Lecture Notes 23/7/2012 ----------------------------------The process of HRM planning -------------------------------------It involves planning for ling term needs rather

than temporary needs . THe basic steps in it are. 1. Analyzing the impact of the organizational strategy and objectives 2. Involving the line managers in determining the HR recruitments 3. ForeCasting the quality and quantity of HR resources required by diff dept. 4. Matching the current resource supply in the organisation with the resource fu ture 5. Developing an action plan to meet the future environment in times of addition al supply in planned and phases resource

Steps in HR planning ------------------------1. Assessing the current human resource currently available in th organization a nd make the current inventory 2. Information of inventory 3. Inventorty report will be useful for different activities like training,carr ier planning. Forcasting -------------Statergic organisatin plan from the basis of HR plan. ----------------------------------------------------------------------------------------------------------Forcasting ---------------Hr planning has to be dynamic and has to take into consideration. Various other aspects of organization objectives,market dynamics includign job market, organisational culture,technological environment for forecasting, Example :- if more engineers are likely to be available in the job market after 4 years, it might be more productive to employee engineers than technicians Matching inventory with future requirements -----------------------------------------------The next step after forecasting is matching the future requirements with current inventory ,to understand the position and plan accordingly. Example : if the current inventory exceeds the future requirements, and natural attrition (Retirement/Resignation) cannot bring down the resources to match the future requirements, redeployment and retrenchment have to be considered. In Cases where natural attrition along would serve the purpose alone then a deci sion may be taken to freeze recruitment.In every point the cost and the time inv olved have to be evaluated and the course of action planned accordingly. Managing future demands -------------------------If the net requirement indicates an additional human resources a decisi on is to be taken weather to employee permanent or temporary staff, depending up on the nature of work, weather the work can be outsourced .

The area of demand and skill set required also needs to be taken into ca re while planning recruitment. Managing future surpluses -------------------------------IN case of reduction of employee strength has to be achieved ,necessary action has to be planned on these lines. If the numbers to be reduced are not to o high and the time is not a factor then perhaps natural attrition alone may achieve th e result. If the number is high ,I.E in cases where the org cannot afford the exce ss man power for long time,then a suitable action like VRS or golden handshake m ight have to be taken. In some cases the surplus manpower can be deployed in other projects or other units to avoid problems involved in permanent separations. Dealing with surplus man power --------------------------------------It is comparatively easier to handle a situation of demand for manpower rather than a situation of surplus manpower.That situation may create a IR(indus trial relation) problem However there are methods to handle it 1. Retrenchment ---------------------MEans termination of employees due to his job becomes redundant. An employee is said to be retrenched when his job becomes redundant and the emp loyer cannot offer him alternative,position. Retrenchment is always a permanent aff air. The org has to offer assistance (compensation) and support the e mployee morally when he is retrenched. 2. Out placement ---------------------Org which are employee friendly,but are looking at reducing thei r man power may provide outplacement services to their surplus employees. They s earch for other employment opportunities for their displaced employees and offer them assistance in getting new jobs. These assistance may be in terms of Preparing their Resume Helping the employees for preparing for interviews 3. Layoff ------------------Layoff is a temporary measure. Org resort to layoff when the dem ands for their products and services a=have gone down and the supply cannot be m aintained immediately at the existing level. Proper HR planning can help t o minimize these layoff situation 4. Leave of absence without pay One of the methods of temporary cost cutting is specially during difficult times is leave of absence without pay. ORG may resort to these method s when they undergo some major changes, here employees have the option to co me back after the leave period is over. 5. Loaning -------------------During the slack periods,when the ORG do not want their middle o r top level managers to stagnate or leave the organization in that case loaning is a suitable

option. They can loan their managers for a specific period of t ime to other ORG,This is usually happening in Government and public sector ORG. The employees work on projects,with this ORG but continue on the roles of their Parent ORG. The terms nd conditions during these loan period are decided upon mutual discussions, and the employee return to their parent ORG at the end of loan period. 6. Work Sharing --------------------This is another concept by which loyal and dedicated work men ca n be retained in the organization during the slack period. This is more suitable for employees at the operational levels and lower level of management. Here 2 employees share the job at the salary of 1. 7. Reducing Working hrs. -------------------------This is also one of the popular techniques employed to avoid ret renchment during difficult times, and is again suitable for lower levels of mana gement.Here the workers agree to be paid less and put in few Hrs of work,to avoi d them being retrenched. 8. VRS (voluntary retirement) -------------------------------Techniques to get rid of aging employees. This can also be used as a downsizing technique.Their prime target of this method would be to those em ployees who are found not useful to the ORG as well those who are near to their super annuitant. Some of the public sector undertakings and public sectors compa ny and ORG perrticular in banking sectors , This VRS was parcticed. 9. Attrition ---------------This is separation of employees from the ORG due to resignation, super annuition (Retirement), The ORG has no direct role to play in natural attr ition. One of the ways recently followed in most ORG to downsize can be to freeze the recruitment and not to fill the vacancies arising out of natural attrition. ----------------------------------------------------------------------------------------------------------------------------------------------------------------------Growing Importance of HR planning --------------------------------------HRP has been growing in importance in the recent times. With the market becoming more dynamic and the ORG are more competitive,it has become necessary f or the ORG to plan their human Resources and prepare for challenges. It is better to be proActive and plan for the man power needs,rather tha n being confronted by sudden crisis. HR planning helps in cutting down the cost by optimizing the present sta ff. The HR manager has to have understanding of all areas of business to design and implement a good HR plan. Areas of business include market dynamics,Technological changes,demograp hy environment,Organizational Objectives.To be effective Hr plan it needs active participation of all managers and support and contribution from top management is esse ntial for acceptance and success of HR plan.

Concept of job analysis -------------------------------Job analysis is a process of determining and recording all pertinent inf ormation about a specific job pertaining to ,including the task involved ,knowle dge and skill set required to perform the job,the responsibility attached to the job, and the ability required to perform the job successfully Job analysis differentiates one job to another.Job analysis done with th e help of observation. Job analysis involves compiling a detailed description of tasks determining the relationship of the job to technology and to other jobs and examining the knowledge qualification employment std.,accountability, and ot her requirements for the job holder. In short job analysis is a a recording of all activities involved in a p articular job and the skill and knowledge required to perform the job. Job analysis provides necessary inputs for number of HR activities like recruitment ,selection estimating job worth,providing training and appraisal,the end of job analysis is job description an job specification. Job analysis help in and selecting most suitable ng and managing performance entifying key responsibility evaluating candidates against candidate of the jobs candidate. Job analysis plays a key role in designi appraisal system in an organization. It helps in id areas.

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------Job Analysis Method -----------------------------1.Observation method -------------------In this method , the individuals performing the job are observed , and relevant points are noted ,these notes might include, what was done and h ow it was done. It is important that the observer knows what has to be noted and what ha s to be ignored. 2. Individual interview method -----------------------------This method is used or employed ,when the job in question is com plex and has various tasks.It is very effective when an interview is structured and the analyst is clear about what information is to be obtained out of the interview. 3. Group interview method -------------------------------This is similar to the individual interview method,except that t he employees performing the same job,they are interviewed in groups. Information that might have been missed in an individual interview would come up in the grou p interview and corrective action would be taken. This method is less time consu ming, 4. Questionnaire ----------------------In this method the analyst usually gives a long and structured q

uestionnaire to be filled in by the job holder. The questionairre has to be both ,objective and open ended questions. Its a good method to get information from the employee without disturbing him on the job. Job analysis includes following info -------------------------------------------1. Job identification -------------------------Ie. Title,Code number,significant characteristic of the job ,Its location,physical setting,supervision,Union level job or supervisory le vel (Union jurisdiction), Hazards and discomforts in job. What typical worker does ,specific operations and the ta sk that make up the assignment, Their relative timings and importance, If the job is sim ple or the job is complex , What is the responsibility involved in the job,safety an d hazards, requirements of confidence and trust, What equipment and material a worker uses to carry out t he job. How the Job is performed (Hand or machine) What are the personal attributes are required to perform the job,experience,training ,mental capability,aptitude,social skill RelationShip with other jobs.