Post on 05-Apr-2018
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By:- Asst Prof. Deepa Singh
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Definition: HRP is the process by which an organization
ensures that it has the right number and kind ofpeople, at the right place, at the right time, capable
of effectively and efficiently completing those tasksthat will help the organization achieve its overallobjectives. HRP translates the organizationsobjectives and plans into the number of workersneeded to meet those objectives. Without clear cut
planning, estimation of an organizations humanresource need is reduced to a mere guesswork.
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Future personnel needs
Part of strategic planning
Creating highly talented workforce Foundation for personnel functions
International strategies
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Increasing investment in humanresources
Resistance to change and move
Expand or contract
Cut costs
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Forecast personnel requirements
Cope with changes
Use existing manpower productively Promote employees in a systematic
manner
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Type & strategy of an organization:
Organizational growth cycles andplanning
Environmental uncertainties
Time Horizons
Type and quality of information
Nature of jobs being filled
Outsourcing
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Accuracy
Support
Numbers game
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Environmental Scanning
Organizational objectives and policies
HR Demand Forecast- Managerial Judgment
- -Ratio-trend analysis
- -Regression analysis
- Work-study Techniques
- HR Supply Forecast
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HR Programming
HR Plan Implementation
-Recruitment, Selection and Placement-Training & Development-Retaining and redeployment
-Retention Plan
Control and Evaluation:
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Steps in implementing an HRIS:
Step 1: Idea generation/inception & feasibilitystudy:
Step 2: Selecting a project team and defining
the requirements:
Step 3: Vendor analysis and Package
contract negotiation: Step 4: Training
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Job analysis is the process of
studying and collecting informationrelating to the operations and
responsibilities of a specific job. Theimmediate products of this analysis arejob descriptions and job specifications.
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Extent of employee involvement
The level of details
Timing and frequency of analysis Past-oriented versus future-oriented
Source of job data
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Job Specification: A statement of human qualifications necessary todo the job. It includes items such as:
Education
Experience Training
Judgment Initiative
Physical effort
Physical skills Responsibilities
Communication skills Emotional characteristics Unusual sensory demands such as sight, smell, hearing, etc.
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Support from top management
Single means and source
No training or motivation Activities may be distorted
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Job performance
Personal observation
Critical incidents Interview:
Questionnaire method
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Reduction of HR costs through moreeffective personnel procedures.
Ensuring timely compliance with legalrequirements.
A review of the departments information
system.
Creation of increased acceptance of thenecessary changes in the HR department.
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Audit of Human Resource Function:
Audit of Managerial Compliance
Audit of the Human Resource Climate Employee Turnover
Absenteeism
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Comparative approach:
Outside authority approach:
Statistical approach Compliance approach
Management by Objectives approach:
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: Recruitment is the process of findingand attracting capable applicants foremployment. The process begins when
new recruits are sought and ends whentheir applications are submitted. Theresult is a pool of applicants from
which new employees are selected.
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Meet the organizations social and legalrequirements regarding the composition of its workforce.
Begin identifying and preparing potential jobapplicants who will be appropriate candidates.
Increase organizational and individualeffectiveness in the short term and long term.
Evaluate the effectiveness of various recruitingtechniques and sources for all types of jobapplicants.
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Recruitment Planning:
-Number of contacts
-Type of contacts
Strategy Development-Make or buy
-Technological Sophistication:
-Where to look-How to look
-When to look
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Searching:
-Source activation
-Selling Screening:
Evaluation & Control:
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Internal sources
Present employees
Employee referrals Former employees
Previous applicants
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External sources of recruitment-Professional or trade associations-Advertisements:-Employment exchanges
-Campus recruitment-Walk-ins, write-ins and talk-ins:-Consultants:-Contractors-Displaced persons
-Radio and Television-Competitors-E-recruiting
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Selection is the process ofdifferentiating between applicants inorder to identify(and hire) those with a
greater likelihood of success in a job.
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Application Form:
Preliminary interview:
Selection Tests: Employment Interview:
One-to-one:
Sequential Panel
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Structured:
Unstructured
Mixed Behavioural:
Stressful
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The American Accounting AssociationsCommittee on Human Resource Accounting hasdefined Human Resource Accountingas theprocess of identifying and measuring data about
human resources and communicating thisinformation to interested parties. HRA, thus, notonly involves measurement of all the costs/investments associated with the recruitment,placement, training and development of
employees, but also the quantification of theeconomic value of the people in an organization.
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Recruitment costs
Selection costs:
Orientation costs Development costs
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It throws light on the strengths and weaknesses ofthe existing workforce in an organization. This inturn, helps the management in recruitmentplanning, whether to hire people or not.
It provides valuable feedback to managersregarding the effectiveness of HR policies andpractices. For example, high training costs maywarrant a change in policy, additional recruitmentexpenses in respect of a particular category of
employees may indicate the need for a bettercompensation package, high training costs maycompel managers to look at the returns over aperiod of time, etc.
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It is not easy to value the human assetsin an organization:
HRA is full of measurement problems
Employees and unions may not like theidea
There is no empirical evidence tosupport the idea: