Answer -1 ->

Human resource demand forecasting is the practise of predicting future human resource
requirements, including the number and quality of workers required. For the projection to
be accurate, it has to be based on the company's annual budget and long-term business
plan. In a manufacturing company, the sales budget would be transformed into a
production plan that details how many and what kinds of products would be produced
each quarter. Using this data, the number of hours needed to satisfy each period's quota
by each skilled group would be computed. Knowing how many hours are available and
what kind of employees are needed is an apparent next step. To accurately predict HR
demand, a wide range of external and internal factors must be considered. External
influences include, for example, competition (both local and international), the economic
climate, laws and regulatory bodies, technical advancements, and social concerns.
Internal factors include budget constraints, production levels, new products and services,
organisational structure, and employee separations. Organizations often estimate demand,
even though they may not be able to predict the number of employees they will need to
meet it.
❖ Ratio-trend analysis – The purpose of ratio analysis is to discover the connection
between staffing needs and another component by making use of historical data.
This component is often focused on the product, such as the number of items
produced or the amount of sales, or on the prior personnel levels. In most cases,
positions that involve the manufacturing of a company's goods or provision of its
services are the ones that make use of production-based ratio analysis. A ratio
analysis that is based on historical employment is often employed in order to
estimate the needs for the support or administrative personnel. An organisation
that produces 6,000 cogs per year and needs one machinist for every 6,000 of
those cogs is an example of a predicted ratio.

❖ Regression analysis – Regression analysis is a statistical technique used to

discover trends in data. Finding trends assists company leaders in better
understanding their human resource requirements and making the most of the
employees they currently have. Regression analysis investigates the relationship
between a predictor and a goal, often known as an independent variable and a
dependent variable. The dependent variable includes the elements that
organisations are attempting to anticipate or learn more about. Things in the
independent variable may or may not have an effect on the dependent variable.
Remember that independent variables can never tell you anything about
dependent variables.

❖ Work study techniques – Forecasting future activities and output is done using
the work study approach, which is also known as workload analysis. The work
study approach yields an estimate of the number of hours of labour required to
manufacture one item. Experts in human resources management must take into
account the following when forecasting future work hours –
a. Resignations
b. Dismissals
 c. Strikes a chord with technical issues
d. Absenteeism
e. Rate of changeover
The more knowledgeable the human resources management experts who are
doing the work study technique, the more accurate their estimate of the resources
required will be.

❖ Delphi Technique – When it comes to making decisions, an organised group of

individuals is more accurate than an unstructured one, according to the Delphi
approach. Using Delphi as a technique of obtaining expert consensus on future
trends, such as a company's future labour requirements, is a methodical approach.
Using the Delphi method, a group of qualified individuals is assembled to address
an issue. It facilitates group decision-making. According to a company's needs,
experts are selected for their knowledge of internal and external issues that might
impact the company's ability to hire and retain employees, as well as their
knowledge of the company's overall business strategies.

❖ Flow models – Flow models are used to estimate staffing needs. It is the Markov
model. Experts will –
a. Determine the time needed to cover. Usually, shorter is preferable than
longer. The time range relies on the organization's strategic goal and HR
plan.
b. Create employee categories (or "states"). These groups cannot overlap,
and each individual must be allocated to every conceivable category. No
number of states is optimal.
c. Count the number of yearly migrations (or "flows") between states
throughout time. Depending on whether the corporation produces or loses
money, these states are "absorbing" or "non-absorbing" (change in
position levels or employment status). Death, sickness, absenteeism,
resigning and retirement are losses. Hiring, rehiring, switching jobs, and
levelling up or down are gains.
d. Determine the likelihood of change based on prior events. Moving affects
demand.

❖ Other forecasting techniques - The new venture study will be useful for new
businesses when they are thinking about filling open positions. Planners are
required to make estimates of human resource requirements based on the needs of
other businesses that do comparable activities.
Answer -2 ->

It's been a long time since the days when 'death by PowerPoint'-style induction
programmes were the norm. Innovative, engaging, and personalised induction
programmes are becoming more popular among organisations of all kinds.
30% of new employees leave their employer within the first 90 days, according to a
Jobvite survey. The importance of making a good first impression may be shown in this
example. When it comes to a company's connection with employees, it's all about mutual
respect.
Some of the most innovative companies in the field of employee orientation include
Netflix, Twitter, and even LinkedIn, all of which welcome new hires with custom-
tailored gifts and activities.

Few ways to ensure a positive onboarding experience for a new employee –

1. Token of appreciation - According to studies, employees are more likely to stay
if they are provided a good onboarding procedure. Everyone understands that a
poor first impression may cost your company money in the long term, therefore it
is critical to produce the greatest one possible.
Who doesn't like receiving a little token of appreciation? On their first day, new
employees will be welcomed with a little token on each chair, which will set the
tone for the remainder of their time at the company.
A notebook with a company-branded pen is a nice extra. This might be labelled
on the front with the company's ideals and a brief history, or it could be
unbranded. When completed, the notebook will serve as a reminder of how far
they've come in the first few months, as well as a convenient badge of honour.
At Breathe, for instance, every new employee receives a "swag bag" with a
Breathe-branded bag containing pens, notebooks, a t-shirt, stickers, and a water
bottle. The first day has been a nice surprise for newcomers.

2. Create a feeling of belonging for your new hires - Existing employees are often
omitted from orientation programmes. This develops a false "them vs us" mindset
if allowed unchecked. Informal gatherings, such as team lunches, late-night snack
breaks, and team-building exercises, might help newcomers overcome feelings of
isolation. Assigning a "Buddy" member to each newbie is another excellent way
to promote a sense of belonging. A buddy may be any current team member from
the same department. They are there for newcomers to connect with if they have
questions, concerns, or even insights. Their Buddy may also aid in introducing
them to other team members and establishing conversations with them. Having a
friend helps newcomers feel welcome and facilitates the formation of good
relationships with the rest of the team. New employees at Netflix are handed cards
in the form of bingo, and those cards are marked each time the employee gets
together with a colleague for a break such as lunch or coffee. After all of the
spaces on the card have been filled in, they are given a present.

3. Facilitating informal interactions with their managers - It is often assumed

that employees leave their employment not because of the firm itself, but because
 of their supervisors. According to the findings of a recent LinkedIn survey, 96
percent of new employees feel that one-on-one time with their direct manager is a
crucial element of an effective onboarding process. This is because the
onboarding process involves more than merely filling out paperwork. The
objective is to move from being a new employee to a member of the team. Casual
and regular interactions with their supervisor may encourage new team members
to feel emotionally invested in the organisation and driven to contribute to its
success.

4. Provide them with a break before they start working - This strategy has
previously been used by a number of technological organisations, and it is an
effective way for quickly grabbing the commitment of a new employee. These
companies provide their newly hired staff members a particular sum of money
and a set number of vacation days along with it, so that they may start their new
employment feeling rejuvenated and calm. If you do not have the resources
necessary for this, you may want to think about starting them in the middle of the
week instead so that they have some time off between their prior job and the new
one they will be starting. Alternately, you may try postponing the beginning of
their shift by a couple of hours so that they are not as overwhelmed. It may be a
day at the spa or a relaxing massage before they sit down at their desk, or it could
be a nice lunch on their first day, or it could be both of those things.
Answer -3a ->

The 4 step Professional Development Model is a comprehensive framework for assessing

abilities and providing learning outcomes that reflect self-awareness, vocational paths, as
well as academic and career alternatives. The model was developed by the Society for
Human Resource Management (SHRM). Making decisions about your professional life is
a process, and you have the freedom to go at your own pace in terms of growing your
career. If you consult with a career counsellor and make advantage of the CEC's
programmes and services, you will be in a better position to make career decisions that
are informed and have significance for your life.

Step – 1 -> Self-Assessment

You should begin the process of planning your career future by doing an honest self-
evaluation first. At the bottom of this page you will find a condensed summary of
questions designed to aid you in identifying your perfect field of employment. Ensure
that you take the time to properly record the answers on paper before proceeding to the
next stage. Your replies to the following questions will help you discover prospective
career routes, which will increase your overall job satisfaction.

Step – 2 -> Explore your options

Research might be the next step after determining your interests, abilities, and values via
self-analysis. This step entails gaining knowledge about the many career paths available
in the industry of your choice and doing research into the specifics of chances that have
the potential to be suitable for you.

Step – 3 -> Decision Making

After you've completed researching the industry, it's time to revisit the personal profile
you created in step one. Determine whatever components of a certain job tickle your
curiosity the most, and then begin setting goals.

Step – 4 -> Take action

It is time to stop wasting time and get down to work. The pursuit of a professional job
may be broken down into the following six phases –
❖ Think about the many professional paths you may choose.
❖ Join your "network" as soon as possible.
❖ Develop resumes and cover letters that are engaging to read.
❖ Exercise your talents to perform well in employment interviews.
❖ Contact has to be made with the employers.
❖ It is important to follow up on any and all job leads.
Answer -3b ->

Organizational succession planning is essential for the smooth replacement of mission-

critical and high-performing personnel.
Succession planning is a method to identify and nurture future leaders at all levels of an
organisation.
The objective of succession planning is to ensure that your organisation is prepared for
the future. In order to do this, businesses must acquire new employees or train internal
candidates who will eventually replace departing executives.
Consequently, the succession planning process includes the rules and processes required
to prepare one or more candidates for a more senior leadership position.

Goals of Succession Planning in an Organization are –

❖ Identifying Potential Successors for Key Positions in an Organization - It's
possible that some of your employees or family are competent for specialised
tasks. You have the responsibility of determining whether position relates to the
member or the employee. One of the most essential objectives of succession
planning is to achieve this.

❖ Identifying Successors is the Responsibility of Entire Executive Team - The

quality of leadership is diminished when just one CEO is accountable for
selecting employees to fill each of the company's functional roles. It is imperative
that the whole executive team be used in the search for qualified candidates for
each essential position. This will make it easier to bring different viewpoints,
skills, and experiences together, which will ultimately help in picking the most
qualified applicant.

❖ Retention of Identified Personnel - After determining whether current workers

have the potential to become future leaders, it is imperative to maintain
employment with such individuals. If you are unable to retain the individuals you
train to become future leaders, there is no use in doing so. They could become
better at what they do and then move on to pastures greener. Therefore, one of the
purposes of succession planning is to keep talent that has already been recognised.

❖ Individual Development Plan - It's possible that each designated successor will
have their own unique development plan that's tailored to their own criteria for
how they should be groomed. The committee that is charged with selecting a
successor may devise an individual development plan for each of the candidates,
with the goal of having all of the candidates be prepared to shoulder more
responsibilities within a period of three years.