The 2005 Human Capital Index report of Watson Wyatt (a consulting firm) adds to our body of knowledge and confirms that organizations with strong human capital practices create superior shareholder value. In other words, organizations can measure and maximize the value of their investment in employees. In a growing number of organizations human resources are now viewed as a source of competitive advantage. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Increasingly it is being recognized that competitive advantage can be obtained with a high quality workforce that enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation.
The shift in the role of HR in organizations means accepting the HR function as a strategic partner in the formulation of the company’s strategies as well as in the implementation of those strategies through HR activities such as recruiting, selecting, training and rewarding personnel. HR also participates in the strategy formulation process by supplying information regarding the company’s internal strengths and weaknesses. The strengths and weaknesses of a company’s human resources can have a determining effect on the viability of the firm’s strategic options.
The new breeds of HR managers need to understand and know how to measure the monetary impact of their actions, so as to be able to demonstrate the value added contributions of their functions. HR professionals become strategic partners when they participate in the process of defining business strategy, and when they design HR practices that align with the business strategy. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies.
The need of the hour is for business-savvy HR professionals who can speak the language of business and strategy, and be active participants in the process of strategic planning in the upper echelons of organizations. HR professionals need a holistic perspective of the organization and knowledge of other functional areas along with specialized HR knowledge.
In order to meet this demand, the proposed post-graduate programme is designed with an emphasis on enabling students to analyze the rapidly changing demands of the business environment and adapt to the dynamic nature of human needs in contemporary business organizations. This would challenge the students to understand, learn and apply specific skills that are required to meet the needs and sensitivities of the employees and aligning their personal goals with business and organizational vision, mission and strategy.
PGDM (Human Resource) is designed to provide the skills required to manage and develop human capital in the national and international environment. The focus areas include Behaviour in Organizations, Leadership & Group Dynamics, Empowerment and Participation, Strategic HRM, Compensation and Benefits, Performance Management , Communication , Organization Development and Change , Career & Succession Planning , Training & Development, Cross Cultural Management, International HRM and Knowledge Management & People Issues
The programme objectives are as follows:
- To create trained and skilled manpower in the area of human resource management to meet the increasing demands of the industry in the expanding economy.
- To prepare these future professionals for assuming a strategic role in helping organizations gain competitive advantage
- To transform them into contemporary and versatile HR managers with an enterprise wide perspective
- To inculcate social and ethical values coupled with professional competence so that they can understand their special role in the professional and personal growth of employees, thus benefiting the industry and society at large.
|
To specialize students in the current and emerging and areas of human resources, including training and development, compensation design, management of knowledge workers, organizational development intervention strategies, strategic leadership, managing change and innovation, etc. |