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.
>> Programme USP
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
>> Learning Outcome
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.
>> Program Directors
Prof. Amit Dhiman and Prof. Rajiv Kumar.
Executive Program on Human Resource Management.
Working graduates with minimum 50% marks. Executives looking forward to making a career in HRM or assuming senior management roles may apply.
10 months, inclusive of campus visit of 3 days
Friday 6.45pm to 9.45pm
>> Course Content
Part A: Customer Oriented Human Resource Management: A Macro Perspective
HRM Challenge in Serving External Customer: 6 Sessions
· 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.
· Role of Unions in influencing/ managing Management – Employee- Customer interfaces.
· BSC/Workforce scorecard
Part B: Customer Oriented Human Resource Management: A Micro Perspective
HRM and Employee as Internal Customer – Talent Management: 6 Sessions
· 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.
· HR Audit.
· Managing and Coping with Emotional Labor in Services.
Managing Knowledge Workers and their Knowledge: 4 Sessions
· Managing Explicit vs Tacit Knowledge.
· Managing Innovation and Creativity.
Part C: Customer Oriented Human Resource Management: Few Industry Cases
BPO, Healthcare, Manufacturing, Professional Services Firm: 4 Sessions
· Professional Services Firm
The sessions in this online program are meant to be interactive. However, interactive classrooms require that participants are active and participative in the sessions. Case method would be often used to help participants analyze situations, make decisions and crystallize points of learning. Meaningful case discussions could only be held if the participants are willing to read the cases (to the extent possible) before the sessions. Participants would also be encouraged to draw out similarities and differences from their contexts to distill finer points of learning. Thus, it is expected that it would be a good learning experience for all of us involved in the program. We are sure that our intended audience is mature to understand the demands of this method and would be committed to learn and derive value out of this program.
>> Program Structure
Classroom Component: This 10 months core component will include classroom teaching over the Interactive Onsite Learning technology.
Project Component: A capstone project will be undertaken by students to be completed over 3 months.
Campus Component: This core component will be conducted at the IIMC campus over 3 days.
There will be four components of evaluation:
Class Participation (15%): Credit will be given for attendance as well as meaningful contributions toward the learning of the class.
Case Presentations (35%): The evaluation will be based on the presentations made on cases prepared by groups.
Quizzes (15%): There will be 3 quizzes, each carrying a weight of 5%.
Term End Assessment (35%): This will be an open-book, open notes examination
>> Programme Fees
Application Fee Rs. 1000/-
Programme Fee Rs. 85,000/-
Campus Visit – Payable directly to IIMC Rs. 5,000/-
Registration Fee Rs. 2,125/-
· All Fees except Books, Study Materials & Campus Fee to be paid in favour of “Hughes Communications India Limited”
payable at Gurgaon.
· Books, Study Materials and Campus Fee to be paid in favour of “Indian Institute of Management Calcutta” payable at Kolkata.
Amount INR Rs.47125/- + Campus Fees
For more details, please contact: