ISGEC(Human Resource Planning) JMIT

8/13/2019 ISGEC(Human Resource Planning) JMIT

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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: Submitted by:Mrs. Medha Vasisht Pooja MaggoMBA faculty MBA 3rdSem.

Roll. o. !"#!"!$

SETH JAI PARKASH MUKUND LAL INSTITUTE OF

ENGINEERING & TECHNOLOGY (JMIT),

RADAUR (YNR.)


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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 urushetra *ni+ersity$ urushetra. 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"++


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ACKNOLEDGEMENT

It is a matter of great pleasure to submit this report on H!"# R$%'$ P"##*#+" at

I!#. I -ould lie to con+ey my sincere thans 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 lie 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"++


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PREFACE

0esearch is to see -hat e+erybody else has seen thining -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 -oring 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 tae ad+antage of theopportunities that are selected.

I had an opportunity to undergo eight -ees 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 tae 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 mistae. /herefore$ I

apologi5e for any of such deed assure that it is unintentional. Any suggestion or

comments are -elcome.


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CONTENTS

C. N"!$ T/* P"+$ N.

CHAPTER-1 COMPANY PROFILE 1-11

8.8 Introduction 88

8.9 Introduction to #ompany 88

8.: Introduction to 1uman 0esource Planning 88

CHAPTER-2 LITERATURE REIE 12-12

CHAPTER- RESEARCH METHODOLOGY 1-1

:.8 ,bjecti+es of tudy 8:

:.9 0esearch 'esign 8:

:.: 'ata ource 8:

:.; ampling 'esign 8:

CHAPTER-4 DATA ANALYSIS & INTERPRETATION 14-14

CHAPTER- FINDINGS 1

SUGGESTIONS 1

LIMITATION OF THE STUDY 1

CONCLUSION 1

ANNE3URE 1-1

Bibliography 8changers$ 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 Indias leading manufacturer of Presses (Mechanical 1ydraulic) for sheet

metal forming 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 clients re4uirements. Please +isit our -ebsite for more details E

---.isgec.com

C#8"8 D$8"*%

AddressF %amuna &agar @ors$ %amuna &agar$ 1aryana$ 8:DCC8$ India

/elephoneF GH8 8:9 9::C9

3a>F GH8 8:9 9D8;HD

@ebF ---.isgec.com

A9%8'"8

In todays rapidly changing business en+ironment$ organi5ations ha+e to respond 4uicly

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 mistaes 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.
http://www.kellysearch.co.in/WebLink/WebLink.aspx?LogEventType=WebLink&key=eqqm%3A%2F%2Fttt.fpdbz.zlj%2F&CorporateKey=301118199http://www.kellysearch.co.in/WebLink/WebLink.aspx?LogEventType=WebLink&key=eqqm%3A%2F%2Fttt.fpdbz.zlj%2F&CorporateKey=301118199


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/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$ mistaes $ 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 2J 1A/ 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
http://www.isgec.com/heatexchangers.htmhttp://www.isgec.com/pressurevessels.htmhttp://www.isgec.com/boilerdrum.htmhttp://www.isgec.com/reactors.htmhttp://www.isgec.com/columnstowers.htmhttp://www.isgec.com/tubepanel.htmhttp://www.isgec.com/galavanising_bath.htmhttp://www.isgec.com/generalfabrication.htmhttp://www.isgec.com/heatexchangers.htmhttp://www.isgec.com/pressurevessels.htmhttp://www.isgec.com/boilerdrum.htmhttp://www.isgec.com/reactors.htmhttp://www.isgec.com/columnstowers.htmhttp://www.isgec.com/tubepanel.htmhttp://www.isgec.com/galavanising_bath.htmhttp://www.isgec.com/generalfabrication.htm


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9/65

P'$%%$%

traight ide Presses E Mechanical

traight ide PressesE 1ydraulic

# 3rame Presses E Mechanical

;*$'%

'ump !rate Boilers

/ra+elling !rate Boilers

Atmospheric 3luidised Bed #ombustion Boilers (A3B#)

#irculating 3luidised Bed #ombustion Boilers (#3B#)

,il !as 3ired Boilers

@aste 1eat 0eco+ery Boilers

'eaerators

pares
http://www.isgec.com/presses_applica_mechanical.htmhttp://www.isgec.com/presses_applica_hydraulic.htmhttp://www.isgec.com/largemachine.htmhttp://www.isgec.com/dumpboilers_product.htmhttp://www.isgec.com/travellboilers_product.htmhttp://www.isgec.com/afbcboilers_product.htmhttp://www.isgec.com/circulatingboilers_product.htmhttp://www.isgec.com/oilboilers_product.htmhttp://www.isgec.com/presses_applica_mechanical.htmhttp://www.isgec.com/presses_applica_hydraulic.htmhttp://www.isgec.com/largemachine.htmhttp://www.isgec.com/dumpboilers_product.htmhttp://www.isgec.com/travellboilers_product.htmhttp://www.isgec.com/afbcboilers_product.htmhttp://www.isgec.com/circulatingboilers_product.htmhttp://www.isgec.com/oilboilers_product.htm


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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
http://www.isgec.com/upsteels_prod__hydrofrancis.htmhttp://www.isgec.com/upsteels_prod__gascasecompresser.htmhttp://www.isgec.com/upsteels_prod__steamoutercas1.htmhttp://www.isgec.com/upsteels_prod__valvecontrol.htmhttp://www.isgec.com/upsteels_prod_mnfront.htmhttp://www.isgec.com/upsteels_prod_nigrinding.htmhttp://www.isgec.com/upsteels_prod__pumpbooster.htmhttp://www.isgec.com/upsteels_prod__generalchock.htmhttp://www.isgec.com/upsteels_prod__crownpinion.htmhttp://www.isgec.com/upsteels_prod__generalgirth.htmhttp://www.isgec.com/upsteels_prod__generalgirth.htmhttp://www.isgec.com/sugarcompleteplant.htmhttp://www.isgec.com/sugarcompleteplant.htmhttp://www.isgec.com/sugarcanemills.htmhttp://www.isgec.com/sugarprocesshouseequipment.htmhttp://www.isgec.com/upsteels_prod__hydrofrancis.htmhttp://www.isgec.com/upsteels_prod__gascasecompresser.htmhttp://www.isgec.com/upsteels_prod__steamoutercas1.htmhttp://www.isgec.com/upsteels_prod__valvecontrol.htmhttp://www.isgec.com/upsteels_prod_mnfront.htmhttp://www.isgec.com/upsteels_prod_nigrinding.htmhttp://www.isgec.com/upsteels_prod__pumpbooster.htmhttp://www.isgec.com/upsteels_prod__generalchock.htmhttp://www.isgec.com/upsteels_prod__crownpinion.htmhttp://www.isgec.com/upsteels_prod__generalgirth.htmhttp://www.isgec.com/upsteels_prod__generalgirth.htmhttp://www.isgec.com/sugarcompleteplant.htmhttp://www.isgec.com/sugarcanemills.htmhttp://www.isgec.com/sugarprocesshouseequipment.htm


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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*


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Model #

Model ' (appro+ed by ',/$ *A)

C#8'"8 M"#="8'*#+

#ustom Lob @or

(1ea+y ngineering 4uipment as per #lients 'esigns and 'ra-ings )

ISGEC - *%*#

As per the leading company I!# F

Ma>imi5e shareholders +alue by the speed and 4uality of their response to

maret forces and business opportunities.

Be maret 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 staeholders.

/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 taing.

ISGEC > C'$ "$%
http://www.isgec.com/container_modeloffer.htmhttp://www.isgec.com/container_modeloffer.htmhttp://www.isgec.com/genfabri_product.htmhttp://www.isgec.com/genfabri_product.htmhttp://www.isgec.com/container_modeloffer.htmhttp://www.isgec.com/container_modeloffer.htmhttp://www.isgec.com/genfabri_product.htmhttp://www.isgec.com/genfabri_product.htm


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1onesty @e -ill be principled$ straightfor-ard and fair in all our

'ealings.

Integrity @e -ill maintain the highest standards of professionalism

3le>ibility @e -ill adapt oursel+es to stay a step ahead of change

0espect @e -ill gi+e each person room to contribute gro-.

0espect for no-ledge @e -ill ac4uire apply leading edge e>pertise in all

aspects of our business.

/eam Performance /he teams comes first? none of us is as good as all of us.

"'*% D$/"'8!$#8% "8 I#:*"# S+"' "#: G$#$'" E#+*#$$'*#+ C'/'"8*#

I!#

/he departments are categori5ed as F

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.

. M"8$'*"% D$/"'8!$#8

/hese people are concerned -ith procurement and storage of process material.

4. S"$% D$/"'8!$#8

elling out the finished paperproduct is their main acti+ity.

. R"7 M"8$'*" D$/"'8!$#8 E ach and e+ery ra- material re4uired forpapermaing is arranged 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#+*#$$'*#+


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/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.


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2. M$"#*" E#+*#$$'*#+

/his department is concerned -ith the maintenance of +arious machines$ boiler

operations etc.

. C*6* E#+*#$

All the construction -or lie building of roads$ sanitary$ -aste disposal$ -ater

supply etc. is taen 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.

. P7$' H%$

It has a total installed capacity of 9D M@ and maintained by t-o po-erhouses$

old and ne-$ this department bacs up the total po-er demand of the unit

efficiently and effecti+ely.

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 sill 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.


16/65

A human resource plan is a systematic process of matching the interests$ sills and

talents of indi+idual community members -ith the long term goals and economic

opportunities in the community.

Jie 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 sill de+elopment is a systematic building process$ a plan can also

ensure that the community pro+ides the necessary comprehensi+e continuum of sill

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 sills 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$ sills$ 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 ho-

an 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


17/65

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. Maing 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


18/65

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

mae sound decisions. /he information obtained is also utili5ed to mae 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$ maing objecti+es$ and maing

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 -orforce it -ill carry surplus or

underutili5ed staff. Alternati+ely$ if the opposite misjudgment is made$ staff may

be o+erstretched$ maing 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 -orforce 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 -orforce re4uirements$

-hether it be a business startEup$ a relocation$ or the opening of ne- factory or

office.


19/65

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 taen 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 sill).

. M"#"+*#+ "# $==$8*6$ :7#%*@*#+ /'+'"!!$

/his is an all too common issue for managers. 1o- is the -orforce 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 -orforce 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.


20/65

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 taen 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 -orforce -ill result$ reflecting the taeEup of the se+erance offer. It

is often difficult and e>pensi+e to replace lost 4uality and e>perience.

4. $'$ 7* 8$ #$8 +$#$'"8*# = !"#"+$'% !$ ='!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 sills shortage$ it

has not sol+ed the longer term 4uestion of managerial supplyF -hat sort$ ho-

many$ 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 tae 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 sillse>perience deficits

0educing staff numbers to remo+e blocages or forthcoming surpluses.


21/65

/hus appropriate recruitment$ deployment and se+erance policies can be pursued to meet

business needs. ,ther-ise processes are liely 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 maes 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 -orforce that force managers to pay

attention to 10 planning. /he changes in composition of -orforce 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 undertaing$ reasons that can mae 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

pensi+e and a highly

+aluable resource to be used as effecti+ely as possible. cientific le+el 10 planning at


22/65

the corporate le+el -ill mae 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 liely that an employee is simply

seen as a payroll number or a job code. /he constant ebb and flo- of numbers7

-ithin the organi5ation re4uires a far more rigorous calculation of -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 x8CC Q >R

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 maret

pressures. If an organi5ation is e>periencing rapid product maret gro-th as it

launches a ne- inno+ati+e product the re4uirements for staff may -ell increase to

co+er the e>tra -orload. In the short term organi5ation can adjust to unpredicted

shocs7 in the product maret through maing shortEterm adjustments to the


23/65

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 Maro+ 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.

E8$'#" C#%*:$'"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 -oring 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


24/65

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 liely 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 ne-

plant more locally. In the creation of manpo-er plan it is important that such

e>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 marets. uccessful manpo-er planning

not only pro+ides information on the immediate local labour maret$ but needs to

compare and contract the age$ sill and cost profiles of such local labour maret.

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.


25/65

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$


26/65

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$ Maro+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$ andproducti+ity can influence the demand for labor. 3or e>ample$ utili5ation of ad+anced

techEneology is generally accompanied by less demand for lo-Esilled -orers and more

demand for no-ledge -orers.

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.


27/65

E8$'#" E#6*'#!$#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 baning sector$ capital maret 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 sill is also influenced by changes in political$

legal and social structure in an economy. Jie-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 Bans$ 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 -orforce

suddenly. mployment planning under such situations becomes complicated.

"#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. upply analysis thus$ in+ol+es planning for

procurementF -ho$ from -here$ ho- and -hen of recruitment. It scans the internal and

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.


28/65

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 -orforce might not possess

re4uisite sills$ and the cost of training may be -oring 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 tablesmanning charts$ -hich are pictorial representations of all

organi5ational jobs$ along -ith the numbers of employees currently occupying

those jobs and future employment re4uirements.

2. Maro+ 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.

. ill in+entories that list each employee7s education$ past -or e>perience$ etc.

4. 0eplacement chart that helps us deri+e the profile of job holders$ departmentE

-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 maret. 3or this$ they need to eep themsel+es updated regularly

on -hat is a+ailable no-$ -hat -ill be a+ailable later. @hether the sills 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 sills a+ailable in the maret. &ot only silled 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


29/65

Jabor maret conditions such as local employment$ trends of rele+ant categories of

employees$ competition for such sills$ 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 sill base$ potential trainability and current and potential producti+ity le+el

of the e>isting -or force.

9. /he structure of the e>isting -orforce in terms of age distribution$ sills$ hours

of -or$ rates of pay and so on.

:. /he possible changes in the producti+ity$ si5e and structure of the -orforce 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 sills in the e>ternal labor maret for present and

future use. /he 10 planner -ill ha+e to assess and monitor factors such asF

maret +alue$ imagepreference of the e>isting labor for the company$


30/65

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 -orforce. 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 handshae$ 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 -oring conditions.

#hecre+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 taen care of the important thing is to clearly demarcate point for

periodical checs to incorporate deficiencies and periodic updating of manpo-er


31/65

CGM

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

circumstances.

TOPORGANIZATIONSTRUCTURE

Head PR Secretar y

Head R&D Head

fabrication

Head Pro chem Head Engg.

Serv.

HeadMedical

Head PDCHeadComm.RM


32/65

/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$ maret 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


33/65

STAGE I STAGE II STAGE III STAGE I

+aluation of 10

resources -ithin

the corporate

no-ledge of

a+ailability in the

mt.

nsure strategy

structure interface

Predict losses of

current manpo-er at

the close of forecast

period. Preempt

change in

no-ledge gaps.

+aluate 10

re4uirements by the

end of forecast

period. Mae

pro+ision for

unplanned

en+ironment

changes.

Planning to bridge the

gap bet-een no-n

10 resources and those

re4uired by the end of

forecast period

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.


34/65

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 mae training a participati+e

process.


35/65

#1AP/0 E 9

02I@ ,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 Industrial

,rgani5ational Psychology.

1uman resources ha+e at least t-o related interpretations depending on conte>t. /he

original usage deri+es frompolitical economy andeconomics$ -here it -as traditionally

called labor$ one of four factors of production.

/he more common usage -ithin corporations andbusinesses refers to the indi+iduals

-ithin the firm$ and to the portion of the firms 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 analysisto determine the le+el of sillstechnical 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 maret e.g. sills$ 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 the characteristics of a population-orforce$ for e>ample$ age$

gender or social class. /his type of trend may ha+e an effect in relation to pensionofferings$ insurance pacages etc.
http://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Styleshttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Demographicshttp://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Styleshttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Demographics


36/65

'i+ersity the +ariation -ithin the population-orplace. #hanges in society no-

mean that a larger proportion of organi5ations are made up of "babyEboomers" or

older employees in comparison to thirty years ago. /raditional ad+ocates of

"-orplace di+ersity" simply ad+ocate an employee base that is a mirrorreflection of the maeEup of society insofar as race$ gender$ se>ual orientation$

etc.

ills and 4ualifications as industries mo+e from manual to a more managerial

profession so does the need for more highly silled graduates. If the maret 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.
http://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomers


37/65

CHAPTER -

RESEARCH METHODOLOGY

.1 O;JECTIES 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 maing

succession programmers.

.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


38/65

. 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 lie 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 lieF

Internet

Maga5ines

&e-spapers

#ompany bulletins

Lournals

Boos etc.

.4 SAMPLING TECHNIUE

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

manager simultaneous.


39/65

CHAPTER - 4

DATA ANALYSIS & INTERPRETATION

8. #ompany follo-ing 1uman 0esource Planning

%es ( ) &o ( )

%es OCR

&o 9CR

80%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes No


40/65

OCR respondents say that the company is follo-ing 1uman 0esource Planning and 9CR

say no.

9 According to you main purpose of human resource planning

/o ensure optimum and effecti+e use of human resources ( )

/o research and reconfigure ne- sill sets ( )

/o dra- specific outlines of competencies ( )

/o identify control standards ( )

/o ensure optimum and effecti+e use of human resources :DR

/o research and reconfigure ne- sill sets :CR

/o dra- specific outlines of competencies 9CR

/o identify control standards 8DR

35%

30%

20%

15%

0%

5%

10%

15%

20%

25%

30%

35%

Opti! "

e##e$tie

&'()

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- sill sets$ 9CR say that to dra- specific outlines of competencies and other 8DR say

that to identify control standards.


41/65

:. (10) planning is a strategic process that forecasts the demand for jobs in the

trategic organi5ation projects and anticipates the supply of -orers

%es ( ) &o ( )

%es CR

&o :CR

70%

30%

0%

10%

20%

30%

40%

50%

60%

70%

Yes No

CR 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 -orers

and other :CR say no.


42/65

;. 1uman resource planning is a continuous process

%es ( ) &o ( )

%es O9R

&o 8OR

82%

18%

0%

10%

20%

30%

40%

50%

60%

70%

80%

,0%

Yes No

Most of the respondents say that 1uman resources planning are a continuous process

and 8OR say no.


43/65

D. #ompany recruits internally or e>ternally.

Internally ( ) >ternally ( )

Internally ODR

>ternally 8DR

85%

15%

0%

10%

20%

30%

40%

50%

60%

70%

80%

,0%

I+te'+(**- E.te'+(**-

According to ODR 0espondents #ompany recruits internally and 8DR say that company

recruit e>ternally.


44/65


45/65

. 1uman resource planning most re4uired to large companies

%es ( ) &o ( )

%es ODR

&o 8DR

85%

15%

0%

10%

20%

30%

40%

50%

60%

70%

80%

,0%

Yes No

According to


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O. 10 Planning helps in recruiting people according to the set budgets

%es ( ) &o ( )

%es R

&o 9:R

77%

23%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes No

According to R 0espondents 10 Planning also pro+ide the basis for budgeting and

other 9:R say that it don7t pro+ide the basis for budgeting.


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H. /he main factor that increased attention to human resource planning

n+ironmental force globali5ation ( ) &e- /echnologies ( )

conomic #onditions ( ) #hanging -or force seem ( )

n+ironmental force globali5ation 9CR

&e- /echnologies DCR

conomic #onditions 89R

#hanging -or force seem 8OR

20%

50%

12%

18%

0%

10%

20%

30%

40%

50%

E+i'o+e+t E$o

Co+itio+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


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%es ( ) &o ( )

%es CR

&o :CR

70%

30%

0%

10%

20%

30%

40%

50%

60%

70%

Yes No

According to CR 0espondents 10P is a time consuming e>pensi+e process and :CR

respondents say no.


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CHAPTER -

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 mae a big difference -hich ultimately help to achie+e the targets

according to +ision$ mission$ goals and objecti+es.

8. /he procedure follo-ed in the organi5ation for 1uman 0esourse Planning is

effecti+e enough to attract the efficient candidates.

9. #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.

D. #ompany uses ne- technology time to time -hich contribute most to increase

attention to human resource planning


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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 mae 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


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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 taen 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.


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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 taing 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$

-orforce 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+ertaen 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. Indeedone might say that it is the essential characteristic of a -ellEmanaged enterprise. 10


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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.


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ANNE3URE

;I;LIOGRAPHY

;?% R$=$'$#$

ubba 0ao 1uman 0esourse Management

. Ash-athapa. Personnel management. 1uman 0esource Management

#.0.othari$ 0esearch Methodology

0.. '-i+edi . Personnel management.

/ . &. #habbra 1uman 0esourse Management

$9%*8$% R$=$''$:

---.hr.guide.com

---.I!#.com

---.-iipedia.com
http://www.hr.guide.com/http://www.bilt.com/http://www.wikipedia.com/http://www.hr.guide.com/http://www.bilt.com/http://www.wikipedia.com/


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UESTIONNAIRE

&ame F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT

Age F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT

Address F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT

Phone no. F TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT

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 ( ) &o ( )

=9. 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- sill 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 -orersN%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 ( )


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=


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CHAPTER-1

INTRODUCTION


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CHAPTER-2

LITERATURE REIE


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CHAPTER-

RESEARCH METHODOLOGY


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CHAPTER-4

DATA ANALYSIS&

INTERPRETATION


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CHAPTER-

FINDINGS


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SUGGESTIONS


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LIMITATION

OF

THE STUDY


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CONCLUSION


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ANNE3URE

Documents

ISGEC(Human Resource Planning) JMIT