This document discusses various aspects of acquiring human resources, including human resource planning, job analysis, job design, recruitment, selection, placement and induction. It provides an overview of the key concepts and processes involved in human resource planning, such as forecasting future human resource needs and availability, identifying surpluses or deficits, and developing programs to address imbalances. The importance of human resource planning for organizations and techniques for demand and supply forecasting are also examined.

1. Acquiring Human Resources
MS. PREETI BHASKAR

2. Content
• HUMAN RESOURCE PLANNING
• JOB ANALYSIS
• JOB DESIGN
• EMPLOYEE INVOLVEMENT
• FLEXIBLEWORK SCHEDULE
• RECRUITMENT :
TYPES OF RECRUITMENT
• SELECTING HUMAN RESOURCES
SELECTION METHODS
VARIOUSTYPES OFTESTS
• PLACEMENT AND INDUCTION
• RIGHT SIZING
02/05/18 2Topic 2: HR Planning

3. 02/05/18Topic 2: HR Planning 3
Human
Resource
Planning

4. HRP is a process by
which the management
of an organization
determines its future
human resource
requirement and how
the existing human
resource can be02/05/18Topic 2: HR Planning 4
Concept of Human Resource Planning

5. Human resource planning is a
process by which an organization
ensures that
•it has the right number and kinds
of people
•at the right place
•at the right time
•capable of effectively and
efficiently completing those tasks
that will help the organization
achieve its overall strategic02/05/18Topic 2: HR Planning 5
Concept of Human Resource Planning

6. Based on HR
forecasts,
specific action
can be taken to
get the right
numbers and
types of people
doing the right
work at the
right time 02/05/18Topic 2: HR Planning 6

7. The HR Manager needs to be able to forecast the
organization's future HR requirements and determine from
where they will be obtained.
Forecast of the demand for human resources within the
organization
Forecast of the supply of external human resources
A forecast of the supply of human resources available within
the organization
02/05/18Topic 2: HR Planning 7
Approaches to HR Planning

8. • Organizational Objectives & Policies (expansion, downsizing,
acquisition, merger )
• • Forecast HR requirement (Prevent shortage / excess of staff )
• • Determine future staff-mix
• • Cope-up with the change — in market conditions, technologies,
products,
• government regulations and policies, etc.
• • Helps in succession planning
• • Use existing HR productivity.
• • Promote employees in a systematic manner.
• • Cut cost 02/05/18Topic 2: HR Planning 8
Importance of HR Planning

9. • The focus of human resource planning is on
labour demand (the number of people needed by
the organization) and the labour supply (the
number of qualified people available to the
organization).
• HR planning involves the entry of people into the
organization (acquisition), the development of
people skills (development) and the exit of people
from the organization (departure).
• To ensure that a predetermined number of
persons with the appropriate knowledge, skills
and abilities are available at a specified time in
the future. 02/05/18Topic 2: HR Planning 9
Benefits of Human Resource Planning

10. 1. What mix of knowledge, skills and abilities do we require
now?
2. What mix will we require in the future?
3. Do we have the right number of qualified employees
today?
4. How will employee numbers change in the future?
5. How do our labour costs and productivity compare with
those of our competitors?
6. Where will we find the people we need?
02/05/18Topic 2: HR Planning 10
Managers must ask:

11. 5-12
T h e F ir mS o u r c e s o f In flo w s
 T r a n s fe r s
 P r o m o tio n s
 N e w R e c r u its
 R e c a lls
 P r o m o t io n s
 Q u its
 Te r m in a tio n s
 R e tir e m e n ts
 D e a th s
 L a y o ffs
E m p lo y e e s In E m p lo y e e s O u t
C u r r e n t
s t a ff in g
le v e l
P r o je c te d
o u t f lo w s
th is y e a r
P r o je c te d
in f lo w s
th is y e a r
F ir m ’s in te r n a l
s u p p ly fo r t h is
tim e n e x t y e a r
– + =
P r o je c te d O u tf lo w s
C u r r e n t S ta ffin g
L e v e l
Estimated internal labor supply for a given firm

12. 02/05/18Topic 2: HR Planning 12
HR planning failure and labour imbalances

13. 02/05/18Topic 2: HR Planning 13
ENVIRONMENT
ORGANISATION OBJECTIVE AND POLICIES
HR DEMAND FORCASTING HR SUPPLY FORCASTING
HR PROGRAMMING
HR IMPLEMENTATION
CONTROL AND EVALUTION OF PROGRAMMING
HR SURPLUS
Restricted Hiring Reduced Hours
and VRS, Lay Off, etc.
HR DEFICIT/ SHORTAGE
(Recruitment and Selection)
HUMAN RESOURCE PLANNING
ANALYSIS OF HR REQUIREMENT
Human Resource
Planning process

14. Human Resource Management
- N. R. NARAYANA MURTHY

15. EXTERNAL
FACTORS
EXTERNAL
FACTORS
INTERNAL
FACTORS
INTERNAL
FACTORS
ENVIRONMENT
of
HRM
• Mission
• Policies
• Organization culture
• Organization structure
• HR system
• Workforce diversity
• Unions
• Employee demands
and expectation
• PESTEL
P - political factors
E – economical factors
S – social factors
T – technical factors
E – environmental factors
L – legal factors
Factors affecting HR Planning

16. Economic factors - (for e.g., Australia’s high income tax rates
make it difficult and expensive to attract international executives)
Social factors – (for e.g., jobs shunned by Americans as being too
hard, too dirty or too menial are done by illegal workers)
Demographic factors – (for example, one in six Hong Kong
residents will be 65 or older by 2015)
Technological factors – for e.g., the internet has made
geographical location irrelevant, giving organizations the power to
transfer jobs from rich countries with expensive labour to poor
countries with cheap labour – Microsoft is shifting US-based jobs to
India in an effort to reduce technical support and development
costs.
Other Factors - (Immigration ; An ageing population ;The number
of women in the workforce ; The casualization of the workforce ;
Employee literacy level ; Skill shortages )
02/05/18Topic 2: HR Planning 16

17. Globalization
‘Globalization’ is allowing skilled labour to move like capital across the
world to locations that offer the best compensation and the best
future. The United States attracts more educated immigrants than
the rest of the world combined.
Australia is losing more than 80 000 residents per year - the majority
being academics, managers and professionals – primarily to Britain,
Hong Kong, Singapore and the US.
China, India and Japan are also suffering brain drains. Up to 50
percent of India’s top engineering and science graduates and 20 per
cent of its medical graduates leave each year for jobs overseas.
Women in the workforce
The growing role in women in the workforce depends on improved
childcare facilities, the availability of part-time work, job security after
an absence for child-bearing, maternity leave, special parental leave
and partners prepared to share home duties.
Working – class women are following the trend set by upwardly
mobile career women and avoiding the ‘mummy track’ of staying at
home and looking after the children.
02/05/18Topic 2: HR Planning 17

18. Process of estimating future quantity and quality of
manpower required for an organization.
HUMAN RESOURCE PLANNING
Future Needs of the
organization
• Long Term Plan
 TERM 5 years
Growth & Expansion
New Factory
• Short Term Plan
TERM 1- 2 years
Adding New Shift
Replacement
HR Demand forecasting

19. 1. Quantitative approach - The quantitative approach to HR
planning uses statistical and mathematical techniques. The
focus of this approach is on forecasting HR shortages,
surpluses and career blockages; its aim is to reconcile the
supply and demand for human resources given the
organisation’s objectives.
2. The qualitative approach: The qualitative approach to HR
planning uses expert opinion (usually a line manager) to
predict the future (for example, the marketing manager will be
asked to estimate the future personnel requirements for the
marketing department). The focus is on evaluations of
employee performance and promo-ability as well as
management and career development.
02/05/18Topic 2: HR Planning 19
Techniques of HR Demand forecasting

20. Demand forecasting techniques

21. Supply forecasting techniques
Supply Forecasting
Process of estimating future quantity and quality of manpower available internally &
externally to an organization.

22.  Is a method used to evaluate the internal supply of labour.
 A company maintained record of employee’s abilities, skills, knowledge and education.
The skills inventory permits the HR manager to:
i) Identify qualified employees for different jobs
ii) Determine which skills are present or lacking in the organization
iii) Assess longer-term recruitment, selection, and training and development requirements.
Information that can be listed in a skill inventory includes:
Personal data – age, sex, marital status
Qualifications – education, job experience, training, licences
Professional membership – membership of professional associations
Skills – computer literacy
Languages – number and fluency
Employment history – jobs held, pay record
Test data - scores on psychological and employment tests (must be job-related)
Medical – health information (must be job related)
Employee preferences – geographic location, management function (for e.g., marketing, production)
02/05/18Topic 2: HR Planning 22
Skills inventory

23. Staffing table

24. Skills inventorySupply Forecasting

25. A transition matrix, or Markov matrix, can be used to model the internal
flow of human resources. These matrices simply show as probabilities the
average rate of historical movement from one job to another.
Figure presents a very simple transition matrix. For a line worker, for
example, there is a 20% probability of being gone in 12 months, a 0%
probability of promotion to manager, a 15% probability of promotion to
supervisor, and a 65% probability of being a line worker this time next year.
Such transition matrices form the bases for computer simulations of the
internal flow of people through a large organization over time
A transition matrix, or Markov matrix

26. G e n e r a l M a n a g e r
V . K . G a r g
A / 2
K e y
N a m e s g iv e n a r e r e p la c e m e n t
c a n d id a te s
A . P r o m o t a b le n o w
B . N e e d in g d e v e lo p m e n t
C . N o t s u ita b le t o p o s it io n
1 . S u p e r io r p e r fo r m a n c e
2 . A b o v e A v e r a g e p e r fo r m a n c e
3 . A c c e p t a b le p e r f o r m a n c e
4 . P o o r p e r fo r m a n c e
P A to
G e n e r a l M a n a g e r
L . M a t h e w s
B / 1
A s s is ta n t G e n e r a l M a n a g e r
R .K . A r o r a A / 2
B .K . N e h r u B / 3
D iv is io n :
H R M a n a g e r
C .P. T h a k u r A /1
D iv is io n :
A c c o u n t in g &
Ta x a t io n M a n a g e r
A .T. R o y C /2
D iv is io n :
P la n n in g M a n a g e r
A . N . G u p t a A /1
K .P. R a o B /1
Te c h n ic a l A d v is o r
N .R . M u r th y B /3
N o r th e r n R e g io n
M a n a g e r
L .C . S r iv a ts a v A / 2
A . T h a p a r C /4
C e n tr a l R e g io n
M a n a g e r
S . P. K u m a r A / 1
R . P a n d e y B / 3
S o u t h e r n R e g io n M a n a g e r
A . S u b r a m a n y a m B / 2
B . K . M e n o n B /1
E a s te r n R e g io n
M a n a g e r
R . K r is h n a B /3
Replacement chart

27. i. Recruitment plan: Will indicate the number and type of people required and
when they are needed; special plans to recruit right people and how they are to
be dealt with via the recruitment programme.
ii. Redeployment plan: Will indicate the programmes for transferring or
retraining existing employees for new jobs.
iii. Redundancy plan: Will indicate who is redundant, when and where; the plans
for retraining, where this is possible; and plans for golden handshake,
retrenchment, lay-off, etc.
iv. Training plan: Will indicate the number of trainees or apprentices required
and the programme for recruiting or training them; existing staff requiring
training or retraining; new courses to be developed or changes to be effected in
existing courses. and develop future plans.
HUMAN RESOURCE PLANNING
HR Program

28. v. Productivity plan: Will indicate reasons for employee productivity or reducing
employee costs through work simplification studies, mechanisation,
productivity bargaining; incentives and profit sharing schemes, job redesign,
etc.
vi. Retention plan: Will indicate reasons for employee turnover and show
strategies to avoid wastage through compensation policies; changes in work
requirements and improvement in working conditions.
vii. Control points: The entire manpower plan be subjected to close monitoring
from time to time. Control points be set up to find out deficiencies, periodic
updating of manpower inventory, in the light of changing circumstances, be
undertaken to remove deficiencies and develop future plans.
HUMAN RESOURCE PLANNING
Cont.

29. HUMAN RESOURCE PLANNING
• HR DEFICIT
HR Demand > HR Supply
• HR SURPLUS
HR Demand < HR Supply
HR Programming and Implementation

30. When faced with a shortage
HR DEFICIT
When Faced with a surplus
HR SURPLUS
 Recruit new full time employees
 Offer incentives for postponing retirement
 Rehire retired employees part time
 Attempt to reduce turnover
 Work Present staff overtime
 Subtract work to another firm
 Hire temporary hands
 Re-engineer to reduces needs
 Out source an entire function
 Use technology to improve productivity
 Re-allocate people from elsewhere in the
organisation
 Re-allocate work tasks among current
employees
 Do not replace employees who leaves
 Offer incentives for early retirement
 Transfer or re-assign excess staff
 Use slack time for employees training or
equipment maintenance
 Reduce work hours
 Lay off employees
 Freeze hiring
How Companies should Deal with
imbalances in labour Supply

31. 02/05/18Topic 2: HR Planning 31

32. • what is the need of the job to exist?
• What physical and mental activities does the
worker undertake?
• When is the job to be performed?
• Where is the job to be performed?
• How does the job performed by an employee?
• What qualities and qualifications are required to
perform the job?
02/05/18Topic 2: HR Planning 32
The intention behind job analysis is to
answer questions such as:

33. (1) tasks that make up a job (employee role),
(2) conditions under which an employee performing
his/her job, and
(3) what exactly a job requires in terms of aptitudes
(potential for achievement), attitudes (behavior
characteristics), knowledge, skills, educational
qualifications and the physical working condition
of the employee.
02/05/18Topic 2: HR Planning 33
Job analysis is a detailed examination of :

34. • Job analysis is the process of gathering information about a
job. It is, to be more specific, a systematic investigation of
the tasks, duties and responsibilities necessary to do a job.
• Job analysis is a recording of all activities involved in the job
and the skill and knowledge requirement of the performer of
the job
02/05/18Topic 2: HR Planning 34
INTRODUCTION

35. 02/05/18Topic 2: HR Planning 35
Definition

36. Job Analysis:
A Basic Human Resource Management Tool
Job Analysis:
A Basic Human Resource Management Tool
36
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams

38.  Job description describes in detail the variousJob description describes in detail the various
aspects of a job like the tasks involved, theaspects of a job like the tasks involved, the
responsibilities of the job and the deliverables.responsibilities of the job and the deliverables.
Job DescriptionJob Description

39. 4-21Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programs.
Duties  Relate salary to the performance of each employee.
Conduct periodic salary surveys.
 Develop and administer performance appraisal
programme.
 Develop and oversee bonus and other employee
benefit plans.
 Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.

40. • A Statement of human qualifications necessary to do the job.
Usually contains items such as Education, Experience, Training,
Communication skills etc.
• It offers a profile of human characteristics (knowledge, skills and
abilities) needed by a person doing a job.
Job Analysis
Job specificationJob specification

41. 4-23
Education  MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
 A degree or diploma in Labour Laws is desirable.
Experience  At least 3 years’ experience in a similar position in a
large manufacturing company.
Skill, Knowledge, Abilities  Knowledge of compensation practices in
competing industries, of job analysis procedures, of
compensation survey techniques, of performance appraisal systems.
 Skill in writing job descriptions, in conducting job
analysis interviews, in making group presentations, in
performing statistical computations
 Ability to conduct meetings, to plan and prioritise
work.
Work Orientation Factors The position may require upto 15 per cent travel.
Age  Preferably below 30 years.23

42. Make a group of 4 students , collect at
least five different job descriptions from
reputed organization .
Compare the description , highlighting
similarities and differences
Home WorkHome Work

43. 02/05/18Topic 2: HR Planning 43
Job Design

44. Job design is the process of
•Process of determining the specific tasks to be performed
•methods used in performing these tasks
•how the job relates to other work in the organization
Job Analysis
Job designJob design

45. • What tasks are required to be done or what tasks is part of the
job?
• How are the tasks performed?
• What amount are tasks are required to be done?
• What is the sequence of performing these tasks?
Job design processJob design process

46. • Checking the work overload.
• Checking upon the work under load.
• Ensuring tasks are not repetitive in nature.
• Ensuring that employees don not remain isolated.
• Defining working hours clearly.
• Defining the work processes clearly.
• The above mentioned are factors that if not take
Benefits of job designBenefits of job design

47. Job Analysis
Methods of job designMethods of job design

48. Job Analysis

49. 02/05/18Topic 2: HR Planning 49
Flex time
Job sharing
Telecommuting

50. 02/05/18Topic 2: HR Planning 50
Employee
Involvement

51. Great job design motivates and involves
employees through:
•Skill variety
•Task identity
•Task significance
•Autonomy
•Feedback from job itself
02/05/18Topic 2: HR Planning 51
Employee involvement

52. 02/05/18Topic 2: HR Planning 52

53. Recruitment
According to Flippo
“Recruitment is the process of attracting potential
employees and stimulating them to apply for the
jobs in the organization.”

54. 1. Determine the present and future requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability of leaving the job after a short period of time.
5. Meet the organization's legal and social obligations regarding the composition
of its workforce
54
Benefits Of Recruitment

56. INTERNAL FACTORS

57. EXTERNAL FACTORS

58. Recruitment process

59. Selection
process
starts
Selection
process
starts

61. Internal sources External Sources
Transfers Factory gate hiring
Promotions Unsolicited applicants
Employee referrals Job portals (monster.com, naukri.com)
Lay-off University or institute campus
Circulars Public Employment exchange
Notification Labour contractors
Extension of services Head hunters
Informal Search Internships
Employment Agencies/ Consultancies
Poaching / Raiding
E-Recruitment
Internships
Outsourcing
Walk-in Interviews
Advertisement
Tele recruiting

62. Evaluation of a Recruitment
program
The success of the recruitment program can be judged based on a
number of criteria :
The number of successful placements.
The number of hiring.
The number of offers made.
The number of applicants.
The cost involved.
The time taken for filling up the position.

63. 02/05/18Topic 2: HR Planning 63
Selection

64. SELECTION

65. Determine the ideal "fit"
MatchMatch
Overqualified
Underqualified

66. SELECTION
Selection is the process of picking
individuals who have relevant
qualifications to fill jobs in an
organization.
Selection is much more than just
choosing the best candidate. It is an
attempt to strike a happy balance
between what the applicant can and
wants to do and what the
organization requires.

67. Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
Steps in the
Selection Process
Intelligence test
Aptitude test
Personality test
Projective test
Interest test
Preference test
Achievement test
Simulation test
Assessment centre
•presentations
Nondirective interview
Directive or structured
interview
Situational interview
Behavioural interview
Stress interview
Panel interview
Graphology

68. N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
P h o n e N u m b e r ( R e s ) : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
E d u c a t i o n
C o l l e g e / U n i v e r s i t y A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ H i g h e s t D e g r e e ( a ) B A / B S c / M A / M S c / M B A / M C o m
( b ) B E / B T e c h / M T e c h
( c ) A n y o t h e r
H i g h S c h o o l A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k E x p e r i e n c e ( L i s t m o s t r e c e n t j o b s f i r s t )
N a m e o f t h e O r g a n i s a t i o n :
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k s k i l l s
1 . L i s t a n y j o b - r e l a t e d l a n g u a g e s y o u a r e a b l e t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 . L i s t a n y j o b - r e l a t e d c l e r i c a l ( e . g . , t y p i n g ) o r t e c h n i c a l s k i l l s ( e . g . , c o m p u t e r p r o g r a m m i n g ) t h a t y o u
h a v e :
A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d i t i o n a l I n f o r m a t i o n
I n c a s e o f a n e m e r g e n c y , p l e a s e c o n t a c t .
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
T e l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
I u n d e r s t a n d t h a t f a l s i f i c a t i o n o f i n f o r m a t i o n i s g r o u n d s f o r d i s m i s s a l .
I u n d e r s t a n d t h a t m y e m p l o y m e n t a t t h e c o m p a n y m a y b e d i s c o n t i n u e d a t a n y t i m e f o r a n y r e a s o n
e i t h e r b y m y s e l f o r b y t h e c o m p a n y .
I a g r e e t o s u b m i t t o a d r u g a n d / o r a l c o h o l t e s t a s a c o n d i t i o n o f e m p l o y m e n t .
S i g n a t u r e D a t e

69. Barriers to Effective selection

70. 02/05/18Topic 2: HR Planning 70

71. 02/05/18Topic 2: HR Planning 71
Induction
Program

72. NDUCTION IS A TECHNIQUE BY WHICH A NEW EMPLOYEE
IS REHABILITATED INTO HIS SURROUNDINGS AND
INTRODUCED TO THE PRACTICES, POLICIES AND PURPOSE
OF THE ORGANISATION
IN OTHER WORDS – IT’S A WELCOMING PROCESS
WHAT IS IT?

73. ADVANTAGES OF INDUCTION
reates favorable impression on newly appointed employees
reates affinity for job and company
mployee find it easy to adjust with company
educes the rate of labor turnover
mployees get exposure to all areas

75. Topics covered in employee orientation Programme
Organizational Issues
• History of employer
• Organization of employer
• Names and titles of key executives
• Employee’s title and department
• Layout of physical facilities
• Probationary period
• Product line or services provided
• Overview of production process
• Company policies and rules
• Disciplinary regulations
• Employee handbook
• Safety procedure and enforcement
Employee Benefits
• Pay scale and pay days
• Vacations and holidays
• Rest breaks
• Training and education benefit
• Counselling
• Insurance benefits
• Retirement programme
• Employer-provided services to employees
• Rehabilitation programmes
Introduction
• To supervisor
• To trainers
• To co-workers
• To employee counsellor
Job Duties
• Job location
• Job tasks
• Job safety requirement
• Overview of job
• Job objectives
• Relationship to other jobs

76. 02/05/18Topic 2: HR Planning 76
PlacementPlacement

77. “◉Employee Placement is a process of allocating
employed individuals to certain jobs that match their skills
and abilities.
◉By performing this process a business company
attempts to create an effective working environment in
which there is a good match between management
needs and employee qualifications.
◉Employee placement serves as a great method of
avoiding employee overload and layoff.
Employee Placement

79. “◉Collect – gathering employee data to identify skills,
qualifications and abilities of existing workforce.
◉Evaluate – evaluating employee competencies to define what kind
of job every employee fits best.
◉Place – allocating employees to relevant and best fitting jobs.
◉Control – monitoring and measuring performance of employees at
their workplaces
The process of employee placement comes in four
steps, as follows below:

80. 02/05/18 Topic 2: HR Planning 80

81. • It means “to make (a company or organization)
smaller by shedding staff or workplace resources

82. ROLE OF HR IN DOWNSIZING
• Use of alternatives such as work-sharing, down-
grading, redeployment.
•  HR personnel must ensure proper
communications to minimize the negativity and
should keep each individual informed with factual
data.
•  They should convince trade unions and win their
support for downsizing.
•  They need to deal with layoff employees
uncertainties such as service pay, retirement benefit,
search for alternative job, transition assistance etc.

83. NEED FOR RIGHTSIZING
•  To have exact number of employees as per the : job analysis,
job description and job specification exercise of the company.
•  To reduce dysfunctional activities of employees.
•  To minimize the cost of human resources and to increase
the production cost by eliminating unnecessary costs.
•  To reduce maintenance activities of various employees
facilities and benefits like housing, canteen, transportation,
medical and recreation.
•  To maximize productivity by enhancing employee
performance.
•  To avoid formation of trade union and it’s consequences.

84. SMART SIZING
 Maximize the production with the help of efficient utilization of
available resources using different alternatives which are economically
sound.
 Minimum wastage
 Reutilization of waste material
 Reduction in operation cost,
 Lack of innovation
 Reduction in maintenance cost
 Utilization of energy saving methods, to reduce cost of fuel and
electricity.
 Cutting down on amenities and employee programs, such as gym
memberships, company cars, and cafeteria services.
 Economizing throughout the business can help reduce waste, while at
the same time potentially allowing the preservation of more jobs.

85. 02/05/18Topic 2: HR Planning 85