(EPHRM)Executive Program in Human Resource Management-IIM Calcutta
The centrality of customer in organization's success cannot be overemphasized. In the competitive world where any differentiation edge gets neutralized quickly, more and more organizations are enhancing customer value by adding service component to their products. Today we have very few successful pure product companies. Further the frontline sales and services employees become the important source of customer voice which can shape the organizational strategies. Even within, the organizations have tried to develop service culture with the concept of internal customer. Therefore employees' customer orientation is critical across product, service, and manufacturing organizations. Human capital becomes very critical in implementing customer oriented strategies. In some industries like services industry it becomes all the more critical because of the real time interaction between "frontline employee" and customer for the production and consumption of the service. This program takes the customer oriented view about managing human resources in manufacturing, services, and sales organizations. Because of the centrality of customer in services, it has large service industry component. The program tries to address important issues of acquisition, retention, and management of talent and knowledge. It also deals with specific issues of representative industries like healthcare, IT/outsourcing, financial services/professional services, sales, and manufacturing. The program will help the participant to:
The program is designed to be experiential through case method teaching. Further, the course takes more business/ line managerial perspective on HRM, a prerequisite for successful HRM and general management professionals today.
- The course intends to enhance participants' understanding of:
- Customer oriented view of managing organizations and Human resources.
- Differences and Complementariness in Product Manufacturing, Sales and Service work.
- Human Resource Management policies and practices of acquisition, compensation, rewarding, performance appraisal supporting the Customer Oriented Strategies.
- Developing a customer oriented service culture.
- Strategic Human Resource Management issues of "best practices", "fit", and "flexibility".
- Role of Employees, especially the "frontline", in high quality customer interface and the challenges they face.
- Managing Knowledge and Talent.
- Employee relation issues and role of trade unions in different industries.
- Strategic Human Resource Management issues in representative industries: IT/Business Process Outsourcing, Healthcare, financial service/professional services, Sales, and Manufacturing.
Prof. Amit Dhiman and Prof. Rajiv Kumar
Schedule & Duration
Friday 6:45 PM to 9:45 PM
- No of Hours on platform: 102 hours
- Faculty Contact Component at Campus: 3 days (15 hours)
Prof. Amit Dhiman and Prof. Rajiv Kumar
- Theory & Practical Inputs
- Case study approach.
- Assignments, E-Learning, & Business Simulation
Who Should Attend
Working graduates. Executives looking forward to making a career in HRM or assuming senior management roles may apply.
- Applicants should be working professionals/self-employed
- Graduates (10+2+3) in any discipline with min. 50% marks [aggregate- considering results of all years (e.g. 3 or 4 together)] recognized by UGC/AICTE.
- Minimum 2 years of work experience (full-time paid employment) post completion of graduation as on Application Closure Date
- Applications + credentials
- Applicants will be selected based on performance in the Entrance Test
CertificateExecutive Programme in Human Resource Management
For Indian Students
|Application Fee||INR 2000/-|
|Program Fee||INR 1,29,600/- + S.Tax|
|Registration Feee||INR 3,240/- + S.Tax|
|Campus Fee||INR 18,000/- + S.Tax|
|Total Fee (Exclusive of Application Fee)||INR 1,50,840/- + S.Tax|
- Program fees are payable online or through DD drawn in favour of "“Hughes Global Education India Limited”" Taxes will be additional if applicable.
- Campus fee is mandatory and will be payable by student directly to "Indian Institute of Management Calcutta".
- Fee once paid is neither refundable nor transferable towards any other student/program/batch, after start of program session.
- Applying to the program does not confirm application acceptance/clearance of scrutiny.
- Up to 80% of the Program Fee can be availed as Customized Education Loan from leading banks to enable the participants to spread the repayment over a longer period. However, the applicant shall be eligible for bank loans as per the concerned bank norms. Neither Hughes Education nor the Institute will be held responsible for any delay in disbursement of the bank loan.
- IIMC may foreclose the enrollment upon completion of maximum batch size, enrollment will be accepted on first come first serve basis.
- Last Date of Application: 5th Feb, 2017
- Selection List Date: 16th Feb, 2017
- Last Date for Payment of 1st installment: 2nd Mar, 2017
- Orientation and briefing: 5th Mar, 2017
- Class Start Date: TBD
|Installment||Date||Amount INR||Amount USD|
|I||2nd March 2017||INR 51,840/- +3240(Reg Fee)+ S.Tax||NA|
|II||28th May 2017||INR 42,768/- + S.Tax||NA|
|III||23rd August 2017||INR 34,992/- + S.Tax||NA|
A Micro Perspective HRM and Employee as Internal Customer – Talent Management
- HRM Internal Customization- Managing Stars versus Solid Citizens.
- Clarifying and Managing Psychological Contract.
- Competency Mapping: Identifying appropriate Competencies on the job.
- Selecting Employees for Competencies: Assessment Centers etc.
- Developing and Motivating Employees: Development Centers, 360 Degree feedback, Mentoring, Coaching, and Rewarding Performance.
A Macro Perspective HRM Challenge in Serving External Customer
- Differences in Product and Services, and Product – Service Mix Continuum in Industries.
- Product and Services Value Components in Total Customer Value.
- Critical Perspectives: McDonaldization, Customer Sovereignty, and Customer Oriented Bureaucracy.
- HRM Strategy/Policy Choices of Recruitment, Work Organization, Training, Compensation, Performance Appraisals, and Rewards in Service and Product (Manufacturing) Industry in view of Standardized Versus Variable Customer Expectations.
- Best Practices (Customer- Employee Satisfaction Mirror, High Involvement Work Systems), Best Fit (Customer Segmentation and HRM Policies), and Flexible HRM Systems (Handling customer needs/ expectations variability).
- Challenges of Managing Employees at Backend roles (Production) and Frontline roles (Sales and Services).
- Developing Customer Oriented Service Culture (Internal and External Customer).
- Employee Empowerment: Needs and Means to Empower.
- BSC/Workforce scorecard
Managing Knowledge Workers and their Knowledge
- Managing explicit vs Tacit Knowledge.
- Managing Innovation and Creativity
Few Industry Cases BPO, Healthcare, Manufacturing, Professional Services Firm
- Professional Services Firm
The overall course – EPHRM, was designed and co-ordinated perfectly. In all there were 6 modules, covering core HRM topics as well as strategy, general management and a final integration module at campus. The delivery mechanism at Hughes was near flawless and going through this one year program has been an overall enriching experience, over and above the valuable certification. The course design comprising literature, case studies, exams and project was as ehaustive as any; and IIM-C’s deep rooted heritage and excellence in academics was a significant value add.
Hughes Begumpet Centre in Hyderabad was excellent in terms of both technical and administrative support. There were negligible technical glitches and the staff were always ready on hand to sort any small issues that did come up. The ambience, lighting and air conditioning was indeed conducive to the learning experience.
The staff at Begumpet Hyderabad were ever friendly and helpful; with timely SMS updates and and always open to suggestions. Technical services was near faultless and kudos to the team for maintaining quality.
Vivimed Labs Ltd.
Dr. Amit Dhiman is an Associate Professor in the Human Resource Management Department at IIMC. Dr. Dhiman holds a Phd/Fellow Programme in Management (P& IR) from IIM Ahmedabad, an MBA (P&IR) from the University Business School at Punjab University, Chandigarh and a BE (Mechanical) from Karnataka University, Dharwad. Dr. Dhiman has, in the past, worked as an Assistant Manager (HR)/ Head (HR) in Musashi Auto Gurgaon, as a Deputy Manager (Corporate HR) at Triveni Engineering New Delhi, as Executive (HR) at JCT Electronics Ltd Mohali and thus has extensive industry experience. His Research Interests are in the areas of Performance appraisals- Role of politics, due processes, voice, justice ; Strategic HRM- role of HR alignment and HR flexibility and IT software project management; HRM in services- healthcare, IT services ; Accountability in decision making; Evolving challenges in management education. Dr. Dhiman has Consulting Interests in HRM policy making, High performance work systems, Performance management, Work studies, etc. At IIMC, he teaches the following courses - Human Resource Management; Human Resource Management and Labour Laws; Strategic Human Resource Management in Services.
Prof Abhishek Goel is an Associate Professor in Organizational behavior. He joined IIMC in April 2008. A keen observer and student of organizations and people. Enjoys life and work. Occasionally fails to differentiate between work and life. Life member - International Society for Study of Work and Organizational Values (ISSWOV) Chair - Scientific Committee - ISSWOV 2016 (to be held in Bello Horoizonte, Brazil) Guest Editor - Intl Jl of Manpower. He is a PhD in Management – Fellow (IIM Ahmedabad) MBA- International Business, FMSR, AMU. AT IIM C Prof Abhishek Goel teaches Micro Organizational Behavior (Group processes and teamwork, Leadership) Managing in cross cultural context/Cross Cultural Management Macro Organizational Behavior/Organization structure and design Change Management/Organization Development. Prof Abhishek Goel has research interest in leadership and Organizational Culture Making Japanese organizations work in India (Ongoing) Ageing in Workplace - Maintaining Inter-generational continuity (Ongoing)