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.

Prof. Amit Dhiman and Prof. Rajiv Kumar.

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

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.

Few Industry Cases BPO, Healthcare, Manufacturing, Professional Services Firm: 4 Sessions

• BPO
• Healthcare
• Professional Services Firm
• Manufacturing

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