Deputy Registrar , Syed Hafeez`s Presentation

Report
Welcome
to the
Workshop on
Human Resource Management,
Office Automation and Effective
Communication Skills
Day-1
Human Resource Management
in Public sector Universities
&
Changing Trends
Syed Hafeez Ahmad
Khyber Medical University
Objectives of Today‘s Session
To deliberate upon the current HRM practices in the public sector universities
in Pakistan with focus on KMU to understand:
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
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.
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.
CONTENTS TO BE DISCUSSED
Introduction
 What is HR?
 What is HRM
 Historical Background
 Evolution of HRM
 Nature of HRM
 Scope of HRM
 Importance of HRM
 Difference b/w HRM and HRD
 Limitations of HRM
 Systems approach to HRM

e
Cont..
HR System
 Place of HR Department
 HRM in Practice

HRM in public sector universities in Pakistan
 Major Loopholes in HR practices in public sector
universities in Pakistan

 Challenges
faced by universities
 Stakeholders’ expectations
 Changing trends in HR
 How
to reform HRM system in public sector
universities in Pakistan
 Conclusion
INTROUCTION

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.

The redundant HR practices of public sector are in place in the universities.

HR policy is not available in a single public sector university.

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.
Similarly

Little attention has been paid to develop systems in the universities i.e.

Financial Management System

Information Management System

Procurement Management System and

Academic Management System.
Nevertheless

HRM system is no different.
Therefore

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.

But first of all we shall discuss the basic of the subject
WHAT IS HR?????


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".
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.
 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.
"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.


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
Historical back ground of HRM
 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.
 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 developing countries personnel departments have been renamed
as HR offices, however, the job, attitude and mindset remains that
of personnel management .
Evolution of HRM
assets
Procure,
develop and
motivate
Procure and develop
Nature of HRM








Integral part of management function.
Comprehensive Function
People Oriented
Based on human relations
Continuous process
Recent origin
Interdisciplinary
Foundation to all functional areas.
Introduction
to HRM
Prospects
of HRM
Employee
Hiring
Scope
of
HRM
Industrial
Relations
Employee
Mainte nance
Employee
Remuneration
Employee
motivation
Importance of HRM

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 .
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.


Importance of HRM for organization.
Importance of HRM for employees.
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
Limitations of HRM
Recent origin
Lack of Top Management Support
Improper Implementation
Inadequate Development Programs.
Inadequate Information.
Systems approach to HRM




An enterprise cannot work in isolation.
Has to adjust its working to suit the
environment.
Subsystems: Departments/sections/cells
created in an organization to carry out its
business effectively.
Each subsystem has a number of further
subsystems.
Important Subsystems
Human Resource Management System

Transforms inputs to outputs.
Personnel


Productive Human
Resource
HR system interacts closely with all other
subsystems.
Quality of people in all subsystems depends
upon policies of HRM System
Place of HR Department


Size Matters!!!!
In case of a small unit…………
Small unit
owner
Production
manager
Sales
Manager
Office
Manager
Personnel
assistant
Accountant
Large Unit
Chairman
/ MD
Director
Production
Director
Finance
Director
HRM
Director
Marketing
Director
R&D
Composition
Director HRM
Manager - Personnel
HRP
Hiring
Manager Admin
Manager - HRD
PR
Appraisal
Canteen
Training And
Development
Medical
Grievance
handling
Compensation
Manager - IR
Welfare
Transport
Legal
Major Factors Affecting HRM
Technological
Advancement
Demographics
and Diversity
HRM
Globalization
HRM in Practice






HRM in Private sector
HRM in Public Sector
HRM in developed countries
HRM in developing countries
HRM in Pakistan
HRM in 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
Very limited understanding prevails about the concept
The process of recruitment and selections is not systematic.
Orientation of the employees is not a common practice.
Opportunities for capacity building is discriminatory few.
Career prospects are highly restrained.
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.
Cont…

Outdated bureaucratic structure of public sector is in vogue in
distorted shape in universities.
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

These Loopholes are discussed one by one:


HRM System, Structure & Capacity




Lack of understanding of HR role
No realization of HR challenges
No separate HR council & department
Lack of HR professionals
Job description





Jobs not defined- few people know about their
jobs
Lack of common understanding
Lack of realization of its importance
No serious effort has been made to have Job
description
Work load not defined
Recruitment and Selection







There is no uniformity of process
Lack of transparency
Political influence
Involvement of nepotism
Undue delay
Manual process
Not merit based
Training and development





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No policy exist
No budgetary allocation
No pre- service training
No in-service training
No pre-promotion training
Irrelevant people nominated for the trainings
Compensation




No performance based reward system exist
High pay disparity amoung various cadres
Based on seniority not performance
Not uniform
Performance evaluation






No proper mechanism
Based on confidential reporting
Done by irrelevant persons.
Not based on job description
Not linked to promotion and reward
Not transparent
Promotion and career
development





No policy exist
Where policy exist not implemented in letter and
spirit
Based on seniority not performance
Not uniform
Not merit based
Relationship between faculty and
administrative staff




Congenial working environment doesn’t exist
Friction between teaching faculty and administrative
staff
No effort has been made to bridge the gap
Coordination doesn’t exist between the teaching
faculty and administrative staff
With these loopholes in mind
universities in Pakistan face a
whole host of challenges
Challenges confronted by universities
Universities are facing numerous external as well as internal challenges.
The major external challenges are:







Globalization
Technological advancement
Mushroom growth of universities
Legal and judicial activism
Political interloping
Compromised autonomy
Accountability
Internal challenges

Financial

Administrative



Importance not given to HRM

Lack of HR qualified staff

HR staff is performing administrative functions
Relevance

Universities are engine of socioeconomic development

Poor university industry linkages
Research and development


Non availability of qualified researchers in certain disciplines
Job diversification.


Introduction of new disciplines
opening of new offices
STAKEHOLDERS EXPECTATIONS
Universities have numerous stakeholders. These stakeholders have varied expectations:

Students






Parents




Retirement of a bulk of employees in the first generation universities
Opening of opportunities
Academic community




Highly sensitive about future of their children
Can’t bear increasing cost of education
Employees (academic and administrative staff)


More informed
Having multiple options
Exposure to information technology
Impact of Social media
Quality education yet affordable
Limited funding for education and research
Increasing politics on the campuses
Involvement in administrative activities
National regulatory bodies


Positive and effective role
More vigilant
CHANGING TRENDS IN HRM

Role of social media

Flexible working hours

Work life balance

Continuous Development Programs

Outsourcing HR function

Career counseling

Succession plans

Exit interviews

Changing role of HR professionals/staff
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.
This requires the university to have a robust HRM system in
place.
Supported by effective and efficient HR practices.
This entails that the jobs must be well-defined.
Recruitment and selection is transparent.
Employees are compensated proportionally and handsomely.
Grievances are redressed in a beseeming manner.
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
Questions ????
Thanks

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