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Master of Business Administration- MBA Semester 3 MU0010 Manpower Planning and Resourcing - 4 Credits (Book ID: B1228) Assignment Set- 1 (60 Marks)

Q1. What are the advantages of manpower planning? Ans. Manpower planning ensures maximum utilization of available resources. It foresees not only the required number and type of employees, but it also determines a plan of action. The advantages are: Optimum use of human resources currently employed. Reduced manpower costs. Drives optimal productivity of employees which is beneficial both for the organization and the nation at large. Keeps the business profitable and afloat. Provide controls to ensure necessary resources are available as and when required. Brings about fast economic developments. Ensures smooth organizational functioning post major expansion or retrenchment. Avoid build up of unnecessary employees and back up employees as there is a cost attached to manpower.

 Avoid unnecessary dismissal of employees. Helps in estimating salary costs and providing better benefits. Creates a healthy atmosphere of encouragement and motivation in the organization. Facilitates building competencies in the organization through training and development programs Training activities becomes sharply forces. Enables employees to move to jobs for which their competencies are best suited. Creates a career path for employees to get promotions.

Q2. Explain any three demand forecasting techniques. Ans. The demand forecasting techniques are: Expert forecast Trend analysis Work study analysis Managerial judgment technique Cost benefit analysis Markov analysis Statistical judgment technique

1) Work study technique:-

It is a technique can be used when it is possible to apply work measurements to know how long operations should take and the amount of labor required. It is calculated in two days. Work-load analysis Work-force analysis 1) Work-load analysis: It is by evaluating the work load in a department or job role. This then enables deciding the no. of employees required for doing the job. This depends on the nature of the work load in a branch, department, or a division in a firm or organization. 2) Work-force analysis: In workforce analysis a sufficient margin for absenteeism, labor turnover and idle time on the basis of past experience is made. This allows for completing the total job at hand undertaken by an organization despite the challenges of labor turnover or absenteeism. The organization needs to make reasonable prediction of labor turnover or absenteeism. If the actual labor turnover or absenteeism exceeds the predicted value, then it puts the business under loss. The business organization with high overheads cannot sustain losses for more than a certain number of weeks or months depending on the business. This would mean many people go jobless if the company happens to shut down. Therefore the workforce analysis has to be done with data validated for the past periods. Also the forecasting person, needs to be keep in mind any seasonal variations and special events that are likely to occur for the predicted periods. The forecasting person, needs to be able to keep in mind any seasonal variations and special events that are likely to occur

for the predicted period. Demand forecasting is a very responsible job. The entire organizations future depends on this. The organization leaders get involved to ensure that the demand forecasts are realistic and there is a reasonable buffer built in, so as to be able to sustain any deviations without a severe compromise in profitability or credibility with client. 2) Managerial judgment technique: This is a simple technique. In this the managers of different departments sit together, discuss and arrive at conclusions as to the number employees required for future operations based on their past experiences. This technique involves a top-down or bottom-up approach. In top-down approach the managers prepare department forecasts. These are viewed by department heads and decision is taken. In bottom-up approach the managers submit their departmental proposals to top managers who arrive at forecast. Neither of these forecasts is accurate but both when combined could achieve effective results. This technique is used in smaller retail organizations or where there is not enough data available. 3) Statistical judgment technique: This technique concentrates on using the past to predict the future by identifying trends, patterns and business drives within the data to develop a forecast. This forecast is reoffered to as a statistical forecast because it uses mathematical formulas to identify the patterns and trends while testing the results for mathematical reasonableness and confidence. These include ration-trend analysis and economic models.

Q3. Describe the major approaches of talent development. Ans. The approaches are:Strategy: what successful organizations do is a close examination of the programs and interventions needed to realize their companys strategies, since there is a clear link between the strategy of the company and the strategy of leadership development. Involvement: talent development is paramount importance to the organization, and top management is also actively also actively involved in the development of future management. The managers also engage themselves frequently in active mentoring, coaching or training, and also share their own experiences with workers. Often the CEO plays a prominent, active role in training or action learning. Ongoing process: the companies always give a though about the ongoing, and recurring developmental processes instead of one-time initiatives. Undoubtedly talent management has a high priority in these organizations. A lot of attention is given towards identifying high potentials in the organization. Behavior: the behavior expected from worker in these organizations is a significant thing. This is true in all aspects: performance, management, promotion, decisions, recruitment and selection and communication from the top of the organization. Talent pipeline: talent development is the most critical mission in a company among other company processes. The best performing

companies always see that the talent pipeline of the organization is always full. Critical objective: high potential talent present in any organization can prove as a strategic advantage and hence much stress is given on the development of this talent. Implementation: managing talent is task for which all the leaders of the company are responsible within the organization. This infrastructure is embedded in the daily leadership culture and also, they are responsible within the organization. Leadership programs: leadership programs which have high added value for talent development are organized. Programs whose content is linked with organizational needs are chosen. These programs are fully integrated with other human resources processes namely, performance management, promotion policy, training and development, reward, succession and career planning.

Q4. Distinguish between internal and external sources of recruitment. Ans. Internal source For hiring staff that are working or was working with organization called as internal sources. Promotions: availability of component resources within the organization are given first External source For hiring staff that are never worked with organization called as external sources. Advertisement: advertisement of the job openings in newspaper and journals magazines are generally

preference and considered for filling the vacancies at higher level by way or promotions. Transfers: in case of excess hiring or business slowing due to various reasons in one branch of an organization and shortage of employees in another branch.

used as a source of external recruitment. Campus selection: various colleges are a good source of recruiting well qualified executives, engineers, medical staff etc.

Q5. What are the advantages of carrying out Human Resource Accounting? Ans. The conclusive advantages are: The adoption of the system of HRA discloses the value of human resources. This helps in proper interpretation of return on capital employed. Such information would give a long term perspective of the business performance which would be more reliable than the return on capital employment under the conventional system of accounting. The maintenance of detailed record relating to internal human resources improves managerial decision-making especially institutions like direct recruitment verses retention; utility of cost reduction programs in view of its possible impact on human relations and organizational behavior. Thus, the use of HRA will definitely improve the quality of management.

 The adoption of the system of HRA serves social purposes by identification of human resources as a valuable asset which will help prevention of misuse and under use due to thoughtless or rather reckless transfers, demotions, layoffs and day-to-day maltreatment by supervisors and other superiors in the administrative hierarchy: efficient allocation of resources in the economy; efficiency in the use of human resources; and proper understanding of the evil effect of avoidable labor unrest/ disputes on the quality of internal human resources. The system of HRA would no doubt, pave the way for increasing productivity of human resources , because, the fact that a monetary value is attached to human resources and that human talents devotion and skill considered as valuable assets and allotted a place in financial statements of the organization, would boost the morale, loyalty and initiative of the employees, creating in their mind a sense of belonging towards the organization and would act as a great incentive , giving rise increased productivity. Q6. Mr. Aravind works at K&D Company. Recently two fellow team members were shifted to another team and their work was handed over to him. This affected his performance and also left him dissatisfied. Finally, he forwarded his resignation letter to the HR Department. The HR Manager decided to conduct an exit interview with Mr. Aravind. What questions do you think that the HR manager would want to ask Mr.Aravind?

ans. The questions may be: How you decided to leave the organization? How do you feel about this organization? Which kind of responsibilities or position would you like to take up? What training would you have liked or required that you did not get and what effect did this have? How well do think your training and development requirements were evaluated and met? What do you say about communication within the organization and your department? What will you say about the way your performance was measured, and the feedback given for your performance results? What particularly is it about the other organization that makes you want to join them?