HRM II UNIT

 Manpower Planning (HRP) is the continuous and

systematic planning process of reviewing current
and future human resources needs for an
organization to ensure that the required number
of employees with the required skills is available
when they are needed.
 FUTURE PERSONNEL NEEDS • Surplus or deficiency in staff
strength
 COPING WITH CHANGE • Enables an enterprise to cope
with changes in competitive forces, markets, technology,
products & government regulations
 CREATING HIGHLY TALENTED PERSONNEL • HR manager
must use his/her ingenuity to attract & retain qualified &
skilled personnel
 PROTECTION OF WEAKER SECTIONS • SC/ST candidates,
physically handicapped, children of the socially disabled &
physically oppressed and backward class citizens.
  INTERNATIONAL STRATEGIES • Fill key jobs
with foreign nationals and re- assignment of
employees from within or across national
borders
 FOUNDATION FOR PERSONNEL FUNCTIONS
Provides information for designing &
implementing recruiting, selection, personnel
movement(transfers, promotions, layoffs) &
training & development
 INCREASING INVESTMENTS IN HUMAN
RESOURCES • Human assets increase in value
 MANAGING RESISTANCE TO CHANGE
HRP FEATURES
 Futuristic
 Continuous process
 Part of corporate planning
 Flexibility
 Long term plans and short term plans
OBJECTIVES
 Optimum utilization of Human Resource.

 Meeting personnel requirement

 Placement of personnel.

 Prevent disruption of work.

 Control cost.

 Training & management development.

 Personnel motivation.
 
BENEFITS
 A systematic and integrated approach to HR policies and programmes

 An improved framework for communicating clearly defined goals and

strategies

 Improved employee relations and higher productivity

 Higher quality products or services

 Greater security and stability of employment

 Lower turnover

 Improved succession planning

 Improved competitiveness and ‘survivability’

TOOLS FOR PROJECTING
PERSONNEL NEEDS
 TREND ANALYSIS:
Study of a firm’s past employment needs over
a period of years to predict future needs.
Studying firm’s employment levels over the
past few years.
It provides rough estimate of future staffing
needs.
But employment levels rarely depend on
passage of time. it depends on changing skill
needs and trends in practices and
technology.
 Ratio analyis
 Making forecasts based on the historical ratio between
some factors like sales volume and no. of employees
required.
 It works only when productivity remains same.
 Scatter plot
 It shows graphically how two variables like sales and
firm’s staffing levels are related.
 But it works when firm’s existing activities and skill
needs will continue as it is.
 They ignore changing needs of firm.
 They disregard effect of other factors like skill
mastery, technology etc.
COMPUTERIZED PERSONNEL
FORECASTING
 It enables the managers to build more variables into their personnel

projections such as age, tenure , turnover rate, training time etc.

 Forecasting supply of inside candidates:

 Skill inventories: Manual or computerized records to determine which

current employees are qualified for the projected openings through

performance records, experience, skills and promotability etc.

 Position replacement card: A card prepared for each position in a

company to show possible replacement candidates and their qualification.

 Personnel replacement charts: company
records showing present performance and
eligibility for promotion of inside candidates
for important positions.

 MARKOV Analysis: A mathematical process

to forecast availability of internal candidates
which involves a matrix showing the
probability that employees in the chain of
feeder positions for a key job.
 Forecasting supply of outside candidates:

 It is for filling the anticipated positions with

outside candidates if there won’t be enough
skilled inside. It is through continuous
assessing of industry needs and trends.
 Predictive workforce monitoring: It is
through continuous reviewing of workforce
planning issues.
 Developing an action plan to match projected
labour supply and labour demand:
It should include
 Positions to be filled
 Potential internal and external sources for these
positions
 Training and development needs
 Estimated costs
 Succession planning: ongoing process of
systematically identifying, assessing and
developing organizational leadership to
enhance performance.

 Identifying key needs

 Develop inside candidates
 Assess and choose
JOB ANALYSIS
 Edwin Flippo: “Job analysis is the process of
studying and collecting information relating to
the operations and responsibility of a specific
job”..
 Includes:
 Work activities
 Human behaviors
 Machines, tools and equipment
 Performance standards
 Job context
 Human requirements
USES OF JOB ANALYSIS
INFORMATION
 1. Human resource planning
 2. Recruitment
 3. Selection of personnel
 4. Training and development
 5. Organization audit
 6. Job evaluation
 7. Job design
 8. Performance appraisal
 9. Career planning
 10. Safety and health
STEPS/STAGES/PROCESS/PROCE
DURE IN JOB ANALYSIS
 1. Collection of background information
through org. charts and process charts.
 2. Selection of representative job to be
analyzed
 3. Collection of job analysis data
 4. Develop a Job Description
 5. Developing job specification
 Job Description: “Job Description is an organized
factual statement of the duties and responsibilities of
a specific job. It should tell what is to be done, how
it is done and why.”
 Job title
 Organizational location of the job
 Supervision given and received
 Materials, tools, machinery and equipment worked
with
 Designation of the immediate superiors and
subordinates
 Salary levels: Pay, DA, other allowances, bonus,
incentive wage, method of payment, hours of work,
shift, break etc.
 Job Specification: “Job Specification is a
statement of minimum acceptable human
qualities necessary to perform a job properly”.
 Educational and professional qualifications
 Skills
 Practical experience
 Physical fitness
 Special qualities required for performing the
job
 Intelligence, judgement and initiative required
for performing the job
JOB DESIGN
  Job design integrates work content, rewards
and the qualifications required for each job in
a way that meets the needs of employees and
the organization.
 Importance:
 Provide job feed back
 Allows adjustments
 Motivates employee and improves
performance
 Emphasizes employee training
 Provides Employee satisfaction
Job Simplification: Means that the variety and
difficulty of task performed by a single person are
reduced.
 Job Rotation: Means moving employees from job to
job to give them greater variety of task so that to
help preventing Boredom.
 Job Enlargement: It is an expansion of the number
of different task performed by an employee. Fewer
worker are needed with the new technology, and
each employee has to be able to perform a greater
number and variety of task. Horizontal loading.
 Job Enrichment: More advanced technology tends to
cause Job Enrichment meaning that the job provides
greater responsibility, recognition and opportunities
for growth and development. Vertical loading.
JOB REDESIGN
 Business process reengineering:
Redesigning of business processes, usually by
combining steps, so that small multifunction
process teams using information technology
do the jobs formerly done by a sequence of
departments.
 This will lead to redesigning or restructuring
the jobs by adding more responsibilities,
more autonomy, more meaningful work by
giving greater control over the jobs and
motivation to employees.
REDESIGNING PROCESS
 Revising job content
 Analyzing job related information
 Altering job elements
 Reformation of job descriptions and
specifications
 Reshuffling job related tasks and duties
 RECRUITMENT
Recruitment forms the first stage in
the process, which continues with selection and
cease with placement of the candidate.
Recruitment makes it possible to acquire the
number and type of people necessary to ensure
the continued operation of the organization.
Meaning and Definition:
In simple terms Recruitment is
understood as a process for searching and
obtaining applicants for jobs, from among the
available recruits.
RECRUITMENT PROCESS
1. Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation and Control
 
1. RECRUITMENT PLANNING
The first stage in the Recruitment
Process is planning. Planning involves the
translation of likely job vacancies and
information about the nature of these jobs into a
set of objectives is targets that specify the
number and type of applicants to be planned.
2. STRATEGY DEVELOPMENT
i. Make or Buy Employees

ii. Technological Sophistication of Recruitment and

Selection Devices

iii. Geographic distribution of labour markets comprising

job seekers

iv. Sources Of Recruitment

Internal sources

External sources
 3. SEARCHING
Source Activation: Source Activation takes place when a job vacancy
exists in the organization. If the organization has planned well
and done a good job of developing its source and search
methods, activation soon results in a flood of application.

i. Selling: In selling the, both the Message and Media deserve

attention in the organization. Message refers to the employment
advertisements. Media refers to the source of any recruiting
message. For example, Employment Exchanges, Advertises in
Business magazines
 4. SCREENING
The purpose of screening is to
remove from the recruitment process at an
early stage, those applicants who are visibly
unqualified for the job. Effective screening
can save a great deal of time and money.
Care must be exercised to assure that
potentially good employees are not lost.
 5. EVALUATION AND CONTROL

It is necessary as considerable costs

are incurred in the recruitment process.
Stastical information should be gathered and
evaluated to know the suitability of the
recruitment process.
 
SOURCES OF RECRUITMENT
 INTERNAL SOURCES:
 Job posting -publicizing an open job to
employees on bulletin boards.
 Rehiring-Recruiting the former employees.
 EXTERNAL SOURCES:
 Employee referrals
 Walk-ins
 Campus hiring
 Advertising
 Employment agencies
 Outsourcing and off shoring jobs
ADVANTAGES AND DISADVANTAGES
ADVANTAGESDISADVANTAGES
INTERNAL- Better assessment creates
vacancies
reduces training time stifles diversity
Faster and cheaper insufficient supply of
candidates Motivates employees

EXTERNAL-Increases diversity Expensive and slower

Facilitates growth Less reliable data
Can save training time stifles upward movement
 SELECTION
Selection has been regarded as the most
important function of HR department. It ensures the
organization that; it has right number, right kind of

people at the right place and at the right time.

Meaning and Definitions:

“It is the process of differentiating

between applicants in order to identify (and hire) those
with the greater likelihood of success.”
SELECTION PROCESS
1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background
Checks
5. Selection Decision
6. Physical Examinations
7. Job Offer
8. Contract Of Employment
9. Evaluation of Selection program
1. Preliminary Interview:
The purpose of this interview is to
scrutinize the applicants, i.e. elimination of
unqualified applications.

2. Selection Tests:
Different types of selection tests may
be administrated, depending on the job and the
company. Generally tests are used to determine
the applicant’s ability, aptitude, and
personality.
 
3. Employment Interview:
The next step in the selection
process is employment interview, an interview is
conducted at the beginning, and at the selection
process of the employment interview can be one-
to-one interview or panel interview.
 
4. Reference and Background Checks:
Many employers request names,
address, telephone numbers or references for
the purpose to verify information and gaining
additional background information of an
applicant.
5. Selection Decision:
Selection decision is the most critical
of all steps in selection process. The final
decision has to be made from the pool of
individuals who pass the tests, interviews and
references checks.
 
6. Physical Examinations:
After selection decision and before
the job offer is made, the candidate is required
to undergo a physical fitness test. A job offer is
often; contingent upon the candidate being
declared fit after the physical examinations.
7. Job Offer:

The next step in selection process is job offer. Job offer is

made through a letter of appointment. Such a letter generally contains a

date by which the appointee must report on duty

8. Contract Of Employment:

Basic information is written in Contract of employment that

varies according to the levels of job. After the offer and acceptance of the

job certain document is the attestation form.

9 Evaluation of Selection program:

The broad test of effectiveness of the selection process is a

systematic evaluation .a periodic audit is conducted in the HR department

that outlines and highlights the areas which need to be evaluated in the

selection process
EMPLOYMENT TESTS
 Intelligence Tests: Intelligence tests are
used to judge the mental capacity of the
applicant. They evaluate the ability of an
individual to understand and make decisions.
 Aptitude Tests: Aptitude means the
potential which an individual has for learning
the skills required to do a job efficiently.
 Proficiency Tests : Proficiency tests are
designed to measure the skills already
acquired by the individuals.
EMPLOYMENT TESTS
 Interest Tests : Interest tests identify patterns of
interest in those areas in which the individual shows
special concern, fascination and involvement.
 Personality Tests : Personality tests probe for the
qualities of the personality as a whole, the
combination of aptitude, interest and usual mood
swings and emotional balance.
EMPLOYMENT INTERVIEW
 Selected candidates call for the final interview in
which interviewer asks many type of questions to
judge the candidate for that job. It consist of
interaction between interviewer and applicant.
Types of interviews:
a)One to one interview
b)Panel Interview
c)Structured Interview
d)Unstructured Interview
e)Stress interview
f)Behavioural description Interview
g)Telephonic Interview
h)Situational Interview
INDUCTION

• It is welcoming a new employee to the

organization

• Billimoria defines induction as “a technique

by which a new employee is rehabilitated
into the changed surroundings and
introduced to the practices, policies and
purposes of the organization”
OBJECTIVES OF INDUCTION
• To reduce the initial anxiety all new entrants feel when
they join a new job in a new organization

• To familiarize the new employees with the job, people,

work place, work environment in the organization

• To facilitate outsider-insider transition in an integrated

manner

• To reduce exploitation by the unscrupulous co-workers

• To reduce the cultural shock faced in new

organizations
INDUCTION PROCEDURE
• The procedure should basically follow these steps:

– First, the new person needs time and a place to report to work

– Second, it is very important that the supervisor or the immediate

boss meet and welcome the employee to the organization

– Third, administrative work should be completed

– Fourth, departmental orientation to be conducted

– Fifth, verbal explanations are to be supplemented by a wide

variety of printed material
INFORMAL INDUCTION
• This is an unplanned induction programme.

• This may be simply an introduction to the new entrant

about the job and organization

• It may last for one hour or so and there can be two

versions:

– Supervisory system
• Immediate supervisor conducts the induction

– Buddy or sponsor system

• Immediate supervisor assigns the responsibility of induction to an old
employee
FORMAL INDUCTION
• It is a planned programme carried out to integrate the new
entrant into the organization

• This is usually carried out by large organizations

• It includes the following contents:

– Brief history of the organization

– Organizational mission, vision, objectives and philosophies
– Policies and procedures
– Rules and regulations
– Organizational structure and authority relationships
– Terms and conditions
– Welfare and safety measures
ONBOARDING
 The process of integrating new employees into the
organization, of preparing them to succeed at their
job, and to become fully engaged, productive
members of the organization.
 Mechanism through which new employees acquire the
necessary knowledge, skills, behaviours, and
relationships to become effective organizational
members and insiders
On-Boarding three-step process:
 Get clarity around expectations
 Ask what is important to learn and from whom to
learn
 Ask about the processes, procedures and changes the
organization intends the executive to implement at
the end of three months, six months and one year  
OBJECTIVES:
 To facilitate the new employee’s ability to contribute in the new
role.
 To increase the new employee’s comfort level in the new role.
 To reinforces his/her decision to stay within the company.
 To enhance productivity.
 To encourage towards commitment and employee engagement.
Phases:
 Recruitment
 First Day
 First Weeks
 First Months
 Assimilation

Recruitment: Begin telling organization’s

story, Communication, relationship
building ,Transparency ,Integrity.
First day:Work area prepared, Desk and
equipment in place, Introduced and greeted
in department, Beginning of role clarity,
Buddy assigned.
First weeks: Employee presented with history,
mission, vision, handbook and norms of
organization. Position training in full swing,
Role Clarity Self-efficacy Buddy’ in place.
First months: Move toward full assimilation,
Structured orientation/compliance programs;
Relationship & team building encouraged.
Assimilation: Social acceptance, Knowledge of
organizational structure, Received
performance feedback, Mentor – when
appropriate ,Employee development.