee opinion survey Pulse survey. Short form survey Merger &
acquisition survey. Expatriate and expatriate spouse survey. Global employee survey. Special focus
survey. Employee Survey - Steps • Need Analysis • Focus Group • Survey Design • Develop Question •
Questionnaire Review • Instrument Pre Test • Administer the Questionnaire • Analyze The
Questionnaire • Presentation Of Survey Result Issues in Employee Privacy Privacy in workplace is a
controversy issue. An employer has all right to monitor an employees performance and behavior
Ways By Which Employees Can Be Monitored. Email Phone conversation Voicemail Messages

UNIT IV CAREER & COMPETENCY DEVELOPMENT 9

Career Concepts

CAREER Greenhaus and Schien described several themes underlying different definitions of the term,
including: 1. The property of an occupation or organization. When used in this way, career describes the
occupation itself (e.g., sales or accounting) or an employee’s tenure within an organization (e.g., my
college career). 2. Advancement. In this sense, career denotes one’s progression and increasing success
within an occupation or organization. 3. Status of a profession. Some use the term career to separate
the “professions,” such as law or engineering, from other occupations, such as plumbing, carpentry, or
general office work. In this view, the lawyer is said to have a career, while the carpenter does not

4. Involvement in one’s work. Sometimes career is used in a negative sense to describe being extremely
involved in the task or job one is doing, as in “Don’t make a career out of it.” 5. Stability of a person’s
work pattern. A sequence of related jobs is said to describe a career, while a sequence of unrelated jobs
does not.
– Roles

CAREER DEVELOPMENT The overall process of career development can be defined as “an ongoing
process by which individuals progress through a series of stages, each of which is characterized by a
relatively unique set of issues, themes, and tasks.

– Career stages

Spectrum of career development activities Employee centered: Mutual focus: Organization centered:
Career planning manager-employee planning career management Self directed Company-run Corporate
Manager- Developmental Corporate Corporate Workbooks career-planning seminars on employee
assessment talent succession and tape workshops organizational career centers (with inventories
planning cassettes career discussions feedback) (includes separate training for managers)

– Career planning and Process

CAREER PLANNING AND CAREER MANAGEMENT Career planning is defined as “a deliberate process of
1) becoming aware of self, opportunities, constraints, choices, and consequences, 2) identifying career-
related goals, and 3) programming work, education, and related developmental experiences to provide
the direction, timing, and sequence of steps to attain a specific career goal. Career Management,
defined as “an ongoing process of preparing, implementing, and monitoring career plans undertaken by
individual alone or in concert with the organization’s career systems.

– Career development Models

STAGES OF LIFE AND CAREER DEVELOPMENT Visualizing career development as unfolding in stages helps
us to understand why some experiences occur. From practical perspective, a stage view helps both the
individual and the organization to predict likely crisis and challenges and therefore plan ways to resolve
or minimize them. It is also true that stage views of development have their limitations. First, they
describe what happens to the typical individual. Of course, all individuals are unique and will not have
the same experiences. In addition, many stage view use age or life experience, or both, to define when a
stage is likely to begin and end. Some criticize using age as a criterion, arguing that major life events
such as marriage and one’s first job occur at different ages for different individuals
Stage Views of Adult Development ERIKSON’S MODEL OF ADULT DEVELOPMENT. Stages of Development
Age 1. Trust Vs. Mistrust Infancy 2. Autonomy Vs. Shame & Doubt 1-3 3. Initiative Vs. Guilt 4-5 4.
Industry Vs. Inferiority 6-11 5. Identity Vs. Role confusion Adolescent 6. Intimacy Vs. Isolation Young 7.
Generativity Vs. Stagnation Middle adult hood 8. Ego Integrity Vs. Despair Maturity Erikson proposed
that people progress through eight stages during the course of their life. The fifth stage, which occurs
during adolescence, is defined by a conflict between identity and role confusion. If individuals
successfully resolve this issue, they will enter adulthood with a clear sense of who they are in relation to
others in the world. If they do not successfully resolve this issue, they will enter adult hood with
confusion over who they are and what their role in the world is to be. The last 3 stages of Erikson’s
model focus on the issues facing adult development. As a young adult, one is faced with the challenge of
developing meaningful relationships with others, or intimacy. If the individual successfully resolves this
stage, he or she will be able to make a commitment to other individuals and groups; otherwise, the
individual is likely to experience feelings of isolation. In middle adulthood, the challenge is to develop
the capacity to focus on the generations that will follow, which Erikson calls generativity. This can take
the form of becoming more involved in the lives of one’s children, social issues affecting future
generations, or in serving as a mentor for younger colleagues. Erikson argues that failure to resolve this
stage will lead to feelings of stagnation, in that one has made no contribution to the world that will last
after he or she is gone. In maturity, the individual faces issues of ego integrity, which involves
developing an understanding and acceptance of the choices one has made in life. Successful
development of ego integrity permits one to be at peace with one’s life. Erikson’s view of adult
development identifies issues (ego integrity, generativity, and intimacy) that can affect the career
choices that employees make. Organizations can serve as places where individuals can resolve some of
these challenges. Knowledge of these challenges also helps the organization understand some of the
changes employees go through. Employees nearing retirement are facing many sources of stress (e.g.,
the loss of work and part of their social support system.). Preretirement counseling and motivational
programs geared toward older workers can yield benefits for both the individual and the organization.
Finally, Erikson’s model also provides evidence that there is a predictable order to the issues individuals
face as they develop

LEVINSON’S “ERA’S” APPROACH TO ADULT DEVELOPMENT Levinson and his colleagues developed a
view of how adults develop based on the notion that adult lives progress through seasons, not unlike
the seasons of the year. He discovered these stages by collecting intensive biographical information
from individuals in different walks of life over a period of years. The four eras proposed by Levinson are
preadulthood, early adulthood, middle adulthood, and late adulthood. Each era contains a series of
stable and transitional periods. The stable periods last about six years, and the within-era transitional
periods last about four or five years. Early Adulthood (Ages 17 – 45) Early adulthood includes four
periods: the early adult transition (ages 17-22), entry life structure for early adulthood (ages 22-28), age
30 transition (ages 28-33), and the culminating life structure for early adulthood (ages 33- 40). In
general, early adulthood is a period of great energy and great stress. During this era, the person is at a
biological peak and is striving to attain the goals and desires of youth. Finding a place in society,
obtaining meaningful work, realizing a life style, establishing meaningful relationship (including marriage
for many individuals), and raising a family are all a part of this period. Many people experience
occupational advancement during this period as well. However, the stresses present are also great.
Family and society place demands on individual at the same time he or she is dealing with individual
ambitions and passions. Middle Adulthood (Ages 40-65) The midlife transition (ages 40-45) leads from
early adulthood to the beginning of middle adulthood. Research by Levinson and others shows that a
person’s life changes significantly between early and middle adulthood. Questions often asked during
this transition include, “what have I done with my life? What is it I want to accomplish before I die?
What do I want to leave behind my family and others?” At this time in life, the individual is experiencing
declines in physical functioning as his or her children are growing up or becoming adults. The midlife
transition can lead to an even stronger sense of self, allowing one to become more accepting of oneself
and others, and more compassionate. One’s late forties and fifties can be a period of great satisfaction
or great frustration as the individual becomes a senior member of the groups and organizations with
which he or she has been involved. Late Adulthood (age 60-Death) Late adulthood begins with the late
adulthood transition (ages 60-65). During this period, the individual faces additional major life events,
typically including retirement, further physical decline, and the loss of family and loved ones. The major
challenge in this era (similar to Erikson) is to come to terms with one’s life and accept things. Levinson’s
ideas are significant. His model is based on empirical evidence and expands upon earlier ideas(e.g
Erikson’s ) about adult life development. While Levinsons acknowledges that the model must undergo
additional testing and refinement, research supports the sequence of events that the model suggests
and the age boundaries he has set.

II Levinson’s ERAS Model of Adult Development Late Adult hood Late Adulthood Late adult transition
Mid life transition Early adult Transition Childhood & adolescence Middle adulthood Early adulthood Pre
adulthood 22 17 28 33 40 45 50 65 MODELS OF CAREER DEVELOPMENT

– Career Motivation and Enrichment

THE PROCESS OF CAREER MANAGEMENT An Individually Oriented Career Management Model This
model represents an ideal career management process – the way people should conduct career
management, not a description of what the typical person actually does. The model states that effective
career management begins as the individual responds to the need to make a career decision. That
response includes eight activities: career exploration, awareness of self and environment, goal setting,
strategy development, strategy implementation, progress toward the goal, feedback from work and
nonwork sources, and career appraisal.

–Managing Career plateaus

CAREER MANAGEMENT ACTIVITIES 1. Career exploration. Career exploration involves gathering

information about one’s self and the environment. For example, a young woman engaged in a career
exploration would collect information about her skills, values, and preferences as well as information
about the possible jobs and organizations available to her in the environment. 2. Awareness of self and
environment. Successful career exploration will lead the individual to a deeper self-awareness and an
understanding of both opportunities and constraints present in the environment. This awareness of self
and environment can lead the individual to set or revise career goals, or if such goals are already set, it
would lead to strategy development. 3. Goal setting. A career goal is an outcome the individual decides
to try to obtain. Such goals may be specific (e.g., I want to become a partner in my accounting firm by
age 35) or general (e.g., I want to be a successful and respected chef). To the extent career goals are
based on an awareness of the self and environment, they are likely to be realistic. 4. Strategy
development. A career strategy is an action plan for accomplishing the career goal. An effective strategy
should include the actions that should be carried out and a timetable for performing them. Many of the
HRD practices and programs presented in this book can serve as part of an individual’s career strategy.
For example, a police officer whose career goal is to become a police sergeant may develop a strategy
that includes attending college and other training courses and successfully completing the sergeant’s
examination. The strategy will be more effective if it is based on realistic self-awareness and
environmental awareness. Greenhaus lists seven career strategies: competency in the current job,
increased involvement in work, developing skills, developing opportunities cultivating mentor
relationships, image building, and engaging in organizational politics. 5. Strategy implementation.
Strategy implementation involves carrying out the strategy the individual has developed. Following a
realistic strategy as opposed to acting without a clearly defined plan increases the likelihood of attaining
the career goal. It is easier to get where you want to go if you have a plan to follow. However, some
people may develop elaborate plans, but then fail to implement them. Strategy implementation can
lead to progress toward the goal and feedback from work and nonwork sources. 6. Progress toward the
goal. This is the extent to which individual is nearing the career goal. 7. Feedback from work and
nonwork sources. Valuable information about the progress toward the career goal can be obtained from
both work sources – such as co-workers, supervisors, and specialists, and nonwork sources – such as
friends, family, and teachers. 8. Career appraisal. Feedback and information on progress toward the
career goal permit the individual to appraisal his or her career. This appraisal leads to reengagement in
career exploration, and the career management process continues with another cycle of activities.

- Designing Effective Career Development Systems

TEAM-BASED CAREER DEVELOPMENT. Cianni and Wnuck suggest that the basic attributes of a team
career model include the following: • Team members serve as role models. • Teams reward behaviors
that enhance team performance and growth, and personal growth and development. • Teams
determine training opportunities both for the team and for individuals. • The team moves collectively to
higher organizational levels. • People move laterally within the team. • The organization evaluates the
team; the team evaluates the individual. ROLES IN CAREER MANAGEMENT 1. The Individuals Role Jones
and Defillippi distilled six competencies that were possessed by people who successfully navigated the
boundaryless careers and network-type of organizations found in the film industry, which they argue
typify the new career landscape. These competencies are: • Knowing What – understanding the
industry’s opportunities, threats, and requirements • Knowing Why – understanding the meaning,
motives and interests for pursuing a career • Knowing Where – understanding the locations and
boundaries fro entering, training, and advancing within a career system • Knowing Whom – forming
relationships based on attraction and social capital that will gain access to opportunities and resources •
Knowing When – understanding the timing and choice of activities within one’s cause • Knowing how –
understanding and acquiring the skill and talents needed for effective performance in assignments ad
responsibilities Each of these competencies creates challenges, such as dealing with uncertainty,
managing career demands, creating a career path, mastering relationships, developing career timing,
and enhancing collaboration. 2. The Manager’s Responsibility The supervisor can also provide accurate
information about career paths and opportunities within the organization, support the employee’s
career plans (e.g., nominate the employee for training, adjust the employee’s schedule to permit
attendance in a training program), and serve as a key source of feedback to the employee on career
progress. Supervisor involvement has been cited as a key component of successful career development
programs. Based on an analysis of critical incidents gathered from employees, there are four roles that
managers and supervisors should be trained to perform in order to fulfill their responsibility as career
developers. These roles include: 1. Coach – one who listens, clarifies, probes, and defines employee
career concerns 2. Appraiser – one who gives feedback, clarifies performance standards and job
responsibilities 3. Adviser - one who generates options, helps set goals, make recommendations, and
gives advice 4. Referral Agent – one who consults with the employee on action plan and links the
employee to available organizational people and resources

The HRD and Career Development Professional’s Responsibility In many ways, an HRD professional’s role
is the same in career management as it is in any other HRD activity: to ensure that the organization has
programs and activities that will help the organization and its employees to achieve their goals. Hall
offers the following suggestions for career development and HRD professionals to help individuals
become “masters of their own careers”: 1. Start with the recognition that each individual “owns” his or
her career. 2. Create information and support for the individual’s own efforts at development. 3.
Recognize that career development is a relational process in which the career practitioner plays a broker
role. 4. Become an expert on career information and assessment technologies. 5. Become a professional
communicator about your services and the new career contract. 6. Promote work planning that benefits
the organization as a whole, over career planning that is unrelated to organizational goals and future
directions. 7. Promote learning through relationships at work. 8. Be an organizational interventionist,
that is, someone willing and able to intervene where there are roadblocks to successful career
management. 9. Promote mobility and the idea of the lifelong learner identity 10. Develop the mind-set
of using natural (existing) resources for development.

– Competencies and Career Management

COMPETENCY MAPPING It is the description of skills, traits, experience and knowledge required for a
person to be effective in a job. 1. One Side Fits all Competency Model This model uses the data obtained
from existing job descriptions and job analysis. 2. Multiple job competency model • Competencies
required for organisational function will be identified. • The competencies will be classified into
technical, social, marketing, finance. • Combination of competencies will be grouped the draw a
particular role like finance , market, technical. 3. The single job competency Model: • A position that is
most important will be identified from a class of position. • Data will be obtained observing the work
competency model will be built based on the data.

– Competency Mapping Models –

Competency In Career Management • Optimizing Career Prospectus • Career Planning Plying To Your
Strength • Engaging In Personal Development • Balancing Work & Non Work Equity compensation: •
Outcomes / Rewards Self Outcomes / Rewards Others = Input / Contribution Self Input / Contribution
Others Equity theory : Individual senses inequity when perceiving that ratios are not equal. External
Equity Perception Of Fairness Internal Equity Performance Commitment Motivation Individual Equity •
Internal Equity: It involves the perceived fairness of pay differentials among different jobs within an
organisation. Techniques Available for Internal Equity: • Job ranking • Job classification • Point System •
Factor Comparison External Equity: It involves employee reception of fairness of their compensation
relative to those outside the organization. • It considers employee perception of pay differentials among
individuals who hold identical jobs in the same organization • Determine The Individual Pay. Merit Based
System Team Based System Skill Based System Incentive Based System Seniority Based System Methods
Competency based compensation It is also known as job based pay. This system compensates the
employees according to the value of their skills in the market. This model is designed to motivate the
staff ( employees) to develop the competencies – knowledge & skills for performing specific work.
Advantages of competency based model • It can lead to broader perspective for employees. • It
reinforces a culture of improvement . • It facilitates self management. • It improves staff retention. • It
builds acceptance for change. Disadvantages • It produces high pay rates. • It requires large investment
in training • Market comparisons will be difficult. • Administrative involvement can increased. Designing
a competency based pay system • Job Analysis • Identify The Competencies • Develop Assessment •
Price The Competencies • Establish A Salary

Equity and Competency based Compensation.

External Equity Perception Of Fairness Internal Equity Performance Commitment Motivation Individual
Equity • Internal Equity: It involves the perceived fairness of pay differentials among different jobs
within an organisation. Techniques Available for Internal Equity: • Job ranking • Job classification • Point
System • Factor Comparison External Equity: It involves employee reception of fairness of their
compensation relative to those outside the organization. • It considers employee perception of pay
differentials among individuals who hold identical jobs in the same organization • Determine The
Individual Pay. Merit Based System Team Based System Skill Based System Incentive Based System
Seniority Based System Methods Competency based compensation It is also known as job based pay.
This system compensates the employees according to the value of their skills in the market. This model
is designed to motivate the staff ( employees) to develop the competencies – knowledge & skills for
performing specific work. Advantages of competency based model • It can lead to broader perspective
for employees. • It reinforces a culture of improvement . • It facilitates self management. • It improves
staff retention. • It builds acceptance for change. Disadvantages • It produces high pay rates. • It
requires large investment in training • Market comparisons will be difficult. • Administrative
involvement can increased. Designing a competency based pay system • Job Analysis • Identify The
Competencies • Develop Assessment • Price The Competencies • Establish A Salary

UNIT V EMPLOYEE COACHING & COUNSELING 9

Need for Coaching

COACHING: A POSITIVE APPROACH TO MANAGING PERFORMANCE Effective managers and supervisors

realize that they must take an active and positive role in employee performance to ensure that goals are
met. These managers and supervisors realize that they are not paid not so much for what they do.
Therefore, they define their role in managing employee performance as one of empowering employees.
Their role is to ensure that employees know specially what to do, can actually do I, and do not face
unnecessary obstacles or disincentives to effective performance. When changes in the environment,
goals, or tasks occur, employees are informed and given the opportunity for training so they adapt to
the changes. In short, managing employee performance effectively requires that managers and
supervisors become coaches rather than controllers. We believe coaching is one of the most important
functions a manager or supervisor can perform. A manager can be a superb planner, organizer and
decision maker, but without the effective management of employee performance that coaching
provides, objectives will be difficult to achieve. Coaching can create a partnership between a supervisor
and an employee that is dedicated to helping employees get the job done. The current popularity of
various participative management approaches (e.g., employee empowerment and self-directed team)
requires supervisors, managers and even executives to function primarily as coaches for those who
report to them.

– Role of HR in coaching

Role of the Supervisor and Manager in Coaching It should be clear that an employee’s direct supervisor
or manager bears the primary responsibility for coaching. While other managers in the organization can
serve as mentors, teach a new kill, or help overcome a specific problem, coaching most often occurs
within the context of an ongoing relationship between employee and supervisor. It is the supervisor’s
responsibility to ensure that his or her unit meets its goals and that means ensuring that employees
perform their tasks effectively.

THE HRD PROFESSIONAL’S ROLE IN COACHING ♦It is important that HRD professionals understand the
coaching process and the skills necessary to conduct it well. While they may not have to conduct
coaching themselves, they can help managers and supervisors prepare for this challenging and
rewarding responsibility. ♦Coaching is an HRD intervention. ♦HRD professional must ensure that the
coaching and performance management systems in their organizations are functioning effectively and
contributing to organizational effectiveness.

– Coaching and Performance

Coaching and Performance Management Performance management goes beyond annual appraisal
ratings and interviews and incorporates employee goal setting, feedback, coaching, rewards and
individual development. As such, performance management focuses on an ingoing process of
performance improvement, rather than primarily emphasizing an annual performance review. Coaching
is a process used to encourage employees to accept responsibility for their own performance, to enable
them to achieve and sustain superior performance, and to treat them as partners in working toward
organizational goals and effectiveness. This is done by performing two distinct activities: (1) coaching
analysis, which involves analyzing performance and the conditions, under which it occurs, and (2)
coaching discussions, or face-to-face communication between employee and supervisor both to solve
problems and to enable the employee to maintain and improve effective performance

– Skills for Effective Coaching

SKILLS NECESSARY FOR EFFECTIVE COACHING The skills needed to be an effective coach can be grouped
in to two categories: communication and interpersonal skills. Communication skills are essential for
effective coaching. Unless the manager has the ability both to listen to employees and to get them to
understand what effective performance is and how to achieve it, coaching will not succeed. In addition
to active listening, managers need to be specific and descriptive in communicating with employees. This
can increase the chance that the employees will understand what is expected and will offer less
resistance to coaching. An approach called micro training can be used to train managers and the
supervisors in the communication skills necessary for effective coaching. This approach, which has
proven effective in developing face-to-face communication skills, isolates the specific verbal and non-
verbal skills that make up effective communication, and then trains participants in each skill. In addition
to communication skills, interpersonal skills are also important for effective training. These interpersonal
skills include: ♦ Indicating respect ♦ Immediacy (i.e., focusing on the present; dealing with problems as
they occur) ♦ Objectivity (i.e., emphasizing factual information over subjective opinion) ♦ Planning ♦
Affirming (i.e., commenting on the employee’s successes and positive prospects for improvement) ♦
Consistency of behavior ♦ Building trust ♦ Demonstrating integrity
SIX SKILLS OF MICROTRAINING IN FACE-TO-FACE COMMUNICAION 1. Basic attending skills to help
employees involve in the discussion. These include • A slight, but comfortable, forward lean of the
upper body and trunk • maintaining eye contact • speaking in a warm but natural voice • using sufficient
encouragers(e.g., head nods, saying yes and uh-huh) • staying on the topic 2. Feedback • providing clear
and concrete data • using a non-judgmental attitude • using timely, present-tense statement •
providing feedback that deals with correctable items over which the employee has some control 3.
Paraphrasing a concise restatement, in your own words, of what the employee has just said.
Paraphrasing helps clarify the issue, lets the employee know you understand what has been said, and
encourages him or her to continue. Paraphrases should be nonjudgmental and matter-of fact. 4.
Reflection of feeling reinforces the employee for expressing feelings and encourages open
communication. Identifying and recognizing an employee’s feelings can help the supervisor establish a
closer rapport. Reflection of feeling have a structure: • employee’s name or pronoun • stem • label for
the emotion • final stem to check whether you understood the employee correctly 5. Open and closed
questions to support your purpose • open questions encourage employees to talk and hare their ideas •
closed questions invite a response of a few words, which can be used to clarify, identify specific points,
and speed the discussion 6. Focusing helps identify potential areas of organizational difficulty and ways
to deal with each.

– Coaching Effectiveness

THE EFFECTIVENESS OF COACHING The performance appraisal interview is a meeting between a

supervisor and subordinate in which the supervisor reviews the evaluation of an employee’s
performance and seeks to help the employee maintain and improve performance. a) Employee
Participation in Discussion Positive outcomes have also been demonstrated when supervisors explicitly
welcome employee participation during the discussion. Employees are more likely to participate when
they perceive that the threat from the supervisor is low. Finally, subordinates see the performance
discussion as fairer when they are given a chance for two-way communication, especially when they are
given the opportunity to challenge or rebut their evaluation. b) Being Supportive The extent to which
the supervisor is helpful and supportive has been shown to affect employee acceptance of the
performance evaluation and satisfaction with the manager. Managerial supportiveness has also been
shown to be associated with higher levels of employee motivation. c) Using Constructive Criticism
Coaching urge managers to adopt a descriptive, non-judgmental approach and offer feedback that is
specific and factual. Criticism during the performance appraisal interview has been shown to lead to
high levels of anxiety. d) Setting Performance Goals during Discussion Setting goals during the
performance discussion leads to positive outcomes, such as satisfaction with the discussion, perceived
fairness and accuracy of feedback, and perceived utility of feedback. e) Training and the Supervisor’s
Credibility When employee perceive the supervisor as credible (e.g., knowledgeable about the
employee’s job and performance), they are likely to accept supervisor’s evaluation, perceive the
feedback as accurate, perceive the supervisor as more helpful and report that they intend to use the
feedback. f) Organizational Support Senior management must be active in their support, as compared to
passively tolerating such efforts. Further, the coaching and performance management system must be
linked to the organisation’s strategy, mission and values.
– Need for Counseling

COUNSELING • Direct face-to-face conversation between a supervisor and a direct report • Used to help
the employee identify the reason for poor performance to improve, not embarrass or humiliate him or
her • Generally more formal than feedback and coaching and is required of a small percentage of
employees The Need for Employee Counseling • Struggling due to high levels of anxiety • Refusing
treatment for a treatable condition • Experiencing job burnout • Involved in efforts to promote good
health • Personal problems are a part of life • Personal problems affect job performance • Healthcare
costs continue to rise • Reducing tardiness, absenteeism, lost time and worker’s compensation saves
money • Reducing turnover can improve productivity and the bottom line

Counseling Programs • Problem Identification • Screening device • Absenteeism records • Supervisor’s

observations • Referral • Voluntary participation • Education • Pamphlets • Videos • Lectures •
Unsolicited • Television • Radio • Other media • Counseling Needs a non-threatening person with whom
the worker can discuss problems and seek help. Options include: • Supervisor/coach • HRD Counselor •
Professional Counselor • Referral Directing employee to appropriate resources for assistance – e.g., •
Physician • Substance abuse treatment center • Marriage counselor • Alcoholics Anonymous (AA) •
Treatment The actual intervention to solve the problem – e.g., • Group therapy • Medications •
Individual therapy • Psychological therapy • Follow-up Needed to: • Ensure the employee is indeed
carrying out the treatment • Obtain information on employee progress • Ensure that referrals and
treatment are effective

RECOMMENDATIONS FOR EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS For the performance

management system to be most effective, it is recommended that, • The system must reflect the
organization’s culture and values. • Senior management must be committed to, and actively participate
in, the performance management system. • The system should focus on the most important (or “vital
few”) performance measures. • Employee job descriptions should be linked to the performance
management system. • Managers need to differentiate between employee performance levels, yet do
so in • a fair and objective manner. • Managers need thorough training in all aspects of the performance
management process. • The performance management system needs to be linked to the organizational
compensation and rewards system. • There should be clear expectations and action planning concerning
employee development. • The administrative burden should be minimized. • The effectiveness of the
performance management system should be regularly tracked, with adjustments to the system made as
necessary.

– Employee Health and Welfare Programs.

Employee Wellness and Health Promotion • Wellness is more than the absence of disease • Promotes
physical fitness and other nonstress issues: – Obesity – Smoking • Helps control healthcare costs Three
Levels of Fitness and Wellness Programs • Level 1 – primarily educational without interventions • Level 2
– seeks to bring about direct change: – Supervised exercise, fitness centers, etc. • Level 3 –
institutionalized wellness Ten Dimensions of Work Site Wellness • Constructive wellness policy •
Wellness screening • Working with community resources • Employee referrals to professionals • Menu-
approach to health improvement • Outreach and follow-up counseling • Plant-wide wellness events •
Worksite policies and systems • Ongoing evaluation of wellness process • Periodic evaluation of cost-
benefits of wellness programs Exercise and Fitness Interventions • Most popular interventions • Even
modest exercise helps prevent disease • Research shows effectiveness • Problem: Getting those who
would benefit the most to exercise