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Hrm

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    Hrm Hrm Presentation Transcript

    • BY: SHEPHALI GUPTA SHIKHA MATUHR ANKITA SINGH
    • In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number. After this only the HRM department can initiate the recruitment and selection process Its called by manpower planning, personal planning or employment planning
    • • • It includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personal supply equals personnel demand at the appropriate point in the future. Basically it’s the process by which an organization ensures that it has the right number & kind of people, at the right place, at the right time, capable of effectively & efficiently completeing those tasks that will help the organisation achieve its overall objectives.
    • •To recruit and maintain the HR of requisite quantity and quality. •To predict the employee turnover and make the arrangements for minimizing turnover and filing up of consequent vacancies. •To meet the requirements of the programmes of expansion, diversification etc. •To anticipate the impact of technology on work, existing employees and future human resource requirements. •To progress the knowledge, skill, standards, ability and discipline etc.
    •  To make the best use of its human resources; and`  To estimate the cost of human resources. •To appraise the surplus or shortage of human resources and take actions accordingly. •To maintain pleasant industrial relations by maintaining optimum level and structure of human resource.
    • 1. 2. 3. FUTURE PERSONNEL NEEDS • Surplus or deficiency in staff strength • Results in the anomaly of surplus labour with the lack of top executives COPING WITH CHANGE • Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations CREATING HIGHLY TALENTED PERSONNEL • • 4. • HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel Succession planning PROTECTION OF WEAKER SECTIONS SC/ST candidates, physically handicapped, children of the socially disabled & physically oppressed and backward class citizens.
    • 5. INTERNATIONAL STRATEGIES • Fill key jobs with foreign nationals and re-assignment of employees from within or across national borders 6. FOUNDATION FOR PERSONNEL FUNCTIONS • Provides information for designing & implementing recruiting, selection, personnel movement(transfers, promotions, layoffs) & training & development 7. INCREASING INVESTMENTS IN HUMAN RESOURCES • Human assets increase in value 8. RESISTANCE TO CHANGE AND MOVE • Proper planning is required to do this
    •  TYPE & STRATEGY OF ORGANISATION Internal growth Growth through M & A Informal Formal Reactive Proactive Inflexible Flexible
    • II. ORGANIZATIONAL GROWTH CYCLES & PLANNING • • • • Embryonic stage – No personnel planning Growth stage – HR forecasting is essential Maturity stage – Planning more formalized & less flexible Declining stage – Planning for layoff, retrenchment & retirement III. ENVIRONMENTAL UNCERTAINITIES • • Political, social & economic changes Balancing programmes are built into the HRM programme through succession planning, promotion channels, layoffs, flexi time, job sharing, retirement, VRS, etc….
    • IV. TIME HORIZONS • Short-term & Long-term plans V. TYPE & QUALITY OF FORECASTING INFORMATION • Type of information which should be used in making forecasts VI. NATURE OF JOBS BEING FILLED • Difference in employing a shop-floor worker & a managerial personnel VII. OFF-LOADING THE WORK
    •     Interfacing with strategic planning and scanning the environment Taking an inventory of the company’s current human resources Forecasting demand for human resources Forecasting the supply of HR from within the organization and in the external labor market
    •    Comparing forecasts of demand and supply Planning the actions needed to deal with anticipated shortage or overages Feeding back such information into the strategic planning process.
    •  1. The future is uncertain :The future in any country is uncertain i.e. there are political, cultural, technological changes taking place every day. This effects the employment situation. Accordingly the company may have to appoint or remove people. Therefore HRP can only be a guiding factor. We cannot rely too much on it and do every action according to it. 2. Conservative attitude of top management :Much top management adopts a conservative attitude and is not ready to make changes. The process of HRP involves either appointing. Therefore it becomes very difficult to implement HRP in organization because top management does not support the decisions of other department.
    •  3. Problem of surplus staff :- HRP gives a clear out solution for excess staff i.e. Termination, layoff, VRS,. However when certain employees are removed from company it mostly affects the psyche of the existing employee, and they start feeling insecure, stressed out and do not believe in the company. This is a limitation of HRP i.e. it does not provide alternative solution like re-training so that employee need not be removed from the company. 4. Time consuming activity :- HRP collects information from all departments, regarding demand and supply of personnel. This information is collected in detail and each and every job is considered. Therefore the activity takes up a lot of time. 5. Expensive process :- The solution provided by process of HRP incurs expense. E.g. VRS, overtime, etc. company has to spend a lot of money in carrying out the activity. Hence we can say the process is expensive.
    •  1. Assessing Human Resources The assessment of HR begins with environmental analysis, under which the external (PEST) and internal (objectives, resources and structure) are analyzed to assess the currently available HR inventory level. After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weakness of the organization in one hand and opportunities and threats on the other. Moreover, it includes an inventory of the workers and skills already available within the organization and a comprehensive job analysis.   2. Demand Forecasting HR forecasting is the process of estimating demand for and supply of HR in an organization. Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. It is done to meet the future personnel requirements of the organization to achieve the desired level of output. Future human resource need can be estimated with the help of the organization's current human resource situation and analysis of organizational plans an procedures. It will be necessary to perform a year-by-year analysis for every significant level and type.
    •  3. Supply Forecasting Supply is another side of human resource assessment. It is concerned with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. It estimates the future sources of HR that are likely to be available from within an outside the organization. Internal source includes promotion, transfer, job enlargement and enrichment, whereas external source includes recruitment of fresh candidates who are capable of performing well in the organization. 4. Matching Demand And Supply It is another step of human resource planning. It is concerned with bringing the forecast of future demand and supply of HR.The matching process refers to bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved. In case of shortages an organization has to hire more required number of employees. Conversely, in the case of over staffing it has to reduce the level of existing employment. Hence, it is concluded that this matching process gives knowledge about requirements and sources of HR.
    • Choose human resource programs DEMAND FORECASTIN G Determine organizational objectives Internal programs External programs •Promotion • Recruiting • External selection •Transfer •Career planning Demand forecast for each objective Aggregate demand forecast SUPPLY FORECASTING •Executive exchange •Training •Turnover control Internal supply forecast External supply forecast Does aggregate supply meet aggregate demand? No Yes Go to feasibility analysis steps Aggregate supply forecast
    • •Organizational features (e.g., staffing capabilities) •Productivity - rates of productivity, productivity changes •Rates of promotion, demotion, transfer and turnover
    • •External labor market factors (retirements, mobility, education, unemployment) •Controllable company factors on external factors (entry-level openings, recruiting, compensation)
    • Demand forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long-term corporate plan, translated into activity levels for each function and department
    • Demand forecasting must consider several factors both internal and external. Among external factors are competition(foreign and domestic), economic climate, laws and regulatory bodies, changes in technology and social factors. Internal factors include budget constraints, production levels, new products and services, organizational structure and employee separation.
    • Relaince energy ltd
    •   Career at relaince energy limited are built on the concept of forming a team of people who are made responsible for specific functions,from concept to development and implementation ,with concomitant empowerment . Relaince provides employees seamless merging of functional roles to provide a sharper business focus and groom employee for larger responsibility across the industry sector .the company believes that working smarter would mean not just doing a given job wellbut also streching it into a mini profit making project .
    •     As the transition from the old HRD to the new people management has materialized .the HR function at reliance begun to play a role much broader in scope , stronger in impact , and more permanenet in effect . Career development Employees have various opportunity to develop their careers at rel. Exposure to atleast technological know –how
    •      World class management practices Multifunctional skills Customer relationship management Exposure to regulatory ,legal and contractual aspect of business Fast growth
    •   Recruitment Woven into strategic planning ,recruitment in REL does not involve short term vacancy or the annual ritual of campus recruitment .translating corporate strategies into a manpower plan and developing a long term programme accordingly ,REL is tracking down people with the combination of knowledge ,experience ,skills and behaviour best suited to achieving the company’s objectives.process of recruitment is -
    • .Attract people with multidimensional experiences and skills .induct talent with a new perspective to lead the company .develop a culture that attracts people to the company .locate people whose personality fit the company’s values
    •     Devise methodologies for assessing psychological traits Seek out unconventional development ground for talent Design entry pay that competes on quality as well as quantum Anticipate and find people for positions proactively
    •     Induction A formal induction program is organised for all the new employees . A structured induction programme is carried out in the following cases – Lateral induction -this provides a general overview of the organisation to the new recruits familiarizers employees with various business processes ,culture ,and business practices of the company
    •    Its also covers soft skills modules such as team building , change management and communications Graduates engineer trainees The induction programme contains technical training (on the job or classroom training ) functional training and managerial skill development
    •       Performance Mangement To ensure that the talent that REL attracts can help it achive its goal,we create appropriate working conditions by adopting following steps: Evaluate all jobs so as to assign them to individual best suited for them Designing customized jobs ,if necessary ,using techniques drawn for behaviuorl sceinces and industrial Psychology. Creating manpower configuration to boost the ability of the individual Balancing corporate and employees intrests By designing individual career paths.
    •     Provide new challenges to rejuvenate stagnant careers Forge a partnership with people for managing their career Empower employees to take decisions without fear of failing Imbibe teamwork in all operational process
    •      The following are the objectives for REL’s PMS Create a culture of excellence that inspires every employee Match organisational objectives to individual aspirations Equip people with the skills necessary to perform their duties Clear growth path for espically talanted individual
    • The performance appraisal system in REL provides for •Recognition of individual performance •Continual learning and development •Better skills and employability •Monetary and other rewards •The achievement of the organization’s goals •Increased productivity and profitability •A motivated workforce
    • With the changing business environment becoming more and more dynamic ,a need on a continual basis for improved domain expertise is the need of the hour .The core function of our training department is to bridge the gap between the changing requirements of the job and the abilities that individuals need to perform these tasks such as self –directed leadership ,self-motivated teams and selfgenerated creativity to excel in their respective areas of performance .
    •      Make learning one of the fundamental values of the company. Comit major resources and adequate time to training. Use training to bridge the gap with the external work. Integrate training into initiatives for change management. Use training as a developmental tool for individuals.
    •      Link organizational ,operational ,and individual training needs. Install training systems that substitute work experience. Ensure that training allows the staff skills to bloom. Use retraining to continuously upgrade employee’s skills. Create a system to evaluate the effectiveness of training.