HUMAN RESOURCE

PLANNING
 Human Resource Planning
 Human resource planning is the process by which an
organization ensures that it has the right number and
kind of people, at the right place, at the right time,
capable of effectively and efficiently completing those
tasks that will help organization achieve its overall
objectives.
 It is a process of forecasting an organization’s future
demand and supply of right type of people in right
numbers.
 Objectives of HRP
 To recruit & retain HR of required quantity.
 To foresee the employee turnover.
 To fill up consequent vacancies.
 To meet the needs of expansion & diversification.
 To foresee the impact of technological changes.
 To improve the standards, knowledge, skill & ability.
 To assess the surplus or shortage of HR & take
measures.
 To maintain optimum level of HR.
 To make best use of available HR.
 Importance of HRP
 Defining future personnel need – this becomes the
basis of recruiting and developing personnel.
 Coping with changes.
 Providing base for developing talents.
 Forcing top management to involve in HR.
 Implementing international strategies.
 Increasing investments in HR.
 To plan for physical facilities and working
conditions.
 Levels of HRP
 National level - Government
 Sector level - Agriculture
 Industry level - Textiles
 Unit level - Corporate/business
 Department level - Departments in
organization.
 Job level - Mechanical engineer
 Factors affecting HRP
 Type of the organization.
 Strategy of the organization.
 Environmental uncertainties – political, social,
economic changes.
 Time horizons.
 Type & quality of information.
 Nature of jobs being filled.
 Off – loading the work.
 HRP process
 Analyzing the organization’s plan.
 Forecasting the overall HR requirement.
 Forecasting of human resource supply.
 Identification of human resource gap.
 Action plan for redundancy/retrenchment.
 Step1:Analyzing organization’s plan
 The organizational policies with regard to effective
utilization of human resources should be identified and
incorporated in planning process.
 The following questions are important in this regard:
 Are vacancies to be filled by promotions from within or by
hiring from outside?
 How do training and development objectives interface with
HRP objectives?
 What union constraints are encountered in HRP and what
policies are needed to handle these constraints?
 How to downsize the organization to make it more
competitive?
 How to ensure continuous availability of adaptive & flexible
workforce?
Step2:Forecasting HR requirements
 The next essential ingredient of HRP is the
forecasting needs for human resources in an
organization over a period of time.
 Factors such as change in machine-man ratio, change
in productivity affects the relationship between
human resource needs with volume of operation.
 In making forecast for HR requirements, all those
factors which have impact on the relationship
between volume of operation & number of employees
must be taken into consideration.
 Purpose of forecasting HR needs
 To quantify the jobs necessary for producing a given
number of goods; or offering a given amount of
service.
 To determine what staff-mix is desirable in the future.
 To assess appropriate staffing levels in different parts
of the organization so as to avoid unnecessary cost.
 To prevent shortage of people where and when they
are needed most; and
 To monitor compliance with legal requirements with
regard to reservation of jobs.
Techniques for forecasting HR needs
 Managerial judgement method
 Delphi Technique
 Work – study technique
 Ratio – trend analysis
 Statistical & mathematical models
 Burack – Smith model
 Regression Analysis
 Econometric Model
 Step3:Forecasting of HR supply
 After forecasting HR needs it is logical to determine
how these needs can be met.
 First step in forecasting the future supply of HR is to
obtain data about present data inventory. This can be
achieved by following ways:
 Head counts
 Job-family inventory
 Age-inventory
 Skills inventory
 Management inventory
 The second step in supply forecasting is
estimating future losses of HR of each
department & of the entire organization.
 Potential losses to the organization includes:
voluntary quits
Death
Retirement
Dismissal
Lay off
Disablement
 Reasons for potential losses
 Permanent total loss – due to labour turnover.
Labour turnover = no of employee left during specific
period.
*100
Avg no of employees during that period.
 Permanent partial loss – consist of wastage of skills
due to ill health and accidents.
 Temporary total loss – due to absenteeism
 Temporary partial loss
Analysing the sources of supply
 Internalfactors
 External factors
 Local factors
 National factors

Step4:Identification of human resource gap –

difference between overall human requirements & future
supply of HR
 Gap may be two types:
 Surplus of HR
 Shortage of HR

Step5:Action plan for redeployment/ redundancy

JOB ANALYSIS
 Job analysis - definition
 Job analysis is the process of studying and
collecting information relating to the
operations and responsibilities of a specific
job. The immediate products of the analysis
are job description and job specifications.
 Job analysis involves the process of
identifying the nature of a job and the qualities
of the likely job holder.
 Importance of job analysis
The following are the importance of job
analysis information.
 Organisational design
 Acquisition of personnel
 Human resource planning
 Recruitment and selection
 Orientation and placement
 Human resource development
 Career planning
 Training and development
 Importance of job analysis
 Job evaluation and compensation
 Performance appraisal
 Safety and health
 Employee counseling
 Process of Job Analysis
 Determination of uses of job analysis
 Strategic choices in job analysis
 Information collection
 Information processing
 Job description
 Job specification
 1.Determination of uses of job
analysis
 Before taking the actual procedure of job analysis, the
organization should define the uses of job analysis.
 In large organization, job analysis is taken more
comprehensively, systematic and in written form.
 The information for job analysis is collected from
various sources and in various forms.
 In smaller organizations, job analysis is used for
limited purposes and job analysis process is mostly
informal based on limited amount of information.
 2.Strategic choices in job analysis
 There are certain strategic choices with regard
to job analysis before any organization which
wants to take it systematically. The following
are the four such choice:
 The extent of employee involvement in job
analysis.
 The level of details of the analysis.
 Timing and frequency of the analysis
 Past-oriented Vs future oriented job analysis
 3. Information collection
 The next step after arriving at the strategic
choices regarding job analysis is the
information collection for job analysis.
 In collecting information for job analysis, the
major decisions involved are:
 The type of information to be collected.
 Methods to be employed for information
collection.
 Persons involved in information collection.
 4.Job Description
 Job description is a written statement showing job
title, tasks, duties and responsibilities involved in a
job.
 Job description contains following information:
 Job title, code number, department/division.
 Job contents in terms of activities.
 Job responsibilities.
 Working conditions.
 Relationship with other jobs.
 Uses of job description
 Job grading and job classification.
 Providing base for preparing job specification.
 Procurement and placement of employees.
 Developing career path.
 Training and development.
 Setting performance standards & appraisal
 Promotion & transfer.
 Developing work procedures and processes.
 Employee counseling.
 5.Job specification
 Job specification is a statement of the minimum
acceptable human qualities necessary to perform job
properly.
 Its basic contents are as follows:
 Personal characteristics such as age, education etc.
 Physical characteristics such as height, weight,
vision etc.
 Mental characteristics such as memory, foresight.
 Social and psychological characteristics.
JOB DESIGN
 Job design
 Job design integrates work content and the
qualifications required for each job in a way
that meets the needs of employees and the
organization.
 Two distinct approaches of job design:
 Traditional job design
 Motivational job design
 Factors in job design
 Environmental factors
 Technological development
 Availability of personnel
 Socio – cultural expectations
 Organizational factors
 Nature of task characteristics
 Use of ergonomics
 Work practices
 Individual factors
 Mechanism of job design
Mechanism of job design considers
two aspects of a job: number of tasks in a
job and complexity of task.
 Job simplification
 Job rotation
 Job enlargement
 Job enrichment
RECRUITMENT
 Recruitment
 Recruitment is the process of finding and
attracting capable applicants for employment.
 Recruitment process is concerned with the
identification of possible sources of human
resource supply and tapping those sources.
 In the total process of acquiring and placing
human resources in the organization.
 Purpose of recruitment
 Recruitment determines the present and future human
resource requirements of the organization.
 It helps to increase the pool of potential personnel.
 It helps in increasing the success rate of the selection
process.
 It helps in evaluating the effectiveness of various
recruitment techniques.
 It helps to meet the organization’s legal and social
obligations regarding composition of workforce.
 Recruitment process
 The following are the steps in recruitment
process.
 Recruitment planning
 Sources of recruitment
 Contacting sources
 Application pool
 Selection process
 Evaluation and control
 Recruitment planning
 Recruitment process starts with its planning which
involves the determination of :
 Number of contacts
 Type of applicants
 Number of contacts – organizations generally plan to
attract more applicants than what they intend to select as they
wish to have option in selecting right candidate.
 Type of applicants – refers to the type of personnel to be
informed about the job openings based on job description and
job specification.
 Sources of recruitment
 Internal sources
 Presentpersonnel
 Personnel referrals

 External sources
 Educational campus
 Employment exchange
 Agencies
 consultants
 Methods of contacting sources
 Realistic job preview
 Job compatibility questionnarie
 Advertisement
 Identification of organization
 Internet recruiting
 Walk – ins
 Campus recruitment
 Job fairs
 Consultancy firms
 Application pool
 The ultimate objective of recruitment is to attract as
many candidates as possible so as to have flexibility
in selection.
 When the sources of recruitment are contacted, the
organization receives applications from prospective
candidates.
 The number of applications depends on the type of
organization, the type of jobs, and the conditions in
specific HR market.
Evaluation and control of recruitment
 Evaluation and control of recruitment
programme is the last stage of a recruitment
process.
 Evaluation and control is required to ensure
that the process has gone well in the light of its
stated objectives and costs.
 The post – action evaluation of a recruitment
programme has important implications for
further recruitment programs.
 Various qualitative and quantitative criteria
can be developed to measure the effectiveness
of a recruitment program.
 Type of organizational image that has been created
in the minds of prospective candidates.
 Number of applications received.
 Ratio of candidates selected and rejected.
 Costs involved in recruitment programme.
 Performance of candidates.
 Ratio of candidates joined.
SELECTION
 Selection
 Selection is the process of differentiating
between applicants in order to identify those
with a greater likelihood of success in a job.
 Selection can be conceptualized in terms of
either choosing the fit candidates or rejecting
unfit candidates.
 Selection process assumes that there are more
number of candidates available than the
number of candidates actually selected.
 Selection methods
 Traditional methods
 Phrenology
 Physiognomy
 Graphology
 Scientific method
 Scientific method uses well established,
reliable and valid tools for selection.
 Selection process
 The following are the steps in the selection process
 Application pool
 Screening of application form
 Selection tests
 Selection interviews
 Checking of references
 Physical examination
 Approval by appropriate authority
 Final selection
 Employment contract
 Evaluation
 Types of application forms
 Structured application form
-Usual stereo type application forms which
structure information and tries to cram as much
standard information into a little space as possible.
 Unstructured application forms
-questions are phrased that the applicant can respond
to them in writing as he pleases.
 Weighted application form
- they yield information that seem to distinguish good
from poor employees in a particular job & correlate
the established criteria of satisfactory performance.
 Selection tests
 Psychological tests are essentially an objective
and standardized measure of a sample of
behavior.
 Types of tests:
 Ability test
 Achievement test
 Intelligence test
 Aptitude test
 Personality test
 Interest test
 Basic testing concepts
 Reliability
 Methods to estimate tests
 Equivalent form estimate
 Internal comparison estimate
 Validity
 Criteria validity
 Content validity
 Concurrent validity
 Synthetic validity
 Objectivity
 Standardization
 Interview
 It is a face to face observational and personal appraisal
method of evaluating the applicant where the
interviewer who is higher in status & it is in dominant
role.
 Objectives
 Direct contact between the candidate & employer.
 Information about the candidate is solicited.
 Tool for giving information about the organization.
 Method to promote good will among the candidates.
 Types of interview
 The Direct Planned Interview
 It is straight forward, Face to face, question and answer
situation, intended to measure the candidates’ knowledge
and background
 The Non-Directive Interview
 No direct and specific question, made free to talk
 The Patterned Interview
 Series of questions to illuminate applicant’s background.
They are standardised in advance. Answer to these
questions are compared with a critical score & is used in
determining who is to be selected.
 Stress Interview
 Deliberatelycreate stress to see how an applicant
operates under it.
 Methods to Induce Stress
Anger, Silence, Criticism, Introduction of
Noise, Interruption and Change of Schedule.
 The Systematic Depth Interview
 Interviewer has a plan of areas he wishes to cover.
Interviewer enchants one area before launching
into next so that he can be more certain of
complete coverage.
 Panel or Board Interview
 More than one person interviews an applicant at
the same time. Area of questioning are allocated to
each interviewer before the interview starts.
 Group Interview
5 or 6 applicants are placed together in a situation
in which they must interact.
 Structured or Unstructured.
 Selector remains silent and the solution is made on
the candidate who performs the better.
 Steps in interview process
 The following are the steps in interview
process
 Reviewing background information
 Preparation for interview
 Physical setting
 Conducting interview
 Closing interview
 Finalizing evaluation
 Common interviewing mistakes
 Snap Judgements
 Interviewer tend to jump to conclusion- Makes snap
judgements- About candidates during the first few minutes
of the interview
 Negative Emphasis
 Interviewer seems to have a consistent negative bios and
are more influenced by unfavourable information
 Poor Knowledge of the Job
 Interviewer who doesn’t know previously what the job
entails and what kind of candidate is best suited for it.
 Pressure to Hire
 Undermines an interview’s usefulness
 Candidate Order Error
 An error of judgement on the part of the
interviewer due to interviewing one or more very
good or very bad candidate just before the
interview.
 Influence of Non – Verbal Behaviour
 Eye Contact, Head Moving, Smiling and other
similar non-verbal behaviour.
 Telegraphing
 Some interviewer are so anxious to fill a job that
they help applicant to respond correctly to their
questions by telegraphing the expected answer
 Too much / Too little talking
 Some interviewers let the applicant dominate the
interview with favourite questions and some give
very less time to answer the questions
 Playing Direct Attorney or Psychologist
 As interviewers has the power to choose the
candidate, they may misuse their power as direct
attorney or psychologist.
INDUCTION & PLACEMENT
 Socialization
 Socialization is a process by which an
individual develops into a functioning member
of the group according to its standards,
conforming to its modes, observing its
traditions, and adjusting himself to the social
situations.
 It is an adaptation process that takes place as
new employees attempt to learn and inculcate
norms & values of work roles in an
organization.
 Assumption of employee
socialization process

 Effect of socialization on employee

performance and organization.
 Anxiety of new employees
 Socialization not in vacuum
 Similarity in adjustment to new situation
Socialization process
Pre - arrival

Encounter

Metamorphosis

Commitment

Productivity
 Methods of socialization
Stories
Rituals
Material symbols
language
Orientation
 Orientation
 It is the process of introducing a new
employee to the organization and the
organization to the employee by providing him
relevant information.
 It is a technique by which a new employee is
rehabilitated into the changed surroundings
and introduced to the practices, policies and
purposes of the organization.
 Induction procedure
 Greeting the new come cordially.
 Telling the new comer his duties.
 Explaining the importance and relation of his job.
 Introducing the new comer to the rest of the work
team & to the trade union representatives.
 Introducing the new comer to the person with whom
he will get training.
 Telling him what to do when he faces a problem.
 Checking frequently new comer’s progress.
PLACEMENT
 Placement
 It is the determination of the job to which
an accepted candidate is to be assigned
and his assignment to the job.
 It is the decision to place a selected
individual in one job than in other.
 Features of placement
 A small organization has only few vacancies at only
one time and it selects people for specific jobs.
 In large organization where there are number of
vacancies selection and placement may become a
distinct process.
Advantages of placement
 Reduces employee turnover, accidents, absenteeism.
 Improves morale & productivity.
THANK YOU