2.  Jimesh Joshi 32
 Suraj More 50
 Khan Aamir
 Sushant Bhaud 09

3.  Human Resource Planning could be expressed as a process by which the
management ensures the right number of people and right kind of people, at the
right place , at the right time doing the right things for which they are recruited and
placed for the achievement of goals of the organization.
 Human Resource may be regarded as the quantitative and qualitative measurement
of work required in an organization.
 Human Resource Planning aims at the continuous supply of right kind of
personnel to fill various positions in the organization.
 HRP is a continuous process.
 In the words of Colman, ―Manpower planning is the process of determining
manpower requirements and the means of meeting those requirements in order to
carry out the integrated plan of the organization‖

4.  According to Geister, ―Manpower Planning is the process including forecasting,
developing and controlling by which a firm ensures that it has the right number of
people and the right kind of people at the right places, at the right time doing work
for which they are economically most useful. Therefore, manpower planning consists
of projecting future man power requirements and developing manpower plans for the
implement action of projections‖.
 According to Dales.S.Beach, ―Human Resource Planning is a process of determining
and assuring that the organization will have an adequate number of qualified persons,
available at the proper times , performing jobs which meet the needs of the enterprise
and which provides at is faction for the individuals involved.‖

5.  Ensure optimum use of human resources currently employed
 Avoid imbalances in the distribution and allocation of human
resources
 Assess or forecast future skill requirements of the organization's
overall objectives
 Provide control measure to ensure availability of necessary
resources when required
 Control the aspect of human resources
 Formulate transfer and promotion policies

6.  HRP presents an inventory of existing man power of the organisation.
Analysis of this resource helps in ascertaining the status of the available
personnel and to discover untapped talent presently available with the
organisation.
 HRP helps in determining the short fall or surplus of the resource by
comparing the total resource needs with the present supply. It also
helps in projecting future HR needs.
 HRP is concerned with the initiation of various organisation
programmes depending upon the demand and supply of human
resources

7.  Listing or current human resources
 Assessing the context to which the current man power is utilized to the
advantage of the organizing.
 Planning out the surplus human resource, if any
 Analyzing the requirements of manpower in future in the light of
expansion plans, retirement of personnel etc.
 Making human resource forecast
 Designing training programme for different categories of human
resource.

8.  HRP helps in proper recruitment and selections of the right
type of people which are available for various positions in the
organization.
 HRP also facilitates designing of training programmes for the
employees to develop the required skills in them.
 HRP provides lead time for procuring personnel as the lead
time given is a time- consuming process.

9.  HRP results in reduced labour costs as it helps the management to anticipate shortages
and or surpluses or HR, and correct these imbalances before they become
unmanageable and expensive.
 HRP is the scientific way for planning employee development that is designed to make
optimum use of workers’ skills within the organization.
 HRP enables identification of the gaps of the existing HRs so that corrective training
could be imparted.
 HRP leads of improvement in the overall ―Business Planning‖ process. HRP helps in
formulating managerial succession plan as a part of there placement planning process.
 HRP leads to a greater awareness of the importance of soundman power management
through out the organization HRP serves as a tool to evaluate the effect of alternative
man power actions and policies.

10. The process of HRP involves the following steps:
 Determination of HRP objectives of HR planning
 Current HR inventory
 Demand Forecasting
 Job requirements
 Employment plan
 Training and Development programme

11.  Human resource planning analyzes an organization’s HR needs and
how to best fill them.
 Steps in the HR planning process:
Step 1 — review organizational mission, objectives, and strategies.
Step 2 — review HR objectives and strategies.
Step 3 — assess current HR needs.
Step 4 — forecast HR needs.
Step 5 — develop and implement HR plans.

13.  Government policies
 Level of economic development
 Business Environment
 Information Technology
 Level of Technology
 Natural factors
 International Factors

14.  Strategies of the Company
 Human Resource Policies of the Company
 Formal and Informal Groups
 Job Analysis
 Time Horizons
 Types of Quality Of Information
 Company’s production Operations policy
 Trade unions

15. Components of HRIS
 Input- Enter the data to manage HR i.e by whom when and in
what format.
 Storage –Storing and updating data in various files from time to
time
 Output-It is in two forms hard copy printed or a soft copy

16.  Inception of Idea
 Collecting the data
 Feasibility study
 Testing the system
 Selecting a project team
 Starting up
 Defining the requirements
 Running in parallel
 Vendo Analysis
 Maintenance
 Package Contract
 Evaluation
negotiation
 Training
 Tailoring the system

17.  Personal Administration
 Salary Administration
 Leave / absence Increase
 Skill Inventory
 Medical History
 Performance Appraisal
 Manpower Planning
 Recruitment and Carrier Planning

18.  Provide accurate and timely information
 to supply the required information by statutory
provisions
 Provide supply information in most cost effective way.

20.  No legal Obstacle
 Attractive financial compensation
 Flexibility
 Demerits of VRS
 Fear and Insecurities s among employees
 Spoil reputation of the company
 Appose from trade unions

21. Advantages of outsourcing-:
 It Offers Cost Effective Selection
 It allows management to focus more on core business
 It gets more accurate and timely information
 No need to invest in the latest technology
 It avoids Duplication and makes easy and quick access
to information.

22. Termination-It means to relieve the employee from
their services.
 Lay off-inability of an employee to give employment to a workmen
 Suspension-Punishment usually imposed upon an employee for breaking
rules
 Discharge or Dismissal-termination of the employee due to excessive
abseentism
 Resignation-termination of the employment by the employee

23. Downsizing-It means elimination of certain jobs with
a view to have a greater efficiency
Role of HR in downsizing
 Manager have to decide who is to be made
redundant, where and when.
 Have programme’s to help the laid of employee
 They have to convince trade union
 They must ensure proper communication to
minimize the negative effects of rumors

24. There are several forms of separation:-
 Resignation
 Dismissal
 Death
 Suspension
 Lay Off
 Retrenchment
 Retirement

25. Sub-Contracting
There are several alternatives to recruiting and hiring
employees directly. The first is to use temporary
workers obtained from a temporary help agency. The
second is employee leasing.

26. Types of Promotion:-
Horizantal Promotion
An increase in responsibility and pay with the change in
the designation
Vertical Promotion
There is a Change in the status, responsibilities pay
and job classification
Dry Promotion
Means an increase in responsibility and status, without
any increases in pay or other financial benefits

27.  Put the employee in a position where he will be of greater value of
the company
 To develop competitive spirit
 To develop internal source of employee
 To promote employee self-development
 To build up a morale,loyalty and a sense of belongingness
 To promote employee interest in training and development
 To build royalty

28. Need of transfer
 To meet organizational needs
 To satisfy employee needs
 To better use employee
 To adjust the workforce
 To provide relief
 To punish employee
 To accommodate family related issues

29.  Since Nike developed Human Resources Management (HRM) training to strengthen
contract manufacturers' HRM systems and support lean manufacturing implementation,
two waves of factories have taken part: eight factories in Vietnam in November 2008 and
eight factories in Southern China in March 2009.
 Prior to participating in the workshop, each factory completed an employee satisfaction
survey to better understand the top issues facing workers and to measure mutual trust
and respect in the factory.
 Factories brought survey results along to the two-week training so they could apply their
workers' insights to creation of action plans and HRM best practices. Each factory
developed action plans to address core HRM areas, including supervisory skills, incentive
structures, employee turnover and employee satisfaction.
 Following the training, factories have begun implementing their specific action plans with
six-month deliverables.
 One factory set specific goals for reducing the number of workers reporting
dissatisfaction with the behavior and attitude of their direct supervisor from 15 percent
to 5 percent. The factory identified targeted training for supervisors including
management, trust and respect, leadership, company policies and grievance systems,
tying training completion directly to key performance indicators tracked within the
factory.
 Another has set plans to increase the technical skill level among workers on the shop
floor. Rather than focus only on building workers' technical skills, the plan requires
supervisors to understand the importance of these skills among workers, which often
had been overlooked. Plans also include reassessing skill levels, sharing with leadership
and using findings to increase and improve training.
 For both factories - and all those participating in the training - each step in the process
had clear goals, responsibilities, timelines and methods for tracking progress.

30.  Factories reported positive results. Statements from factories
participating in the training include:
 "The HRM workshop was able to highlight the importance of having a
strong HR system."
 "Human resources is one of the most important assets of the
company as a foundation of lean."
 "We now share best practice at our weekly meetings and include CR
and HR."
 "I am confident that our goals will be achieved within the year."
 "HRM has helped us to have a better understanding of how strong
HR supports lean. If HR is strong, we'll use effective processes to
recruit the right people and develop them with a foreseeable career
path. Skilled employees will stay with us longer. This means our
turnover rate will be reduced and our recruiting efforts and training
investment are not wasted."
 "The HRM tools we received are helping us follow our projects
closely, followed up by responsible persons within specified
timelines, giving a greater chance to realize measurable
improvements."
 "HRM created a community where each factory set off the boundary
of its own experience and knowledge. In return, each factory
received many good practices - a great return on investment."

31.  Factories are not alone in this process.
Factories are supported by the HRM Learning
Community established in the training. The
Learning Community brings together
factories that shared the training and
continue to share lessons learned and best
practices meeting bimonthly.
 The real measure of success will be the HRM
training's ability to drive systemic and lasting
improvement in working conditions. Nike is
working closely with contract factories in
their implementation of action plans and
ongoing efforts to monitor workers'
experience.