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HRM: Planning, Forecasting, Job models, Work schedule, Strategic Planning

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Deals with HRM - functions fo the Human Resource Management. These slides are prepared to help the MBA students under Kannur University HRM syllabus. It deals with Planning, Forecasting, Job models, Work schedule

Deals with HRM - functions fo the Human Resource Management. These slides are prepared to help the MBA students under Kannur University HRM syllabus. It deals with Planning, Forecasting, Job models, Work schedule

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HRM: Planning, Forecasting, Job models, Work schedule, Strategic Planning

  1. 1. HRM Kannur University 2015-17 MBA HR Planning, Forecasting, Job models, Work schedule Jinuachan Vadakkemulanjanal Vimal Jyothi Institute of Management & Research, Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
  2. 2. Learning Objectives Unit-III • Strategy and Workforce Planning: Strategic Planning and HR Planning • Linking the Processes • Methods and Techniques of Forecasting the Demand and Supply of Manpower • Computing Turnover and Absenteeism • Job Analysis- Job Design: • Behavioral Concerns- Ergonomic Considerations and Flexible Work Schedules. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  3. 3. Strategy and Workforce Planning • Workforce planning is Planning to get the right people with the right skills in the right jobs at the right time • It is urgent – immanent/ remote retirements - Early attrition/separation - Expansion/technology change - cut throat competition - Environmental change jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  4. 4. IMPACTS ON THE WORKFORCE Factors that effect a change in work atmosphere  Should these vacancies be filled? - Technology- Automation, ERP - New Knowledge, Skills, & Abilities - New Programs, process, - Budget and economy conditions - Re-organizations jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  5. 5. WORKFORCE PLANNING: steps • Ascertaining manpower needs in number and kind. • It presents an inventory of existing manpower of the organization. • Helps in determining the shortfall or surplus of manpower. • Get top management and leadership support. • Integrate and align with strategic plan and budget. • Determine scope of workforce planning • Form a task force jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  6. 6. WORKFORCE PLANNING: steps • Predict future workforce needs • Analyze workforce supply • Determine gap between supply and needs • Create action plan to address gap • Create evaluation process to assess progress jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  7. 7. Strategic HR planning • Integrating HR management strategies and systems to achieve the overall mission, strategies, and success of the firm while meeting the needs of employees and other stakeholders. • Source: Herman Schwind, Hari Das and Terry Wagar, Human Resource Management: A Strategic Approach. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  8. 8. http://en.wikipedia.org/wiki/Strategic_human_resource_planning#/media/File:Hr-jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  9. 9. Factors affecting HR Planning External Factors • Government’s policies • Level of economic development including future supply of HR • Business environment • Level of Technology • Natural Factors • International Factors jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  10. 10. Factors affecting HR Planning… Internal Factors • Policies and strategies of the company • Human resource policy of the company • Formal and Informal groups • Job Analysis • Type and quality of information • Company’s production operations policy • Trade Unions jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  11. 11. X Planning and Implementing Strategic HR Policies The Benefits of Strategic HR Planning 1. Encouragement of Proactive Rather Than Reactive Behavior 2. Explicit Communication of Company Goals 3. Stimulation of Critical Thinking and Ongoing Examination of Assumptions 4. Identification of Gaps Between Current Situation and Future Vision 5. Encouragement of Line Managers’ Participation 6. Identification of HR Constraints and Opportunities 7. Creation of Common Bonds jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  12. 12. The Challenges of Strategic HR Planning 1. Maintaining a Competitive Advantage 2. Reinforce Overall Business Support 3. Avoiding Excessive Concentration on Day-to- Day Problems 4. Developing HR Strategies Suited to Unique Organizational Features Strategic Planning and Implementing jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  13. 13. 5. Coping with the Environment 6. Securing Management Commitment 7. Translating the Strategic Plan into Action 8. Combining Intended and Emergent Strategies 9. Accommodating Change jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  14. 14. Strategic HR Choices 1. Work Flows 2. Staffing 3. Employee Separations 4. Performance Appraisal 5. Training and Career Development 6. Compensation 7. Employee Rights 8. Employee & Labor Relations 9. International Management Strategic Planning and Implementing.. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  15. 15. Problems in Human Resource Planning • Resistance by employer • Resistance by employees • Resistance by trade unions • Uncertainties • Inadequacies of Information system • Identify crisis • Slow and gradual process • Co-ordination with other management functions • Integration with organizational plansjinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  16. 16. Methods and Techniques of Forecasting • Realistic forecasting of HR involves estimating both demand and supply. • How many staff will be required to achieve the strategic goals? • What jobs will need to be filled? • What skill sets will people need? jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  17. 17. Assess the challenges from the external environment as: -How does the current economy affect our work and our ability to attract new employees? -How do current technological or cultural shifts impact? -What changes are occurring in the Indian labour market? -How is our community changing or expected to change in the near future? jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  18. 18. MANPOWER FORECASTING • It analyses the future manpower requirements based on its future business plans, key workload drivers of the business, budget constrains and productivity enablers. • Forecasts are based on demand supply analysis, internal availability, external availability, employment practices etc.,
  19. 19. Forecasting Techniques 1. BOTTOM UP TECHNIQUE 2. DELPHI TECHNIQUE 3. NOMINAL GROUP TECHNIQUE 4. RATIO ANALYSIS 5. SIMPLE LINEAR REGRESSION ANALYSIS 6. MULTIPLE LINEAR REGGRESSION ANALYSIS 7. STOCHASTIC METHOD jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  20. 20. Forecasting Techniques 8. Trend Analysis 9. Computerized Forecast 10. Econometric Model 11. Scatter Plot diagram 12. Markov analysis 13. Skills inventory and management inventories 14. Work Study Techniquejinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  21. 21. 14. H R Budget and Planning Analysis 15. Scenario Forecasting 16. Workforce Analysis 17. Workload Analysis 18. Managerial Judgment 19. Job Analysis jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  22. 22. 1 BOTTOM UP TECHNIQUE • BOTTOM UP TECHNIQUE Starts from lowest level and progresses upwards. • Department managers periodically projects their workforce requirement keeping in mind productivity levels, market demands, sales forecast and mobility of the staff in the department. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  23. 23. 2 DELPHI TECHNIQUE • To predict the future developments in a particular area, by integrating the judgments and opinions provided independently by many experts. • Experts both within or outside the organization presenting their forecasts to other experts without physically meeting them. • Good for short duration forecasts jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  24. 24. 3 NOMINAL GROUP TECHNIQUE • The nominal group technique (NGT) is a group process involving problem identification, solution generation, and decision making. • The experts sit together to make forecasts. Forecasts are transferred to a large sheet and displayed to all the experts. • Method: First, every member of the group gives their view of the solution, with a short explanation. Then, duplicate solutions are eliminated from the list of all solutions, and the members proceed to rank the solutions, 1st, 2nd, 3rd, 4th, and so on jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  25. 25. 4 RATIO ANALYSIS • It compare the number of employees to a workload index. 1:15 • It does not take into account the technological development, local conditions or other variables that may be detrimental to productivity jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  26. 26. 5 SIMPLE LINEAR REGRESSION ANALYSIS: • Simplest statistical technique Projects the future demand based on the past relationship with the workforce level and basic factor on whom the demand is assumed to depend • Simple linear regression is a statistical method that allows us to summarize and study relationships between two continuous (quantitative) variables: One variable, denoted x, is regarded as the predictor, explanatory, or independent variable. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  27. 27. 6 MULTIPLE LINEAR REGRESSION ANALYSIS • It deals with number of factors on which demand is based. • Estimates various characteristics of the workforce in order to derive the number required to fill the output projected. • Multiple linear regression attempts to model the relationship between two or more explanatory variables and a response variable by fitting a linear equation to observed data. Every value of the independent variable x is associated with a value of the dependent variable y. The population regression line for p explanatory . jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  28. 28. 7 STOCHASTIC METHOD • A significant statistical method used in projecting the human needs. • Stochastic model is a tool for estimating probability distributions of potential outcomes by allowing for random variation in one or more inputs over time. • Values are obtained from a corresponding sequence of jointly distributed random variables. • Deals with both certain and unpredictable variables • Eg: guessing the amount of water in a reservoir based on the random distribution of rainfall and water usage; estimating the length of a Q jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  29. 29. 10 Econometrics Models: • It is based on mathematical and statistical techniques for estimating future demand. • Here a relationship is established between the dependent variable to be predicted (e.g. manpower/human resources) and the independent variables (e.g., sales, total production, work-load, etc.). • Using these models, estimated demand of human resources can be predicted jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  30. 30. 10 Econometric Models •Past statistical data are analyzed with mathematical and statistical terms. •Influences of Economic factors are studied with mathematical models Eg. What is the influence of inflation, demand, supply etc to HR jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  31. 31. 12 Markov analysis • By Andrei Andreevich Markov, 1922 Russian Mathematician • A Markov chain or a Markov process is defined as a sequence of events in which the probability of each event depends upon the outcome of previous events. • It forecast the process of HR flows / movements (promotion , demotion, transfer, exit, new hire) within, into, and out of the organization. • Markov analysis may be used for investigating the rates of such movements between two time periods ( t and t + k ). • Markov process are arranged in a matrix, used to model the internal flow of human resources jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  32. 32. 12 Markov analysis • This Analysis helps to predict internal employee movement from one year to another by identifying percentages of employees who remain in their jobs, get promoted or demoted, transfer, and exit out of the organization • By tracking and predicting employment movement within an organization, it develop a transition matrix to forecast internal labour supply. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  33. 33. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  34. 34. Absenteeism • Absenteeism is Failure of employees to report for work when they are scheduled to work. • When an employee fails to report for duty on time without prior intimation or approval, then the employee is marked as “absent”. • The absenteeism has become a huge cost and disruption to employers, it affect the smooth running of the organization. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  35. 35. TYPES OF ABSENTEEISM 1. Authorized Absenteeism 2. Unauthorized Absenteeism 3. Willful Absenteeism 4. Absenteeism caused by circumstances beyond one’s control jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  36. 36. Facts about Absenteeism • Most employees miss work because of personal illness or illness involving a member of the family. • Absenteeism due to work stress, issues with supervisor or manager, authoritarian management styles etc • Employees miss work because of unresolved conflict between each other jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  37. 37. • Employees miss work as a form of “acting out” with supervisors. • Lack of incentives: Incentives can boost motivation and reduce burnout: Encashable leaves • No attendance policy : A defined policy reduces absenteesm • Computing the Turnover Rate: jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  38. 38. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi Employer Absenteeism Control Actions
  39. 39. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi • Disciplinary approach – Increasingly severe disciplinary action leading eventually to dismissal • Positive reinforcement – Rewarding attendance with prizes and bonuses • Combination approach – Use of both discipline and rewards to motivate employee attendance. • “No fault” absenteeism – Reasons for absence do not matter. Absenteeism in excess on normal limits can trigger disciplinary action and lead to eventually to dismissal • Paid time-off programs – Time-off is not categorized by type. Absences in excess of employer- paid time-off are unpaid. Employer Absenteeism Control Actions ….
  40. 40. Turnover • Turnover is the permanent withdrawal from an organization. • A high turnover rate results in increased recruiting, selection, and training costs. • Zero percent turnover is idealistic. Some turnover is actually desirable; new employees with fresh ideas and new energy. • Excessive turnover can be very costly to a company and it results in a waste of valuable/ experienced resources. • Non-tangible cost: Customer service disruption, Emotional costs:- loss of morale, Burnout/absenteeism among remaining employees • Loss of experience and lack of continuity of service jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  41. 41. Types of Turnover • Involuntary turnover—terminations for poor performance or work rule violations. • Voluntary turnover—employees leave for better options by choice. • Functional turnover—lower-performing or disruptive employees leave the organization. • Dysfunctional turnover—key individuals and high performers leave at critical times. • Uncontrollable turnover—employees leave for reasons outside the control of the organization. • Controllable turnover—occurs due to factors that could be influenced by the employer. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  42. 42. Measuring Turnover Measure Turnover at: –Job and job levels –Department, units, and location –Reason for leaving –Length of service –Demographic characteristics –Education and training –Knowledge, skills and abilities –Performance ratings/levels. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  43. 43. • Computing the Turnover Rate: 100 midmonthatemployeesofnumberTotal monththeduringsseparationemployeeofNumber  •Costs of Turnover Separation costs Replacement costs Training costs Hidden costs jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  44. 44. Separation of employment It refers broadly to the process of managing the termination of employment, either involuntary (such as discharge, layoff, plant closure, disability or death) or voluntary (such as resignation, job abandonment or retirement) 1. Retirement: VRS and Compulsory Retirement 2. Resignation 3. Layoff- for reasons beyond the control of employer. 4. Retrenchment - for economic reasons. 5. Dismissal- as a punitive measure jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  45. 45. A. Job Analysis… • Job Analysis is the process of studying and collecting information relating to the duties and responsibilies of a specific job. • It define a job in terms of its component tasks or duties and the knowledge or skills required to perform them. • Job Analysis is conducted of the Job, not the person. • The product of the analysis is a description or specifications of the job jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  46. 46. B. Job Description • Job description is a written statement of the duties, relationships and results expected of anyone in a particular job. • JD: gives basic job-related data that is useful to advertise a specific job and attract a pool of talents. • It includes job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines- tools- equipments to be used by a prospective worker and hazards involved in it • It is an overall view of what is to be done in the job. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  47. 47. Job Description ….format Job description typically includes: Job Title Date Title of immediate supervisor Statement of the Purpose of the Job Primary Responsibilities List of Typical Duties and Responsibilities General Information related to the job – training requirements – tool use – transportation Signature of the person who has prepared the job descriptionjinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  48. 48. C. Job Specification • JS is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job. • It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  49. 49. D. Job Design • Job Design involves systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve certain objective • It outlines the job responsibilities and attract the right candidates to the right job. It makes the job look interesting and specialized. • It refers to the what, how much, how many and the order of the tasks for a job/s. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  50. 50. E. Job enlargement • It denote an increase in the number of tasks associated with a certain job. • Increasing the scope of one’s duties and responsibilities Eg giving additional guest in charge to receptionist. • The increase in scope is quantitative in nature and not qualitative and at the same level. • Eg: A bank teller not only handles deposits and disbursement, but also distributes traveler's checks and sells certificates of deposit. • The allocation of a wider variety of similar tasks to a job make it more challenging. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  51. 51. F. Job Rotation • The practice of periodically shifting workers through a set of jobs in a planned sequence. • It helps to test the employee skills and competencies in order to place him or her at the right place. • It reduces the monotony of the job and gives a wider experience and helps to gain more insights. • Eg? jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  52. 52. G. Job Enrichment • Job enrichment empower employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities • Increasing the depth of the job • Include responsibilities that traditionally done at higher levels of the organization. • Eg: The teller has the authority to help a client fill out a loan application, and to determine whether or not to approve the loan. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  53. 53. H. Job Evaluation “Job Evaluation is a systematic and orderly process of determining the worth of a job in relation to other jobs” jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  54. 54. I. Job Ranking • It is the process of giving weightage to each job position and ranking then. • The increase in scope is quantitative in nature and not qualitative and at the same level. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  55. 55. Work study Methods • Direct observation • Interview of existing post holder • Interview of immediate supervisor • Questionnaires • Previous studies • Work dairies jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  56. 56. Ergonomic Considerations • "Ergonomics (or humanfactors) is the scientific discipline concerned withthe understanding of interactions among humansand other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize humanwell-beingand overall system performance.’’ • Ergonomicsmeansliterally thestudyor measurementof Work jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  57. 57. BENEFITSOFERGONOMICS INCREASE PRODUCTIVITY BETTER COMFORT REDUCE FATIGUE SAVE TIME LESSEN CHANCE OFINJURY REDUCE ABSENTEEISN jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  58. 58. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  59. 59. ERGONOMIC NEEDS IN A WORKPLACE Physicalwork environment •Avoid direct lifting, excessive physicalstrain •Automation for the routine works •Avoid slippery, excessive/poor light situvation Chemicalenvironment •Use protective equipments •Strain jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  60. 60. Anthropometry (Bodysizes) •Work place facilitiessuitableto anthropometry •Customerization for the personal equipments OccupationalBiomechanics •Rules of Mechanics are considered: leverage, force/work •Optimize physicalwork done •Work positions are made optimal •Eg: 400lb v/s 510lb for same job jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  61. 61. Psychological aspects Socialpsychology jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  62. 62. Macro ergonomics Work physiology jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  63. 63. Safety and Ergonomics •Procedure to followin each jobs •QWL modeling: light, seating, ‘safety first’ concern for critical jobs, Personal protective equipments(PPE) •Occupational therapy department Systems ergonomics •Corporate culture to get feed back about the job related issues •Continuous modification of the work process •Adoping the modern studies to work jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  64. 64. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  65. 65. Flexible Work Schedules • Flexible working refers to any working schedule that is outside of a normal working pattern. • The working hours, instead of being repetitive and fixed, can involvechangesandvariations. • Flexible Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a setnumberofhours per dayor week. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  66. 66. jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  67. 67. – Flexiblehours reduce absenteeism andslowness. – Employees can schedule their working hours for the time of day whenthey are most productive. – Should notcause need for additionalresources – Flexible Schedules are not subject to the complaint/grievance policy • Standard Full-Time Work week – 40 hours/wk; 8:00 a.m to 5:00 p.m.; Mon- Friday • Compressed work week – Extend daily hours to take a portion or full day off – Make sure there is at least a 30 minute lunch jinuachan@gmail.com - HRM 3dr Module Vimal Jyothi, Chemperi
  68. 68. Thanks Jinuachan Vadakkemulanjanal Vimal Jyothi Institute of Management & Research, Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
  69. 69. References • Mejia, Luis Gomez; Balkin, David B & Cardy, Robert L, Managing Human Resources, PHI learning Pvt Ltd, Delhi 2006-5th edi • Snell , Bohlander; Human Resource Management, • Armstrong, Michael; Armstrongs’s Handbook of Human Resource management Practice, 2012, 12th edi • Belcourt Monica and McBey Kenneth J, ‘Strategic Human Resources Planning’, 2nd ed. Noida: Thomson Pub, 2007 • https://cb.hbsp.harvard.edu/cbmp/pages/discipline/humanres ources • http://www.hrmguide.co.uk/hrm
  70. 70. Jinuachan Vadakkemulanjanal Administrator & Faculty, Vimal Jyothi Institutions Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240 ---------------------------------------------------------------------------------------------------------------------------------- Our Concerns: 1) Vimal Jyothi Institute of Management & Research| MBA HR, Marketing, Finance Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in, office@vjim.ac.in 2) Vimal Jyothi Engineering College | BTech, MTech Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in; admission@vjec.ac.in 3) Vimal Jyothi Civil Service (IAS) Academy | fulltime & Integrated IAS by ALS Delhi Chemperi PO, Kannur Dr , Kerala-670632. ias@vjec.ac.in 4) Vimal Jyothi Inspire Pvt Ltd | Tech-Management Solutions and innovations support Chemperi PO, Kannur Dr , Kerala-670632. vji@vjec.ac.in

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