WHY NOT HR?

Most of the MBA’s are under the pressure of selecting their electives, and have no valid reasons or proper guidance to select one. I do have some valid reasons for you to select HR.
Any organization need to have a group of people and it has to deal with that group of people. If you agree with the above statement, then you will have all these…

•Selection/Staffing • Compensation• Law / Legal• Employee Behavior Problems•
Job Analysis• Performance Appraisal •Training and Development• Industry and organization Psychology • Safety measures etc.,

We need experts to handle all the above activities. Some activities can be built –inside the organization and non-core can be out sourced.
In the present scenario of fast changing market , global competition the organizations have realized that they have to spend more time focusing on their core business. Organizations are moving towards outsourcing. Human outsourcing is becoming predominant now.

The companies are going for outsourcing HR activities like payroll administration (producing checks, handling taxes, dealing with sick-time and vacations), employee benefits (Health, Medical, Life insurance, Cafeteria, etc), human resource management (hiring and firing, background interviews, exit interviews and wage reviews), risk management, etc.

It is the role of a HR expert to do employer branding, to make the organization a great place to work in.
With employer branding, reward management, performance appraisal, managing diversity and human outsourcing avenues for HR is becoming wide and complex. I believe HR is not only for a HR expert, but broadly speaking any student of a general management, who is about to manage people like any other resources like materials, machines and money have to concentrate more on Human resources which is highly complex.

Dr. Lakshmibala

What type of Leader you are???

The powerful word in the world is LEADER. This small piece of work envisages you to find the kind of leadership you are!

Developing the Leader in you to live your highest life, then, requires a process of unlearning. by self-remembering and self-honoring. Being an effective leader again will require you to be brave and unlock the door to your inner attic, where your childhood dreams lie, going inside to the heart.

Some of these qualities can be associated with particular leadership styles. For example:

• A leader who is seen to be 'doing' things is probably using action-oriented leadership
• Vision is associated with visionary leadership
• Compassion is a characteristic that is most likely to be (indirectly) associated with participative leadership
• Although listening is a skill, a leader is more likely to be perceived as listening when there is a match between the personality type of the follower and the leadership style of the leader
• An executive leader who uses processes and 'rules', but is also 'strong', may be perceived as 'driven by rules' by someone who has a personality type that wants a very different type of leadership styleWhen looking at leadership qualities, therefore, you need to take account of the style being used by the leader and the types of behaviours or personalities in the group.

Flexible leadership, however, involves being able to adapt your leadership style according to the situation and the state of the team - eg: taking charge when a team is forming but playing the role of coach when a team is managing itself well

What makes a good leader? The answer depends on the context. Organizations need to find people who have what they are looking for. Individuals need to find organizations who are looking for what they have to offer.

Dr. Balakrishnan

Top 5 Hr Challenges For Indian Organisation

Clearly HR departments are evolving in our country. From an administrative perspective, the focus is now on a strategic outlook where talent HR professionals look at improving the work environment and plan out human resource needs. Though it is a reflection of what is happening in the western context, the Indian work force and industrial climate is changing.
This short article looks at five major challenges that we facing in terms of human resources and human resource management.

• MANAGING KNOWLEDGE WORKERS

Essentially, here we are looking at different kind of people who does not obey the principles of management for the traditional group. This boils down to higher educational qualifications, taking up responsibilities at a lesser age and experience, high bargaining power due to the knowledge and skills in hand, high demand for the knowledge workers, and techno suaveness. The clear shift is seen in terms of organization career commitment to individualized career management. Managing this set of people is essential for the growth of any industry but especially the IT, BPOs and other knowledge based sectors.

• MANAGING TECHNOLOGICAL CHALLENGES

In every arena organizations are getting more and more technologically oriented. Though it is not in the main run after the initial debates, preparing the work force to accept technological changes is a major challenge. We have seen sectors like banking undergoing revolutionary changes enabled by technology. It is a huge challenge to bring in IT and other technology acceptance all levels in organizations.

• COMPETENCE OF HR MANAGERS

As it is more and more accepted that lot of success of organizations depend on the human capital, this boils to recruiting the best, managing the best and retaining the best. Clearly HR managers have a role in this process. Often it is discussed about lack of competence of HR managers in understanding the business imperative. There is now a need to develop competent HR professionals who are sound in HR management practices with strong business knowledge.

• DEVELOPING LEADERSHIP

It is quite interesting to note that there is less importance given to developing leadership at the organizational level. Though leadership is discussed on basis of traits and certain qualities, at an organisational level it is more based on knowledge. The challenge is to develop individuals who have performance potential on basis of past record and knowledge based expertise in to business leaders by imparting them with the necessary "soft skills".

• MANAGING CHANGE

Business environment in India is volatile. There is boom in terms of opportunities brought forward by globalisation. However this is also leading to many interventions in terms of restructuring, turnaround, mergers, downsizing, etc. Research has clearly shown that the success of these interventions is heavily dependent on managing the people issues in the process.

Priyadharshini

Ministry of Human Resource Development (India)

The Ministry of Human Resource Development (HRD) is an Indian government ministry, responsible for the development of human resources. The ministry is divided into two departments: the Department of School Education and Literacy, which deals with primary education and literacy, and the Department of Higher Education, which deals with secondary and post-secondary education. Erstwhile Ministry of Education now functions under these two departments, as of September 26, 1985.

The Ministry of Human Resources Development is headed by a minister of cabinet rank as a member of the Council of Ministers. The current Minister of Human Resource Development is KapilSibal. The minister is assisted by a single Minister of State, Daggubati Purandeswari, Minister of State for Human Resource Development.

Department of School Education and Literacy

The Department of School Education and Literacy is responsible for primary education, both formal and non-formal. Its stated goal is the universalization of elementary education (UEE). The department originated as the Indian Education Department in the 1910 under the British Raj. After independence, a full-fledged ministry, the Ministry of Education, was created in 1947. The Ministry of Education was merged with the newly-created Ministry of Human Resources Development in 1985. The department aims to achieve universal access and enrollment, universal retention of children up to 14 years of age, and substantial improvement in the quality of education to enable all children to achieve essential levels of learning.

Department of Higher Education

The Department of Higher Education is in charge of secondary and post-secondary education. The department is empowered to grant deemed university status to educational institutions on the advice of the University Grants Commission (UGC) of India, under Section 3 of the University Grants Commission (UGC) Act, 1956.

ORGANIZATION

The Department is divided into eight bureaus, and most the work of the department is handled through over 100 autonomous organisations under the these bureaus

• University and Higher Education; Minorities Education
o University Grants Commission (UGC)
o Indian Council of Social Science Research (ICSSR)
• Technical Education
o All India Council of Technical Education (AICTE)
o Council of Architecture (COA)
o 7 Indian Institutes of Management (IIMs)
o 30 National Institutes of Technology (NITs)
• Distance Education and Scholarships
o Indira Gandhi National Open University (IGNOU)
• UNESCO, International Cooperation, Book Promotion and Copyrights, Education Policy, Planning and Monitoring
• Integrated Finance Division.

• Statistics, Annual Plan and CMIS

• Administrative Reform, North Eastern Region, SC/ST/OBC

University Grants Commission

The University Grants Commission (UGC) is responsible for coordination, determination and maintenance of standards, release of grants. For this purpose it has established Professional councils, fifteen autonomous institutions established by the University Grants Commission, responsible for recognition of courses, promotion of professional institutions and providing grants to undergraduate programmes and various awards:

• All India Council for Technical Education (AICTE)

• Distance Education Council (DEC)

• Indian Council of Agricultural Research (ICAR)
• Bar Council of India (BCI)

• National Council for Teacher Education (NCTE)

• Rehabilitation Council of India (RCI)

• Medical Council of India (MCI)

• Pharmacy Council of India (PCI)
• Indian Nursing Council (INC)

• Dental Council of India (DCI)

• Central Council of Homoeopathy (CCH)

• Central Council of Indian Medicine (CCIM)

• Rehabilitation Council

• National Council for Rural Institutes

• State Councils of Higher Education

Sathyabama

SrijithDas

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Willam Andrews....