A SUMMER TRAINING REPORT ON

HUMAN RESOURCE PLANNING

AT

YAMUNA NAGAR

In the partial fulfillment of the degree of M.B.A. (Master of Business Administration) SESSION -2012-2014

Under the guidance of: Mrs. Medha Vasisht MBA faculty

Submitted by: Pooja Maggo MBA 3rd Sem. Roll. o. !"#!"!$

SETH JAI PARKASH MUKUND LAL INSTITUTE OF ENGINEERING & TECHNOLOGY (JMIT), RADAUR (YNR.)

DECLARATION

I Pooja Maggo hereby declare that the research project on H !"# R$%& '($ P)"##*#+" at I !"#$ %amuna &agar assigned to me for the partial fulfillment of Master of Business Administration 'egree from (uru)shetra *ni+ersity$ (uru)shetra. It is the ,riginal -or) done by me . the information pro+ided in the study is authenticated to the best of my )no-ledge. /his Project 0eport has not been submitted to any other institution or uni+ersity for the a-ard of any other degree.

P&&," M"++&

ACKNO-LEDGEMENT

It is a matter of great pleasure to submit this report on H !"# R$%& '($ P)"##*#+" at I !"#. I -ould li)e to con+ey my sincere than)s to Mr. 0.( Bhard-aj (10 Manager$ I !"#) for their cooperation and )no-ledge assistance in preparing this project. I feel highly obliged to Ms Anuja !oel$ 1,' and my guide Mrs. Medha 2asisht for the complete support and set of handy guidelines -ithout -hich this report -ould not ha+e its present shape. I belie+e that -ithout their guidance the successful completion of this project report -as impossible. I also -ant to gi+e regards to all the employees of different department departments of I !"# and my friends -ho helped me during the training period and also -hile preparing the report. 3inally I -ould li)e to gi+e regards to my parents for their moral support and understanding -hich played an important role in the completion of the project report.

P&&," M"++&

PREFACE
0esearch is to see -hat e+erybody else has seen . thin)ing -hat nobody has thought. Pursuing M.B.A. spanning for a period of t-o years pro+ides ample opportunities to learn theory$ -hich forms the foundation of a successful professional carrier in business management. !reater practical insights are ac4uired through summer project$ -hich forms an essential component for the completion of M.B.A. curriculum. /he summer project in+ol+es research designing in 10$ -hich gi+es yet another opportunity to sharpen the business acumen . its acts as an acid test by relating theory -ith the practicality. /he -or)ing en+ironment is changing at an accelerating rate from local to national to global organi5ation from staffing the organi5ation to 1uman 0esource Planning of employee$ -hich leads to the further de+elopment of an organi5ation. 10 research methodology ser+es a single purpose that of pro+iding 0ight people for the right -or) at the right time at right cost6 and this can be possible by identifying 10 issues . opportunities to select these issues for getting solution . ta)e ad+antage of the opportunities that are selected. I had an opportunity to undergo eight -ee)s training in I !"#. /he focus of my project -as 1uman 0esource Planning in the organi5ation. My entire project report is compiled into se+eral contents -hich includes all significant aspects of the project. /he conclusions and suggestions -ill certainly be helpful for the company official at. /o ta)e opportunities measures to-ards efficient . effecti+e accomplishment of company goal . objecti+es. I ha+e tried my best to compose . arrange report in a systematic manner. I left no stone unturned in collected these +ital information. I ha+e done justice . ha+e been honest in collecting . analy5ing data to gi+e +alue added information in the report. At the same time I am also a human being . it7s 4uite natural to committing mista)e. /herefore$ I apologi5e for any of such deed . assure that it is unintentional. Any suggestion or comments are -elcome.

CONTENTS
C.. N"!$ T&/*( P"+$ N&. 1-11 88 88 88 12-12 11-11 8: 8: 8: 8: 14-14 12 12 12 12 14-14 Bibliography =uestionnaire 8< 8<

CHAPTER-1 COMPANY PROFILE 8.8 8.9 8.: Introduction Introduction to #ompany Introduction to 1uman 0esource Planning

CHAPTER-2 LITERATURE RE0IECHAPTER-1 RESEARCH METHODOLOGY :.8 :.9 :.: :.; ,bjecti+es of tudy 0esearch 'esign 'ata ource ampling 'esign

CHAPTER-4 DATA ANALYSIS & INTERPRETATION CHAPTER-2 FINDINGS SUGGESTIONS LIMITATION OF THE STUDY CONCLUSION ANNE3URE

CHAPTER - 1 INTRODUCTION TO ISGEC

Indian ugar and !eneral "ngineering #orporation manufactures and supplies pressure +essels and heat e>changers$ presses$ and boilers in India and internationally. /he company offers shell and tube heat e>changers$ boiler drums$ reactors$ columns and to-ers$ boiler pressure parts$ gal+ani5ing baths or )ettles$ and fume hoods? mechanical and hydraulic straight side presses.

1.2

C&!/"#5 O6$'6*$7

@e are IndiaAs leading manufacturer of Presses (Mechanical . 1ydraulic) for sheet metal forming B stamping applications. @ith an e>perience of o+er ;C years$ -e ha+e supplied more than 9DCC Presses till date in India and abroad. @e ha+e a -ide range of presses to suit clientAs re4uirements. Please +isit our -ebsite for more details E ---.isgec.com C&#8"(8 D$8"*)% AddressF /elephoneF 3a>F @ebF A9%8'"(8 In todayAs rapidly changing business en+ironment$ organi5ations ha+e to respond 4uic)ly to re4uirements for people. 1ence$ it is important to ha+e a -ellEdefined recruitment policy in place$ -hich can be e>ecuted effecti+ely to get the best fits for the +acant positions. electing the -rong candidate or rejecting the right candidate could turn out to be costly mista)es for the organi5ation. election is one area -here the interference of e>ternal factors is minimal. 1ence the 10 department can use its discretion in framing its selection policy and using +arious selection tools for the best results. /hese caselets discuss the importance of ha+ing an effecti+e recruitment and selection policy. %amuna &agar @or)s$ %amuna &agar$ 1aryana$ 8:DCC8$ India GH8 8I:9 9:I:C9 GH8 8I:9 9D8;HD ---.isgec.com

/hey discuss the importance of a good selection process that starts -ith gathering complete information about the applicant from his application form and ends -ith inducting the candidate into the organi5ation. I%% $% /he importance of ha+ing an effecti+e recruitment and selection policy in an organi5ation$ the recent trends that ha+e influenced the process of recruitment and selection in an organi5ation$ +arious challenges faced by organi5ations in the process of recruiting and selecting employees K$57&':% Business en+ironment$ organi5ations$ re4uirements$ recruitment policy$ the +acant positions$ -rong candidate$ rejecting$ right candidate$ costly$ mista)es $ e>ternal factors$ minimal$ 10 department$ selection policy$ tools$ gathering complete$ information$ applicant$ application form$ inducting P"'8% & M"(.*#$'*$% U%$: *# 8.$ I#: %8'5 -ISGEC P0" *0" 2" "J . 1"A/ "K#1A&!"0 hell . /ube 1eat ">changers

Pressure 2essels Boiler 'rums 0eactors #olumns . /o-ers Boiler Pressure Parts !al+anising Baths or (ettles 3ume 1oods

P'$%%$% traight ide Presses E Mechanical

traight ide PressesE 1ydraulic

A#A 3rame Presses E Mechanical ;&*)$'% 'ump !rate Boilers

/ra+elling !rate Boilers Atmospheric 3luidised Bed #ombustion Boilers (A3B#) #irculating 3luidised Bed #ombustion Boilers (#3B#) ,il B !as 3ired Boilers @aste 1eat 0eco+ery Boilers 'eaerators pares

S8$$) C"%8*#+% 1ydro /urbine #astings

!as /urbine #astings team /urbine #astings 2al+e #astings Mn teel #astings &i E 1ard #astings Pump #astings !eneral #astings ugar Mill #astings

#ement Mill #astings .!. Iron #astings

S +"' P)"#8% "#: M"(.*#$'5 #omplete #ane ugar Plants

1igh Performance #ane Mills Process 1ouse "4uipment

 Bagasse 3ired Boilers pares

I'&# C"%8*#+% #astings for Pump and #ompressor Industry

#astings for #hemical . 'ye tuff Industry #astings for oda Ash Industry #astings for /ool . 'ies Industry #astings for Machine /ools Industry #astings for teel Plant Industry #astings for ugar Industry L*< *=*$: G"% C&#8"*#$' Model AAA

Model ABA

 Model A#A Model A'A (appro+ed by ',/$ * A) C&#8'"(8 M"# ="(8 '*#+ #ustom Lob @or) (1ea+y "ngineering "4uipment as per #lientAs 'esigns and 'ra-ings )

ISGEC - 0*%*&# As per the leading company MI !"# F Ma>imi5e shareholders +alue by the speed and 4uality of their response to mar)et forces and business opportunities. Be mar)et leader in their core business. Achie+e and sustain global competiti+eness in all their business. Be the preferred supplier by pro+iding their customer products and ser+ices that al-ays e>ceed their re4uirements. !ro- as institution of strength of their people. Be industry leaders in their commitment to safety and the en+ironment.

ISGEC > M*%%*&#

/o consistently out perform the e>pectation . deli+er superior +alue to both are customers . sta)eholders. /o achie+e this -e -ill energi5e our people -ith a positi+e culture that re-ards inno+ations$ breeds initiati+es . encourages intelligent ris) ta)ing. ISGEC > C&'$ 0") $%

1onesty Integrity 3le>ibility 0espect 0espect for (no-ledge /eam Performance

@e -ill be principled$ straightfor-ard and fair in all our 'ealings. @e -ill maintain the highest standards of professionalism @e -ill adapt oursel+es to stay a step ahead of change @e -ill gi+e each person room to contribute . gro-. @e -ill ac4uire . apply leading edge e>pertise in all aspects of our business. /he teams comes first? none of us is as good as all of us.

0"'*& % D$/"'8!$#8% "8 I#:*"# S +"' "#: G$#$'") E#+*#$$'*#+ C&'/&'"8*&# I !"# /he departments are categori5ed as MF A:!*#*%8'"8*6$ D$/"'8!$#8 1. PDC (/$'%&##$), D$6$)&/!$#8 "#: C&!! #*("8*&#) @hich is primarily concerned -ith the recruitment$ training$ selection$ promotion$ demotion$ retirement$ -or) culture$ -or) a-areness and labor -elfare. 2. A((& #8% D$/"'8!$#8 /he function of this department is to maintain e+ery detail and record of all the financial transactions done by +arious departments. 1. 4. 2. 4. M"8$'*")% D$/"'8!$#8 /hese people are concerned -ith procurement and storage of process material. S")$% D$/"'8!$#8 elling out the finished paperBproduct is their main acti+ity. R"7 M"8$'*") D$/"'8!$#8 E "ach and e+ery ra- material re4uired for paperma)ing is arranged B purchased by this department. T'"==*( D$/"'8!$#8 /his department includes -eighing section$ ra- material section$ transport section etc. E#+*#$$'*#+ D$/"'8!$#8 1. E)$(8'*(") E#+*#$$'*#+

/his department attaches itself -ith the maintenance of installations of electrical machines$ distribution and generation of electrical energy and +arious other electrical installations at the unit.

2.

M$(."#*(") E#+*#$$'*#+ /his department is concerned -ith the maintenance of +arious machines$ boiler operations etc.

1.

C*6*) E#+*#$ All the construction -or) li)e building of roads$ sanitary$ -aste disposal$ -ater supply etc. is ta)en care of by this department.

4.

I#%8' !$#8"8*&# E#+*#$$'*#+ /his department carries out maintenance of all )inds of instrumentation and control of the -hole plant.

2.

P&7$' H& %$ It has a total installed capacity of 9D M@ and maintained by t-o po-erhouses$ old and ne-$ this department bac)s up the total po-er demand of the unit efficiently and effecti+ely.

1.1

I#8'&: (8*&# 8& H !"# R$%& '($ P)"##*#+

1uman resource is the most important asset of an organi5ation. Planning for human resource is an important managerial function. It ensures ade4uate supply$ proper 4uantity and 4uality as -ell as effecti+e utili5ation of human resources. /here is generally a shortage of suitable persons. /he organi5ation determines its manpo-er needs and then finds out the sources from -hich the re4uirements -ill be met. If sufficient manpo-er is not a+ailable then the -or) -ill be suffer. *nderde+eloped countries are suffering from the shortage of trained managers. Lob opportunities are a+ailable in these countries but proper persons are not there. /hese countries try to import s)ill from other countries. In order to meet human resource needs an organi5ation -ill ha+e to plan in ad+ance its re4uirements and the sources etc. /he -ords human resource planning and manpo-er planning are generally used interchangeably. 1uman resource planning is not a substitute for manpo-er planning. 0ather the latter is a part of its former i.e. manpo-er planning is integrated -ith human resource planning.

A human resource plan is a systematic process of matching the interests$ s)ills and talents of indi+idual community members -ith the long term goals and economic opportunities in the community. Ji)e all #"' acti+ities$ creating a human resource plan needs to in+ol+e the rele+ant community sectors$ so that their participation and input -ill leas to strong community support. Based upon an assessment of community assets and limitations$ a plan aims to endure a good fit bet-een program designs and the result that are sought. 0ecogni5ing that learning and s)ill de+elopment is a systematic building process$ a plan can also ensure that the community pro+ides the necessary comprehensi+e continuum of s)ill de+elopment. /his implies$ for e>ample$ that -hen someone completes a personal de+elopment program$ a succeeding step -ithin the local human resource program uses that accomplishment to teach a ne- set of s)ills that are part of the path to employment and to other contributions to the community. Manpo-er6 human resources6 may be thought as the total )no-ledge$ s)ills$ creati+e abilities$ talents and aptitudes of an organi5ation7s -or) force$ as -ell as the +alues$ attitudes and benefits of an in+ol+ed. Manpo-er Planning6 and human resources6 planning are synonymous. 1uman resources or manpo-er planning is the process by -hich a management determines hoan organi5ation should mo+e forms its current manpo-er position to its desired manpo-er position. /hrough planning a management stri+es to ha+e the right number and right )inds of people at the right places$ at the right time to do things -hich result in both the organi5ations and the indi+idual recei+ing the ma>imum long range benefits. 1uman resource planning is the process by -hich a management determines ho- an organi5ation should mo+e from its current manpo-er position to its desired manpo-er position. /hrough planning a management stri+es to ha+e the right number and the right )ind of people at right places$ at the right time to do things -hich results in both the

organi5ation and the indi+idual recei+ing the ma>imum long range benefit.1uman 0esources Planning consists of series of acti+ities 8. 3orecasting future manpo-er re4uirements$ either in terms of mathematical projections of trends in the economic en+ironment and de+elopment in industry or in terms of judgmental estimates based on future plans of a company. 9. Ma)ing an in+entory of present manpo-er resources and assessing the e>tend to -hich these resources are employed optimally. :. Anticipating manpo-er problems by projecting present resources into the future and comparing them -ith the forecast of re4uirement to determine their ade4uacy$ both 4uantitati+ely and 4ualitati+ely. ;. Planning the necessary Programmer of re4uirement selection$ training$ de+elopment$ utili5ation transfer$ promotion$ moti+ation and compensation to ensure that future manpo-er re4uirement are properly met. /he ultimate mission of human resources planning is to relate 3uture human resources to future enterprise need so as to ma>imi5e the future return on in+estment in human resources. In effect the main purpose is one of matching or fitting employee abilities to enterprise re4uirements -ith an emphasis on future instead of present arrangement. In order to integrate human resources planning -ith corporate point of time. 3or this estimate$ the number and type of employees needed ha+e to be determined. Many en+ironmental factors effect this determination. /hey include business forecasts$ ">pansion and gro-th design and structural changes$ management philosophy$ D$=*#*8*&# &= HR P)"##*#+ =uoting Mondy (8HH<) they define it as a systematic analysis of 10 needs in order to ensure that correct number of employees -ith the necessary s)ills is a+ailable -hen they are re4uired. @hen -e prepare our planning programme$ Practitioners should bear in mind that their staff members ha+e their objecti+e they need to achie+e. /his is the reason -hy employees see) employment. &eglecting these needs -ould result in poor moti+ation that may lead to unnecessary poor performance and e+en Industrial actions.

I!/&'8"#($ &= HR P)"##*#+ Planning is not as easy as one might thin) because it re4uires a concerted effort to come out -ith a programme that -ould easy your -or). #ommencing is complicated$ but once you start and finish it you ha+e a smile because e+erything mo+es smoothly. Planning is processes that ha+e to be commenced form some-here and completed for a purpose. It in+ol+es gathering information that -ould enable managers and super+isors ma)e sound decisions. /he information obtained is also utili5ed to ma)e better actions for achie+ing the objecti+es of the ,rgani5ation. /here are many factors that you ha+e to loo) into -hen deciding for an 10 Planning programme. 10 Planning in+ol+es gathering of information$ ma)ing objecti+es$ and ma)ing decisions to enable the organi5ation achie+e its objecti+es. urprisingly$ this aspect of 10 is one of the most neglected in the 10 field. @hen 10 Planning is applied properly in the field of 10 Management$ it -ould assist to address the follo-ing 4uestionsF 1. D$8$'!*#*#+ 8.$ # !9$'% 8& 9$ $!/)&5$: "8 " #$7 )&("8*&# If organi5ations o+erdo the si5e of their -or)force it -ill carry surplus or underutili5ed staff. Alternati+ely$ if the opposite misjudgment is made$ staff may be o+erstretched$ ma)ing it hard or impossible to meet production or ser+ice deadlines at the 4uality le+el e>pected. o the 4uestions -e as) areF 1o- can output be impro+ed your through understanding the interrelation bet-een producti+ity$ -or) organi5ation and technological de+elopmentN @hat does this mean for staff numbersN @hat techni4ues can be used to establish -or)force re4uirementsN 1a+e more fle>ible -or) arrangements been consideredN 1o- are the staffs you need to be ac4uiredN

/he principles can be applied to any e>ercise to define -or)force re4uirements$ -hether it be a business startEup$ a relocation$ or the opening of ne- factory or office.

2.

R$8"*#*#+ 5& ' .*+.)5 %?*))$: %8"== Issues about retention may not ha+e been to the fore in recent years$ but all it needs is for organi5ations to lose )ey staff to reali5e that an understanding of the pattern of resignation is needed. /hus organi5ations shouldF monitor the e>tent of resignation disco+er the reasons for it establish -hat it is costing the organi5ation compare loss rates -ith other similar organi5ations.

@ithout this understanding$ management may be una-are of ho- many good 4uality staff is being lost. /his -ill cost the organi5ation directly through the bill for separation$ recruitment and induction$ but also through a loss of longEterm capability. 1a+ing understood the nature and e>tent of resignation steps can be ta)en to rectify the situation. /hese may be relati+ely cheap and simple solutions once the reasons for the departure of employees ha+e been identified. But it -ill depend on -hether the problem is peculiar to your o-n organi5ation$ and -hether it is concentrated in particular groups (e.g. by age$ gender$ grade or s)ill). 1. M"#"+*#+ "# $==$(8*6$ :&7#%*@*#+ /'&+'"!!$ /his is an all too common issue for managers. 1o- is the -or)force to be cut painlessly$ -hile at the same time protecting the longEterm interests of the organi5ationN A 4uestion made all the harder by the time pressures management is under$ both because of business necessities and employee an>ieties. 10P helps by consideringF the sort of -or)force en+isaged at the end of the e>ercise the pros and cons of the different routes to get there ho- the nature and e>tent of -astage -ill change during the runEdo-n the utility of retraining$ redeployment and transfers @hat the appropriate recruitment le+els might be.

uch an analysis can be presented to senior managers so that the cost benefit of +arious methods of reduction can be assessed$ and the time ta)en to meet targets established. If instead the #", announces on day one that there -ill be no compulsory redundancies and +oluntary se+erance is open to all staff$ the danger is that an unbalanced -or)force -ill result$ reflecting the ta)eEup of the se+erance offer. It is often difficult and e>pensi+e to replace lost 4uality and e>perience. 4. -.$'$ 7*)) 8.$ #$A8 +$#$'"8*&# &= !"#"+$'% (&!$ ='&!B Many senior managers are troubled by this issue. /hey ha+e seen traditional career paths disappear. /hey ha+e had to bring in senior staff from else-here. But they recogni5e that -hile this may ha+e dealt -ith a shortEterm s)ills shortage$ it has not sol+ed the longer term 4uestion of managerial supplyF -hat sort$ homany$ and -here -ill they come fromN /o address these 4uestions you need to understandF the present career system (including patterns of promotion and mo+ement$ of recruitment and -astage) the characteristics of those -ho currently occupy senior positions /he organi5ation7s future supply of talent.

/his then can be compared -ith future re4uirements$ in number and type. /hese -ill of course be affected by internal structural changes and e>ternal business or political changes. #omparing your current supply to this re+ised demand -ill sho- surpluses and shortages -hich -ill allo- you to ta)e correcti+e action such asF recruiting to meet a shortage of those -ith senior management potential allo-ing faster promotion to fill immediate gaps de+eloping cross functional transfers for high fliers hiring on fi>edEterm contracts to meet shortEterm s)illsBe>perience deficits 0educing staff numbers to remo+e bloc)ages or forthcoming surpluses.

/hus appropriate recruitment$ deployment and se+erance policies can be pursued to meet business needs. ,ther-ise processes are li)ely to be hapha5ard and inconsistent. /he -rong sort of staff is engaged at the -rong time on the -rong contract. It is e>pensi+e and embarrassing to put such matters right. 10 planning ma)es the organi5ation mo+e and succeed in the 98 st #entury that -e are in. 1uman 0esources Practitioners -ho prepare the 10 Planning programme -ould assist the ,rgani5ation to manage its staff strategically. /he programme assists to direct the actions of 10 department.10 ha+e an enormous tas) )eeping pace -ith the all the changes and ensuring that the right people are a+ailable to the ,rgani5ation at the right time. It is changes to the composition of the -or)force that force managers to pay attention to 10 planning. /he changes in composition of -or)force not only influence the appointment of staff$ but also the methods of selection$ training$ compensation and moti+ation. It becomes +ery critical -hen ,rgani5ations merge$ plants are relocated$ and acti+ities are scaled do-n due to financial problems. A:6"#8"+$% &= HR P)"##*#+ S8'"8$+*( A:6"#8"+$% /here are a number of more specific reasons for resorting to 10 planning e>ercises at the le+el of the underta)ing$ reasons that can ma)e the e>ercise essential. /hese areF 8. /o establish the best cost balance bet-een plant and manpo-er utili5ation. 9. /o determine recruitment$ le+el -ise and occupation -ise :. "nsure that -e do not inherit surplus manpo-er hired on account of an incompetent #",. ;. /o ensure that people do not substitute systems and process D. /o anticipate redundancies and a+oid unnecessary dismissals or aspirations <. /o decide optimum training le+els. I. /o decide on -or)er training courses O. /o pro+ide a basis for management de+elopment programs M*('&CM"('& L$6$) A:6"#8"+$% At the microEle+el$ corporate need to reali5e that manpo-er is a e>pensi+e and a highly +aluable resource to be used as effecti+ely as possible. cientific le+el 10 planning at

the corporate le+el -ill ma)e national planning more realistic and effecti+e. /he need for 10 planning at all le+els needs no mean emphasis. Manpo-er planning at the national le+el -ill ensure that the human resources are made a+ailable both in 4uality and 4uantity for the planned de+elopment of the economic gro-th of the country. In our country$ there has been considerable progress in this direction. F"(8&'% I#=) $#($ 8.$ M"#/&7$' P)"# /he factor -hich contribute to the planning of manpo-er resources in I !"# both in terms of internal considerations and e>ternal factors -hich influence the final outcome of the manpo-er plan. Internal considerations ") -"%8"+$ A#")5%*% Initially the manpo-er planner -ill be concerned -ith the a+erage number of employees that lea+e and there need replacing just in order to maintain a constant number of employee resources in the organi5ation. In the organi5ation -ith many departments and demarcated lines of responsibility this can become 4uite a difficult statistical tas) re4uiring considerable time and effort in the collection$ synthesis and analysis of data. It is far more li)ely that an employee is simply seen as a payroll number or a job code. /he constant ebb and flo- of Pnumbers7 -ithin the organi5ation re4uires a far more rigorous calculation of P-astage7 than the rule of thumb and managementEo-ner discretion in smaller firms. /he simplest -ay of calculating -astage is through a turno+er analysis? &umber lea+ing in one year A+erage number of employees 9) ; %*#$%% O9,$(8*6$% It may be of course that stability in employee numbers is not -hat is re4uired as the business may -ell be e>panding or contracting in response to product mar)et pressures. If an organi5ation is e>periencing rapid product mar)et gro-th as it launches a ne- inno+ati+e product the re4uirements for staff may -ell increase to co+er the e>tra -or)load. In the short term organi5ation can adjust to unpredicted Pshoc)s7 in the product mar)et through ma)ing shortEterm adjustments to the x 8CC Q >R

supply of employees -ithin the organi5ation. /he most ob+ious -ays in -hich an organi5ation adjusts its manpo-er in response in increasing demand are to increase the use of o+ertime$ to temporarily e>tend the hours of those employed$ to dra- on subcontract labour$ and to recruit shortEterm labour from temporary employment agencies. /his sho-s the importance of considering business objecti+es during the process of manpo-er planning and the creation of a manpo-er plan. () M"'?&6 M&:$)% /hese models are often used by manpo-er planners in the consideration of internal factors -hich need to be considered in the de+elopment of a manpo-er plan. /he Mar)o+ model and +ariants of it attempt to model the flo- of indi+iduals -ithin the organi5ation. It states that organi5ations ha+e predictable -astage patterns according to length of ser+ice$ and that this patterns according to length of ser+ice$ and that this pattern can be discerned early on in an indi+idual7s career. EA8$'#") C&#%*:$'"8*&#% ") S8"8$ L$+*%)"8*&# ,ne e>tremely important area that needs to be considered -hilst formulating a manpo-er plan is the restriction$ -hich are imposed on organi5ations by the go+ernment in the areas of indi+idual and collecti+e labour la-. /he e+olution of the industrial system in the *( has been characteri5ed by successi+e go+ernmental interference in the -ay in -hich labour is recruited$ deployed$ trained$ promoted and made redundant. Jegislation on the hours that people can be e>pected to -or)$ the time that can be spent -or)ing in front of a 2'*$ rest periods$ the pro+ision of basic medical facilities and recently the necessity to pro+ide facilities for pregnant employees$ all impose some restriction on the practice of manpo-er planning. ,rgani5ations cannot simply consider their o-n operational and internal organi5ational needs. /his has important considerations for those that are responsible for manpo-er

planning as there are a number of legal considerations to bear in mind -hen de+eloping and conducting manpo-er planning. 9) R$+*&#") D$6$)&/!$#8 S(.$!$% /he importance for manpo-er planners is that in the de+elopment of manpo-er plans the organi5ation needs to )no- -here it is li)ely to trade more profitably. o$ for e>ample$ if the de+elopment of a ne- product is going to necessitate the construction of a ne- site and the creation of 9CCC ne- jobs$ it -ill be the responsibility of the manpo-er planner to pro+ide information on the most profitable location for this plant. It may -ell be that as a result of regional de+elopment schemes the company -ould be far better locating -ith ta> pri+ileges -hich reduce the costs of production relati+e to constructing the neplant more locally. In the creation of manpo-er plan it is important that such Pe>ternal considerations7 are e+aluated such that the organi5ation7s manpo-er plan pro+ides the most profitable resourcing alternati+es. () M*('&-L$6$) F"(8&'% 3inally in the de+elopment of a credible manpo-er plan attention needs to be focused on the nature of the local labour mar)ets. uccessful manpo-er planning not only pro+ides information on the immediate local labour mar)et$ but needs to compare and contract the age$ s)ill and cost profiles of such local labour mar)et. In this -ay the organi5ation plans the resource implications of organi5ational e>pansion$ contraction and structural change in terms of 4uantity$ 4uality and price. :) A#")5@*#+ D$!"#: "#: S //)5 ,nce the e>ternal and internal considerations ha+e been brought together in the de+elopment of the manpo-er plan the planning department is in a position to analy5e the net demand and net supply of ne- and current employees. /here are t-o stages in the planning process$ namely an analysis of the current state of play in the organi5ation7s human resources and an analysis of the future plans and re4uirements of the business.

H !"# R$%& '($ P)"##*#+ P'&($%% /he three )ey elements of the process are 3orecasting the demand for labor$ Performing a supply analysis$ and Balancing supply and demand considerations.

A careful attention gi+en to each step is beneficial to top managers and super+isors to meet their staffing re4uirements. "ach of these elements can be blended -ith the o+erall process in the follo-ing manner.

,nce the #orporate strategy and objecti+es are clear$ estimates of demand and supply can be made -ith the help of certain approaches and methods. @hen each projection is formulated$ the difference bet-een them is determined. /his difference is termed as )no-n as Manpo-er gap. /he -hole purpose behind human resources planning is to close this gapSS /here are different strategies -hich -e -ill discuss later in this lesson only -hich result in filling the manpo-er gap. ,ne thing$ -hich you should consider before beginning the process of forecastingF Al-ays decide on a. /he approach of ho- the estimation is to be based 4ualitati+e or 4ualitati+e$

b. Basic factors to be considered$ -hether -e are projecting -astage or redundancy or labor costs or absenteeism or labor turno+er$ c. 3re4uency of the forecasting e>ercise (that is$ dealing -ithF rate of changes and matching estimations)$ and finally$ d. pecific techni4ues to be adopted (this depends upon the approach adopted) such as time series analysis$ Mar)o+a analysis$ probability techni4ues$ -or) load analysis$ -or) study analysis$ job analysis etc. /he moment you ha+e decided upon these parameters$ and then it7s a smooth sail to to-ards demand and supply forecasting

F&'$("%8*#+ D$!"#: A )ey component of 10P is forecasting the number and type of people needed to meet organi5ational objecti+es. ince it7s an open system that -e e>ist in$ a +ariety of organi5ational factors$ including comEappetiti+e strategy$ technology$ structure$ and producti+ity can influence the demand for labor. 3or e>ample$ utili5ation of ad+anced techEneology is generally accompanied by less demand for lo-Es)illed -or)ers and more demand for )no-ledge -or)ers. Jet us consider fe- of the main factors$ -hich can help us forecast demand of human resources in an organi5ation. @e can easily categories the factors in three different sources that can be +ie-ed clearly from the follo-ing slide.

EA8$'#") E#6*'&#!$#8") C."))$#+$% /hese challenges arise from three important sources "conomic de+elopments$ Political$ legal$ social and technical changes$ and the #ompetition. 3or e>ample$ liberali5ation$ opening up of ban)ing sector$ capital mar)et reforms$ the onEline trading systems ha+e created huge demand for finance professionals during 8HHCE8HHD in India. /he demand for certain categories of employees and s)ill is also influenced by changes in political$ legal and social structure in an economy. Ji)e-ise$ firms employing latest technology in construction$ po-er$ automobiles$ soft-are etc.$ ha+e greatly enhanced the -orth of technicians and engineers during the last couple of years. /echnology$ ho-e+er$ is a doubleEedged -eapon and hence$ its impact on 10 plans is difficult to predict. 3or e>ample$ computeri5ation programs in Ban)s$ 0ail-ays$ Post and /elegraph 'epartments may reduce demand in one department (boo) )eeping$ for e>ample) -hile increasing it in another (such as computer operations). 1igh technology -ith all its attendant benefits may compel organi5ations to go lean and do-nsi5e -or)force suddenly. "mployment planning under such situations becomes complicated. D "#8*8"8*6$ A//'&"(.$% =uantitati+e approaches to forecasting in+ol+e the use of statistical or mathematical techni4ues? they are the approaches used by theoreticians and professional planners. ,ne e>ample is trend analysis$ -hich forecasts employment re4uirements on the basis of some organi5ational inde> and is one of the most commonly used approaches for projecting 10 demand. F&'$("%8*#+ S //)5 ,nce an organi5ation has forecast its future re4uirements for employees$ it then goes on to the ne>t search that is from -here can it fulfill its re4uirements. It therefore needs to determine if there are sufficient numbers and types of employees and ho- many are eligible for the plausible positions. e>ternal "n+ironment for the bestEfit candidate for the positions in 4uestion. /hus$ there are t-o source of supplyE internal and e>ternal. upply analysis thus$ in+ol+es planning for procurementF -ho$ from -here$ ho- and -hen of recruitment. It scans the internal and

Internal sourcesF /he most popular approach to be follo-ed by all managers is to loo) -ithin the organi5ation among its cadre first. *ntil and unless the opening is not related to immensely di+ersified field of -hich the e>isting -or)force might not possess re4uisite s)ills$ and the cost of training may be -or)ing out to be high$ it is easier to go in for an internal source for recruitment. Because it is cost sa+ing in many -ays to utili5e -hat is already a+ailable to the organi5ation. An internal supply analysis is done -ith 1. taffing tablesBmanning charts$ -hich are pictorial representations of all organi5ational jobs$ along -ith the numbers of employees currently occupying those jobs and future employment re4uirements. 2. Mar)o+ analysis$ -hich sho-s the percentage (and actual number) of employees -ho remain in each job from one year to the ne>t$ thus )eeping trac) of the pattern o employee mo+ements through +arious jobs. /hus this analysis results in a composite matri> of supply. 1. )ill in+entories that list each employee7s education$ past -or) e>perience$ etc. -ise and re+eals those -ho could be used as replacements -hene+er the need arises. ">ternal sourcesF It is only -hen the cost of procuring the labour from internal sources is more and also the present staff cannot be spared for the future assignment$ the company can refer to the e>ternal mar)et. 3or this$ they need to )eep themsel+es updated regularly on -hat is a+ailable no-$ -hat -ill be a+ailable later. @hether the s)ills re4uired in future -ill be easily a+ailable or certain training$ for instance need to be incorporated. 3or e>ample$ a company in the present scenario -anting to start its BP, operations in India may not ha+e problem -hich a company 8C years bac) -ould ha+e faces$ as there are ample re4uisite s)ills a+ailable in the mar)et. &ot only s)illed labor but also they are moti+ated to join such company for fast earnings. /hus$ 10 planners need to )eep themsel+es abreast of the 4. 0eplacement chart that helps us deri+e the profile of job holders$ departmentE

Jabor mar)et conditions such as local employment$ trends of rele+ant categories of employees$ competition for such s)ills$ a+ailability of part time labour$ migration trends of labor$ etc. /herefore to summari5e -hat information should be a+ailable for a comprehensi+e the supply forecast and analysisN 8. /he s)ill base$ potential trainability and current and potential producti+ity le+el of the e>isting -or) force. 9. /he structure of the e>isting -or)force in terms of age distribution$ s)ills$ hours of -or)$ rates of pay and so on. :. /he possible changes in the producti+ity$ si5e and structure of the -or)force due to resignations and retirements$ promotions and transfers$ absenteeism and other e>ternal factors (economic and cultural)$ -hich may induce such changes. ;. /he a+ailability of the rele+ant s)ills in the e>ternal labor mar)et for present and future use. /he 10 planner -ill ha+e to assess and monitor factors such asF mar)et +alue$ imageBpreference of the e>isting labor for the company$

D$8$'!*#*#+ M"#/&7$' G"/% /he final stage is to balance out the demand and supply gap. /he closer the gap the better it is for the company -hen it actually goes into procuring. &o- you -ill see ho- -e can utili5e the data -e ha+e collected in the last t-o stages. A comparison chart can be de+eloped to find -hat is a+ailable and to -hat e>tent it can fulfill the demand forecast. /his e>ercise helps us ha+e an idea of the 4uantitati+e and 4ualitati+e gaps in the -or)force. A reconciliation of demand and supply forecasts -ill gi+e us the number of people to be recruited or made redundant as the case may be. /his forms the basis for preparing the manpo-er plan. /he manpo-er plan is further di+ided into the follo-ing resultant operational plans. 0ecruitment plan to sho- ho- many and -hat type of people is re4uired and -hen they are needed? 0edeployment plan to help chart out the future mo+ement in terms of training and transfers. 0edundancy plan -ill indicate -ho is redundant$ -hen and -here? the plans for retraining$ -here this is possible? and plans for golden handsha)e$ retrenchment$ layEoff$ etc. /raining plan to chart out if training is re4uired. If yes$ -hen and to -hich le+el? -hether it -ill be done inEhouse$ done in phases or included as part of a formal induction program. /his includes the cost and benefit analysis of all the options a+ailable. Producti+ity plan @ill indicate reasons for employee producti+ity or reducing employee7s costs through -or) simplification studies$ mechani5ation$ producti+ity bargaining$ incenti+es and profit sharing schemes$ job redesign$ etc. 0etention plan @ill indicate reasons for employee turno+er and sho- strategies to a+oid -astage through compensation policies$ changes in -or) re4uirements and impro+ement in -or)ing conditions. #hec)Bre+ie-s points /he success of the entire e>ercise is dependent upon fre4uent re+ie-s so that none of the factors are left out and changes are constantly ta)en care of the important thing is to clearly demarcate point for periodical chec)s to incorporate deficiencies and periodic updating of manpo-er

in+entory based on training and performance re+ie-s$ in the light of changing circumstances.

TOP ORGANIZATION STRUCTURE CGM

Head PR

Secretar y

Head Medical

Head Comm.RM

Head PDC

Head R&D

Head fabrication

Head Pro chem

Head Engg. Serv.

/he basic process of 10 Planning in I !"# 8. Analy5e the en+ironment of the organi5ation and its past operations 9. "+aluate the en+ironment for 10 trends$ patterns$ educational changes$ literacy le+els$ demographic transitions in people :. "+aluate education patterns$ school pass out rates$ professional courses capacity$ mar)et liberali5ation for international opportunities$ a+ailability of easy financing for college studies ;. "+aluate any major shift in people relocation$ geographic mo+ements$ natural calamity constraints D. "stablish #orporate strategy$ goals$ objecti+es and action plans <. Jin) the corporate strategy to the 10 strategy and mission I. "nsure connecti+ity of corporate plans to hr plans and targets O. 'etermine the ,rgani5ation tructure$ process flo-s$ design details H. 'ra- up a 'emand 3orecast for Manpo-er 8C. #onduct a 10 In+entory both at the micro and macro le+els 88. Plan for an Attrition Process both desired and undesired 89. 'esign 10 policies for retention and career planning of high performers 8:. Integrate 10 policies -ith changing aspirations of the employees and the potential population in the mar)et place 8;. 'ra- up a supply 3orecast for Manpo-er e+aluating source$ actual a+ailability$ possibility of attraction to the corporate 8D. tudy -hether 'emand is greater or less than upply 8<. "stablish Manpo-er ,bjecti+es for short$ medium and long term and )eep a fle>ibility on the profile and employee fit -ith the corporate culture 8I. tart an Action program and ma)e indi+iduals and teams responsible for meeting the recruitment targets. 8O. *pdate the Manpo-er records and ma)e system data friendly. S8"+$% *# 8.$ HR P)"#E P'&($%% A#")5%*% tage 8 tage 9 tage : tage ; #orporate ,bjecti+eB trategy 3ormulation and tructuring upply AB' Mar)et "+aluation 3orecast 'emands and #ompetiti+e 3orecast 10 Planning

STAGE I

STAGE II losses

STAGE III of "+aluate of

STAGE I0 10 Planning to bridge the bet-een )no-n

"+aluation of 10 Predict resources the )no-ledge m)t. "nsure strategy M structure interface corporate

-ithin current manpo-er at re4uirements by the gap . the close of forecast end of period. Preempt period. in pro+ision unplanned en+ironment changes.

forecast 10 resources and those Ma)e re4uired by the end of for forecast period

a+ailability in the change )no-ledge gaps.

M"#/&7$' P)"##*#+ Based on the future business gro-th needs$ -e do the Manpo-er Planning and Profit center budgeting e+ery year. @e follo- a -ell laid do-n se4uential and scientific method for inducting prospecti+e candidates. A set of Ideal ">pectations e>pected from the person performing the specific function has been clearly documented in the form of 0esponsibility and Authorities Manual.

T'"*#*#+ "#: D$6$)&/!$#8 /raining . 'e+elopment is one of the most effecti+e means for inculcating dynamism and selfErene-ing capability. It also attempts to cope up -ith the barriers to the competencies and nourishes the o+erall health of the organi5ation. ,ur aim is to integrate indi+idual de+elopment needs -ith the business needs and ma)e training a participati+e process.

#1AP/"0 E 9 0"2I"@ ,3 JI/"0A/*0"

H !"# R$%& '($ 1uman resources are a term -ith -hich many organi5ations describe the combination of traditionally administrati+e personnel functions -ith performance$ "mployee 0elations and resource planning. /he field dra-s upon concepts de+eloped in IndustrialB ,rgani5ational Psychology. 1uman resources ha+e at least t-o related interpretations depending on conte>t. /he original usage deri+es from political economy and economics$ -here it -as traditionally called labor$ one of four factors of production. /he more common usage -ithin corporations and businesses refers to the indi+iduals -ithin the firm$ and to the portion of the firmAs organi5ation that deals -ith hiring$ firing$ training$ and other personnel issues. H !"# R$%& '($ D$6$)&/!$#8 In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the le+el of s)illsBtechnical abilities$ competencies$ fle>ibility of the employee re4uired etc. At this point it is important to consider both the internal and e>ternal factors that can ha+e an effect on the recruitment of employees. /he e>ternal factors are those outE-ith the po-ers of the organi5ation and include issues such as current and future trends of the labor mar)et e.g. s)ills$ education le+el$ go+ernment in+estment into industries etc. ,n the other hand internal influences are easier to control$ predict and monitor$ for e>ample management styles or e+en the organi5ational culture. In order to )no- the business en+ironment in -hich any organi5ation operates$ three major trends should be consideredF 'emographics M the characteristics of a populationB-or)force$ for e>ample$ age$ gender or social class. /his type of trend may ha+e an effect in relation to pension offerings$ insurance pac)ages etc.

'i+ersity M the +ariation -ithin the populationB-or)place. #hanges in society nomean that a larger proportion of organi5ations are made up of "babyEboomers" or older employees in comparison to thirty years ago. /raditional ad+ocates of "-or)place di+ersity" simply ad+ocate an employee base that is a mirror reflection of the ma)eEup of society insofar as race$ gender$ se>ual orientation$ etc. )ills and 4ualifications M as industries mo+e from manual to a more managerial profession so does the need for more highly s)illed graduates. If the mar)et is "tight" (i.e. not enough staff for the jobs)$ employers -ill ha+e to compete for employees by offering financial re-ards$ community in+estment$ etc.

CHAPTER - 1 RESEARCH METHODOLOGY

1.1 O;JECTI0ES OF THE STUDY

/o understand manpo-er needs for #,MPA&% /o anticipating surplus or shortage of staff and a+oiding unnecessary detentions or dismissal. /o help the organi5ation to cope -ith the technological de+elopment and moderni5ation. /o )no- about career planning of e+ery employer of the organi5ation and ma)ing succession programmers.

1.2

RESEARCH DESIGN

As the study is based on 1uman resource planning so for going into the detail of 10P 'escripti+e ur+ey Method should be follo-ed. U#*6$'%$ /he set of objects -hich has to be clarified before carrying out a study is )no-n as *ni+erse. It may be finite or infinite. In my research uni+erse is finite . it -ill be in region specifically in %AM*&A &A!A0 S"!/)$ /his refers to the number of items to be selected from the uni+erse to constitute the sample. S"!/)*#+ S*@$ 9C 0espondents

1.1

DATA SOURCE

/he data can be collected by t-o -aysFE P0IMA0% ,*0#" "#,&'A0% ,*0#"

P'*!"'5 D"8" /he data collected for the first time by the researcher himself is called primary data. /here are se+eral methods of collecting primary data li)e 4uestionnaire$ Personal inter+ie-s etc. /he method adopted for the study -ill beF =uestionnaire Personal inter+ie-s S$(&#:"'5 D"8" /he data already a+ailable is called secondary data. /his data may be present in the form of journals$ publishing7s etc. under this report the information -ill be collected from different sources li)eF Internet Maga5ines &e-spapers #ompany bulletins Lournals Boo)s etc.

1.4

SAMPLING TECHNIDUE

0andom amplingFE/his sampling is chosen to )no- about the +ie-s of different 10 manager simultaneous.

CHAPTER - 4 DATA ANALYSIS & INTERPRETATION

8. #ompany follo-ing 1uman 0esource Planning %es ( %es &o ) &o ( OCR 9CR )

80% 70% 60% 50% 40% 30% 20% 10% 0%

80%

20%

Yes

No

OCR respondents say that the company is follo-ing 1uman 0esource Planning and 9CR say no.

According to you main purpose of human resource planning /o ensure optimum and effecti+e use of human resources /o research and reconfigure ne- s)ill sets /o dra- specific outlines of competencies /o identify control standards /o ensure optimum and effecti+e use of human resources /o research and reconfigure ne- s)ill sets /o dra- specific outlines of competencies /o identify control standards ( ( ( ( :DR :CR 9CR 8DR ) ) ) )

35% 30% 25% 20% 15% 10% 5% 0%

35% 30% 20% 15%

Opti ! " e##e$ti%e

&'() Spe$i#i$ O!t*i+e

:DR respondents say that the main purpose of human resource planning is to ensure optimum and effecti+e use of human resources$ :CR say that to research and reconfigure ne- s)ill sets$ 9CR say that to dra- specific outlines of competencies and other 8DR say that to identify control standards.

:.

(10) planning is a strategic process that forecasts the demand for jobs in the trategic organi5ation projects and anticipates the supply of -or)ers %es ( ) &o ( )

%es &o

ICR :CR

70% 60% 50% 40% 30% 20% 10% 0%

70%

30%

Yes

No

ICR respondents say that 1uman 0esource (10) planning is a strategic process that forecasts the demand for jobs in the organi5ation and anticipates the supply of -or)ers and other :CR say no.

;.

1uman resource planning is a continuous process %es ( ) &o ( )

%es &o

O9R 8OR

,0% 80% 70% 60% 50% 40% 30% 20% 10% 0%

82%

18%

Yes

No

Most of the respondents say that 1uman resources planning are a continuous process and 8OR say no.

D.

#ompany recruits internally or e>ternally. Internally Internally ">ternally ( ) ">ternally ( ) ODR 8DR

,0% 80% 70% 60% 50% 40% 30% 20% 10% 0%

85%

15%

I+te'+(**-

E.te'+(**-

According to ODR 0espondents #ompany recruits internally and 8DR say that company recruit e>ternally.

<.

10P hould be centrali5ed or decentrali5ed #entrali5ed ( ) 'ecentrali5ed ;CR <CR ( )

#entrali5ed 'ecentrali5ed

60% 50% 40% 30% 20% 10% 0% Ce+t'(*i/e0 40%

60%

&e$e+t'(*i/e0

;CR 0espondent say 10P should be centrali5ed and <CR respondent say it should be decentrali5ed.

I.

1uman resource planning most re4uired to large companies %es ( ) &o ( )

%es &o

ODR 8DR

,0% 80% 70% 60% 50% 40% 30% 20% 10% 0%

85%

15%

Yes

No

According to <DR 0espondents human resource planning only rele+ant to large companies but other :DR say that the 10P not only rele+ant to large companies$ /hey ays that 10P should also rele+ant to small companies.

O.

10 Planning helps in recruiting people according to the set budgets %es ( ) &o ( )

%es &o

IIR 9:R

80% 70% 60% 50% 40% 30% 20% 10% 0%

77%

23%

Yes

No

According to IIR 0espondents 10 Planning also pro+ide the basis for budgeting and other 9:R say that it don7t pro+ide the basis for budgeting.

H.

/he main factor that increased attention to human resource planning "n+ironmental force globali5ation "conomic #onditions "n+ironmental force globali5ation &e- /echnologies "conomic #onditions #hanging -or) force seem ( ) &e- /echnologies #hanging -or) force seem 9CR DCR 89R 8OR ( ) ( ) ( )

50% 40% 30% 20% 10% 0% E+%i'o+ e+t 20%

50%

18% 12%

E$o1 Co+0itio+s

According to 9CR respondents "n+ironmental force globali5ation increased attention to human resource planning$ DCR say that it is &e- /echnologies$ 89R say that "conomic #onditions and other 8OR say that #hanging -or) force seem increased attention to human resource planning.

8C.

10P is a time consuming . e>pensi+e process

%es (

&o (

%es &o

ICR :CR

70% 60% 50% 40% 30% 20% 10% 0%

70%

30%

Yes

No

According to ICR 0espondents 10P is a time consuming . e>pensi+e process and :CR respondents say no.

CHAPTER - 2 FINDING
As in today7s scenario human capital is one of the most inputs of any +alue generating process$ so the scope of human resource practices and policies is also increasing day by day. I !"# -hich is the top /""J industry also belie+es that tacit )no-ledge of human resource actually ma)e a big difference -hich ultimately help to achie+e the targets according to +ision$ mission$ goals and objecti+es. 8. 9. :. ;. D. /he procedure follo-ed in the organi5ation for 1uman 0esourse Planning is effecti+e enough to attract the efficient candidates. #ompany us human resource planning +ery efficiency 1uman resource planning helps the company in recruiting people according to set budget. #ompany uses mostly internal method for recruitment. #ompany uses ne- technology time to time -hich contribute most to increase attention to human resource planning

SUGGESTIONS AND RECOMMENDATIONS

1uman resource planning of the organi5ation should be integrated -ith other organi5ation plans. #ompany should also gi+e preference to e>ternal sources for recruitment also because in this -ay company get more talented personal that ha+e current )no-ledge. /o ma)e effecti+e manpo-er planning top management must pro+ided their support. 3or effecti+e human resource planning the management information system of the organi5ation should be effecti+e and reliable. Manpo-er planning should be done by the company time to time

LIMITATIONS
"+ery coins has t-o sides in the same -ay -hile during our project analysis -e also come across such things that created problem for us. /hese are listed belo-FE ample si5e ta)en for the study -as not enough to carry out the analysis as the result may not be generali5ed for the -hole population. !eographical area co+ered in the sur+ey -as limited. /he 10 manager because of shortage of time -as not able to e>plain the deep information about the study. Managers ga+e halfEhearted response -hich may lead to -rong conclusion.

CONCLUSION
1uman resource is a )ey economic resource$ and a scare one. It therefore demands the same attention a company gi+es to planning sales$ in+estment or profits. It is this fact that has led to the de+elopment of manpo-er planning among an increasing number of business organi5ations. 3or the company$ the returns from manpo-er planning can be measured in term of higher efficiency and producti+ity as a result of better utili5ation of its manpo-er resources and the elimination of -aste in recruitment$ training and other personnel schemes. /he benefits to the indi+idual employee and the country are not less important. Poor 10 Planning and lac) of it in the ,rgani5ation may result in huge costs and financial looses. It may result in staff posts ta)ing long to be filled. /his augment costs and hampers effecti+e -or) performance because employees are re4uested to -or) unnecessary o+ertime and may not put more effort due to fatigue. If gi+en more -or) this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the ,rgani5ation. "mployees are put on a disad+antage because their li+e programmers7 are disrupted and they are not gi+en the chance to plan for their career de+elopment. /he most important reason -hy 10 Planning should be managed and implemented is the costs in+ol+ed. Because costs forms an important part of the ,rgani5ations budget$ -or)force planning enable the ,rgani5ation to pro+ide 10 pro+ision costs. @hen there is staff shortage$ the organi5ation should not just appoint discriminately$ because of the costs implications of the other options$ such as training and transferring of staff$ ha+e to be considered. 3inally 10 planning is continuous$ ongoing process? and companies that treat it as a fi+eEyear burdensome tas) -ill be deeply disappointed. In fact it is preferable that they do start this tas) as it may turn into a ritual. "+en the most carefully calculated forecasts are liable to be o+erta)en by unforeseeable changes. A system of assorting plans to these changes -ith as little delay as possible is an essential part of manpo-er planning. Indeed one might say that it is the essential characteristic of a -ellEmanaged enterprise. 10

planning is a recruitment start up. 10 planning is not the job of 1uman 0esources Management (Personnel) people. It is the job of the #",. @here+er the #", has relin4uished his responsibility and delegated 10 hiring and structuring the organi5ations ha+e li+ed to tell a tale. #orporate -ho see) the best minds to remain competiti+e need to plan for their hiring and thereafter their retention need to get their act together no-N Absence of 10 planning -ould mean an absence of a leader at a point in time no)no-n no-$ definitely in the near future.

ANNE3URE
;I;LIOGRAPHY
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DUESTIONNAIRE
&ame Age Address Phone no. InstructionsFE /ic) in the appropriate column. /he information pro+ided by you is confidential and is used only for academic purpose. =8. Is your company follo-ing 1uman 0esource PlanningN %es =9. ( ) &o ( ) F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT

According to you -hat is the main purpose of human resource planningN /o ensure optimum and effecti+e use of human resources /o research and reconfigure ne- s)ill sets /o dra- specific outlines of competencies /o identify control standards ( ) ( ) ( ) ( )

=:.

Is 1uman 0esource (10) planning is a strategic process that forecasts the demand for jobs in the strategic organi5ation projects and anticipates the supply of -or)ersN %es ( ) &o ( )

=;.

'o you feel that human resource planning is a continuous processN %es ( ) &o ( )

=D.

@hether the #ompany recruits internally or e>ternally Internally ( ) ">ternally ( )

=<. =I.

10P hould is centrali5ed or decentrali5edN #entrali5ed %es ( ( ) ) 'ecentrali5ed ( ) &o ( ) Is human resource planning only rele+ant to large companiesN

=O.

'oes 10 Planning helps in recruiting people according to the set budgetsN %es ( ) &o ( )

=H.

According to you -hat is main factor that increased attention to human resource planning "n+ironmental force globali5ation ( ) "conomic #onditions ( ) &e- /echnologies ( ) #hanging -or) force seem ( )

=8C. 'o you thin) that 10P is a time consuming . e>pensi+e processN %es ( ) &o ( )

CHAPTER-1 INTRODUCTION

CHAPTER-2 LITERATURE RE0IE-

CHAPTER-1
RESEARCH METHODOLOGY

CHAPTER-4 DATA ANALYSIS & INTERPRETATION

CHAPTER-2 FINDINGS

SUGGESTIONS

LIMITATION OF THE STUDY

CONCLUSION

ANNE3URE