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Manpower Planning & Recruitment
Manpower Planning & Recruitment
Manpower Planning & Recruitment
It is nothing but to plan strategically and mainly focus on reduction of labor costs with limited consideration of other elements related to human resources. We have seen after sep.11 2k attack many companies have laid off their staff or they went for heavy downsizing e.g. of few of the companies are : Daimler Chrysler (100,000 workers) Kmart (60,000 workers) Lucent technologies (40,000 workers) IBM (40000 workers) General electric (75000 workers)
Why did these companies lay off such huge staff? What is the reason? Why did they recruit at first place at all? On the other hand we have company, which did extremely well even at the time of crisis.
Predict manpower plans Design job description and the job requirements Find adequate sources of recruitment. Give boost to youngsters by appointment to higher posts. Best motivation for internal promotion. Look after the expected losses due to retirement, transfer and other issues. See for replacement due to accident, death, dismissals and promotion.
Importance of HRP
Future Personnel needs Part of strategic planning Creating highly talented personnel International strategies Foundation of Personnel functions Increasing investments in HR Resistance to change and move Other benefits.
Satellite picture' of the existing workforce profile (numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character, potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by amendments for normal turnover, planned staff movements, retirements, etc, in line with the business plan for the corresponding time frames.
Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc. Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.) Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements Changes in Government policies (investment incentives, regional or trade grants, etc.)
Forecasting Techniques:
Managerial
Judgment Ratio-trend analysis Regression analysis Work study techniques Delphi technique
Forecasting Techniques:
Managerial
The
Judgment
technique may involve a bottom-up or a top-down approach. This technique is used in smaller organizations or in those companies where sufficient database is not available.
Forecasting Techniques:
Ratio-trend
It
Analysis
involves studying past ratios and forecasting future ratios making some allowances for changes in the organization or its methods.
Ratio-trend
Year
Analysis
No.of employees Produ Inspect ction or 1500 150 1800 2000 2500 2750 180 180 200 210 230 Ratio Inspector : Production 1 : 10 1 : 10 1 : 11 1 : 11 1 : 12 1 : 12
Regression Analysis:
A firm first draws a diagram depicting the relationship between sales and workforce size. It then calculates regression line a line that cuts right through the center of the points on the diagram. By observing the regression line, one can find out number of employees required at each volume of sales.
WorkWork-study Techniques:
1. 2. 3. 4.
5.
This can be used when it is possible to apply work measurement to calculate the length of operations and the amount of labor required. Planned o/p for next year 20,000 units Standard hours per unit 5 Planned hours for the year 1,00,000 Productive hours per man/year (allowing normal overtime, absenteeism and idle time) 2,000 Number of direct workers required (4/5) 50
Delphi Technique:
Named after the ancient Greek oracle at the city of Delphi, the Delphi technique is a method of forecasting personnel needs. It solicits estimates of personnel needs from a group of experts, usually managers. The HRP experts act as intermediaries, summaries the various responses and report the findings back to the experts.
Recruitment
Points of Discussion:
Opening Case: Problem of Booming BSchools Meaning and definition Purpose and importance of Recruitment Factors governing recruitment Recruitment process Philosophies of Recruitment Alternatives to Recruitment Closing case: Morale gone bust
Job Analysis
Recruitment is the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. Defn.: Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.
The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Others are: 1. Determine the present and future requirements of the organization in conjunction with its HRP and job-analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.
5.
Help reduce the probability that job applicants, once recruited and selected, will leave the orgn only after a short period of time. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
2.
3.
4.
Attract highly qualified and competent people. Ensure that the selected candidates stay longer with the company Make sure that there is match between cost and benefit. Help the firm create more culturally diverse work-force.
Internal forces
Recruitment policy HRP Size of the firm Cost Growth and expansion
Recruitment Process
Sources of Recruitment
Internal Sources:
Present employees Employee referrals Former employees Previous applicants Professional or trade associations Advertisements Employment exchanges Campus recruitment Walk-ins and Write-ins
External sources:
Sources of Recruitment
External sources:
Consultants Contractors Displaced persons Radio and television Acquisitions and mergers Competitors E-Recruiting
Selection
Points to be discussed:
1. 2. 3. 4.
Meaning and definition Outcomes of Selection decision Selection Process Barriers to effective selection
SUCCESS
FAILURE
Success Expected
Selection Process
Preliminary Interview Selection Tests Employment Interview Reference and Background Analysis Selection Decision Physical Examination Job Offer Employment Contract Evaluation
Barriers to Selection
Perception Fairness Validity Reliability Pressure
Career Planning:
Meaning of Career:
Career means a lifelong sequence of professional, educational, and developmental experiences that project an individual through the world of work.
Meaning:
Career planning is the process or activities offered by the organization to individuals to identify strengths, weaknesses, specific goals and jobs they would like to occupy.
Career planning is important for several reasons: In order to build commitment between the individual and the organization. In order to develop long-range perspective. In order to reduce labour turnover expenses. In order to lessen employee obsolescence. In order to ensure the effectiveness of the organization. In order to allow the individual to achieve personal and work-related goals.
Succession Planning:
Meaning:
Succession planning is a process or activities connected with the succession of persons to fill key positions in the organization hierarchy as vacancies arise.