Functional Management Human Resources Management

Human Resources Management

This section works on applying the Execution-MiH in Human Resources function. It is not a section on teaching fundamental concept of Human Resources management. It covers all the best practices in HRM, across various dimensions, how to execute these practices, how to select a right combination of todos from this repository to enhance & making happen the HR-Blueprint of an enterprise.


Chapters In Human Resources Management : -

Corporate Core Values

Corporate Core Values permeate all aspects of an enterprise. It represents the organizational character, which reflects in the way it is preceived by all its stakeholders (especially the external stakeholders)

Organization Culture

Organization culture represents the way employees view the organizational behavior and also the basis on which they shape their day-to-day conduct. As they say, culture is defined more by its absence that what is. This chapter shares the cultural elements of an execution-focused entity.

Ethical Practices

These are the ethical practices, which work on protecting & safe-guarading employees, ensure a code of conduct by organization as well as by employee, and protection of corporate values & culture.

Low Will-Skill Management

While there is typically a large emphasis on investing into employees who are doing well, there needs to be an equal investment into people who can be nurtured & encouraged to achieve higher levels of performance.

Job Description

Job description is a central piece of reference for recruitment, goal-setting, leadership-cometency needs, doing salary benchmarking and lot of other HR processes.

Leadership Competencies

An organization needs a well defined set of leadership competencies, which it can share with their employees at all levels in terms of expectations. All roles need to demonstrate leadership, but not all leadership competencies are required by all roles. The level and intensity of leadership will change depending upon if you are demonstrating the same at individual level vs. managerial level vs. strategic level.

Leadership Overview

Leadership is defined more by practice than by a set explanation. Leadership capabilities are difficult to measure, but easy to observe. Organizations can enhance their individual performance management processes, by including leadership dimension.

Leadership Development

There are two challenges with leadership. One is to define the end-goal in achieving leadership competencies aligned to the business goals. The other is how to achieve that end-goal. The chapter on leadership development endeavors to cover the methods, principles and thumb rules on how to build the 'leadership capital'.

Leadership Competency framework

Leadership Competency frame-work is built around the leadership competencies listed in the earlier chapter. This frame-work has multiple dimensions. It talks about how to link the required leadership competencies with a given role and a given level. It provides the rules on what kind of competencies get greater importance, given the stage and challenges an organization is faced with. It also calibrates a leadership competency into different levels of excellence, so that one can assess on to the extent an employee has demonstrated a given leadership competency.