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1 What do you mean by Manpower Planning? Describe the various stages & obstacles involved in
Manpower Planning.
Definition of Manpower Planning
Explain the various stages involved in Manpower Planning
Explain the obstacles in Manpower Planning
Ans :- Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization. Human Resource Planning has got an
important place in the arena of industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as follows:
1. Analysing the current manpower inventory- Before a manager makes forecast of future
manpower, the current manpower status has to be analysed. For this the following things
have to be noted-
Type of organization
Number of departments
Once these factors are registered by a manager, he goes for the future forecasting.
2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in several
work units.
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i. Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
iii. Work Load Analysis: It is dependent upon the nature of work load in a department,
in a branch or in a division.
iv. Work Force Analysis: Whenever production and time period has to be analysed,
due allowances have to be made for getting net manpower requirements.
v. Other methods: Several Mathematical models, with the aid of computers are used
to forecast manpower needs, like budget and planning analysis, regression, new
venture analysis.
3. Developing employment programmes- Once the current inventory is compared with future
forecasts, the employment programmes can be framed and developed accordingly, which
will include recruitment, selection procedures and placement plans.
Following are the main obstacles that organizations face in the process of manpower planning:
1. Under Utilization of Manpower: The biggest obstacle in case of manpower planning is the
fact that the industries in general are not making optimum use of their manpower and once
manpower planning begins, it encounters heavy odds in stepping up the utilization.
2. Degree of Absenteeism: Absenteeism is quite high and has been increasing since last few
years.
3. Lack of Education and Skilled Labour: The extent of illetracy and the slow pace of
development of the skilled categories account for low productivity in employees. Low
productivity has implications for manpower planning.
b. On the basis of manpower plans, personnel budgets are prepared. These act as
control mechanisms to keep the manpower under certain broadly defined limits.
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d. Exit Interviews, the rate of turnover and rate of absenteesim are source of vital
information on the satisfaction level of manpower. For conservation of Human
Resources and better utilization of men studying these condition, manpower control
would have to take into account the data to make meaningful analysis.
e. Extent of Overtime: The amount of overtime paid may be due to real shortage of
men, ineffective management or improper utilization of manpower. Manpower
control would require a careful study of overtime statistics.
Few Organizations do not have sufficient records and information on manpower. Several of those
who have them do not have a proper retrieval system. There are complications in resolving the
issues in design, definition and creation of computerized personnel information system for effective
manpower planning and utilization. Even the existing technologies in this respect is not optimally
used. This is a strategic disadvantage.
2 What do you mean by Human Resource Accounting (HRA)? Discuss the objectives and
advantages of HRA.
Definition of Human Resource Accounting
Describing the objectives of HRA
Describing the major benefits of HRA
Ans : - Human Resource Accounting is the Process of identifying and measuring data about Human
Resources and communicating this information to interested Parties. It is an attempt to identify and report the
Investments made in Human Resources of an organization that are currently not accounted for in the
Conventional Accounting Practices.
Thus, Human Resource Accounting is a term applied by the Accountancy Profession quantify the cost and
value of employees of their employing organization.
Objective of Human Resource Accounting
The Aim of Hr Accounting is to depict the Potential of the Employees in Monetary Terms. This concept can
be examined from 2 directions i.e.
1. Cost of Human Resources i.e. the expenditure incurred for recruiting, staffing and training the Quality of
the Employees.
2. Value of Human Resources i.e. the yield which the above investment can yield in the future.
1. 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 Employed under the conventional system of accounting.
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3. 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 effects of avoidable labor unrest / disputes on the quality of
internal human resources.
4. The system of HRA would no doubt, pave the way for increasingly 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 the
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 to increased productivity.
Ans : - After identifying the sources of human resources, searching for prospective
employees and stimulating them to apply for jobs in an organization. This may be either
through advertisements, agencies or direct references from the existing employees of the
organization. The next action to be taken shall be the management has to perform the
function of selecting the right employees at the right time.
The selection procedure is the system of functions and devices adopted in a given company
to ascertain whether the candidates specifications are matched with the job
specifications and requirements. The selection procedure cannot be effective until and
unless,
Thus, the development of job analysis, human resources planning and recruitment are
necessary prerequisites to the selection process. A breakdown in any of these processes can
make even the best selection system ineffective.
Selection is a process of choosing right person for the right job. The selection process consists of a
series of steps or techniques as follows :
1. Job Analysis : The first step in selection process is analyzing the job. Job analysis
consists of two parts :
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Proper job analysis helps to advertise the job properly. Accordingly, the right candidates may apply
for the job, thus saving a lot of time and effort of the selectors.
2. Advertising the Job : The next step is to advertise the job. The job can be advertised through
various media. The right details about the job and the candidate must be given in the advertisement.
3. Initial Screening : The initial screening can be done of the applications and of the applicant.
Usually, a junior executive does the screening work. At this stage, the executive may check on the
general personality, age, qualifications, family background of the candidate. The candidate may also
be informed of salary, working conditions, etc.
4. Application Blank : It is a prescribed form of the company which helps to obtain information
about candidate in respect of social, biographic, academic, work experience, references, etc.
It provides basis to reject candidates if they do not meet eligibility criteria, such as
experience, qualifications, etc.
4. Tests : Various tests are conducted to judge the ability and efficiency of the candidates. The
type of tests depends upon the nature of job. An important advantage of testing is that it can be
administered to a large group of candidates at a time and saves time and cost.
The various tests are : (a) Personality test, (b) Intelligence test, (c) Performance test, (d) Stress test,
etc.
6. Interview : It is face to face exchange of views, ideas and opinions between the candidate and
interviewer(s). There are various types of interviews such as : (a) Panel Interview, (b) Individual
Interview, (c) Group Interview, (d) Stress Interview, (e) Exit Interview.
7. Reference Check : A candidate may be asked to provide references from those who are
willing to supply or confirm about the applicants past life, character and experience.
Reference check helps to know the personal character and family background of the
candidate.
8. Medical Check : Medical examination of the candidates is undertaken before they join the
firm in order to
Find out whether the candidate is physically fit to carry out duties and responsibilities
effectively,
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Find out whether the candidate is sensitive to certain work place such as in a chemical
factory.
9. Final Interview : Before making a job offer, the candidates may be subjected to one more
oral interview to find out their interest in the job and their expectations. At this stage, salary and
other perks may be negotiated.
10. Job Offer : This is the most crucial and final step in selection process. A wrong selection of a
candidate may make the company to suffer for a good number of years and the loss is incalculable.
Company should make a very important decision to offer right job to the right person.
When an employee is terminated there are a number of considerations that an organization needs to
make in order to cleanly end the relationship between the company and the employee. The company
as a legal entity has a responsibility to the employee which may extend beyond the period of
employment and this is the primary focus of the exit procedure
Complete globalization of employee exit practices at a given company or throughout the broad
service industry may not be possible, but we present a basic framework for employee exits that
serves as a catalyst for global or regional/divisional hiring guidelines and support.
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The goal is to outline a set of guidelines that define a scalable process whereby closure on
employees is maximized. Once this process is in place, offices and/or divisions are at their
discretion to tailor and modify the process to meet specific needs.
First, employers are encouraged to set the stage for transition by learning from the
departing employee any knowledge that can assist the replacement and improve the
companys Standard Operating Procedures (SOPs).
Second, immediately before or on the date of departure the employee attends to basic
housekeeping issues.
Third, employers document the employees general impressions of his/her HVS work
environment for later use in improving that environment.
Fourth and finally, the employer and employee achieve proper closure with a face-to-
face exit interview
5 As an HR, you are asked to focus on the Talent Development Process in your
organization .How would you define Talent Development? Explain the necessity
of Talent Development from an HR perspective. Explain the model for achieving
excellence in Talent Development.
Ans : -
Talent Development
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Nevertheless the concept has captured the imagination of some staff at BU and the
aspiration to include talent development in the People Strategy arose from
discussions with staff during the development of the current Strategic Plan, and
was supported by feedback in the recent Staff Engagement Survey. In addition
there was a recognition that strategically we need to nurture talent at all levels in
the organisation, not just for succession planning for leadership, but also to
develop and provide opportunities for individuals to develop within their role, or
to take up opportunities in other key roles.
The literature also highlights the need to ensure that any talent development is
relevant to the organisation, and a need to be clear about how talent management
strategies can enhance organisational performance within a given context (Civil
Service, 2012). We therefore set out to undertake an exercise that would encourage
both dialogue about talent and experiential practice in developing and
implementing a talent programme with a view to helping us to identify the BU
response to the following questions. How do/should we
define talent?
identify talent?
retain talent?
In this article we highlight just some of the literature that has informed our
thinking and explain the steps that we are taking in order to identify the
organisations response to the questions raised above. We intend to provide a
second article in 2015 which will include a report and evaluation of the activities,
how the organisation has responded to the five questions raised, and how those
responses are influencing our practice.
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An important step is to identify the staff or employees (people and positions) that
are critical to the organisation. They do not necessarily have to be senior staff
members. Many organisations lost a lot of "organisational knowledge" in the
downsizing exercises of a few years ago. The impact of the loss was not
immediately apparent. However, it did not take long for many companies to
realise their mistake when they did not have people with the knowledge and skills
to either anticipate or solve problems that arose.
The current discussions about skill shortages and the ageing population are also
helping organisations to focus on the talent management issue. It may not be
possible to simply go out and recruit new people to meet operational needs. Many
leading companies have decided to develop their own people, rather than trying
to hire fully skilled workers.
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It seems obvious that any capability and talent development programme will only
succeed if its design and implementation take into account all the critical success
factors. The challenge lies in defining what those factors are.
Experience reveals seven key success factors for capability and talent
development programmes.
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The vision and strategy should be easy for everyone involved to understand and to
explain to their colleagues and reports. It should be clearly articulated and aligned
with how your people normally interact and communicate. For example, in one
company where the whole career approach is based around the regular Manager-
Associate discussions, the strategy and vision was expressed as follows:
To have a structured career conversation at the centre with clear guidance on the
discussion itself, clear career opportunities with easily used tools for self-managed
development, high engagement and high enthusiasm for the programme.
The more the vision and strategy focus on how you intend to attract, retain and
develop the right people to achieve your business needs, the more likely your
programme is to succeed.
Current circumstances can also influence the choice of talent pool to target. In
another company we worked with there was a clear business need and intellectual
buy-in to the principles of talent management; however there was also a lot of
caution as some other recent initiatives had not been very successfully
implemented and embedded. In this case the decision was taken to implement a
capability and talent development programme within one function as a role model
for the rest of the business. The main driver for such programmes was the head of
a particular function, so that function was selected for the first phase of
development and implementation. Once that function was up and running, and was
an example of the effectiveness of the progamme, other functions were soon eager
to participate.
There are times when implementation across the entire business is the best course
of action. A financial services company that had merged with another organisation
of a similar size planned to implement a capability and talent development
programme. Here, it made sense to plan a whole company approach in order to
encourage integration of the two cultures and ensure that everyone adopted the
same models, objectives and values as quickly as possible.
The message is to take a close look at your business objectives and at the reality of
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how your organisation works, and then decide which talent pool to focus on.
When starting to work with companies and organisations where change initiatives
have not worked or where a programme implementation is not going to plan we
often identify 'gaps' where unmanaged expectations have caused problems. For
example, in one company a lack of communication had led front-line employees to
assume that the latest change was aimed at 'managing out' one team a
misunderstanding that had a considerable impact on performance. In another
company, the fact that one function was chosen for the pilot phase of the
programme was interpreted as favouring that function, and this resulted in some
major cross-company conflicts that once again impacted on company
performance.
It is important to ensure that any model you use addresses the specific role-related
and technical competencies required by your target talent pool, and that the level
of detail is relevant to the roles and behaviours that impact your business goals.For
some organisations that will mean focusing on leadership competencies, while for
others it will mean prioritising functional competencies and technical
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competencies. The important thing is to identify what the model needs to focus on
to be useful for your organisation, and then to design or adapt it accordingly.
An example of the need for tailored competency and experience models is the
rapidly-changing and complex Pharma and bio-tech industry. In this industry,
company structures vary, and as a result of changing regulations and the
fundamental difference in the drugs being offered, each company faces significant
variations in the 'generic' business environment. This is particularly true of the
Market Access and Medical Affair functions, where the level of stakeholder
engagement has to be high and yet is constantly changing. As a result a Market
Access function in one Pharma Company can be very different to a Market Access
function in another Pharma company, and any competency model adopted has to
make sure it takes this into account. a prime example of where 'off the shelf'
solutions will certainly not work well.
What will work best for you depends on your organisation. What do you currently
do that is effective in building and creating engagement? What processes can you
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align with to avoid duplicating effort or activities, and where might partnerships
with other programmes be possible? For example, one company found that
integrating its talent management progamme with a major strategic planning
initiative means it was taken a lot more seriously by people and recognised as the
strategically important progamme it was.
Why should this be? Traditionally, learning and development interventions have
been measured using retrospective assessment, often using measures not linked to
business results, and this tradition can carry over to other projects that are viewed
as the responsibility of HR. Because HR is often not perceived as being a direct
contributor to organisational effectiveness, the concept of measuring the impact
that an HR intervention is having on the business is not part of the organisational
culture.
Setting up KPIs and measures of effectiveness at the start of a project takes time
and effort, and can be perceived by many as adding unnecessarily to the costs of
the programme. However, these are what the programme will be measured against
and these are what will be used during the project to make sure things are
staying on track, or to enable adaptation to any changing circumstances.
Setting KPIs and defining the data you need to capture to measure success and
ROI for your capability and talent development programme will enable you to
track your progress and eventually feed back into refining your strategy, vision,
outcomes and benefits. Once you can drive your programme from proven
measured benefits, your engagement increases, and the whole process of
implementation and sustainment becomes easier and more straightforward.
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Ans : - Recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs within an organization, either permanent or temporary. Recruitment can also
refer to processes involved in choosing individuals for unpaid positions, such as voluntary roles or
training programs.
The use of internet-based services and computer technologies to support all aspects of recruitment
activity and processes has become widespread.
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Recruitment is a positive process of searching for prospective employees and stimulating them to
apply for the jobs in the organisation. When more persons apply for jobs then there will be a scope
for recruiting better persons.
The job-seekers too, on the other hand, are in search of organisations offering them employment.
Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. In simple
words, the term recruitment refers to discovering the source from where potential employees may
be selected. The scientific recruitment process leads to higher productivity, better wages, high
morale, reduction in labour turnover and enhanced reputation. It stimulates people to apply for jobs;
hence it is a positive process.
Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified personnel
and making out selection of requisite manpower both in their quantitative and qualitative aspect. It
is the development and maintenance of adequate man- power resources. This is the first stage of the
process of selection and is completed with placement.
Objectives of Recruitment
1. It reviews the list of objectives of the company and tries to achieve them by promoting the
company in the minds of public.
2. It forecasts how many people will be required in the company.
3. It enables the company to advertise itself and attract talented people.
4. It provides different opportunities to procure human resource.
Concept of Succession Planning :- Succession planning is not an issue that many organizations
address in any systematic way. Because many nonprofits are small (with fewer than 10 employees)
and because they may be facing other organizational challenges, thinking about who the next
executive director might be or what would happen if the director of finance suddenly left is not high
on their priority list.
There are many reasons why organizations need to be thinking about succession planning. The most
important reason, of course, is that we rely on staff to carry out our missions, provide services and
meet our organization's goals. We need to think about what would happen to those services or our
ability to fulfill our mission if a key staff member left.
Another reason to focus on succession planning is the changing realities of workplaces. The
impending retirement of the baby boomers is expected to have a major impact on workforce
capacity. Teresa Howe in "Succession Planning and Management" identified other emerging
realities about the workforce in Canada:
Baby boomer retirements are on the rise just at the time when the economy is growing and
increasing the demand for senior management expertise
There is no emerging group of potential employees on the horizon as in past generations (i.e.
baby boomers, women entering the workforce, large waves of immigration)
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Many organizations eliminated middle manager positions during restructuring in the 1980s
and 90s and no longer have this group as a source to fill senior level vacancies
Younger managers interested in moving up do not have the skills and experience required
because they have not been adequately mentored. This is because middle managers, who
would normally perform this type of coaching role, were eliminated
With careful planning and preparation, organizations can manage the changes that result from a
generational transfer of leadership as well as the ongoing changes that occur regularly when key
employees leave an organization.
Although the type and extent of planning will be different, organizations both large and small need
to have some sort of succession plan. Effective succession planning supports organizational stability
and sustainability by ensuring there is an established process to meet staffing requirements. Boards
and executive directors can demonstrate leadership by having the strategies and processes in place
to ensure that these transitions occur smoothly, with little disruption to the organization.
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