HUMAN RESOURCE PLANING

1. Human Resource Planning
Unit-2

2. Definition
⚫ The process by which management determines how an
organization should move from its current manpower
position to its desired manpower position.
⚫ It is a process of determining & assuming that the
organization will have an adequate number of qualified
persons, available at proper times, performing jobs
which provide satisfaction for the individuals involved.

3. Objectives
⚫ Optimum utilization of human resources
⚫ Forecast future requirements for HR
⚫ To provide control measures regarding availability of hr
whenever required
⚫ To link HRP with organizational [planning
⚫ To assess the surplus & shortage of human resource.
⚫ To determine level of recruitment & training.

4. Features
⚫ Dynamic activity
⚫ Well defined objectives
⚫ Determines personnel needs
⚫ Consists of current manpower inventory
⚫ Adjusting demand & supply
⚫ Creating proper work environment
⚫ Development of policies
⚫ Complementary to organization planning

5. Factors affecting HRP
External
factors
Government policies
Level of economic
development
Business env.
Level of technology
International factors
Internal
factors
Company policies & strategies
HR policies
Job analysis
Time horizon
Type & quality of info
Co production policy
Trade unions
Organ. Growth cycle

6. Process
Environmental Scanning
Organizational objectives &
policies
Demand & supply forecast
Estimating manpower gaps
Identification of surplus &
deficit

7. Contd.
Action Planning(R&S,
T&D, Promotion plan,
Retention Plan,
Redundancy)
Monitoring & control

8. Importance
⚫ Serves as reserve of talent
⚫ Prepare people for future challenges
⚫ Facilitates smooth expansion of scale of operations
⚫ Helps in controlling manpower
⚫ Helps in economic development

9. limitations
⚫ Inaccuracy of forecasts
⚫ Identity crisis
⚫ Require top management support
⚫ Resistance from employees
⚫ Lack of technical feasibility
⚫ Inefficient information system
⚫ Uncertainties
⚫ Expensive & time consuming
⚫ Lack of coordination with other departments
⚫ Unbalanced focus

10. JOB ANALYSIS

11. Definition
⚫ Acc. To Flippo : “It is the process of studying &
collecting information relating to the operations &
responsibilities of specific job.”
⚫ It is a detailed & systematic study of jobs to know the
nature of the people to be employed on various jobs. It
involves collection of necessary facts regarding jobs &
their analysis.

12. Features
⚫ Systematic way of gathering & analyzing information
about a job.
⚫ Develop jobs
⚫ Linked to HR activities
⚫ Redesign jobs

13. Uses/Role
⚫ HR planning
⚫ Recruitment
⚫ Selection
⚫ Orientation
⚫ Training
⚫ Counseling
⚫ Employee safety
⚫ Performance appraisal
⚫ Job design
⚫ Job evaluation
⚫ Discipline
⚫ Labor relations
⚫ Compensation & benefits
⚫ Legal consideration

14. Process of Job Analysis
⚫ Determination of uses of job analysis
⚫ Strategic choices in Job Analysis : Employee
involvement, level of details, When & how often,
sources of job data
⚫ Information Collection
⚫ Information Processing
⚫ Job Description Job Specification

15. Techniques of Job Analysis
⚫ Questionnaire
⚫ Interview
⚫ Technical conference
⚫ Critical incident
⚫ Observation
⚫ Self recording of diary

16. Problems in job analysis
⚫ Lack of support of top management
⚫ Relies on limited method of data collection
⚫ Lack of training/motivation
⚫ Supervisor & employee do not take part in the design
of job analysis
⚫ Employee are not given enough time to complete the
analysis
⚫ Employee’s fears
⚫ Need to update information that has been gathered

17. Precautions in job Analysis
⚫ Must be continuous process
⚫ Must based on both individual & job
⚫ Minimum requirement for job must be determined
⚫ Multiple methods must be used

18. Job Description
⚫ It is an organized factual statements of job contents in
the form of duties & responsibilities of a specific job.
⚫ JOB SPECIFICATION
It is a document which states the minimum acceptable
qualities necessary to perform a job properly

19. Contents
⚫ Job Title
⚫ Job Location
⚫ Job summary
⚫ Duties to be performed
⚫ Machines, tools & Materials
⚫ Relation to other jobs
⚫ Nature of supervision
⚫ Working Environment

20. JOB DESIGN

21. MEANING
⚫ It refers to the way the tasks are combined to form a
complete job.
⚫ It can be defined as building the specifications of the
position, contents, methods & relationships of the job
so as to meet with various technological &
organizational requirements as well as meet the
personal needs of job holders.
⚫ It is the process of structuring work & designating
specific activities at individual or group levels.

22. Definition
⚫ Acc to Davis –” It is the specification of the content,
methods & relationships of jobs in order to satisfy
technological & organizational requirements as well as
the social & personal requirements of the job holder.”

23. Objectives
⚫ To achieve improved quality of work life
⚫ To meet the production & quality goals of the
organization.
⚫ To make jobs safe, satisfying & motivating for the
employees.
⚫ To create jobs that satisfies the requirements of the
organization & its technology.
⚫ To enable the employees to exercise their decision
making ability.

24. Factors affecting Job Design
⚫ Organizational factors :
⚫ 1) characteristics of Task
⚫ 2) Workflow : sequence of job
⚫ 3) Ergonomics : designing & shaping jobs to fit the
physical abilities & characteristics of individuals so
that they can perform their jobs effectively.
⚫ 4) Work Practices: Set ways of performing work

25. Environmental factors
⚫ Employee abilities & availability
⚫ Social & cultural expectations
⚫ Behavioral factors :
⚫ Feedback
⚫ Autonomy
⚫ Use of abilities
⚫ Variety

26. Techniques
⚫ Work/Job simplification
⚫ Job Enlargement : adding more tasks or duties
⚫ Job Rotation : e.g. nurse can be rotated on same level
but different departments
⚫ Job Enrichment: e.g. any work done by supervisor
earlier now given to worker itself.
⚫ Autonomous or self directed teams

27. Importance
⚫ Provides job feedback
⚫ Allows adjustment
⚫ Motivates employees
⚫ Improves performance
⚫ Emphasizes on employee training
⚫ Offers work & rest schedules: defining of number of
hours an individual has to spend.

28. Recruitment & Selection

29. Recruitment can be defined as:
⚫ all activities directed towards locating potential
employees
⚫ the attraction of applications from suitable
applicants.
The aim of recruitment is to get the best person
suited to the job based on objective criteria for a
particular job
29
Definition

30. ⚫ It is a linking function joining those with jobs to fill &
those seeking jobs. Recruitment makes it possible to
acquire the number & types of people necessary to
ensure the continued operation of the organization.
Recruitment

31. features
⚫ Managerial & continuous process
⚫ Linking activity
⚫ Positive function
⚫ Important function
⚫ Pervasive function
⚫ Two way process
⚫ Identifies human resource
⚫ Fulfillment of manpower needs
⚫ Dependent on other functions
⚫ Complex job

32. objectives
⚫ Determine present & future requirements
⚫ Create & increase applicants pool
⚫ Establish link
⚫ Increase success rate of selection
⚫ Reduce probability of leaving job soon
⚫ Meet organization’s obligations
⚫ Increase & evaluate effectiveness

33. Factors affecting Recruitment
⚫ External factors:
a. Nature of competition for human resources
b. Legal factors- child labor
c. Socio-cultural factors
d. Supply & demand
e. Unemployment rate
f. Growth & expansion of organization
g. External influences- like political forces

34. Internal factors
⚫ Organizational image
⚫ Size of organization
⚫ Type of person to be recruited
⚫ Past practices
⚫ Human resource planning
⚫ Recruitment policy
⚫ Financial structure of organization

35. process
⚫ Evaluation & control
Recruit
ment
Plannin
g
Source
s of
recruit
ment
Contac
ting
Source
s
Applic
ation
Pool
Selection
process
Evaluation & control

36. Sources of recruitment
⚫ Internal sources :
⚫ Transfer & promotion
⚫ Job posting :internal notice boards
⚫ Employee referrals
⚫ Merits :
⚫ Familiarity
⚫ Better utilization of internal talent
⚫ Economy
⚫ Motivational value

37. Demerits
⚫ Restricted choice
⚫ Inbreeding : no fresh talent
⚫ Absence of competition
⚫ conflict

38. External sources
⚫ Campus Recruitment
⚫ Scouting : hr people visits different places where
seekers are available to represent their organization.
⚫ Recruitment at factory gate
⚫ Advertisements
⚫ Employment agencies
⚫ Consultants
⚫ Trade unions
⚫ Applicants at the gate
⚫ Computer data banks

39. Merits
⚫ Wide choice
⚫ Infusion of fresh blood
⚫ Motivational force
⚫ Long term benefits
⚫ Demerits :
⚫ Expensive
⚫ Time consuming
⚫ Demotivating
⚫ uncertainty

40. Limitations
⚫ Image of organization
⚫ Unattractive job
⚫ Internal policies of the organization
⚫ Budgetary support
⚫ Govt. interference

41. Selection
⚫ “It is the process of examining the applicants with
regard to their suitability for the given jobs, and
choosing the best from the suitable candidates &
rejecting the others. thus, selection is negative in its
application as it seeks to eliminate as many unqualified
applicants as possible in order to identify the right
candidates.”

42. Objectives
⚫ Select suitable candidate
⚫ Determine applicant’s capabilities
⚫ Place right candidate at right job
⚫ Generate information about candidate

43. Difference b/w Recruitment & Selection
Recruitment
⚫ Positive process
⚫ Precedes selection
⚫ Attract maximum no. of
candidate for more options.
⚫ Creation of large application
pool
⚫ Requirement of high skills
⚫ No contract of service
⚫ Outcome is application pool
which becomes input for
selection process
Selection
⚫ Negative process
⚫ Succeeds recruitment
⚫ Chose best out of available
candidates.
⚫ More rejection and less
selection
⚫ Experts are there in selection
panel
⚫ Leads to contract of service b/w
employer & selected candidate
⚫ Outcome is in the form of
finalized candidate

44. Factors affecting selection
⚫ Size of organization
⚫ Type of organization
⚫ Nature of social pressure: legislation & trade union
⚫ Applicant pool
⚫ Time available for decision making
⚫ Nature of labor market
⚫ Trade unions
⚫ Government regulations

45. process
Screening of
applicants Selection tests
Selection
interviews
Medical
examination
Reference check
& background
verification
Hiring decisions

46. Barriers to effective selection
⚫ Expensive & time consuming
⚫ Subject to bias & personal traits
⚫ Ineffective in some areas
⚫ Demands skilled interviewers
⚫ Subjective: stress on one thing, ignoring others
⚫ Difficulty in analysis
⚫ Diversity of selection methods
⚫ Variation in perception

47. Employee Involvement

66. Induction

67. Orientation/Induction
⚫ Orientation is designed to start the employee in
a direction that is compatible with the firm’s:
⚫ Mission
⚫ Goals
⚫ Culture
⚫ Orientation is also used to:
⚫ Explain what the organization stands for
⚫ Explain the type of work that will be performed
⚫ Introduce employees to managers and work groups

68. After getting placement in an
Organization , the new employee is
oriented and inducted in to the
prevailing system and his /her
Socialization with the existing
employees begins.

69. ⚫ A good orientation program can:
⚫ Make the first few days a positive experience
⚫ Get the employee on the right track
⚫ Start him/her off with a positive attitude
⚫ Any orientation is designed to make the person:
⚫ More comfortable
⚫ More knowledgeable
⚫ Ready to work within the firm’s culture, structures, and
employee mix

70. Goals of Orientation
⚫ Clear messages that are understood and accepted
can achieve a number of orientation goals,
including:
⚫ Reducing anxiety
⚫ Reducing turnover
⚫ Saving time
⚫ Developing realistic expectations

71. Who Orients New Employees?
⚫ In smaller organizations, operating managers
usually do the orienting
⚫ In unionized organizations, union officials are involved
⚫ HRM helps train the operating manager for more
effective orientation

72. How Orientation Works
⚫ Orientation programs vary from informal to
formal:
⚫ Informal orientations are often oral
⚫ Formal orientations often include:
⚫ A tour of the facilities or slides, charts, and
pictures of them
⚫ A systematic and guided procedure

73. ⚫ Guidelines for an orientation program:
⚫ Begin with the most relevant and immediate kinds of
information, then move to more general policies
⚫ Devote significant time to the human side
⚫ Assign an experienced worker or supervisor to “sponsor” the
new employee
⚫ Gradually introduce new workers to the people with whom
they will work
⚫ Allow new employees sufficient time to get their feet on the
ground before increasing their job demands

74. Orientation Follow-Up
⚫ The final phase of orientation is assigning the
new employee to the job
⚫ The supervisor takes over and continues the orientation
⚫ Ensure adequat e orientation with a feedback
system
⚫ A job information form could transmit feedback from the
trainee back to the company
⚫ A follow-up meeting with the orientation group allows
evaluation of the employee’s adjustment and the success
of the orientation program

75. RIGHTSIZING

83. PLACEMENT

93. Employee Mon Tue Wed Thu Fri Sat Sun
X On On On On Off Off Off
Y Off On On On On Off Off

98. Types of flexi time schedules
⚫ Flexihour- workers choose starting & stopping times,
which must be adhered to for a set period of time.
⚫ Gliding time: workers may vary there starting & finishing
times daily, but must work a set number of hours per day.
⚫ Variable working hours: workers are free to choose hours
irrespective of core time, provided they contract a set
number of hours with their supervisors.
⚫ Maxiflex: Workers have the freedom to vary their hours
daily irrespective of core time. Maxiflex is similar to a
compressed work week.
⚫ Flexiplace: Workers may work part of the time outside the
workplace, such as home.