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Unit - II
-I. Arul Edison Anthony Raj,MBA, M.Phil., PGDIB, ADHRM(UK).Assistant ProfessorE.G.S. Pillay Engineering College, Nagapattinam.
Human resource planning (HRP): The
Process of systematically reviewing human
resource requirements to ensure that the
required numbers of employees, with the
required skills, are available when and where
they are needed.
According to Leon C. Megginson, humanresource planning is “an integrated approachto performing the planning aspects of thepersonnel function in order to have a sufficientsupply of adequately developed and motivatedpeople to perform the duties and tasks requiredto meet organizational objectives and satisfythe individual needs and goals oforganizational members.”
The important obj., of manpower planning in
an org., are:
To recruit & retain the human resources of required quantity
and quality.
To foresee the employee turnover and make the arrangements
for minimizing turnover and filling up of consequent vacancies.
To foresee the impact of technology on work, existing
employees & future human resource requirements.
To improve the standard, skill, knowledge, ability, discipline,
etc.
To minimize imbalances caused due to non-availability of
human resources of the right kind, right number in right time
and right place.
Human Resource Planning
Forecasting Human Resource
Requirements
Comparing Requirements &
Availability
Forecasting Human Resource
Availability
Demand=
Supply
No Action
Surplus of
Workers
Restricted Hiring, Reduced Hours, Early Retirement, Layoffs,
Downsizing
Recruitment
Shortage of Workers
Selection
Process of HRP consists of the following steps:
Analyzing the corporate & unit level strategies.
Demand Forecasting: Forecasting the overall human resource
requirements in accordance with the organizational plans.
Supply Forecasting: Obtaining the data & information about the
present inventory of human resource and forecast the future changes
in the human resource inventory.
Human resource forecasting is the process bywhich an organization estimates it futurehuman resource needs.
Forecasting ForecastingHuman Resource human humanForecasting resource resource
demands supplies
Human resource forecasting may be categorized
into three based on the time frame, as:
Short range forecasting (0 – 2 years),
Intermediate range forecasting (2 – 5 years), and
Long range forecasting (beyond 5 years).
Zero-base forecasting:
A method for estimating future employment needs using the
organization’s current level of employment as the starting
point.
Bottom – up approach:
A forecasting method beginning with the lowest organizational
units and progressing upward through an organization
ultimately to provide an aggregate forecast of employment
needs.
Simulation:
A technique for experimenting with a real – world
situation by means of a mathematical model that
represents the actual situation.
▪ What would happen if we put 10 percent of the present
workforce on overtime?
▪ What would happen if the plant utilized two shifts? Three
shifts?
An estimate of the number and kinds of
employees an organization will need at future
dates to realize its stated objectives.
Managerial Judgment:
Under this method, managers decide the number
of employees required future operations based on
their past experience.
Work study techniques:
Under this method, total production & activities in term of
clear units are estimated in a year.
Then man-hours required to produce each unit is
calculated.
Later, the required number of employees is calculated.
The future supply of human resources is to
obtain the data and information about the
present human resources inventory.
Existing Inventory: The data relating to present
human resources inventory in terms of human
resources components, number, designation-wise and
department-wise should be obtained.
Outsourcing: Most of the org., started to plan for
outsourcing human resources rather than HRP in
order to
Reduce the cost of human resources
Avoid the difficulties in human resources mgt., &
Reduce the negative implications of overstaffing.
Job analysis is a systematic process ofgathering and making certain judgmentsabout all of the important informationrelated to the nature of the job.
Job analysis is a systematic way to gatherand analyze information about the contentof jobs, human requirements, and thecontext in which job are performed.
Job Analysis
A process for obtaining all pertinent job facts
Job Description
A statement containing items such as• Job title• Job code• Location• Job summary• Job duties• Working conditions• Approvals
Job Specification
A statement of the humanqualifications necessary to do thejob. Usually contains items such as• Education & Experience• Aptitudes• Physical efforts• Physical skills• Communication skills• Emotional characteristics
Job analysis may be defined as the
process of studying and collecting
information relating to the
operations and responsibilities of a
specific job.
Job analysis provides answers of the following
aspects of the job:
What a worker does? (Worker functions)
How a worker does it? (methods and techniques)
What aids are necessary? (machines, tools, equipment's)
What is accomplished? (products/services produced)
What knowledge, skills, abilities are involved? (qualifications
required)
Job element: It is the smallest unit into whichwork can be divided.
Task: It is a distinct work activity carried outfor a distinct purpose.
Duty: Its defined area of work (duty in anumber of tasks).
Position: It is the set of tasks & dutiesperformed (each person in an org., has aposition).
Job: Duties and responsibilities. Job family: A group of two or more jobs that
have similar job duties. Occupation: It refers to a general class of
jobs. Career: Sequence of jobs that an individual
has held throughout his or her working life. Job description*: Statement of duties &
responsibilities of a specific job.
Job Specification: It is a statement of min
acceptable human qualities necessary to
preform a job properly.
Job Classification: Specified basic such as kind
of work or pay.
Job evaluation: Determining the worth of a job
in relation to other jobs.
Selection
Performance appraisal
Training and development
Career planning and development
Compensation and benefits
Safety and health
Observation method Interview method Structured questionnaires method Employee diary / log method Technical conference method Structured analysis
Position analysis questionnaire (PAQ)
Functional job analysis (FJA)
Combination method.
Job description is a written description of what
the job entails.
It is a written statement of the content of a job
which is derived from he job analysis. It states
what the job holder does, how it is done, under
what conditions it is done and why it is done.
A job specification is a document which
states the minimum acceptable human
qualities necessary to perform the job
successfully.
Actually, the job specification evolves from
the job description.
The process of attracting individuals on a
timely basis, in sufficient number, and with
appropriate qualifications, and encouraging
them to apply for jobs with an organization.
Some people use the term ‘recruitment’ for
employment.
According to Edwin B. Flippo defined
recruitment as “the process of searching for
prospective employees and stimulating them
to apply for jobs in the organization”
To infuse fresh blood at all levels of the org.,
To induct outsiders with a new perspective to
lead the company,
To search or head hunt / head pouch people
whose skills fit the company’s values,
To search for talent globally and not just within
the company,
EXTERNAL ENVIRONMENTINTERNAL ENVIRONMENT
Human Resource Planning
Alternatives to Recruitment
Recruitment
Internal Sources
Internal Methods
External Sources
External Methods
Recruited Individuals
Outsourcing: Transferring responsibility for an
area of service and its objectives to an external
provider.
Contingent Workers: Work as Part timers,
temporaries, or independent contractors,
Professional employer organization (PEO):
Employee Leasing
Sources of Recruitment
Traditional Sources Modern Sources
Internal InternalExternal External
Job Posting Campus Employee Walk-in ApplicationJob Bidding Recruitment Referrals Consult inRe-trenched / Private Employment Head HuntingRetired Employees Agencies/Consultants Body shoppingDependents of Deceased Public Employment Mergers andDisabled, Retired Exchanges Acquisitionsand present Professional TeleEmployees Associations Recruitment
Data Banks OutsourcingCasual Applicants Job FairSimilar Advertisingorganizations / CompetitorsTrade Unions
The process of choosing from a group of
applicants those individuals best suited for a
particular position and organization.
According to P Subba Rao defines, afteridentifying the sources of human resources,searching for prospective employees andstimulating them to apply for jobs in anorganization, the management has toperform the function of selecting the rightemployees at the right time. The obviousguiding policy in selection is the intention tochoose the best qualified and suitable jobcandidate for each unfilled job.
Someone should have the authority to select.
This authority comes from the employment
requisition, as developed by an analysis of the
work-load and work-force.
There must be a sufficient number of applicants
from whom the required number of employees
may be selected.
The manner in which tasks & responsibilities
for accepting or rejecting candidates should
be shared by line & staff executives must be
laid down.
The personnel development should eliminate
unsuccessful candidates.
Line executive is ultimately vested with the
authority either to accept or to reject a
candidates.
The personnel officer has a duty to see that
the right types of personnel are selected and
placement is done wisely.
Selection procedure employs several methods of
collecting information about the candidate’s
qualifications, experience, physical & mental
ability, nature and behaviour, knowledge,
aptitude & the like of judging whether a given
applicant is suitable or not for the job.
The selection procedure is not a single act but
is essentially a series of methods or stages by
which different types of information can be
secured through various selection
techniques.
Development of Bases for Selection
Application / Resume / CV / Bio-data
Written Examination
Preliminary Interview
Business Games
Tests
Final Interview
Medical Examination
Reference Checks
Line Manager’s Decision
Job Offer
Employment
Job Analysis
Human Resource Plan
Assess the Fit b/w the Job & the Candidate
Recruitment
When once the candidate reports for duty,
the organization has to place him initially in
that job for which he is selected.
Immediately the candidate will be trained in
various related jobs during the period of
probation of training or trail.
The organization generally decides the final
placement after the initial training is over on the
basis of the candidate’s aptitude and
performance during the training / probation
period.
Probation period generally ranges between six
months to two years.
If the performance is not satisfactory, the
organization may extend the probation or ask
the candidate to quit the job.
If the employee’s performance during the
probation period is satisfactory, his services will
be regularized & he will be placed permanently
on a job.
Collect details about the employee
Construct the employee’s profile
Match between sub-group profile & individual’s profile
Compare sub-group profile to job family profile
Match between job family profile and sub-group profile
Assign the individuals to the job family
Assign the individual to specific job after further counselling & assessment.
Employee expectations
Job expectation / description
Change in technology
Change in technology
Changes in organizational structure
Social and psychological factors
Introducing the new employee who is
designated as a probationer to the job, job
location, surroundings, organization,
organizational surroundings and various
employees is the final step of employment
process.
“Induction is the process of receiving and
welcoming an employee when he first joins a
company and giving him the basic
information he needs to settle down quickly
and happily and start work”.
To create a favorable impression
To reduce anxiety and hazing
To develop realistic job expectations
To reduce start-up costs
To save time and effort
To improve new worker productivity
To reduce turnover
To reduce conflict
To strengthen organization culture
General orientation (by the staff of the HR
department)
Specific orientation (by the job supervisor) &
Follow-up orientation (by either the HR
department or the supervisor)
Socialization strategies is used for orienting new
employees
Orientation is a narrow term (only a small part of
the overall socialization process).
Socialization may be defined as a process of
adaptation to a new culture of the organization.