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.

Statistical techniques include:

Regression analysis, Ratio-trend analysis and

econometric models

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.

Preparation of job descriptions

Writing job specification

Legal compliance

Job design

Recruitment

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

Job rotation

Teamwork

Training and development

Job enrichment

Empowerment

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.

When one begins a new job, or accept a

lateral transfer, or get a promotion, one is

required to understand the new dynamics,

new environment, different work activities, a

new boss, etc., and adapt accordingly.

The socialization addresses these issues.