1.
INTRODUCTION
TO SHRM GROUP 5
Leel Aswathy Asok
Naureen S
Midhula G
Rishikesh L T

2.
Edgar Scheins Three Important roles of HR
Professionals
● Edgar Henry Schein born in 1928 is a renowned professor at the MIT Sloan
School of Management who has studied extensively in the field of organization
management.
According to Edgar Schein
Organizations do not adopt a culture in a single day, instead it is formed in due course
of time as the employees go through various changes, adapt to the external
environment and solve problems. They gain from their past experiences and start
practicing it everyday thus forming the culture of the workplace.

3.
Schein believed that there are three levels in an organization culture.

4.
1. Artifacts
The dress code of the employees, office furniture, facilities, behavior of the employees,
mission and vision of the organization all come under artifacts and go a long way in
deciding the culture of the workplace.
1. Values
The values of the individuals working in the organization play an important role in deciding
the organization culture. The thought process and attitude of employees have deep impact
on the culture of any particular organization. The mindset of the individual associated with
any particular organization influences the culture of the workplace.

5.
3. Assumed Values
The inner aspects of human nature come under the third level of organization culture.
Organizations where female workers dominate their male counterparts do not believe in late
sittings as females are not very comfortable with such kind of culture. Male employees on the
other hand would be more aggressive and would not have any problems with late sittings. The
organizations follow certain practices which are not discussed often but understood on their own.
Such rules form the third level of the organization culture.

6.
Multiple Role Model for HRM
❖ The David Ulrich HR model (also called as Multiple Model of
HRM) was introduced in 1995 as a way of organising HR
functions.
❖ Meant particularly for large corporations with big and unwieldy
teams, the model is designed to streamline ways of working
and ensure every team member is clear on their roles and
responsibilities, and what they're accountable for.

7.
Ulrich splits HR into four key sections:
Strategic Partner. The Strategic Partner is there to help manage
the development and growth of the workforce. They look to the
customer to see what they could make better, and they review the
systems and processes that might help to deliver what the
customer wants and needs more efficiently.
Administrative Expert. The Administrative Expert has more of an
internally focused role. They manage costs, people and the overall
delivery of the day-to-day 'business as usual' output.

8.
Change Agent. The Change Agent looks into the company's
overall culture and thinks about how it can be better, both from a
personal and professional perspective. They'll connect with line
managers to lead and facilitate change to make the organisation
a better place for everyone.
Employee Champion (Advocate). The Employee Champion
aids employees to speak up and to ensure they feel heard and
respected at work. They support the delivery of processes and
practicalities that ensure safeguarding, and they can also help to
make sure the company's people are happier and healthier, which
is of huge overall benefit to the organisation.

9.
BENEFITS OF ULRICH MODEL
The main benefits can be summarized as:
1. Quicker response to the need of the management
2. Quicker response to the changed conditions in the organization
3. Proactive HR approach towards its internal and external clients
4. Different HR Organization based on the job content and the needs of the
customers
5. Better methodology for the HR Measurement

10.
Reasons for Dramatic Shift in HR’s emerging
Roles
1)Social Media Influence
➢ Ten years ago, social media was fairly new and a little unsettling for
business leaders and HR. Social Media was considered as a distraction that
threatened to decrease productivity.
➢ But now a more relaxed attitude prevails.
➢ In the next decade, companies may well abandon e-mail and use social
media or other instant messaging tools as their primary internal
communication vehicle

11.
Percentage of companies that track which websites
employees visit

12.
2)Personalization of Employee Benefits
● Till around a decade ago Health and retirement
programs were among the most common benefits
employers provided, and benefit offerings were relatively
limited.
● But now, though employees still value the basics, but
they also want more flexible and individualized benefits.
Companies have responded by recalibrating their perks
to remain competitive in the war for talent.

13.
Eg: Retail giant Amazon, for example, offers its hourly employees a generous tuition
benefit and onsite schooling. The company trains workers for jobs outside of
Amazon.The Career Choice program offers up to 95 percent reimbursement of tuition
and fees (up to $12,000 over four years) to train employees in high-demand fields in
regions where they work.

14.
3)Feedback Becomes Fluid
● In earlier times Companies relied heavily on annual reviews to
assess employees’ performance and provide feedback
● But now, Companies are adopting a less formal and more flexible
approach.
● After Microsoft moved away from stacked ranking in 2013,
managers began using a process called Connects, in which workers
get real-time feedback without structured reviews.

15.
● Instead of numbered rankings, the employees impact over the
last two to three months, their anticipated future impact, what they
learned from various experiences and how they grew
professionally is now analyzed
● And instead of encouraging competition among colleagues, the
system fosters collaboration.
● Employees are assessed on how they worked with their teams
and contributed to others’ success.

16.
4)Remote Work
A Society for Human Resource Management study showed that
three times as many companies offered telework last year than did
in 1996. That gives leeway to both workers and employers, who
can vastly expand their pool of job candidates as it doesn’t have to
be someone local for a job. Companies can work with someone
across the world.
Flexible work arrangements and schedules have also brought
about a different way to evaluate work.

17.
5) HR Analytics
THEN: Some HR managers were experimenting with using metrics to
measure the cost and impact of workforce programs and HR initiatives,
but few HR professionals had any background in data analysis.
NOW: A growing recognition of the need for HR practitioners with
expertise in data skills
While analytics have gotten off to a sluggish start, the use of data to
assess and improve everything from recruitment to health and safety to
succession strategies will be the hottest and biggest game-changing
trend in HR

18.
BARRIERS TO STRATEGIC HRM
The main reason is a lack of growth strategy or failure to
implement one. Other major barriers are summarized as
follows:
1. Inducing the vision and mission of the change effort.
2. High resistance due to lack of cooperation from the bottom
line.
3. Interdepartmental conflict.
4. The commitment of the entire senior management team.
5. Plans that integrate internal resource with external
requirements.

19.
7. The status quo approach of employees.
8. Fear of incompetency of senior level managers to take up strategic
steps.
9. Diverse workforce with competitive skill sets.
10. Fear towards victimisation in the wake of failures.
11. Improper strategic assignments and leadership conflict over
authority.

20.
12. Ramifications for power relations.
13. Vulnerability to legislative changes.
14. Resistance that comes through the legitimate labour institutions.
15. Presence of an active labour union.
16. Rapid structural changes.
17. Economic and market pressures influenced the adoption of strategic HRM.
18. More diverse, outward looking approach.