HUMAN RESOURCE PLANNING

CONTENTS Chapter-1GENERAL INTRODUCTION02Chapter-2INTRODUCTION TO THE PROBLEM08Chapter-3PROFILE OF THE COMPANY 10Chapter-4THEORITICAL PERSPECTIVE 27Chapter-5RESEARCH METHODOLOGY 48Chapter-6DATA ANALYSIS Chapter-7FINDINGSChapter-8LIMITATIONSChapter-9CONCLUSION & RECOMMENDATION Chapter-10APPENDIX CHAPTER 1 GENERAL INTRODUCTION AND INDUSTRIAL BACKGROUND CHAPTER 1: GENERAL INTRODUCTION Planning is very important in our everyday activities. Organizations that do not plan for the future have less opportunities to survive the competition ahead. Quoting Mondy et (1996) they define it as a systematic analysis of Human Resource needs in order to ensure that correct number of employees with the necessary skills are available when they are required. Practitioners should bear in mind that their staff members have their objective they need to achieve. This is the reason why employees seek employment. Neglecting these needs would result in poor motivation that may lead to unnecessary poor performance and even Industrial actions. Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly. Planning is a process that have to be commenced form somewhere and completed for a purpose. It involves gathering information that would enable managers and supervisors make sound decisions. The information obtained is also utilized to make better actions for achieving the objectives of the Organization. There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. HR planning makes the organization move and succeed in the 21st Century that we are in. Human Resources Practitioners who prepare the HR Planning programme would assist the Organization to manage its staff strategically. The programme assist to direct the actions of HR department. The programme does not assist the Organization only, but it will also facilitate the career planning of the employees and assist them to achieve the objectives as well. HR Planning forms an important part of Management information system.HR planning have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation. It becomes very critical when Organizations merge, plants are relocated, and activities are scaled down due to financial problems. Poor HR Planning and lack of it in the Organization may result in huge costs and financial looses. It may result in staff posts taking long to be filled. This augment costs and hampers effective work performance because employees are requested to work unnecessary overtime and may not put more effort due to fatigue. If given more work this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the Organization. Employees are put on a disadvantage because their live programmes are disrupted and they are not given the chance to plan for their career development INDUSTRIAL BACKGROUND INFORMATION TECHNOLOGY IT is the area of managing technology and spans wide variety of areas that include but are not limited to things such as processes, computer software, information systems, computer hardware, programming languages, and data constructs. In short, anything that renders data, information or perceived knowledge in any visual format whatsoever, via any multimedia distribution mechanism, is considered part of the domain space known as Information Technology (IT). IT professionals perform a variety of functions (IT Disciplines/Competencies) that range from installing applications to designing complex computer networks and information databases. A few of the duties that IT professionals perform may include data management, networking, engineering computer hardware, database and software design, as well as management and administration of entire systems. Information technology is starting to spread farther than the conventional personal computer and network technology, and more into integrations of other technologies such as the use of cell phones, televisions, automobiles, and more, which is increasing the demand for such jobs. GROWTH OF IT SECTOR IN INDIA The Indian information technology (IT) industry has played a key role in putting India on the global map and is now envisioned to become a US$ 22 billion industry by 2020. According to a research report published by National Association of Software and Service Companies (NASSCOM), ‘IT-BPO Sector in India: Strategic Review 2011,’ the sector is estimated to aggregate revenues of US$ 88.1 billion in 2011, with the IT software and services sector accounting for US$ 76.1 billion of revenues. The report estimates export revenues to gross US$ 59 billion in2011 and contribute 26 per cent as its share in total Indian exports employing around 2 million employees. Within exports, IT Services segment was the fastest growing segment, growing by 22.7% over 2010, and aggregating export revenues of US$ 33.5 billion, accounting for 57% of total exports. OUTSOURCING IN INDIA India is a preferred destination for companies looking to offshore their IT and back-office functions. It also retains its low-cost advantage and is a financially attractive location when viewed in combination with the business environment it offers and the availability of skilled people. Outsourcing to countries such as India can give you access to cost-effective services. The same services with the same level of quality are offered in India for a much lower cost! This cost-advantage has increased the number of services that are being offered to India. Services such as call center services. MAJOR AGREEMENTS IN IT OUTSOURCING ,[object Object]

Information technology (IT) services and solutions provider Patni Computer Systems has signed a five-year contract worth over US$ 32.09 million with UK-based IT services provider 2e2. Patni will provide a range of support services to 2e2's end-user clients and in-house support services.

First source Solutions, a Mumbai-based business process outsourcing (BPO) provider, has announced a five-year outsourcing partnership with Barclaycard, the UK-based credit card and consumer lending business of Barclays PLC.

Vertex, a global customer management outsourcing (CMO) and business process outsourcing (BPO) company, has announced a joint venture with Shell Tran source to address the domestic BPO market. Vertex will own over 70 per cent in the joint venture, with Shell Tran source holding the rest.

Patni Computer Systems has secured outsourcing engagements from the Scandinavian insurance company Codan Group and the UK-based Serco Learning.

Tata Consultancy Services Ltd (TCS) has announced the launch of its first BPO centre in the Philippines. This is also the firm's first BPO centre in the South-East Asian region.THE TEN IT COMPANIES IN THE WORLD CompanyRevenues 2009HP116.245Samsung75.531IBM74.933Microsoft61.159Nokia59.042Dell53.585Fujitsu50.662Fox conn44.573Toshiba40.057Cisco36.633 Chapter 2 INTRODUCTION TO THE PROBLEM CHAPTER2: INTRODUCTION TO THE PROBLEM TITLE OF THE PROJECT: Human resource planning STATEMENT OF THE PROBLEM: To know the human resources planning process of Virtela India Pvt. Ltd. PURPOSE OF THE STUDY: ,[object Object]

To distinguish between theoretical prospective and practical aspectOBJECTIVE OF THE STUDY: ,[object Object]

To understand the impact of good human resource planning in achieving the organization’s goals.

To understand the role played by the human resource planner.SCOPE OF STUDY: ,[object Object]

It aims to understand the methods used by the company in the area like the forecasting , work analysis .Chapter 3 PROFILE OF THE COMPANY CHAPTER 3: PROFILE OF THE COMPANY ABOUT THE COMPANY Virtela is the world's largest independent managed network, security and cloud services company providing award-winning services, including MPLS and IP Virtual Private Networks (VPNs), Security, Remote Infrastructure Management, and Application Acceleration, to midmarket and Fortune 500 customers globally. The unique model integrates best-of-breed technologies and the best local, regional and global networks, through our partnerships with over 500 carriers, to offer unparalleled geographic reach in over 190 countries. Virtela is the single point of contact for expert IT infrastructure design, implementation and 24x7 proactive monitoring and management worldwide. Midmarket and Fortune 500 companies worldwide trust Virtela for the networking, security and mobility needs. It offer services that allow customers to do the following: Connect their offices globally Secure their enterprise network and applications Make applications run faster Securely connect remote users Manage and maintain current network and security infrastructure Virtela aggregate and integrate hundreds of the best access and backbone infrastructures around the world through our own Regional Policy Centers (RPCs). This makes it possible for a single service provider, to provide communication services anywhere in the world. As the foundation of multi-carrier Global Service Fabric the RPCs deliver optimal performance, resiliency and reach. Virtela is headquartered in Denver, Colorado, USA with Network and Security Operations Centers in Denver; Mumbai, India; and Manila, Philippines’ Corporate Conscientiousness Extending from the virtual world into the real world . Virtela is working toward a greener, cleaner world by providing the infrastructure for enabling environmental improvements throughout the global economy. The very foundation of its business enables enterprise networks to expand and adapt with the latest technologies without needless consumption of non-degradable products. Products that would otherwise end up in land fills . Virtela corporate citizenship reflects both its brand and values by addressing some of society's most complex problems with business and technology innovation that is responsible at every level. A true advocate of positive change, Virtela develops meaningful internal programs that encourage employees to live environmentally friendly lifestyles at work, while at the same time giving back to their communities. Participating in strong causes such as Habitat for Humanity, local recycling efforts, and work-at-home programs .. As a business, Virtela will continue to deliver innovation that matters for their clients. As a global enterprise ,it value innovation that positively affects not only their employees and families but also the world around us. Management Team The Virtela executive team combines world-class technology, consulting and managed services expertise with award-winning, multinational savvy gained at BT Infonet, Equant, Qwest, Sprint, UUNet, IBM and other industry leaders. This diverse and experienced management team directs and executes Virtela's market strategies, technical initiatives and guides the company's fast-paced growth. President and CEO - B.V. Jagadeesh Senior Vice President, Marketing and Product Management - Mark Weiner Senior Vice President, Engineering and Operations - Ted Studwell Vice President, Cloud Architecture and Services - Ron Haig CTO and Vice President, Network Consulting Services - Jian Li Vice President of Sales - Matthew DiMarsico Vice President of Marketing - Liza Adams Vice President, Security and Systems - Mark Hansard Vice President, Global Access Strategy - Andy Funk , Vice President of Finance and Controller - Gary Schlisner General Manager of Finance, Virtela India - Suhas Desai Vice President, Corporate Communications - Jane Morrissey PRODUCT AND SERVICES Product and services of Virtela are broadly classified into networking & security services. ,[object Object]

Application acceleration services

Remote infrastructure services

Remote infrastructure management

Virtela enterprise services (ESC)

Virtela view online customer portal servicesVirtela Enterprise Services ,[object Object]

It enable seamless communications around the world, Virtela implemented a wholly different cloud architecture. Virtela ESC has a breakthrough architecture that is open at every level, locally distributed around the world, and optimized for virtual devices to support various applications, including delay-sensitive applications. These innovations unlock exponential benefits for enterprises faced with supporting increasingly distributed workforces that need fast and secure access to increasingly centralized applications from anywhere in the world. Additionally, many companies often face decreasing IT budgets and staff. Virtela ESC frees the enterprise from common cloud constraints: closed platforms that tie services to a single network provider, centralized models that are inefficient for delay-sensitive applications, and "rack and stack" approaches that remain complex, costly and cannot scale with enterprise demand.

CUSTOMER PORTAL SERVICES VirtelaView is a secure, web-based Customer Network Management System (CNMS). Through a user-friendly interface, VirtelaView allows customers to monitor, modify and report on their Virtela-provided Virtual Private Network (VPN) and application services from anywhere in the world. VirtelaView provides customers with real-time network access, allowing them to remain informed and in control of their networking solution. Key Benefits: Web-based Customer Network Management System (CNMS) Real-time Visibility and Control of Network Performance Secure Access Via Any Internet Connection Easy Turn-Up and Management of Remote Access Ability to Order and View Status of Additional Services Built-in, Industry-standard Security 24x365 monitoring and support THE INCREASE IN REVENUES OF ENTERPRISE CLOUD SERVICES 2015 Virtela’s top infrastructure priorities of 2011 It always strives to provide the best service and support to enterprise businesses worldwide. Market feedback, such as those gained from the survey, has consistently guided the service development, launch and operations efforts. As a result, the fastest growing companies like Honeywell, Paramount, Shaklee, IBM, Kodak and All State continue to trust Virtela for their global networking, security and cloud needs. SERVIES USERS OF VIRTELA Awards & Recognition in the year 2011 2011 Stevie Award for Customer Service Department of the Year Virtela was named a finalist for quot;
Customer Service Department of the Yearquot;
in the 5th annual Stevie Awards for Sales and Customer Service. For the second consecutive year, Virtela was selected in the IT and Telecommunications category for delivering exceptional service and support to its enterprise customers worldwide. More than 800 entries from organizations of all sizes, in virtually every industry, were submitted to this year's competition. Awards & Recognition in the year 2010 2010 World Communication Awards Virtela received the Highly Commended honor for Best Managed Service, and was named a finalist for Best Global Operator. The WCAs recognize the companies who are driving the leading innovations and breakthrough new services in the communications industry. 2010 Silicon India si100 Virtela was named to the si100 2010, an annual list of the top 100 technology companies founded and managed by Indians in the U.S. Winners are chosen by a panel of Indian CEOs and CIOs of public companies, venture capitalists, analysts, founders of VC-funded companies and the silicon India editorial board. 2010 Apex Award Winner - Technology Service of the Year Virtela won the Technology Service of the Year Award for its Enterprise Services Cloud (ESC) and Cloud-based Application Acceleration Service innovations. The CSIA Apex Awards recognize outstanding accomplishments and leadership by Colorado's advanced technology industry Awards & Recognition in the year 2009 2009 SiliconIndia si100 Virtela was named to the si100 2009, an annual list of the top 100 technology companies founded and managed by Indians in the U.S. Winners are chosen by a panel of Indian CEOs and CIOs of public companies, venture capitalists, analysts, founders of VC-funded companies and the siliconindia editorial board 2009 Telecoms World Awards Finalist Virtela was named a finalist for Best Managed Service by the Telecoms World Awards, Middle East. These awards recognize and celebrate the companies that have demonstrated an unparalleled ability to succeed and continually set standards of excellence in the telecommunications industry. . Awards & Recognition in the year 2008 The World Communication Awards 2008 Finalist Virtela Communications is a 2008 finalist for The World Communication Awards in the Best Managed Service category. WCA recognizes the companies and individuals responsible for the innovations, achievements and great new services that are helping to build tomorrows industry . AlwaysOn Global 250 Virtela Communications has been chosen by Always On as one of the 2008 AO Global 250 Winners. Inclusion in the AO Global 250 signifies major developments in the creation of new business opportunities in the global technology industries. Virtela was specially selected by the AlwaysOn editorial team and other industry experts spanning the globe, based on a set of five criteria: innovation, market potential, commercialization, stakeholder value, and media buzz. . Awards & Recognition in the year 2007 American Business Awards For the third consecutive year, Virtela was selected as a finalist in the annual American Business Awards. This year, the company was recognized in the quot;
Best Customer Service Organizationquot;
category for its unique approach to customer satisfaction that set it apart from more than 2,000 entries. Awards & Recognition in the year 2006 American Business Award For the second consecutive year, Virtela was named a Finalist in the annual American Business Awards in the Best Product or Service category, for Virtela's Remote Monitoring and Management (RMM) service. Customer Quotes quot;
I didn't realize that I'd need a seatbelt; everyday tasks like mapping drives and querying folders on remote servers are smokin' fast-easily 25 times faster with Virtela's application acceleration service. Virtela has radically improved one of our most critical business applications, which puts the latest sales and operational data in the hands of the management team twice daily, shaving the process by two hours a day. That's clearly accelerating our ability to make key business decisions.quot;
 quot;
Virtela was the clear choice for three key reasons: value, relationship and service commitment. Virtela had the best value proposition of the 10 service providers we evaluated. Moreover, they invested a lot of time to develop a strong relationship and were willing to commit to very high service levels.quot;
 quot;
We evaluated all the major global service providers and Virtela met our exhaustive requirements. Virtela uniquely gives us a single face for all network implementation and management, with a flexible broadband network solution that delivers greater reach, performance and savings. Industry Quotes quot;
Virtela ESC is doing for enterprise networking, security and mobility what Amazon EC2™ has done for storage and computing.quot;
 Virtela named one of the quot;
Cool Vendors in Network Servicesquot;
for Virtela's MPLS Service Fabric. Cool vendors quot;
offer technologies or solutions that are innovative, impactful and intriguing.quot;
 .quot;
quot;
Virtela poses a credible threat to facilities-based providers due to their focus on the customer, redundant virtual networks and strong balance sheets quot;
Virtela is the first to go global on state-of-the-art WAN acceleration technology. Virtela has a 12 to 18 month lead over most MSPs.quot;
 4. Chapter THEORETICAL PERSPECTIVE HUMAN RESOUCE PLANNING INTRODUCTION Human resources planning refers to classic HR administrative functions, and the evaluation and identification of human resources requirements for meeting organizational goals. It also requires an assessment of the availability of the qualified resources that will be needed. Human resources planning should be a key component of nearly every corporation’s strategic business planning. To ensure their competitive advantage in the marketplace, organizations must implement innovative strategies that are designed to enhance their employee retention rate and recruit fresh talent into their companies. Effective human resources planning strategies are those that include having sufficient staff, with the right mixture of talent, and who are in the appropriate locations, performing their jobs when needed. It moves beyond the traditional role of human resources as primarily an administrative control function. In today’s corporate environment, it is viewed as a valuable component for adding value to an organization. Both employees and the company will often realize many benefits of planning over the long-run. The significance of strategic human resources planning can become obvious very quickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked like a smart and necessary move to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings. WHAT IS HUMAN RESOURCE PLANNING ? Human resource planning has traditionally been used by organizations to ensure at the right person is in the right job at the right time. Under past conditions of relative environmental certainty and stability, human resource planning focused on the short term and was dictated largely by line management concerns. Increasing environmental instability, demographic shifts, changes in technology, and heightened international competition are changing the need for and the nature of human resource planning in leading organizations. Planning is increasingly the product of the interaction between line management and planners. In addition, organizations are realizing that in order to adequately address human resource concerns, they must develop long-term as well as short term solutions. As human resource planners involve themselves in more programs to serve the needs of the business, and even influence the direction of the business, they face new and increased responsibilities and challenges. Importance of Human Resource Planning The Human Resource Department of a business has responsibility for many aspects, including Recruitment & Selection, Training and Wage Bargaining, however within all organisations one of the most important tasks performed, which encompasses all of the above issues, is that of Human Resource Planning, also known as Workforce Planning or Manpower Planning. All three titles refer to the process by which a business seeks to ensure that it has 'the right people, in the right numbers, with the right skills now and in the future'. It has been argued that Human Resource Planning is broader in its strategic perspective than the operational emphasis of Workforce or Manpower Planning, rather like the comparison drawn between a Human Resource Department and a Personnel Department, however for the purposes of this article we shall not differentiate. Human Resource Planning is vital to the success of businesses in today's rapidly changing IMPORTANCE OF HUMAN RESCOURCE PLANNING ,[object Object],HR planning helps the organization as a whole forecast future conditions and develops objectives for the human resource programs to meet the organisation needs. It allows managers to anticipate change as well as provide strategic methods for addressing present and anticipated workforce issues. Changes in skills, competencies, and key positions can be anticipated as a result of retirements and natural attrition. ,[object Object],Human resources are expensive. The higher the percentage of the budget comprised of human resources-related costs, the more important is the need to plan. The cost of employee turnover, replacement, retraining, and retention further increases these costs. HRP can reduce these costs by ensuring more efficient and effective recruitment, training, and retention. It also provides other benefits such as background information for position management and succession planning; better identification of training and development needs for the long-term; linkage of training with performance goals; more cost effective programs; more useful information on EEO and workforce diversity. ,[object Object], HRP provides a clear rationale for linking expenditures for recruitment, training, employment development, retention, and other human resource programs. The Government Performance and Results Act of 1993 focus on the outcomes and results organizations expect to accomplish. Improvements in skills, personnel, and procedures will assist organizations in achieving goals. ,[object Object],Impacts the type of work being performed and/or how the work is being performed. HRP will help to identify work that can be contracted to the private sector (outsourcing) and opportunities to delayer management. Automation will continue to have a profound impact on the way we do business. It will enable us to conduct our business with ever increasing efficiency. Advances in computer hardware and software will allow us to extensively use interactive and intelligent systems. Major changes to the personnel data system, office processes, and training methods can be expected. Essential Organizational Elements In order to achieve the optimum human resource planning the following have been identified as being essential organizational elements that provide a framework for effectively carrying out HRP activities : Organizational Readiness to do HRP. Top management support. Accountability at all levels. Integration of other planning processes with HRP. A simple, systematic and well-documented process. Functional Considerations Human resource planning requires two important functional considerations : Planning Time Frame : ,[object Object],Planning Levels ,[object Object]

A HRP model should provide flexibilit This includes the flexibility to determine planning levels that make managerial sense and support strategic plans objectives. The size of an organization, how it is organized, how programs are managed, and budgeted, all will impact on workforce-planning levels.HUMAN RESOURCE PLANNING PROCESS The aim of HR is to develop a good understanding of the key drivers that may affect the future supply and demand for labour for the organisation. This involves scanning the internal and external environments to identify factors that may impact on the workforce. The key elements of the model are: Workforce Analysis – involves establishing a clear understanding of the department or agency’s direction and external environment, and analysing the internal and external factors that influence labour supply and demand Forecast Needs – involves identifying changes to the service delivery and labour force requirements of the department or agency. Analyse Gaps – involves comparing current and future requirements to identify gap ,[object Object],Implement Strategies – involves the execution of specific programs and projects to develop and maintain the workforce capability and capacity THE STEPS INVOLED IN HUMAN RESOURCE PLANNING WORK FORCE ANALYSIS The aim of Workforce Analysis is to develop a good understanding of the key drivers that may affect the future supply and demand for labour for the organisation. This involves scanning the internal and external environments to identify factors that may impact on the workforce. Analysing the organisation's demand for and supply of labour involves the following activities : ,[object Object]

Analysing internal and external labour force

Reviewing organisation direction and external environmentThe first activity involves the analysis of the business model/organisational plans in order to understand the internal and external factors that will influence the organisation’s future needs (or demand) for labour. When reviewing the organisation’s direction, the aim is to develop a good understanding of the future mission, vision, business plans and goals of the organisation, and the implications this may have on the workforce. Valuable information can be obtained through facilitated workshops or interviews with senior leaders and/or line managers. Understanding the organisation's direction will allow an organisation to identify: Key workforce segments critical to achieving the organisation's strategy and mission; The behaviours and skill characteristics required by these workforce segments; Assumptions about future demand for services; and The key segments of the workforce that would be the most costly to lose. The external environment needs to be scanned to identify any factors and trends that may impact on the organisation’s direction and its workforce. The environmental scan looks at trends and external forces across a range of factors. Tools used to conduct an environmental scan include: STEEP analysis – consideration of demographic, social/cultural, technological, environmental, economic and political/legal factors; and SWOT analysis - a review and analysis of the organisation's internal and external strengths, weaknesses, opportunities and threats ANALYSING ORGANISATION DIRECTION Mission, vision and value statementsBalanced scorecardsStrategic business plansWork practices and workflowsBudget forecastsPlans for new projects and technologyAnnual reportsExternal and internal service agreements and contracts CONDUCTING ENVIRONMENTAL SCAN Demand for and supply of workers in key occupational fieldsEducational institutions’ enrolments and specialitiesEmerging occupations and competenciesClient or customer survey informationNet migration patternsTechnology shiftsRetirement and ageing workforce trendsWork hours and employment typeWorkforce participation trendsDesirability of key geographic areasInterest and inflation ratesUnemployment rates Analysing internal and external labour forces The next activity involves the analysis of the internal and external labour markets, in order to understand the factors that will influence the supply of future labour for the organisation. Analysing the internal and external labour force will enable an organisation to identify: The composition, characteristics and supply of current labour for the organisation (from internal and external sources); and The type of jobs and skills available internally and externally. Analysing the organisation's internal labour supply, involves the identification of the characteristics, composition, competencies and workload of the current and future available workforce. The analysis of the internal workforce also needs to consider the organisation's reliance on the contingent workforce, which includes consultants, contractors, agency staff, temporaries and casuals. Internal workforce information can be collected through a range of quantitative and qualitative methods that include: Competency assessments – surveys of managers and employees; Workload data – line managers complete reporting templates with instructions and formulas on how to calculate workload; and Workforce data – personnel records and human resource systems. Analysing the external workforce and labour market data enables an organisation to understand the potential future and current labour supply issues and conditions, and to build these into workforce planning strategies. Monitoring external labour market changes ensures that: Sufficient numbers of replacement staff are available to cover separation and growth; The contingent workforce relied upon by the organisation is maintained at adequate levels; and Intelligence is gathered to contribute to the decision of whether the organisation “builds or buys” specific workforce skills and numbers required. INTERNAL HUMAN RESOURCE Demographic dataTrend data (for a historical picture)Number of employees, FTE and headcountResignation/separation/turnover ratesJob classification/occupationRetirement patterns/ratesSalary levelVoluntary separation ratesAge distributionLeave patterns (sick leave, long service,family/parental leave)Gender breakdownRecruitment and vacancies patternsNationality and diversity characteristicsPromotion and transfer patterns (Education level/qualificationsOther data relevant to organisation Employment status Skills gapsEmployment type Tenure (indication of level of experience and how old skill set is in FORECAST NEEDS The key aim of this element is to identify the workforce that will be needed to accomplish the organisation's future mission and work requirements. This information is then documented to develop a Future HR Profile ,[object Object],Understanding future work requirements Forecasting future work requirements involves identifying the type of work that will need to be performed to meet future organisational goals, as well as how it will be performed. Inputs to identifying future work requirements for the organisation include: Organisational business plans and vision; and Current workforce profile (including competency levels, composition and numbers). ,[object Object],TECHNIQUIES WHEN TO USEFocus GroupSmall group facilitated discussion enables anecdotal evidence to be obtainedHighly specialised fields, to gain information quicklySurveyEmployee surveys of intentions can help predict likely outcomes and identify impending changesBest conducted on a regular basis to obtain trends, high reliabilityDelphi techniqueDraws together subject matter experts and engages them in assessing likely impacts and their assessments of future directions and trendsSpecialised area, to obtain senior inputForce field analysisSmall group brainstorm force field analysis to identify forces that promote and resist changeSignificant external barriers presentScenario planningNarrative statements of possible futures for the organisationLack of clarity and ambiguity of futu Identifying future competencies Having identified the future work that needs to be done, the next activity is to identify what competencies employees will need to carry out the work. Competencies can be defined organisationally or on an individual basis. Identifying competencies on an organisational basis provides a means of pinpointing the most critical for organisational success. The set of competencies that describes the ideal workforce of the future are then captured within the Future HR Profile. This set of competencies provides management and staff with a common understanding of the skills and behaviours that are important to the organisation. They become a critical piece of information for Human Resource processes like recruitment, employee development and performance management. Developing forecasting models Forecasting models can be used to assist with identifying future workforce needs. The decision to use forecasting models within a workforce planning exercise depends on the level of complexity, accuracy and scope required. Forecasting Models use mathematical and statistical techniques to simulate different organisational scenarios. The models allow the exploration of the relationship between different human resource issues and how variations in one component will have an effect on the workforce under review. Forecasting model descriptionEquilibrium ModellingLooks at actual numbers and assumes that over time no change will occur within the system. The benefit of this approach is that it provides baseline data from which changes can be assessedNetwork Flows MappingAttempts to predict employment outcomes such as retirement, lateral movement, promotion etc, based upon their links with other employee characteristics such as salary, skill, age, sex, etc. These movements are expressed as probabilities and enable a “what if” type of analysis to be undertakenChange ForecastingAttempts to forecast employee flows by looking at past practices. This information is used to project the future availability of employees whilst making allowances for potential organisation change. The statistical methods employed are predominantly probability and regression analysisOptimisation ModelsAttempt to identify an “ideal” position or set of future goals using complex statistical techniques such as linear and goal programming. They rely heavily on the integration of workforce planning with strategic or corporate planning Developing forecasting assumptions and scenario building In order to make forecasting more realistic, a range of assumptions concerning the future can be developed and incorporated into different scenarios. Each scenario depicts a different future state and helps the organisation predict and envision future changes and what impact they will have on the workforce. Depending upon the size and complexity of the scenario, they can be used to propose possible intervention strategies such as policy changes or increases/decreases in staffing levels and finances. ANALYSING THE GAP Having identified the future workforce required and analysed the current workforce, the next element involves analysing the gap between the two. Gap analysis involves the following three activities: Identifying and analysing gapsPrioritisation of workIdentifying potential directions for action Identifying and analysing gaps Analysis of the current versus the future profile may show one of the following: A short fall (when projected supply is less than forecasted demand) which indicates a future shortage of needed employees or skills. Effective strategies, such as recruitment, training and succession planning will need to be developed and implemented. A surplus (when projected supply is greater than forecasted demand) which indicates a future excess in some categories of employees. The surplus may represent occupations or employee skills that will not be needed in the future, or at least not be needed to the same degree. Retraining, transfers or separation incentives are a few examples of strategies to address surplus situations. Prioritisation of work Having identified the existence and nature of the gaps or surpluses, they need to be prioritised according to those that are most critical to the organisation and the delivery of future goals. Separating operational short-term and strategic long-term issues is helpful in determining priorities. Completing a risk assessment of the gaps enables an organisation to identify strategic high risk areas. This means that all significant risk factors that could prevent the successful achievement of the organisation’s objectives and performance targets are well understood and managed Identifying potential directions for action The next activity involves the identification of potential actions to address the prioritised gaps. Short and long-term actions across HR and organisational processes need to be considered, and linked to business plans. Understanding the reason for the gap will assist with identifying potential directions for action. Assessing whether it is due to a skill gap (currently non-existing skills), skill surplus, or attraction and retention issues, will help identify the most appropriate actions to implement. development of strategies Having identified and prioritised the gaps between the current and future workforce profile, the next element of workforce planning involves the development of strategies to address these gaps and surpluses. These strategies need to be linked to the workforce plan and the organisation's business plans. Strategy development involves the following activities: Strategy formulationEstablishing the case for changeEstablishing success criteria Strategy formulation A broad range of strategies and actions need to be considered and developed by departments and agencies. Improve attraction and recruitment strategies Increase labour supply in selected areas Target investment in staff development Improve the public sector’s agility in employment practices Improve participation and retention in high risk work categories Improve workforce planning governance and capability. ,[object Object]

Establishing the case for change is critical for the success of any planned strategies and changes. It creates the sense of urgency required to get support and co-operation from key stakeholders within the organisation. Senior management need to understand the issues and what needs to be done so that they support and champion workforce planning and change efforts.The business case needs to address the following issues: The issue or problem; What needs to be done and why; The risks to the organisation if action is not taken; An outline of the proposed strategies and actions; The options considered and the rationale for choosing the proposed solution; The proposal’s relationship to other existing policies, processes, programs; What the proposed strategies/actions will deliver for the organisation, in terms of benefits and return on investment; The associated costs and resource implications for implementing the strategies (in the form of a cost/benefit analysis) Establishing success criteria Success criteria are objective measures used to assess how well the project’s objectives have been achieved (in terms of outputs and educational outcomes), and how well the project itself has run. The success or otherwise of planned actions or strategies implemented can only really be assessed if success and evaluation criteria are set up prior to the implementation. The evaluation of human resource interventions is an imprecise activity, with inter-related variables impacting on the success or otherwise of strategies/programs, as well as the difficulties with measuring in a pure sense. Whilst projects, by definition have defined outputs, the outcomes may take time to manifest themselves (eg. as improved performance on assessment tasks, better retention rates, etc). Hence evaluation will need to continue into implementation and beyond. Implementing the strategies The next element of workforce planning involves implementing the strategies and action plan developed to address the organisation’s gap in current and future workforce needs. Implementing strategies involves the following activities: Execution of strategies When implementing workforce planning strategies the fundamentals of good project management need to be applied: Ensure organisational buy-in and support is obtained, as executive level support for the workforce strategies is vital; Clarify roles and responsibilities in implementing strategies and actions. This includes identifying who is involved in implementing what, and where co-ordination among different parts of the organisation or with different agencies is needed; Develop project plans for the implementation of each workforce strategy. This also involves establishing budget and resource requirements, timelines and milestones for key deliverables and stages; Developing a change management strategy Workforce planning requires all stakeholders in your organisation to seriously consider change, and understand that the process of change has to be managed and planned. The Change Management Strategy needs to be designed specifically for the unique characteristics of the change itself and the attributes of the organisation. Implementing change requires: The strategic significance of the change to be highlighted – create a sense of urgency; A vision for the change to be clearly formulated and articulated – layout the plan; Obtaining leadership, management and employee support – create a guiding coalition; Communication throughout the organisation to explain what the change will look like for all stakeholders going forward – celebrate short-term wins; and Monitoring of the change and impacts on the workforce – keep the momentum going Align workforce planning strategies with organisational values and culture Strategies developed to implement the workforce plan need to reinforce the required future values and culture of the organisation. Aligning workforce planning with organisational values and culture assists with achieving a number of important workforce planning objectives. A well developed and articulated culture assists: Attraction, as it defines the “Employer value proposition” element of the employment brand for the organisation; Recruitment, as it guides key selection criteria to maximize the prospect of organisational fit; Development, as it guides managers and staff to make better decisions about learning and development interventions; and Retention, as it provides a mechanism for continued alignment between organisational and employee values. Chapter 5 RESEARCH METHODOLOGY CHAPTER 5: RESEARCH METHODOLOGY 5.1 RESEARCH METHODOLOGY The method used for data collection is “Survey Research”, which is Exploratory in nature. 5.2 Data Collection Procedure Sampling Method Universe: Corporate In MUMBAI Sampling Unit: Human Resource Manager was interviewed and questionnaires were used to get information from them. Size Of Sample: 10appointment / interviewed 7 Basis of Sampling: Convenient Sampling, area sampling and judgmental sampling. ,[object Object]

Primary Data : The information was obtained by means of the following tools for data collection: Direct Interview Method ,[object Object]

Observation methodData was collected through survey method by giving questionnaire to Miss. Shivani Ohol , human resource manager, Virtela India Pvt. Ltd. The questionnaire was carefully designed by taking into account the parameters of my study. The interview taken has been viewed . ,[object Object]

To conduct this research the target population was the HR manager, Who are conducting the performance appraisal process. ,[object Object]

After getting the appointments face to face interview was taken according to the questions mentioned in Questionnaire.

Accordingly the relevant data was collectedSecondary Data: ,[object Object]

It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study.

In other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process.An Interview with HR Manager of VIRTELA INDIA PVT. LTD In how many department is divided into ? Ans) There is no department as such we follow the vertical and horizontal structure. In hr we do have department as such Talent acquisition – Takes care of the recruitment process People connect group –Takes care of shared services i.e. medical, insurance , joining formalities . Talent management – Takes care of the training & development of the employees How many number of employees’ are currently working in your organisation & hr department ? Ans) In our organization around 185 empolyee’s are working, in hr department 10 employees are working. Are the employees recruited & selected separaely by the respective department head or all the requirements done by H.R.? Ans) No, by the H.R What methods are used by the recruiting in charge ? Ans) Technical test, Technical interview , HR round, final round which is done by the respective department head. What action are taken by the planner-in charge w hen there is a situation of - The requirements of employees’ is greater than supply . When requirements of employees is less than the supply. Ans ) The requirement of employee is greater than supply then we use it to build data-base for future requirement. The requirement of employees is less than supply we use the technique called restriction i.e. network engineer in Mumbai is falling short then expand to Pune so that recover the gap. How many people are involved in HRP, what are their role plays? Ans) There is no specific role assigned as HR planner, there is no specific people involved in HRP. HR does the achievements not the machines because HR finds the right people. How does your company carry out the work analysis ? Ans) Job element approach What is job element approach ? Ans) It uses the three point scale to rate the jobs. It the most simple method. How does your company carry out the workforce analysis? Ans) We collect information from the past records of their performance as an individual, decide on the evaluation process of performance, identify the problem , prepare a training chart. What are the things you focus on while doing the work force analysis of the organisation as a whole ? Ans) We focus on various of things while analysis the workforce of the organisation as a whole present situation –people working, norms- kind of people should be there in the our company, their motivation, their ability, their expectations and our organizational plan. How is HRP coordinated with HRD ? Ans) No separate teams as HRD or HRP. Planning done by respective heads & HR work along. Development is done by the performance review after the workforce analysis as informed before , found any weakness – then develop a plan – training calendar. How frequently is the work force analysis done ? Ans) Twice in year Can you reflect on mission, policies of your organisation,what methods do u adopt to align HRP with methods ? Ans) No, fancy mission at this stage, only objective and mission to grow from $25m turnover company to $85m turnover company. How do you forecast your future requirements of human resource ? Ans) Depending upon future projects, clients, new ventures, classify the employees according to their position and ouput, forecast demand & supply then the HR needs forecasted Do you opt for any data collection method for future-oriented work analysis? Ans) Interview method What are the various factor considered for environment scanning?. Ans) We consider mainly on the internal environmental factors , attrition rate factors , women participation , racial composition , ageing employees, , client demands, market trends, technology, job shifting. If there is access labour supply then, what steps r being taken ? Ans) We ask them to shift from that department and form a separate pipeline ,those people can be used for different projects. During recession how important the human resource planning was? Ans) During recession the human resource planning played a very crucial role. During recession we followed operation pinnacle. What is operation pinnacle ? Ans) Operational pinnacle was a technique used to reduce labour cost, many people were sitting idle, these people were taken & they form a benchmark, these benchmark were utilized for different operation. How important human resource planning is in today’s scenario? Ans) It is very important even yesterday, today & tomorrow .It is the basic for all business plans. Manpower helps in achieving those plans. Chapter 6 DATA ANALYSIS AND INTERPRETATION CHAPTER 6: DATA ANALYSIS AND INTERPRETATION After gathering sufficient information through primary and secondary sources I have been known into the following facts: ,[object Object]

It has being noticed that 25% of the organisation follows the traditional method of work force analysis. of the 65%organisation follows the morden method of workforce analysis.

10% of the organisation follows the other method of workforce analysis

DIFFERENT HUMAN RESOURCE DEPARTMENT IN ORGANISATION ,[object Object]

Only 10% of the organization have a separate HRP/WFP department.DATA COLLECTION METHOD USED BY ORAGANISATION’S It has been noticed that almost 40% of the organisation go for the questionnaire method. 30% of the organisation opt for the interview method. 18% of the organisation opt for the Scenario method. 12% of the organisation opt for the Cross impact method Chapter 7 FINDINGS CHAPTER 7: FINDINGS After gathering sufficient information through primary sources the following are the findings : The no of department in HR of Virtela India Pvt. Ltd Human Resource Talent managementPeople connect groupTalent acquisition Recruitment Selection Medical insuranceJoining formalitesTraining & development THE WORF FORCE ANALYSIS OF VIRTELA INDIA Pvt. LTD ON INDIVIDUAL BASIS COLLECT INFORMATION FROM THE PAST RECORDS DECIDE THE METHOD OF EVALUTION IDENTIFY THE PROBLEM PREPARE THE TRANING CHART THE WORK FORCE ANALYSIS OF VIRTELA INDIA PVT.LTD FOCUS ONREALITYPEOPLE PRESENTLY WORKING IN THE ORGANISATIONNORMSWHAT KINDS OF PEOPLE WORKING IN THE ORGANISTIONPLANSTOP-MANAGEMENT INTENTIONS & ORGANISAIONAL PLANS MOTIVATIONPEOPLE INTEND TO BECOMEABILITYIDENTIFY THEI PERSONAL QUALITIESEXPECTATIONSPLAN FOR FUTURE PERFORMANCE Chapter 8 RECOMMENDATION & SUGGESTION CHAPTER 9: SUGGESITIONS AND RECOMMENDATIONS Workforce planning is a key workforce management step for long-term survival in a situation where workers are aging or leaving, and business environments are constantly changing.You need to replace over aged workers and workers who leave. You also need to adapt to new business environments by getting people with needed skills. ,[object Object]

Assign specific roles for the Hr plannerAfter formulating HRP team virtela should try to align its mission & policies with HRP Virterla should adopt new scientific techniques to forecast its future workforce requirement Virtela can improve its evaluation process by supporting the organisation’s performance & goals Chapter 7 APPENDIX Bibliography:- Books:- ,[object Object], By:- David A Decenzo, Publisher:- Wiley. ,[object Object]

Publisher:-Prentice Hall C)Human Resource Management by Mirza S. Saiyadian Publisher:- Tata Mcgraw Hill

HUMAN RESOURCE PLANNING

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to HUMAN RESOURCE PLANNING

Similar to HUMAN RESOURCE PLANNING (20)

Recently uploaded

Recently uploaded (20)

HUMAN RESOURCE PLANNING