Resource Management,
November 19, 2014
Krishna Raj Lamichhane

 HR was never seen as an important element in the past.
 Strategic Role of HR: has to become a strategic partner, an employee sponsor or advocate, and a change mentor.
 HR must be a business driven function.

 HR should become a partner with Top Management.
 HR should become an expert.
 HR should become a champion for employees.
 HR should become an agent of continuous transformation and technology driven.

• Still in the phase of evolving through Personnel
Department to HR Department in many organizations
• Blend of administrative work and HR work
• Growing from traditional record keeping/
Administrative work to Strategic Planning, Research and development and Reviewing
• Considered HR as Human Capital but still in struggling phase
• Experienced the remarkable improvements in its systems and practices

HRM Environment: 2 Perspective
Internal Environment
• Employee-Management Relation / Unions
• Organizational Cultures
• Organizational Conflicts
• Policies
External Environment
• Political
• Legal
• Economical

• Allow employees to plan their careers, based on their interests as well as strengths and gaps in their personal competency inventory
• Support employees in determining and implementing targeted learning and development programs in line with their interests and competency gaps
• Increase engagement and a sense of empowerment, due to their ability to more effectively plan and manage their careers

• Not practiced in real term
• More focused on work
• Career path/ladder exists in the form of standard pattern of promotion
• Some programs exist, which we can link to career development

HR Development programs in Nepalese
Organizations
Government Owned
Organization
▫ Education & Training
▫ Job Rotation
▫ Promotion
 Private
Organization
 Performance goal
(Role Clarity)
 Performance
Review
 Education and
Training
 Succession
Planning
 Promotion

HR Development programs in Government Owned
Organization
• Education and Training
▫ No training need assessment
▫ Job nature/Duties not considered
▫ Routine and irrational
• Job Rotation
▫ Focused on generalization
• Promotion
▫ Seniority counts
▫ Work performance is underestimated
▫ Government decisions influence (Automatic/ Special promotion)

HR Development programs in Private Sector
• Performance Goal (Role Clarity)
▫ Challenging and visible assignments
▫ Mutually set (between staff & organization)
▫ Clear Deadlines
• Performance Review
▫ Reviewing staff performance against performance goals
▫ Feedback to staff on their performance
Contd.....

HR Development programs in Private Sector
• Education and Training
▫ Job related training
▫ Career focused education and training
• Succession Planning
▫ Empowers staff to take higher responsibilities in the future
▫ Motivates staff to step up advancing their internal career
• Promotion
▫ Encourages good performers
▫ Performance based promotion

▫ Better way to improve employee performance on a regular basis
▫ Integrated system and holistic approach
▫ Great challenge to implement because of its large network, work style and work culture

• Increasing number of competitors in any sector versus scarce of good employees
• Retaining good performers is a real challenge
• Staff Turnover rate is high
• Good performer looks for career advancement
• HR Development program has been taken as an important tool to attract good performers

Career Development
• Career development of the employees should be prime consideration
• Clear career path inspires employees to perform better
• Career focused program reduces employees frustration at work
• Retains good performers and ensures organizational profitability and sustainability

Employee Involvement
It’s all about employee empowerment through
involvement, which increases worker productivity and loyalty.
Employee Involvement Concepts delegation • participative management work teams • goal setting • employer training

HRM information systems help to
 facilitate HR plans
 make decisions faster
 clearly define jobs
 evaluate performance
 provide desirable, cost-effective benefits

Intellectual Capital/Human Capital
 Capitalize human resources to accept present business challenges of globalization, technology advancement, product innovation and growth, rapid changes and knowledge-based market.
 Attract and retain competent human resources.
 Introduce or revise staff services in terms of system and processes, remuneration, benefits and other facilities at market rate.

 Size, network and diversity of Human Resources
 Scarce of relevant and talents resource
 Speed change in technology and system at work
Staff Placement and Transfer
 Staff unwilling to be placed in other Branches, outside major
Cities
 Impossible to consider the preference of every staff.
Staff Motivation
 Enthusiastic young employees Vs old generation cannot be compared on same scale of motivation.
 Difficult to motivate old generation for better performance due to age factor as well as more years in the same service.
 They are less career oriented.

 Teamwork required among CEO, HR professionals and line Managers.
 Line Managers have ultimate responsibility for the processes and outcomes of the organization .
 No effort of HR shall be successful unless the cooperation and commitment from staff and line management is ensured.
 Effective Teamwork for better performance
 Attitude Change

We are here because NEPAL is here.
“Be Positive and Optimistic”
“We can achieve................”