HR Environment - NASC Document Management System


Environment of Human

Resource Management,

Resource Management in


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 can help deliver organizational excellence in the following four ways:

 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.

Reality of HRM : Nepalese Industry

• 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


Government Owned


▫ Education & Training

▫ Job Rotation

▫ Promotion

 Private


 Performance goal

(Role Clarity)

 Performance


 Education and


 Succession


 Promotion

HR Development programs in Government Owned


• 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


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

Performance Management and Staff


▫ 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

Present Context

• 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

Future HR with Technology

HRM information systems help to

 facilitate HR plans

 make decisions faster

 clearly define jobs

 evaluate performance

 provide desirable, cost-effective benefits

HRM Challenges & Issues

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.

Challenges/ Issues

 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


 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.

Can HR transform itself alone?

 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................”

Thank you.