Workshop on Human Resource Management, Office Automation, and Effective Communication Skills

2. Welcome to the Workshop on Human Resource Management, Office Automation and Effective Communication Skills Day-1 Welcome to the Workshop on Human Resource Management, Office Automation and Effective Communication Skills Day-1

3. Human Resource Management in Public sector Universities & Changing Trends Human Resource Management in Public sector Universities & Changing Trends Syed Hafeez Ahmad Syed Hafeez Ahmad Khyber Medical University Khyber Medical University

4. Objectives of Todays Session Objectives of Todays Session To deliberate upon the current HRM practices in the public sector universities To deliberate upon the current HRM practices in the public sector universities in Pakistan with focus on KMU to understand: in Pakistan with focus on KMU to understand: 1) How HRM system is designed in public sector universities of Pakistan with focus on KMU 1) How HRM system is designed in public sector universities of Pakistan with focus on KMU 2) What are the emerging/prevailing HR practices in public sector universities in Pakistan 2) What are the emerging/prevailing HR practices in public sector universities in Pakistan 3) What are the major loopholes in HRM system operating in public sector universities in Pakistan 3) What are the major loopholes in HRM system operating in public sector universities in Pakistan 4) What are the major factors responsible for these loopholes. 4) What are the major factors responsible for these loopholes. 5) How to reform the redundant personnel management system in the institutes of higher education in line with best HR practices harmonious to the local circumstance, catering to stakeholders expectations and meeting challenges of contemporary world. 5) How to reform the redundant personnel management system in the institutes of higher education in line with best HR practices harmonious to the local circumstance, catering to stakeholders expectations and meeting challenges of contemporary world.

5. CONTENTS TO BE DISCUSSED CONTENTS TO BE DISCUSSED Introduction Introduction What is HR? What is HR? What is HRM What is HRM Historical Background Historical Background Evolution of HRM Evolution of HRM Nature of HRM Nature of HRM Scope of HRM Scope of HRM Importance of HRM Importance of HRM Difference b/w H RM and HRD Difference b/w H RM and HRD Limitations of HRM Limitations of HRM Systems approach to HRM Systems approach to HRM

6. Cont.. Cont.. HR System HR System Place of HR Department Place of HR Department HRM in Practic e HRM in Practic e HRM in public sector universities in Pakistan HRM in public sector universities in Pakistan Major Loopholes in HR practices in public sector universities in Pakistan Major Loopholes in HR practices in public sector universities in Pakistan Challenges faced by universities Challenges faced by universities Stakeholders expectations Stakeholders expectations Changing trends in HR Changing trends in HR How to reform HRM system in public sector universities in Pakistan How to reform HRM system in public sector universities in Pakistan Conclusion Conclusion e e

7. INTROUCTION INTROUCTION HRM is at the nascent stage in Pakistan. HRM is at the nascent stage in Pakistan. Over the years not much attention has been paid to the management of human resources in the universities. Over the years not much attention has been paid to the management of human resources in the universities. The redundant HR practices of public sector are in place in the universities. The redundant HR practices of public sector are in place in the universities. HR policy is not available in a single public sector university. HR policy is not available in a single public sector university. The traditional HR departments in the universities- deficient in having HR professionals. The traditional HR departments in the universities- deficient in having HR professionals. No effort has been made in the past to redesign and restructure HRM system . No effort has been made in the past to redesign and restructure HRM system . Similarly Similarly Little attention has been paid to develop systems in the universities i.e. Little attention has been paid to develop systems in the universities i.e. Financial Management System Financial Management System Information Management System Information Management System Procurement Management System and Procurement Management System and Academic Management System. Academic Management System.

8. Nevertheless Nevertheless HRM system is no different. HRM system is no different. Therefore Therefore In the face of numerous emerging challenges , growing stakeholders expectations and changing trends in HR the universities have to transform its HR practices. In the face of numerous emerging challenges , growing stakeholders expectations and changing trends in HR the universities have to transform its HR practices. During this session we shall deliberation upon how to redesign the HR practices in public sector universities in Pakistan. During this session we shall deliberation upon how to redesign the HR practices in public sector universities in Pakistan. But first of all we shall discuss the basic of the subject But first of all we shall discuss the basic of the subject

9. WHAT IS HR????? WHAT IS HR????? Human resource is the set of individuals who make up the workforce of an organization, business sector or an economy . Human resource is the set of individuals who make up the workforce of an organization, business sector or an economy . Other terms sometimes used include "manpower", "talent", "labor" or simply "people". Other terms sometimes used include "manpower", "talent", "labor" or simply "people".

10. What is HRM? What is HRM? The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. A management function that helps managers recruit, select, train and develop members for an organization. A management function that helps managers recruit, select, train and develop members for an organization. HRM may be defined as a set of policies, practices and programmes designed to realize both personal and organizational goals. HRM may be defined as a set of policies, practices and programmes designed to realize both personal and organizational goals.

11. "I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people." "I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people." Thomas J. Watson, Jr. Thomas J. Watson, Jr.

12. And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership. Steve Case And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership. Steve Case

13. Historical back ground of HRM Historical back ground of HRM The study of people management transformed quite radically during the course of the 20th century. The study of people management transformed quite radically during the course of the 20th century. Emergence of HRM as a discipline came about during 1970s. Emergence of HRM as a discipline came about during 1970s. HRM embraced some new areas predominantly industrial relations, employees welfare, health safety and individual satisfaction the early part of 1980s focus on strategy encompassed the debate. HRM embraced some new areas predominantly industrial relations, employees welfare, health safety and individual satisfaction the early part of 1980s focus on strategy encompassed the debate. In the recent days emerging issues of global concerns i.e. shortage of skilled labour, competitive advantage and ethics entered the sphere of HRM. In the recent days emerging issues of global concerns i.e. shortage of skilled labour, competitive advantage and ethics entered the sphere of HRM. In developing countries personnel departments have been renamed as HR offices, however, the job, attitude and mindset remains that of personnel management . In developing countries personnel departments have been renamed as HR offices, however, the job, attitude and mindset remains that of personnel management .

14. Evolution of HRM Evolution of HRM Procure and develop Procure, develop and motivate assets

15. Nature of HRM Nature of HRM Integral part of management function. Integral part of management function. Comprehensive Function Comprehensive Function People Oriented People Oriented Based on human relations Based on human relations Continuous process Continuous process Recent origin Recent origin Interdisciplinary Interdisciplinary Foundation to all functional areas. Foundation to all functional areas.

16. Scope of HRM Introduction to HRM Employee Hiring Employee Remune- ration Employee motivation Employee Mainte - nance Industrial Relations Prospects of HRM

18. Importance of HRM Importance of HRM Managing employees hailing from diverse geographical backgrounds with dissimilar personal beliefs, different value systems and discerned mindsets have always been cumbersome. Managing employees hailing from diverse geographical backgrounds with dissimilar personal beliefs, different value systems and discerned mindsets have always been cumbersome. If, not handled diligently and professionally can be damaging . If, not handled diligently and professionally can be damaging . The organizations that have learned to manage human resources diligently and professionally enjoy an edge over others The organizations that have learned to manage human resources diligently and professionally enjoy an edge over others The fair and efficient employment of HR practices leads to realization of organizational goals. The fair and efficient employment of HR practices leads to realization of organizational goals. Importance of HRM for organization. Importance of HRM for organization. Importance of HRM for employees. Importance of HRM for employees.

19. Compare HRD and HRM Compare HRD and HRM HRM HRD Entire management process Subset of HRM Scope is wider Narrow scope Emphasis on employee as a whole Training and Development of employees Takes decisions Depends on decisions of HRM

20. Limitations of HRM Limitations of HRM Recent origin Lack of Top Management Support Improper Implementation Inadequate Development Programs. Inadequate Information.

21. Systems approach to HRM Systems approach to HRM An enterprise cannot work in isolation. An enterprise cannot work in isolation. Has to adjust its working to suit the environment. Has to adjust its working to suit the environment. Subsystems : Departments/sections/cells created in an organization to carry out its business effectively. Subsystems : Departments/sections/cells created in an organization to carry out its business effectively. Each subsystem has a number of further subsystems. Each subsystem has a number of further subsystems.

22. Important Subsystems Important Subsystems

23. Human Resource Management System Human Resource Management System Transforms inputs to outputs. Transforms inputs to outputs. HR system interacts closely with all other subsystems. HR system interacts closely with all other subsystems. Quality of people in all subsystems depends upon policies of HRM System Quality of people in all subsystems depends upon policies of HRM System Personnel Productive Human Resource

24. Place of HR Department Place of HR Department Size Matters!!!! Size Matters!!!! In case of a small unit In case of a small unit

25. Small unit Small unit owner Production manager Sales Manager Office Manager Personnel assistant Accountant

26. Large Unit Large Unit Chairman / MD Director Production Director Finance Director HRM Director Marketing Director R&D

27. Composition Composition Director HRM Manager - Personnel Manager Admin Manager - HRD Manager - IR HRP Hiring Grievance handling Compensation PR Canteen Medical Welfare Transport Legal Appraisal Training And Development

28. Major Factors Affecting HRM Major Factors Affecting HRM HRM HRM Technological Advancement Technological Advancement Demographics and Diversity Demographics and Diversity Globalization Globalization

29. HRM in Practice HRM in Practice HRM in Private sector HRM in Private sector HRM in Public Sector HRM in Public Sector HRM in developed countries HRM in developed countries HRM in developing countries HRM in developing countries HRM in Pakistan HRM in Pakistan HRM in universities in Pakistan HRM in universities in Pakistan

30. HRM in public sector universities in Pakistan HRM in public sector universities in Pakistan HRM is one of the most neglected areas in the public sector universities in Pakistan HRM is one of the most neglected areas in the public sector universities in Pakistan Very limited understanding prevails about the concept Very limited understanding prevails about the concept The process of recruitment and selections is not systematic. The process of recruitment and selections is not systematic. Orientation of the employees is not a common practice. Orientation of the employees is not a common practice. Opportunities for capacity building is discriminatory few. Opportunities for capacity building is discriminatory few. Career prospects are highly restrained. Career prospects are highly restrained. Separate HR department does not exist in a single university. Separate HR department does not exist in a single university. Experienced and qualified full time HR professionals have not been hired to deal with HR issues. Experienced and qualified full time HR professionals have not been hired to deal with HR issues.

31. Cont Cont Outdated bureaucratic structure of public sector is in vogue in distorted shape in universities. Outdated bureaucratic structure of public sector is in vogue in distorted shape in universities. No serious effort has been made to reform it. No serious effort has been made to reform it. At a time when unprecedented modernization and innovation has been taking place in the HR functions and practices across the globe, the HR practices in the universities remains obsolete, outdated and redundant At a time when unprecedented modernization and innovation has been taking place in the HR functions and practices across the globe, the HR practices in the universities remains obsolete, outdated and redundant These Loopholes are discussed one by one : These Loopholes are discussed one by one :

32. HRM System, Structure & Capacity HRM System, Structure & Capacity Lack of understanding of HR role Lack of understanding of HR role No realization of HR challenges No realization of HR challenges No separate HR council & department No separate HR council & department Lack of HR professionals Lack of HR professionals

33. Job description Job description Jobs not defined- few people know about their jobs Jobs not defined- few people know about their jobs Lack of common understanding Lack of common understanding Lack of realization of its importance Lack of realization of its importance No serious effort has been made to have Job description No serious effort has been made to have Job description Work load not defined Work load not defined

34. Recruitment and Selection Recruitment and Selection There is no uniformity of process There is no uniformity of process Lack of transparency Lack of transparency Political influence Political influence Involvement of nepotism Involvement of nepotism Undue delay Undue delay Manual process Manual process Not merit based Not merit based

35. Training and development Training and development No policy exist No policy exist No budgetary allocation No budgetary allocation No pre- service training No pre- service training No in-service training No in-service training No pre-promotion training No pre-promotion training Irrelevant people nominated for the trainings Irrelevant people nominated for the trainings

36. Compensation Compensation No performance based reward system exist No performance based reward system exist High pay disparity amoung various cadres High pay disparity amoung various cadres Based on seniority not performance Based on seniority not performance Not uniform Not uniform

37. Performance evaluation Performance evaluation No proper mechanism No proper mechanism Based on confidential reporting Based on confidential reporting Done by irrelevant persons. Done by irrelevant persons. Not based on job description Not based on job description Not linked to promotion and reward Not linked to promotion and reward Not transparent Not transparent

38. Promotion and career development Promotion and career development No policy exist No policy exist Where policy exist not implemented in letter and spirit Where policy exist not implemented in letter and spirit Based on seniority not performance Based on seniority not performance Not uniform Not uniform Not merit based Not merit based

39. Relationship between faculty and administrative staff Relationship between faculty and administrative staff Congenial working environment doesnt exist Congenial working environment doesnt exist Friction between teaching faculty and administrative staff Friction between teaching faculty and administrative staff No effort has been made to bridge the gap No effort has been made to bridge the gap Coordination doesnt exist between the teaching faculty and administrative staff Coordination doesnt exist between the teaching faculty and administrative staff

40. With these loopholes in mind universities in Pakistan face a whole host of challenges With these loopholes in mind universities in Pakistan face a whole host of challenges

41. Challenges confronted by universities Challenges confronted by universities Universities are facing numerous external as well as internal challenges. Universities are facing numerous external as well as internal challenges. The major external challenges are: The major external challenges are: Globalization Globalization Technological advancement Technological advancement Mushroom growth of universities Mushroom growth of universities Legal and judicial activism Legal and judicial activism Political interloping Political interloping Compromised autonomy Compromised autonomy Accountability Accountability

42. Internal challenges Internal challenges Financial Financial Administrative Administrative Importance not given to HRM Importance not given to HRM Lack of HR qualified staff Lack of HR qualified staff HR staff is performing administrative functions HR staff is performing administrative functions Relevance Relevance Universities are engine of socioeconomic development Universities are engine of socioeconomic development Poor university industry linkages Poor university industry linkages Research and development Research and development Non availability of qualified researchers in certain disciplines Non availability of qualified researchers in certain disciplines Job diversification. Job diversification. Introduction of new disciplines Introduction of new disciplines opening of new offices opening of new offices

43. STAKEHOLDERS EXPECTATIONS STAKEHOLDERS EXPECTATIONS Universities have numerous stakeholders. These stakeholders have varied expectations: Universities have numerous stakeholders. These stakeholders have varied expectations: Students Students More informed More informed Having multiple options Having multiple options Exposure to information technology Exposure to information technology Impact of Social media Impact of Social media Quality education yet affordable Quality education yet affordable Parents Parents Highly sensitive about future of their children Highly sensitive about future of their children Cant bear increasing cost of education Cant bear increasing cost of education Employees (academic and administrative staff) Employees (academic and administrative staff) Retirement of a bulk of employees in the first generation universities Retirement of a bulk of employees in the first generation universities Opening of opportunities Opening of opportunities Academic community Academic community Limited funding for education and research Limited funding for education and research Increasing politics on the campuses Increasing politics on the campuses Involvement in administrative activities Involvement in administrative activities National regulatory bodies National regulatory bodies Positive and effective role Positive and effective role More vigilant More vigilant

44. CHANGING TRENDS IN HRM CHANGING TRENDS IN HRM Role of social media Role of social media Flexible working hours Flexible working hours Work life balance Work life balance Continuous Development Programs Continuous Development Programs Outsourcing HR function Outsourcing HR function Career counseling Career counseling Succession plans Succession plans Exit interviews Exit interviews Changing role of HR professionals/staff Changing role of HR professionals/staff

45. How to reform HR system in public sector universities How to reform HR system in public sector universities The universities HR office must ensure that they have the right people for the right jobs. The universities HR office must ensure that they have the right people for the right jobs. This requires the university to have a robust HRM system in place. This requires the university to have a robust HRM system in place. Supported by effective and efficient HR practices. Supported by effective and efficient HR practices. This entails that the jobs must be well-defined. This entails that the jobs must be well-defined. Recruitment and selection is transparent. Recruitment and selection is transparent. Employees are compensated proportionally and handsomely. Employees are compensated proportionally and handsomely. Grievances are redressed in a beseeming manner. Grievances are redressed in a beseeming manner. Promotions are predominantly based not only on seniority but on merit and performance and Promotions are predominantly based not only on seniority but on merit and performance and That the high performance employees are kept motivated and retained for longer period of time That the high performance employees are kept motivated and retained for longer period of time

46. Questions ???? Questions ????

47. Thanks Thanks