Hi,
I am currently pursuing my MBA (2nd year) with a specialization in Human Resources. I am eager to work on HR projects and would appreciate any suggestions for current topics suitable for my final project. Additionally, if anyone is aware of any available projects in companies, please do let me know.
Warm regards,
Lakshmi
From India, Kochi
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2I am currently pursuing my MBA (2nd year) with a specialization in Human Resources. I am eager to work on HR projects and would appreciate any suggestions for current topics suitable for my final project. Additionally, if anyone is aware of any available projects in companies, please do let me know.
Warm regards,
Lakshmi
From India, Kochi
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Hi,
I am doing my MBA (HR) Final Year through distance education. Could you help me in making my career in HR? I also want to do some project work in HR. Can you suggest the best topic?
Regards,
Annapurna
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I am doing my MBA (HR) Final Year through distance education. Could you help me in making my career in HR? I also want to do some project work in HR. Can you suggest the best topic?
Regards,
Annapurna
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Hi Lakshmi & Annapurna,
Topics:
1. Overview of TQM with special emphasis on HR systems.
2. HR as a Strategic partner in company's operations.
3. Does HR contribute to company's bottom line?
4. HR systems in the year 2025.
5. Dave Ulrich's 4-part functional model pertaining to
a. Strategic Partner
b. Employee Champion
c. Change Agent
d. Administrative Expert.
(Most HR folks I can remember think of themselves as role b. Top management expects them to play role c. They are not expected to do anything with role a. In reality, HR is largely role d.) How it is in reality vis-a-vis the Model emphasized by Dave Ulrich and how should the HR position themselves.
Guidelines:
1. Read about HR issues written by Dr. T V Rao - which would give you grounding in basic issues of HR.
2. Be open-minded about these issues and research everything about these topics.
3. Don't be afraid to ask questions!
4. Try to look beyond the current systems.
I know that I have given the tough & challenging topics - believe me if you do any one of them sincerely - I can assure you that you would learn a lot and get a job of your dreams!!
Cheerio,
Rajat Joshi
From India, Pune
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Topics:
1. Overview of TQM with special emphasis on HR systems.
2. HR as a Strategic partner in company's operations.
3. Does HR contribute to company's bottom line?
4. HR systems in the year 2025.
5. Dave Ulrich's 4-part functional model pertaining to
a. Strategic Partner
b. Employee Champion
c. Change Agent
d. Administrative Expert.
(Most HR folks I can remember think of themselves as role b. Top management expects them to play role c. They are not expected to do anything with role a. In reality, HR is largely role d.) How it is in reality vis-a-vis the Model emphasized by Dave Ulrich and how should the HR position themselves.
Guidelines:
1. Read about HR issues written by Dr. T V Rao - which would give you grounding in basic issues of HR.
2. Be open-minded about these issues and research everything about these topics.
3. Don't be afraid to ask questions!
4. Try to look beyond the current systems.
I know that I have given the tough & challenging topics - believe me if you do any one of them sincerely - I can assure you that you would learn a lot and get a job of your dreams!!
Cheerio,
Rajat Joshi
From India, Pune
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Hi Rajat sir,
Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I am eager to understand how to proceed further with this topic. What aspects need to be covered? I am looking forward to your suggestions.
Regards,
Lakshmi
From India, Kochi
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Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I am eager to understand how to proceed further with this topic. What aspects need to be covered? I am looking forward to your suggestions.
Regards,
Lakshmi
From India, Kochi
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Hi Lakshmi,
Hi Rajat,
Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I wanted to know how I should proceed further with this topic. What aspects have to be covered? Waiting for your suggestions.
Regards,
Lakshmi
Apologies for the delay in responding to your query; I was traveling in the last two days.
Please don't address me as "Sir" as we are all students learning from each other.
Coming to your point, let me explain the relationship between HR and TQM.
HR Interventions for TQM
TQM is primarily an organizational strategy considered a change program to achieve excellence, and therefore HR plays an important role in designing interventions to prepare people and organizations for the desired change.
Development of Total Quality People
The first pillar of TQM is internal customer satisfaction. People involved in each process must treat those next in the process as their customer. In addition to the external customer, every activity in the factory has an internal customer. The service to the internal customer is crucial to gearing up the organization to deliver the required service to the customer. For example, if the Marketing department deals with the external customer, its commitments must be supported by other departments for whom the Marketing department itself becomes a customer. Therefore, all departments and people must be oriented towards achieving total quality, and the attitude of "Help us to help you better" must be developed based on the philosophy of internal customers.
Here lies the importance of HR in developing total quality people – individuals with a positive attitude, values in line with the organizational mission, and a mindset that strengthens the foundation.
The HR effort should aim to bring in/foster the real spirit of TQM – the spirit of reciprocity in interactions rather than just the mechanics of it. HR initiatives in TQM activities should demonstrate the efficacy of Win-Win relationships as opposed to Win-Lose or Lose-Lose relationships, enabling an effective spirit of teamwork.
Training
HR also needs to provide intensive training for personnel to understand the application of TQM methods and tools. In Japan, the widespread application of TQM methods and tools is well-known, with individuals at all levels being well-versed and applying them in all aspects of their activities. HR initiatives in this context need to focus on training personnel to be "data-minded rather than opinion-minded." The mindset of "What is wrong" rather than "Who is wrong" needs to be fostered. Although breaking this mindset is a challenging task, HR must instill this thinking in the organization to realize a thought revolution in the dimension of TQM.
Employee Involvement
Furthermore, HR must initiate employee involvement in TQM activities. Quality is ultimately produced by the operator on the shop floor; thus, it is vital for the operator to understand the quality requirements of the job. This understanding is feasible when the employee's involvement in the job is high, and they are committed and empowered workers. The introduction of Quality Circles by the Japanese exemplifies high worker commitment and has contributed to Japan becoming a world leader in business. Quality circles are based on fundamental principles of collaboration, involvement, and empowerment. HR needs to promote a culture of teamwork, whether through Quality Circles, Quality Teams, Task forces, CFT, Suggestion schemes, or other innovative employee involvement schemes for TQM activities.
Finally, HR needs to create a TQM mindset by focusing on the following three main orientations:
1) The customer orientation
2) The process orientation
3) The people orientation
This can be achieved through an integrated and dedicated approach stemming from the corporate value system built around the principle of "Do things right the first time and every time."
Hope this helps.
Cheers,
Rajat
From India, Pune
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Hi Rajat,
Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I wanted to know how I should proceed further with this topic. What aspects have to be covered? Waiting for your suggestions.
Regards,
Lakshmi
Apologies for the delay in responding to your query; I was traveling in the last two days.
Please don't address me as "Sir" as we are all students learning from each other.
Coming to your point, let me explain the relationship between HR and TQM.
HR Interventions for TQM
TQM is primarily an organizational strategy considered a change program to achieve excellence, and therefore HR plays an important role in designing interventions to prepare people and organizations for the desired change.
Development of Total Quality People
The first pillar of TQM is internal customer satisfaction. People involved in each process must treat those next in the process as their customer. In addition to the external customer, every activity in the factory has an internal customer. The service to the internal customer is crucial to gearing up the organization to deliver the required service to the customer. For example, if the Marketing department deals with the external customer, its commitments must be supported by other departments for whom the Marketing department itself becomes a customer. Therefore, all departments and people must be oriented towards achieving total quality, and the attitude of "Help us to help you better" must be developed based on the philosophy of internal customers.
Here lies the importance of HR in developing total quality people – individuals with a positive attitude, values in line with the organizational mission, and a mindset that strengthens the foundation.
The HR effort should aim to bring in/foster the real spirit of TQM – the spirit of reciprocity in interactions rather than just the mechanics of it. HR initiatives in TQM activities should demonstrate the efficacy of Win-Win relationships as opposed to Win-Lose or Lose-Lose relationships, enabling an effective spirit of teamwork.
Training
HR also needs to provide intensive training for personnel to understand the application of TQM methods and tools. In Japan, the widespread application of TQM methods and tools is well-known, with individuals at all levels being well-versed and applying them in all aspects of their activities. HR initiatives in this context need to focus on training personnel to be "data-minded rather than opinion-minded." The mindset of "What is wrong" rather than "Who is wrong" needs to be fostered. Although breaking this mindset is a challenging task, HR must instill this thinking in the organization to realize a thought revolution in the dimension of TQM.
Employee Involvement
Furthermore, HR must initiate employee involvement in TQM activities. Quality is ultimately produced by the operator on the shop floor; thus, it is vital for the operator to understand the quality requirements of the job. This understanding is feasible when the employee's involvement in the job is high, and they are committed and empowered workers. The introduction of Quality Circles by the Japanese exemplifies high worker commitment and has contributed to Japan becoming a world leader in business. Quality circles are based on fundamental principles of collaboration, involvement, and empowerment. HR needs to promote a culture of teamwork, whether through Quality Circles, Quality Teams, Task forces, CFT, Suggestion schemes, or other innovative employee involvement schemes for TQM activities.
Finally, HR needs to create a TQM mindset by focusing on the following three main orientations:
1) The customer orientation
2) The process orientation
3) The people orientation
This can be achieved through an integrated and dedicated approach stemming from the corporate value system built around the principle of "Do things right the first time and every time."
Hope this helps.
Cheers,
Rajat
From India, Pune
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Hi Lakshmi,
I have completed my MBA and would like to point out that the final project should be done in accordance with your ultimate career plan. If you are looking to pursue a career in corporate HR, then choose a topic accordingly. Taking help from seniors or faculty members would not be a bad idea.
From India, Delhi
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I have completed my MBA and would like to point out that the final project should be done in accordance with your ultimate career plan. If you are looking to pursue a career in corporate HR, then choose a topic accordingly. Taking help from seniors or faculty members would not be a bad idea.
From India, Delhi
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Hi Rajat,
That was a cool insight into the HR projects. I'm an MBA (IIIsem) student specializing in HR. Please tell me more about the latest trends in HR and the final project that can be taken for a global bank like HSBC.
Email: deepti1509@gmail.com
Cheers,
Deepti
From India, New Delhi
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That was a cool insight into the HR projects. I'm an MBA (IIIsem) student specializing in HR. Please tell me more about the latest trends in HR and the final project that can be taken for a global bank like HSBC.
Email: deepti1509@gmail.com
Cheers,
Deepti
From India, New Delhi
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Hi Rajat Joshi,
Hi Rajat,
Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I wanted to know how I should proceed further with this topic. What aspects have to be covered? Waiting for your suggestions.
Regards,
Lakshmi
Apologies for the delay in responding to your query. I was traveling in the last two days. Please don't address me as "Sir," as we are all students learning from each other. Let me explain the relationship between HR and TQM.
HR Interventions for TQM
TQM is primarily an organizational strategy considered a change program to achieve excellence, and therefore, HR plays an important role in designing interventions to prepare people and organizations for the desired change.
Development of Total Quality People
The first pillar of TQM is internal customer satisfaction. People involved in each process should treat those next in the process as their customers. Every activity in the factory has an internal customer in addition to the external customer. The service to the internal customer is crucial for the organization to deliver the required service to the external customer. For example, if the Marketing department deals with external customers, its commitments must be supported by other departments, making the marketing department an internal customer. Therefore, all departments and people should be oriented towards achieving total quality, with the attitude of "Help us to help you better" based on the philosophy of internal customers.
Here lies the importance of HR in developing total quality people, individuals with a positive attitude, values in line with the organizational mission, and a mindset that strengthens the foundation.
The HR effort should aim to foster the real spirit of TQM, emphasizing reciprocity in interactions rather than just the mechanics of it. HR initiatives in TQM activities should focus on demonstrating the efficacy of Win-Win relationships, enabling effective teamwork.
Training
HR also needs to provide intensive training to personnel on understanding and applying TQM methods and tools. In Japan, applying TQM methods and tools is widespread, with people at all levels well-versed and applying them in all activities. HR initiatives should focus on training personnel to be "data-minded rather than opinion-minded," shifting the focus from "What is wrong" to "Who is wrong." Breaking this mindset is a challenging task, but HR must instill this thinking in an organization to realize a TQM thought revolution.
Employee Involvement
Furthermore, HR should promote employee involvement in TQM activities. Quality is ultimately produced by the operator on the shop floor, making it essential for the employee to understand the quality requirements of their job. This understanding comes through high involvement, commitment, and empowerment. Japanese Quality Circles exemplify this approach, enhancing worker commitment and contributing to Japan's global leadership. HR should foster a culture of teamwork through Quality Circles, Quality Teams, Task Forces, CFTs, Suggestion Schemes, or other innovative employee involvement schemes for TQM activities.
Finally, HR should create a TQM mindset by focusing on three main orientations: customer orientation, process orientation, and people orientation. This can be achieved through an integrated and dedicated approach aligned with the corporate value system of "Do things right the first time, every time."
I hope this helps.
Cheers,
Rajat
Hello Rajat,
I'm Sneha Mugali, pursuing an MBA at ICFAI National College, Hubli, Karnataka, in the 2nd semester. We have a 4-month summer internship program as part of our curriculum and I have been selected for Aviva Life Insurance Co. Could you please guide me on HR projects? Please.
The above topic is very good.
Waiting for your reply.
Thank you.
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Hi Rajat,
Could you please elaborate on the topic "Overview of TQM with special emphasis on HR systems"? I wanted to know how I should proceed further with this topic. What aspects have to be covered? Waiting for your suggestions.
Regards,
Lakshmi
Apologies for the delay in responding to your query. I was traveling in the last two days. Please don't address me as "Sir," as we are all students learning from each other. Let me explain the relationship between HR and TQM.
HR Interventions for TQM
TQM is primarily an organizational strategy considered a change program to achieve excellence, and therefore, HR plays an important role in designing interventions to prepare people and organizations for the desired change.
Development of Total Quality People
The first pillar of TQM is internal customer satisfaction. People involved in each process should treat those next in the process as their customers. Every activity in the factory has an internal customer in addition to the external customer. The service to the internal customer is crucial for the organization to deliver the required service to the external customer. For example, if the Marketing department deals with external customers, its commitments must be supported by other departments, making the marketing department an internal customer. Therefore, all departments and people should be oriented towards achieving total quality, with the attitude of "Help us to help you better" based on the philosophy of internal customers.
Here lies the importance of HR in developing total quality people, individuals with a positive attitude, values in line with the organizational mission, and a mindset that strengthens the foundation.
The HR effort should aim to foster the real spirit of TQM, emphasizing reciprocity in interactions rather than just the mechanics of it. HR initiatives in TQM activities should focus on demonstrating the efficacy of Win-Win relationships, enabling effective teamwork.
Training
HR also needs to provide intensive training to personnel on understanding and applying TQM methods and tools. In Japan, applying TQM methods and tools is widespread, with people at all levels well-versed and applying them in all activities. HR initiatives should focus on training personnel to be "data-minded rather than opinion-minded," shifting the focus from "What is wrong" to "Who is wrong." Breaking this mindset is a challenging task, but HR must instill this thinking in an organization to realize a TQM thought revolution.
Employee Involvement
Furthermore, HR should promote employee involvement in TQM activities. Quality is ultimately produced by the operator on the shop floor, making it essential for the employee to understand the quality requirements of their job. This understanding comes through high involvement, commitment, and empowerment. Japanese Quality Circles exemplify this approach, enhancing worker commitment and contributing to Japan's global leadership. HR should foster a culture of teamwork through Quality Circles, Quality Teams, Task Forces, CFTs, Suggestion Schemes, or other innovative employee involvement schemes for TQM activities.
Finally, HR should create a TQM mindset by focusing on three main orientations: customer orientation, process orientation, and people orientation. This can be achieved through an integrated and dedicated approach aligned with the corporate value system of "Do things right the first time, every time."
I hope this helps.
Cheers,
Rajat
Hello Rajat,
I'm Sneha Mugali, pursuing an MBA at ICFAI National College, Hubli, Karnataka, in the 2nd semester. We have a 4-month summer internship program as part of our curriculum and I have been selected for Aviva Life Insurance Co. Could you please guide me on HR projects? Please.
The above topic is very good.
Waiting for your reply.
Thank you.
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Hi Sneha, Sure we would help you out on drawing the broadline for the HR Project in Aviva Life Insurance..but hasn’t company provided the projects they want to get it done?.. Regards, Rajat
From India, Pune
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From India, Pune
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Hello Rajat sir,
Sorry, sir, I couldn't mail you for these days. I got the topic. The topic is Identification & analysis of High Net Worth Individuals. A case study of Hubli & Dharwad cities. Please, sir, if you can guide me on this. And any new news in the HR industry & the PowerPoint presentations on any topic, please forward them to me, sir.
Thank you, Sir.
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Sorry, sir, I couldn't mail you for these days. I got the topic. The topic is Identification & analysis of High Net Worth Individuals. A case study of Hubli & Dharwad cities. Please, sir, if you can guide me on this. And any new news in the HR industry & the PowerPoint presentations on any topic, please forward them to me, sir.
Thank you, Sir.
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Good day Rajat,
Very interesting ideas that you posted. I have recently joined this site and was just going through the justification and ideas of all.
I just wanted to know if there are any HR training or development programs available in India. Can you please forward me their websites or addresses?
Regards, Siddiq
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Very interesting ideas that you posted. I have recently joined this site and was just going through the justification and ideas of all.
I just wanted to know if there are any HR training or development programs available in India. Can you please forward me their websites or addresses?
Regards, Siddiq
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Hi, Laxmi,
How are you? I'm Sneha, a final year MBA student specializing in HR. I am seeking some information on Total Quality Management (TQM) with a specific focus on its implications for HR. I have slightly modified it to explore the "role of HR in implementing the concept of TQM within an organization."
Please assist me with this.
Thank you and take care.
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How are you? I'm Sneha, a final year MBA student specializing in HR. I am seeking some information on Total Quality Management (TQM) with a specific focus on its implications for HR. I have slightly modified it to explore the "role of HR in implementing the concept of TQM within an organization."
Please assist me with this.
Thank you and take care.
Acknowledge(0)Amend(0)
Hi Rajat,
I am in my final semester of my MBA degree. I saw the topics suggested by you for doing our project. It will be helpful for me if you explain Dave Ulrich's 4-part functional model in detail to my mail id
.
Waiting for your reply.
Regards,
Devi R.
From India, Madras
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I am in my final semester of my MBA degree. I saw the topics suggested by you for doing our project. It will be helpful for me if you explain Dave Ulrich's 4-part functional model in detail to my mail id
Waiting for your reply.
Regards,
Devi R.
From India, Madras
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Hi Rajat,
I ran through your topics you have suggested to others. I specialize in HR and Systems. Considering the topic "HR systems in the year 2025" would be quite beneficial. Could you please suggest what type of organizations I should approach to grant me projects focusing on HRIS? What should I cover in this topic?
Thanks a lot,
Radha Ganesan
Mumbai
From India, Madras
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I ran through your topics you have suggested to others. I specialize in HR and Systems. Considering the topic "HR systems in the year 2025" would be quite beneficial. Could you please suggest what type of organizations I should approach to grant me projects focusing on HRIS? What should I cover in this topic?
Thanks a lot,
Radha Ganesan
Mumbai
From India, Madras
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Hi Devi,
Am attaching herewith the interview of David Ulrich which clearly explains his views on 4 Roles of HR.
Happy Reading!!
Cheerio
Rajat Joshi
INTERVIEW WITH DAVE ULRICH
by DAVID CREELMAN OF HR.COM
DC- David Creelman of HR.COM
DU - Dave Ulrich
DC- Tell us about your views on the roles HR should play?
DU- There are four roles I talked about in the book, HR Champions. The key is to really be a business partner and create real value to a business. There are 4 roles you can play to accomplish this:
1. 1. a strategic partner role, where you help turn strategy into results by building organizations that create value;
2. 2. the second is the “change agent role? where you help make change happen and, in particular, you help it happen fast;
3. 3. the third is the “employee champion role? where you manage the talent or the intellectual capital within a firm; and,
4. 4. the fourth would be an “administrative role?where you try to get things to happen better, faster, cheaper.
DC- Let's take these roles and apply them to a case study. Let's say I am a bank manager and I think I do a pretty good job. I take my job seriously, I take people seriously, and I am selective with who I hire. Why on earth do I need any HR person coming in with their systems and forms to help me do my job?
DU- Well, if we look at this in terms of the roles (and I will do this rather erratically), with the “strategic partner role? what the HR manager should help you do is figure out how to deal with the organization and brass to help you succeed. Are there things my branch needs to do? Are there things we can learn from other branches? Do we need to make decisions faster? Do we need a better work culture? And, how can we focus to help the branch be more efficient and effective at what I need it to do?
In the “change agent role?we have to ask: What are the changes going on in my branch? What are the customer expectations? What are the new technologies in banking and how do I get people ready and skilled to do it?
In the “employee champion role?where HR is looking at the talent, they need to ask: Do my people have the skills my customer's expect? Do they interact the way the customers?would want them to or when a customer comes into my branch are they getting their needs met the way the expected?
And the “administrative role? Are all the administrative things relating to the 20 people in my branch being done? Are payroll, benefits, and work hours being done in a way that helps me succeed?
DC- As the branch manager I think I'm already managing the HR issues myself; I don't really want an HR person coming in from HQ to tell me what to do.
DU- Well, the HR person has to explain I am from corporate and I am here to help. The reality is the branch manager has ultimate responsibility for everything that goes in and out of his or her branch, but what an HR person does is bring in a particular expertise. For example an HR person may say: “You have a turnover rate of over 140%, so something must be going on here because you are not able to keep the people in place and, therefore, you spend a lot of your time recruiting and re-engaging people. Maybe we could go do some research and see what we could do to get that turnover down to about 30% a year, so you could spend your time doing other things.? My job as the HR person is to bring some expertise and some knowledge to the table. I am not going to do your job that is silly; but I also may have some expertise that may allow you to do your job better.
DC- The role you just described sounds like a consulting role, as the HR people are trying to understand and help with the business issues. My experience with HR is that they come into a branch with some new system that they have, such as a performance management system, and they say, “We want you to implement this.? Any comment on that?
DU- Yes, I think what you are describing is the old HR, and the HR role is changing. The old HR was there to make sure you, the branch manager, do everything we ask you to do. In the new HR, there are still some of the administrative things to get done—hopefully through technology—you know, your people will be paid on time, benefits administration, all that stuff, but my job as the HR person is to figure out how I get your organization to do its best.
DC- Let me give you another situation: Our company has decided to open a branch office in Taiwan. Now, of course, we will hire a local HR person to do the hiring, deal with local laws and stuff, but how can corporate HR help with the opening of the office in Taiwan?
DU- Well, there's really a whole series of organizational diagnostics you need to do. One would be, what kind of organization are we going to need? What will be the culture and the values? How will people work together and what will be the work environment? What kind of capabilities is the staffer going to need to be successful? Are we going to need to be fast? Are we going to have to have quality? What are the organizational characteristics that the firm will need to succeed?
Secondly, what are the HR systems that will help us achieve these capabilities? One system is staffing: Do we want to hire local or do we want to hire expatriates? Do we want to hire part-time or full-time? A second system would be training and development: Do we want to bring in people from other sites and have them on part-time to train the new staff? That's what Nordstrom's does.
A third organizational diagnostic is compensation: What is going to be our compensation philosophy?
A fourth would be the broader recognition of philosophy and rewards: Do we give flexible hours? Flexible benefits? And if so, is what we do based on strategy and/or geographic conditions?
A fifth would be communication: How do we begin to build a common form of communication and culture within the plant?
A sixth might be policies and procedures: What are the policies and procedures within this plant?
Again, all of those six things and the HR systems will build a set of capabilities that will allow the plant to succeed in Taiwan. And the corporate HR person there really becomes an organizational diagnostician, as what they are really doing is redefining the role of HR, redefining the view of HR. HR is not the person who comes in and says, “Let's get payroll processed.?It's really an organizational consultant or diagnostician who helps build the entire organization to help a business succeed.
DC- So if we talk of HR as a consultant or diagnostician/change agent, do you think some of the other staff functions play a similar role? For example, is a finance director also a change agent?
DU- Absolutely. In fact, what you often have are teams. If you are opening a plant in Taiwan (if that's where you are going to), you probably have a team of people: a legal person who understands local laws and restrictions, a finance person, an HR person, probably a geographic person. What often gets talked about is creating centers of expertise in each of those areas, which come together in virtual teams to help a company succeed. HR is just one of the members of those virtual teams.
DC- Everyone I talk to likes being a strategic partner. Whether an economist at a bank or an IT specialist, they all want to be part of that team. Are you concerned about there being too many people crowded around the table?
DU- Actually, I would argue that every employee should be able to say how his or her work relates to the business and, in some ways, that's what you are probably hearing from economists. They want to know that when they are doing economic analysis they are helping their business succeed and not just throwing out paperwork.
DC- That's true. But if we go back, who should be around the table for a company that's trying to grow whether it be in Taiwan, or in manufacturing or whatever?
DU- Whether it's a new division or whatever, there are usually three resources that every business needs to have at the table in order to succeed: One resource is money, and that's your financial person; the other is people—the talent and the people to do it—and that is HR; and the third, which is getting woven in there quite aggressively now, is data and information. Usually you need architects of those three resources, data, people, and technology to succeed. And, of course, you need to weave those together in a way to serve customers. So I see these resources as ones that would be around any table.
DC- Now this all sounds very exciting and interesting; it's what people want, but imagine I am the “Comp and Ben?guy: I have “Comp and Ben?stamped all on my forehead. I am administering all these existing programs and there are always new programs to manage. Frankly, I don't see my job changing.
DU- I think there is going to be a bifurcation in the HR job. If I am the benefits manager and all I see myself as is admin, passing on and disseminating information, I will be blocked out I think. Some of that information is going to put over the web, some of that will be outsourced. If all I am is a transfer of knowledge from A to B, we will find more efficient ways to do that rather than having people in that value chain. Disintermediation is the buzzword, and you'll just disintermediate people in the transfer of knowledge.
Back to compensation and benefits and your branch example: What are the goals of the business? If they are productivity and our turnover is over 140% we will never meet our productivity goals. If I can change the “Comp & Ben?program 20%, I think this will assist with our retention-bringing turnover from 140% down to 80%. Based on my costs, I think this will add value. It is then that I bring value to the business.
So this is the bifurcation, the transformational part of HR versus the administering part of HR—which is where everyone's mind goes; you know, show me an HR person and I'll show you the great eyeshade guy. All of this administrative work is going to get handled by technology. The transformational part, where value is created for the business, is where I think HR will have to move. Some will be able to make that move some won't.
Some of the traditional “Comp & Ben?folks are really computers with shoes, because they are really transaction people. If they can't make that shift they very well could lose some of their opportunities.
BD- I teach a course in Labor Market Economics.
DU- Sorry to hear that.
BD- What?!
DU- It's a joke.
BD- What would you see as a key role for teaching Labor Market Economics to future HR managers?
DU- Give me an example of what you teach.
BD- For example the hours of work/pay and individual decision making around it.
DU- It is hard to answer your question. I mean what should a good HR person know in the future? I think the whole question begins, and it is the question I would ask it if I was looking at all at your course, “What is the business requirement?? Labor economics data is wonderful and it is certainly good to know, but I don't think it is necessary unless I can deal with it as a value equation for the business. You are trying to win on productivity. Your utility for northeast Canada is clearly a commodity business and if you can't get your costs down, you're in trouble. Clearly your biggest variable is labor given the fixed costs of materials and equipment. Some of that data around productivity numbers will be central to your ability to ensure your operation is competitive. The question to me as a labor economist is not what I know, but rather what would the business need to know in order to do the job more effectively.
IT- Mergers and acquisitions are all the rage today. What is the impact from an HR perspective?
DU- The buzzword I am hearing is “conversion? Mergers and acquisitions create convergence on two levels: one is industry convergence, and the second level of conversion is cultural conversion. For instance, AOL is merging with Time Warner and there's a convergence of the creation of entertainment and information with distribution, and the auto industry has converged all over the place.
The question is how do we put the parts together. Just because we put two pieces together doesn't mean they are going to work. I think how HR can play a major part is not at the industry level (How do you become the global automotive maker of Jeeps?), but in the way you make these two parts that you have got work in an integrated and efficient way. This gets very much into the area of culture; how we make decisions, how we manage people, how we manage compensation.
The other level of convergence that I think is key is when you build a house, the electrical system, the plumbing system, etc.; all really work together to make your housework. If you didn't have heating in a Canadian house, it wouldn't be a very nice house. I think in a merger you really have two heating systems coming together. Now you have to bring together those two systems so they are invisible to the outside world, and that's your HR system—payroll, benefits, staffing. All the administration systems in a merger need to come together in order to have a unified voice.
DC- You've done some important work in the past, what are you working on now; what issues are you interested in?
DU- Three or four things and I will get into more detail with them in a moment. One is a leadership role, and I am more and more intrigued than ever with the quality of leadership. Businesses succeed because they have a quality of leadership at every level of the hierarchy. You want to brand your leaders, like a firm brands its identity, like Nordstrom's has a service brand and Harley Davidson has a brand. The leaders really embody those brands and make the companies better to work with.
The second thing we are working on is employee commitment: how do you ensure an organization has a high percentage (90-99%) of it's workers identifying with the firm, giving discretionary energy, and giving what they can every day.
A third piece is an HR measurement or score card system. How do you know that HR is providing value, and the buzzwords around that seem to be getting around the intangible aspects shareholders seem to value. Two firms may have different stock values even though they make the same cash, and some of that is an intangible difference. HR creates those intangibles. So those are the areas we are working on.
IT- I would like to follow up on that. One of the people we are planning on following up with is Jac Fitz-Enz. Do you think that's the direction we need to move HR (Jac's kind of measurements) or are there other ways of assessing?
DU- The kind of work he was doing at the Saratoga Institute was related more to the transaction side of the job—how much does it cost to hire somebody. Jac's now moving more into the strategic work of HR, and measures around that. I think he's asking, “How does HR build value??
DC- A lot of the academic research on leadership doesn't amount to much.
DU- Agreed. I think what's happened is we have been asking the wrong question. We have been asking, “What are the generic characteristics of an effective leader?? They have energy; they energize others. What we are now intrigued with is the concept of a brand. You don't want a generic list of attributes. What you want to do is turn those attributes into results. The question we have been trying to figure out is that leadership is not just about character—leadership is about turning a set of behaviors into a clear set of business outcomes.
HR.com would like to thank David Ulrich for this interview. We all know his great work in HR but it seems that he's a great driver as well: he conducted this flawless interview while driving to the university and never missed a beat coping with traffic and our questions simultaneously.
************************************************** *********
Hi Radha,
Am sorry for the delayed response!..
HR systems in 2025...hmm..a good question as i don;t myself which organizations would survive till 2025 considering the changes in today;s times.. :D
Would recommend that you approach companies like Tata's or Birla's which are surely to exist in that era.
best wishes,
Rajat
From India, Pune
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Am attaching herewith the interview of David Ulrich which clearly explains his views on 4 Roles of HR.
Happy Reading!!
Cheerio
Rajat Joshi
INTERVIEW WITH DAVE ULRICH
by DAVID CREELMAN OF HR.COM
DC- David Creelman of HR.COM
DU - Dave Ulrich
DC- Tell us about your views on the roles HR should play?
DU- There are four roles I talked about in the book, HR Champions. The key is to really be a business partner and create real value to a business. There are 4 roles you can play to accomplish this:
1. 1. a strategic partner role, where you help turn strategy into results by building organizations that create value;
2. 2. the second is the “change agent role? where you help make change happen and, in particular, you help it happen fast;
3. 3. the third is the “employee champion role? where you manage the talent or the intellectual capital within a firm; and,
4. 4. the fourth would be an “administrative role?where you try to get things to happen better, faster, cheaper.
DC- Let's take these roles and apply them to a case study. Let's say I am a bank manager and I think I do a pretty good job. I take my job seriously, I take people seriously, and I am selective with who I hire. Why on earth do I need any HR person coming in with their systems and forms to help me do my job?
DU- Well, if we look at this in terms of the roles (and I will do this rather erratically), with the “strategic partner role? what the HR manager should help you do is figure out how to deal with the organization and brass to help you succeed. Are there things my branch needs to do? Are there things we can learn from other branches? Do we need to make decisions faster? Do we need a better work culture? And, how can we focus to help the branch be more efficient and effective at what I need it to do?
In the “change agent role?we have to ask: What are the changes going on in my branch? What are the customer expectations? What are the new technologies in banking and how do I get people ready and skilled to do it?
In the “employee champion role?where HR is looking at the talent, they need to ask: Do my people have the skills my customer's expect? Do they interact the way the customers?would want them to or when a customer comes into my branch are they getting their needs met the way the expected?
And the “administrative role? Are all the administrative things relating to the 20 people in my branch being done? Are payroll, benefits, and work hours being done in a way that helps me succeed?
DC- As the branch manager I think I'm already managing the HR issues myself; I don't really want an HR person coming in from HQ to tell me what to do.
DU- Well, the HR person has to explain I am from corporate and I am here to help. The reality is the branch manager has ultimate responsibility for everything that goes in and out of his or her branch, but what an HR person does is bring in a particular expertise. For example an HR person may say: “You have a turnover rate of over 140%, so something must be going on here because you are not able to keep the people in place and, therefore, you spend a lot of your time recruiting and re-engaging people. Maybe we could go do some research and see what we could do to get that turnover down to about 30% a year, so you could spend your time doing other things.? My job as the HR person is to bring some expertise and some knowledge to the table. I am not going to do your job that is silly; but I also may have some expertise that may allow you to do your job better.
DC- The role you just described sounds like a consulting role, as the HR people are trying to understand and help with the business issues. My experience with HR is that they come into a branch with some new system that they have, such as a performance management system, and they say, “We want you to implement this.? Any comment on that?
DU- Yes, I think what you are describing is the old HR, and the HR role is changing. The old HR was there to make sure you, the branch manager, do everything we ask you to do. In the new HR, there are still some of the administrative things to get done—hopefully through technology—you know, your people will be paid on time, benefits administration, all that stuff, but my job as the HR person is to figure out how I get your organization to do its best.
DC- Let me give you another situation: Our company has decided to open a branch office in Taiwan. Now, of course, we will hire a local HR person to do the hiring, deal with local laws and stuff, but how can corporate HR help with the opening of the office in Taiwan?
DU- Well, there's really a whole series of organizational diagnostics you need to do. One would be, what kind of organization are we going to need? What will be the culture and the values? How will people work together and what will be the work environment? What kind of capabilities is the staffer going to need to be successful? Are we going to need to be fast? Are we going to have to have quality? What are the organizational characteristics that the firm will need to succeed?
Secondly, what are the HR systems that will help us achieve these capabilities? One system is staffing: Do we want to hire local or do we want to hire expatriates? Do we want to hire part-time or full-time? A second system would be training and development: Do we want to bring in people from other sites and have them on part-time to train the new staff? That's what Nordstrom's does.
A third organizational diagnostic is compensation: What is going to be our compensation philosophy?
A fourth would be the broader recognition of philosophy and rewards: Do we give flexible hours? Flexible benefits? And if so, is what we do based on strategy and/or geographic conditions?
A fifth would be communication: How do we begin to build a common form of communication and culture within the plant?
A sixth might be policies and procedures: What are the policies and procedures within this plant?
Again, all of those six things and the HR systems will build a set of capabilities that will allow the plant to succeed in Taiwan. And the corporate HR person there really becomes an organizational diagnostician, as what they are really doing is redefining the role of HR, redefining the view of HR. HR is not the person who comes in and says, “Let's get payroll processed.?It's really an organizational consultant or diagnostician who helps build the entire organization to help a business succeed.
DC- So if we talk of HR as a consultant or diagnostician/change agent, do you think some of the other staff functions play a similar role? For example, is a finance director also a change agent?
DU- Absolutely. In fact, what you often have are teams. If you are opening a plant in Taiwan (if that's where you are going to), you probably have a team of people: a legal person who understands local laws and restrictions, a finance person, an HR person, probably a geographic person. What often gets talked about is creating centers of expertise in each of those areas, which come together in virtual teams to help a company succeed. HR is just one of the members of those virtual teams.
DC- Everyone I talk to likes being a strategic partner. Whether an economist at a bank or an IT specialist, they all want to be part of that team. Are you concerned about there being too many people crowded around the table?
DU- Actually, I would argue that every employee should be able to say how his or her work relates to the business and, in some ways, that's what you are probably hearing from economists. They want to know that when they are doing economic analysis they are helping their business succeed and not just throwing out paperwork.
DC- That's true. But if we go back, who should be around the table for a company that's trying to grow whether it be in Taiwan, or in manufacturing or whatever?
DU- Whether it's a new division or whatever, there are usually three resources that every business needs to have at the table in order to succeed: One resource is money, and that's your financial person; the other is people—the talent and the people to do it—and that is HR; and the third, which is getting woven in there quite aggressively now, is data and information. Usually you need architects of those three resources, data, people, and technology to succeed. And, of course, you need to weave those together in a way to serve customers. So I see these resources as ones that would be around any table.
DC- Now this all sounds very exciting and interesting; it's what people want, but imagine I am the “Comp and Ben?guy: I have “Comp and Ben?stamped all on my forehead. I am administering all these existing programs and there are always new programs to manage. Frankly, I don't see my job changing.
DU- I think there is going to be a bifurcation in the HR job. If I am the benefits manager and all I see myself as is admin, passing on and disseminating information, I will be blocked out I think. Some of that information is going to put over the web, some of that will be outsourced. If all I am is a transfer of knowledge from A to B, we will find more efficient ways to do that rather than having people in that value chain. Disintermediation is the buzzword, and you'll just disintermediate people in the transfer of knowledge.
Back to compensation and benefits and your branch example: What are the goals of the business? If they are productivity and our turnover is over 140% we will never meet our productivity goals. If I can change the “Comp & Ben?program 20%, I think this will assist with our retention-bringing turnover from 140% down to 80%. Based on my costs, I think this will add value. It is then that I bring value to the business.
So this is the bifurcation, the transformational part of HR versus the administering part of HR—which is where everyone's mind goes; you know, show me an HR person and I'll show you the great eyeshade guy. All of this administrative work is going to get handled by technology. The transformational part, where value is created for the business, is where I think HR will have to move. Some will be able to make that move some won't.
Some of the traditional “Comp & Ben?folks are really computers with shoes, because they are really transaction people. If they can't make that shift they very well could lose some of their opportunities.
BD- I teach a course in Labor Market Economics.
DU- Sorry to hear that.
BD- What?!
DU- It's a joke.
BD- What would you see as a key role for teaching Labor Market Economics to future HR managers?
DU- Give me an example of what you teach.
BD- For example the hours of work/pay and individual decision making around it.
DU- It is hard to answer your question. I mean what should a good HR person know in the future? I think the whole question begins, and it is the question I would ask it if I was looking at all at your course, “What is the business requirement?? Labor economics data is wonderful and it is certainly good to know, but I don't think it is necessary unless I can deal with it as a value equation for the business. You are trying to win on productivity. Your utility for northeast Canada is clearly a commodity business and if you can't get your costs down, you're in trouble. Clearly your biggest variable is labor given the fixed costs of materials and equipment. Some of that data around productivity numbers will be central to your ability to ensure your operation is competitive. The question to me as a labor economist is not what I know, but rather what would the business need to know in order to do the job more effectively.
IT- Mergers and acquisitions are all the rage today. What is the impact from an HR perspective?
DU- The buzzword I am hearing is “conversion? Mergers and acquisitions create convergence on two levels: one is industry convergence, and the second level of conversion is cultural conversion. For instance, AOL is merging with Time Warner and there's a convergence of the creation of entertainment and information with distribution, and the auto industry has converged all over the place.
The question is how do we put the parts together. Just because we put two pieces together doesn't mean they are going to work. I think how HR can play a major part is not at the industry level (How do you become the global automotive maker of Jeeps?), but in the way you make these two parts that you have got work in an integrated and efficient way. This gets very much into the area of culture; how we make decisions, how we manage people, how we manage compensation.
The other level of convergence that I think is key is when you build a house, the electrical system, the plumbing system, etc.; all really work together to make your housework. If you didn't have heating in a Canadian house, it wouldn't be a very nice house. I think in a merger you really have two heating systems coming together. Now you have to bring together those two systems so they are invisible to the outside world, and that's your HR system—payroll, benefits, staffing. All the administration systems in a merger need to come together in order to have a unified voice.
DC- You've done some important work in the past, what are you working on now; what issues are you interested in?
DU- Three or four things and I will get into more detail with them in a moment. One is a leadership role, and I am more and more intrigued than ever with the quality of leadership. Businesses succeed because they have a quality of leadership at every level of the hierarchy. You want to brand your leaders, like a firm brands its identity, like Nordstrom's has a service brand and Harley Davidson has a brand. The leaders really embody those brands and make the companies better to work with.
The second thing we are working on is employee commitment: how do you ensure an organization has a high percentage (90-99%) of it's workers identifying with the firm, giving discretionary energy, and giving what they can every day.
A third piece is an HR measurement or score card system. How do you know that HR is providing value, and the buzzwords around that seem to be getting around the intangible aspects shareholders seem to value. Two firms may have different stock values even though they make the same cash, and some of that is an intangible difference. HR creates those intangibles. So those are the areas we are working on.
IT- I would like to follow up on that. One of the people we are planning on following up with is Jac Fitz-Enz. Do you think that's the direction we need to move HR (Jac's kind of measurements) or are there other ways of assessing?
DU- The kind of work he was doing at the Saratoga Institute was related more to the transaction side of the job—how much does it cost to hire somebody. Jac's now moving more into the strategic work of HR, and measures around that. I think he's asking, “How does HR build value??
DC- A lot of the academic research on leadership doesn't amount to much.
DU- Agreed. I think what's happened is we have been asking the wrong question. We have been asking, “What are the generic characteristics of an effective leader?? They have energy; they energize others. What we are now intrigued with is the concept of a brand. You don't want a generic list of attributes. What you want to do is turn those attributes into results. The question we have been trying to figure out is that leadership is not just about character—leadership is about turning a set of behaviors into a clear set of business outcomes.
HR.com would like to thank David Ulrich for this interview. We all know his great work in HR but it seems that he's a great driver as well: he conducted this flawless interview while driving to the university and never missed a beat coping with traffic and our questions simultaneously.
************************************************** *********
Hi Radha,
Am sorry for the delayed response!..
HR systems in 2025...hmm..a good question as i don;t myself which organizations would survive till 2025 considering the changes in today;s times.. :D
Would recommend that you approach companies like Tata's or Birla's which are surely to exist in that era.
best wishes,
Rajat
From India, Pune
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hello sir my name is venkatesh netrekar..i m doing MBA in bangalore i have taken as HR as specialisation... could u please suggest me some of the project topic.. waiting for your reply...
From India, Mumbai
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From India, Mumbai
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hello sir my name is venkatesh netrekar,doing MBA in HR, can you suggest me some current HR topics for my dessertation.... waiting for your reply thank you
From India, Mumbai
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From India, Mumbai
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Mr. Rajat,
Thanks a lot, sir.
Anyhow, I joined Multi Organics Ltd, which is basically a chemical firm dealing with bulk intermediates and drugs.
The topic is "The effectiveness of Psychometric testing in the Recruitment process."
Can you please suggest what all points I should cover to make my project really worthwhile? Your suggestions can go a long way in helping me deliver a worthwhile project to my organization.
Thank you,
Radha Ganesan
Mumbai
From India, Madras
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Thanks a lot, sir.
Anyhow, I joined Multi Organics Ltd, which is basically a chemical firm dealing with bulk intermediates and drugs.
The topic is "The effectiveness of Psychometric testing in the Recruitment process."
Can you please suggest what all points I should cover to make my project really worthwhile? Your suggestions can go a long way in helping me deliver a worthwhile project to my organization.
Thank you,
Radha Ganesan
Mumbai
From India, Madras
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Hi Lakshmi,
I'm Suriya, doing my final semester MBA. I'm interested in doing my project on Overview of TQM with special emphasis on HR systems. I came to know that you were also interested in that topic. If you've already completed your work, could you please guide me on it?
Waiting for your reply. Please email me at ksuriya84@yahoo.com.
Regards,
Suriya
From Qatar, Doha
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I'm Suriya, doing my final semester MBA. I'm interested in doing my project on Overview of TQM with special emphasis on HR systems. I came to know that you were also interested in that topic. If you've already completed your work, could you please guide me on it?
Waiting for your reply. Please email me at ksuriya84@yahoo.com.
Regards,
Suriya
From Qatar, Doha
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Hi Rajat,
I am an MBA student going to specialize in HR in the 3rd semester. I need a summer training project on either organizational culture or labor welfare. Please suggest some topics. My training is at a switch manufacturing company.
Email: ritu_dhunna123@yahoo.co.in
Thanks and regards,
Ritu
From India, Ludhiana
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I am an MBA student going to specialize in HR in the 3rd semester. I need a summer training project on either organizational culture or labor welfare. Please suggest some topics. My training is at a switch manufacturing company.
Email: ritu_dhunna123@yahoo.co.in
Thanks and regards,
Ritu
From India, Ludhiana
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Hi Ritu,
It helps us to advise you if you give a bit more detail about the company you will be conducting the project for. For example, how many staff they employ, etc. You can drop a private message if you wish.
- [XLRI - Jamshedpur :: Research and Publication - Working Papers & Cases](http://www.xlri.ac.in/scripts/workingpapers.php)
- [Matching People with Organizational Culture - Food Safety & Quality Discussion](http://www.ifsqn.com/forum/index.php?showtopic=1153)
- [ScienceDirect - The Journal of Strategic Information Systems: Relating IT strategy and organizational culture: an empirical study of public sector units in India](http://sciencedirect.com) (*link updated to site home*) ( [Search On Cite](https://www.citehr.com/results.php?q=ScienceDirect The Journal of Strategic Information Systems Relating IT strategy and organizational culture an empirical study of public sector units in India) | [Search On Google](https://www.google.com/search?q=ScienceDirect The Journal of Strategic Information Systems Relating IT strategy and organizational culture an empirical study of public sector units in India) )
- [The Haworth Press Online Catalog: Article Abstract](http://www.haworthpress.com/store/ArticleAbstract.asp?sid=F33SPGMM56GB8LDMSRPLJX8HA4 NGBRJ4&ID=3611)
I hope some of these links will trigger ideas for your project.
Best wishes,
Narasimhan (A retired academic)
From United Kingdom
Acknowledge(0)Amend(0)
It helps us to advise you if you give a bit more detail about the company you will be conducting the project for. For example, how many staff they employ, etc. You can drop a private message if you wish.
- [XLRI - Jamshedpur :: Research and Publication - Working Papers & Cases](http://www.xlri.ac.in/scripts/workingpapers.php)
- [Matching People with Organizational Culture - Food Safety & Quality Discussion](http://www.ifsqn.com/forum/index.php?showtopic=1153)
- [ScienceDirect - The Journal of Strategic Information Systems: Relating IT strategy and organizational culture: an empirical study of public sector units in India](http://sciencedirect.com) (*link updated to site home*) ( [Search On Cite](https://www.citehr.com/results.php?q=ScienceDirect The Journal of Strategic Information Systems Relating IT strategy and organizational culture an empirical study of public sector units in India) | [Search On Google](https://www.google.com/search?q=ScienceDirect The Journal of Strategic Information Systems Relating IT strategy and organizational culture an empirical study of public sector units in India) )
- [The Haworth Press Online Catalog: Article Abstract](http://www.haworthpress.com/store/ArticleAbstract.asp?sid=F33SPGMM56GB8LDMSRPLJX8HA4 NGBRJ4&ID=3611)
I hope some of these links will trigger ideas for your project.
Best wishes,
Narasimhan (A retired academic)
From United Kingdom
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Hai Sir, I am planning to do a hr project on quality of work life or work life balance. no. of employees are 55-65 and workers are 1200.It is a manufacturing company.
From India, Ludhiana
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From India, Ludhiana
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Hi Ritu,
Take a look at www.qowl.co.uk. If you are interested in using their questionnaire for your project, then please write to me. I will see whether Alan Bradshaw will agree to give their questionnaire. I think their questionnaire is only available online.
Also, see the following resources:
- [link outdated-removed] (Search On Cite | Search On Google)
- Quality of Work Life of Independent vs Employed Family Physicians in Wisconsin: A WReN Study (http://www.pubmedcentral.nih.gov/articlerender.fcgi?artmcid=1466934)
This is a good article, and if you write to the corresponding author, he might send his questionnaire. You can search the web for more papers by using search terms "QOWL + questionnaires."
Also, let me know how you are going to select the people for distributing the questionnaire. I hope this helps you.
Narasimhan
From United Kingdom
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Take a look at www.qowl.co.uk. If you are interested in using their questionnaire for your project, then please write to me. I will see whether Alan Bradshaw will agree to give their questionnaire. I think their questionnaire is only available online.
Also, see the following resources:
- [link outdated-removed] (Search On Cite | Search On Google)
- Quality of Work Life of Independent vs Employed Family Physicians in Wisconsin: A WReN Study (http://www.pubmedcentral.nih.gov/articlerender.fcgi?artmcid=1466934)
This is a good article, and if you write to the corresponding author, he might send his questionnaire. You can search the web for more papers by using search terms "QOWL + questionnaires."
Also, let me know how you are going to select the people for distributing the questionnaire. I hope this helps you.
Narasimhan
From United Kingdom
Acknowledge(0)Amend(0)
Hi, I am a final year MBA student. I have selected my topic for the project as "A study on the personal effectiveness and organizational stress level among the employees." Can you help me with the analysis and theoretical part of this? I am waiting for your opinion. Thank you.
From India, Kochi
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From India, Kochi
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Hi I am Prathap, student of HR, Loyola College. My research topic is A STUDY ON HR INTERVENTIONS ON TQM.
From India, Madras
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From India, Madras
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Hi, I am Prathap, a student of HR. My research topic is A STUDY ON THE HR INTERVENTIONS ON TQM. Since you have already worked on this, I request you to help with some related materials for this topic. I will be thankful to you.
From India, Madras
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From India, Madras
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Hi, I am Prathap, a student of M.S.W. (HRM) at Loyola College. My research topic is a study on the HR interventions on TQM. I find it very difficult to get ready with the questionnaire. Can you kindly help me in this regard, sir? I will be very thankful to you.
From India, Madras
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From India, Madras
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Hello friends,
Hi, this is Uma Kakileti. I'm in my second year of MBA and have chosen HR as my major. I am looking to do a project on HR. Can anyone suggest if I can work on a project related to "knowledge management"? If yes, where and how can I proceed with it?
Kindly reply to me at
. Also, please suggest which of the following topics would be better:
1. Six Sigma
2. Knowledge Management
3. Talent Management
Additionally, I am seeking information on companies that can provide projects related to these topics.
Thank you.
From India, Hyderabad
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Hi, this is Uma Kakileti. I'm in my second year of MBA and have chosen HR as my major. I am looking to do a project on HR. Can anyone suggest if I can work on a project related to "knowledge management"? If yes, where and how can I proceed with it?
Kindly reply to me at
1. Six Sigma
2. Knowledge Management
3. Talent Management
Additionally, I am seeking information on companies that can provide projects related to these topics.
Thank you.
From India, Hyderabad
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Hello Sir/Madam,
I am currently in my 3rd semester of M.A. in HR. Could you please assist me in carrying out a project on the topic of "Dave Ulrich's 4-part functional model" which includes the following aspects:
a. Strategic Partner
b. Employee Champion
c. Change Agent
d. Administrative Expert.
I am eagerly awaiting your response. Thank you.
From India, Madras
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I am currently in my 3rd semester of M.A. in HR. Could you please assist me in carrying out a project on the topic of "Dave Ulrich's 4-part functional model" which includes the following aspects:
a. Strategic Partner
b. Employee Champion
c. Change Agent
d. Administrative Expert.
I am eagerly awaiting your response. Thank you.
From India, Madras
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i am doinf mba-Hr. iam in final semester. i want the project in Hr in IT companies. can you help me which company is providing and also the can you guide which topic be be done
From India, Alandur
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From India, Alandur
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Sorry for posting something that is currently not accessible. However, you can try visiting the following site: [Department of Health - Health Manpower Survey](http://www.dh.gov.hk/textonly/english/statistics/statistics_hms/statistics_hms_qa.html) which I found by searching on Google. You may also refer to this [Google search link](http://www.google.co.uk/search?hl=en&q=manpower+planning+questionn aire&start=10&sa=N) for "manpower planning questionnaire."
Simhan
From United Kingdom
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Simhan
From United Kingdom
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Hi,
I am doing my MBA (HR) final year through distance education. I am planning to do project work in HR management. Can anyone suggest the best topic for my project work with guidelines on how I should collect the details for my project?
Thanks,
With regards,
Anu Kannan
From India, Madras
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I am doing my MBA (HR) final year through distance education. I am planning to do project work in HR management. Can anyone suggest the best topic for my project work with guidelines on how I should collect the details for my project?
Thanks,
With regards,
Anu Kannan
From India, Madras
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Anu,
Please see my posts on Research Methodology and MBA Projects at CiteHr. There are posts with ideas for projects. Please search for them using the search facility. Please see my messages posted today. One of them shows how to search.
Have a nice day,
Simhan
A retired academic in the UK
"It is never too late to learn or improve oneself."
From United Kingdom
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Please see my posts on Research Methodology and MBA Projects at CiteHr. There are posts with ideas for projects. Please search for them using the search facility. Please see my messages posted today. One of them shows how to search.
Have a nice day,
Simhan
A retired academic in the UK
"It is never too late to learn or improve oneself."
From United Kingdom
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Hi rajat, I am a student of MBA final semestar specialising in HR. Could you please advise me some topics on HR which can be taken for Engineering company.
From India, New Delhi
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From India, New Delhi
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Hello Sir,
I am pursuing my MBA, and I am in the first year. I would like to request to share the topics on which I can gain exposure and experience by working on projects for some companies. Please share the names of the companies so I can proceed.
Regards,
Umadevi
From India, Mumbai
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I am pursuing my MBA, and I am in the first year. I would like to request to share the topics on which I can gain exposure and experience by working on projects for some companies. Please share the names of the companies so I can proceed.
Regards,
Umadevi
From India, Mumbai
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Hi Rajat sir,
I have seen all your suggestions about HR topics and others. Very useful, sir, thanks. I am interested in doing my final project in systems. Please suggest and help me with some topics and suitable companies in Chennai to do my project. Help me out, please.
From India, Madras
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I have seen all your suggestions about HR topics and others. Very useful, sir, thanks. I am interested in doing my final project in systems. Please suggest and help me with some topics and suitable companies in Chennai to do my project. Help me out, please.
From India, Madras
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