Download or read book Can HRM Drive a University's Growth? How to Develop a Sustainable Model written by M. Saxena and published by . This book was released on 2023 with total page 0 pages. Available in PDF, EPUB and Kindle. Book excerpt: HRM intervention in a university has been modelled around the regulatory requirements of UGC, AICTE, limiting their activities to compensation structure, progression, research composition and performance measurement and handling employee relations. (Aon Hewitt, 2012).During the last two decades, universities across different economies have modelled their HRM in three paradigms (Arslan, Akdemir, & Karsli, 2013). They also reflect the stages of development of the HRM function as aligned with the economic development of the country.Traditional Paradigm is structured around the traditional HR functions of compensation, training and development, performance management, recruitment, selection, and employee relations.Strategic Paradigm is structured around plans and strategies to enable organization to achieve their objectives. HRM is tasked with the key role of achieving organizational vision and purpose and sustaining competitive advantage.Value-Added HRM Paradigm is currently in vogue across most of the universities wherein both traditional and strategic paradigms relating to core HR and institutional growth are combined. Value-added HRM is more aligned with current developments influenced by technology application in traditional processes and institutional growth driven by outcome-based learning design.Developments during the last decade, characterised by influence of technology, has led to transformation of HR functions (Oakleigh Consulting Ltd., 2009). With outcome-based education gaining prominence and becoming the focus of strategy, university administrators' attention is on development of process automation tools, HR-strategy, career path models, leadership skills and, promoting young researchers and professionalize administrative functions (Pellert, 2007).Automation of traditional HR processes increasingly delivered through technology, HR professionals now have to focus on value addition to activities that drive growth like learning design, outcome analytics and culture. They now have the challenge to deliver value in three domains: talent, leadership and capability. Talent refers to human capital and HRM's focus on talent ensures that the right people are in the right job with the right skills and attitudes. Leadership means all decision makers identify the parameters of success, derive insights from historical data to make decisions and know how to drive growth. HR professionals define leadership traits best suited for their organization and develop these leaders. An organization's capability has been defined as culture, processes, resources or social networks. Capability defines what the organization is good at, its culture, ethics and values and is a key enabler of meeting the professional metrics of growth as a system. University HR professionals today face the daunting task of connecting talent, leadership and capability with strategy, its external business conditions and key stakeholders.