HRM UNIT 2 DEFINITION IMPORTANCE TYPES .

HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) is the process of foreseeing the
requirement of human resources in an organization. The objective is also
to determine how the existing human resources best fit in their jobs.
Thus, it focuses on the basic economics concept of demand and
supply in the context of the human resource capacity of an organization.
HRP is also known by other names such as ‗Manpower Planning‘,
‗Employment Planning‘, ‗Labour Planning‘, ‗Personnel Planning‘, etc. HRP
is a sub-system in the total organizational planning.

DEFINITION
Human Resource Planning or Manpower Planning (HRP) is
the process of systematically reviewing HR requirements to ensure that
the required number of employees with the required skills is available
when they are needed.
Getting the right number of qualified people into the right job

COMPONENTS OF HRP
Current HR Supply
It involves a comprehensive study of human resource strength in the
organization with respect to the numbers, skills, talents, competencies, qualifications,
experiences, age, tenures, performance ratings, designations, grades, compensations,
benefits, etc.
Future HR Demanda
All the known HR variables like attrition, lay-offs, foreseeable vacancies,
retirements, promotions, pre-set transfers, etc. are considered while selecting future HR
demand
Specific unknown workforce temporaries like competitive factors, resignations,
abrupt transfers or dismissals are also involved in the scope of analysis.

Demand Forecast
It is important to understand the business strategy and the
objectives of the organization in the long run so that the workforce
demand forecast is aligned to the organizational goals.
HR Sourcing Strategy and Implementation
Sourcing strategy and implementation may involve conducting
interaction programs with employees, relocation, talent acquisition,
recruitment and outsourcing, talent management, training and coaching,
and revision of policies.
The plans are then executed taking into confidence the mangers
so as to make the process of execution smooth and efficient.

Job Analysis
It is the process of identifying and choosing elaborated contents of a particular
job, thus clearly defining duties, rules, responsibilities, accountabilities, and skills related
to the job.
The process of job analysis gives two sets of data
Job description − Job description is a written statement including complete
information about what all a job holds, like job title, duties, tasks and responsibilities
related to job, working conditions and hazards, reporting relationships, tools, machines
and equipment to be used, and relationships with other designations.
Job specification − Job specification includes particulars regarding the
capabilities that an individual should possess to perform the assigned tasks efficiently.
This includes educational qualification, experience, training, appropriate skills,
knowledge, and abilities required to perform the job.

Job Design
Job design is a continuous and ever-evolving process that is targeted at
helping employees in making adjustments with the changes at the workplace. The
end goal is minimizing dissatisfaction and enhancing motivation and employee
engagement at the workplace.
There are various steps involved in job designing, but all these steps
follow a logical sequence. Every step has its own importance and no step can be
neglected during the designing process. The sequence is given below −
What jobs are to be done or what jobs are a part of the job?
How are the jobs performed?
What amount of jobs is required to be done?
What is the procedure of performing these tasks?

Job Evaluation
In contrast to job specification, job evaluation specifies the relative value
or worth of each job in a company by examining the task and ranking the jobs
accordingly.
Job evaluation cab be done by any of the following methods −
Points rating
Factor comparison
Job ranking
Paired comparison

HUMAN RESOURCE PLANNING –
OBJECTIVES:
(i) Proper assessment of human resources needs in future.
(ii) Anticipation of deficient or surplus manpower and taking the
corrective action.
(iii)To create a highly talented workforce in the organization.
(iv)To protect the weaker sections of the society.
(v)To manage the challenges in the organization due to modernization,
restructuring and re-engineering.

(vi)To facilitate the realization of the organization‘s objectives by
providing right number and types of personnel.
(vii)To reduce the costs associated with personnel by proper planning.
(viii)To determine the future skill requirements of the organization.
(ix)To plan careers for individual employee.
(x) Providing a better view of HR dimensions to top management.
(xi) Determining the training and development needs of employees.

FACTORS AFFECTING HUMAN
RESOURCE PLANNING
External Factors:
i. Government Policies – Policies of the government like labour policy, industrial
relations policy, policy towards reserving certain jobs for different communities and
sons-of the soil, etc. affect the HRP.
ii. Level of Economic Development – Level of economic development determines
the level of HRD in the country and thereby the supply of human resources in the
future in the country.
iii. Business Environment – External business environmental factors influence the
volume and mix of production and thereby the future demand for human resources.

iv. Level of Technology – Level of technology determines the kind of
human resources required.
v. International Factors – International factors like the demand for
resources and supply of human resources in various countries.
vi. Outsourcing – Availability of outsourcing facilities with required
skills and knowledge of people reduces the dependency on HRP and
vice-versa.

Internal Factors:
i. Company policies and strategies – Company policies and strategies relating
to expansion, diversification, alliances, etc. determines the human resource
demand in terms of quality and quantity.
ii. Human resource policies – Human resources policies of the company
regarding quality of human resource, compensation level, quality of work-life,
etc., influences human resource plan.
iii. Job analysis – Fundamentally, human resource plan is based on job
analysis. Job description and job specification determines the kind of
employees required.
iv. Time horizons – Companies with stable competitive environment can plan
for the long run whereas the firms with unstable competitive environment can
plan for only short- term range.

v. Type and quality of information – Any planning process needs
qualitative and accurate information. This is more so with human
resource plan; strategic, organisational and specific information.
vi. Company‘s production operations policy – Company‘s policy
regarding how much to produce and how much to buy from outside to
prepare a final product influence the number and kind of people
required.
vii. Trade unions – Influence of trade unions regarding number of
working hours per week, recruitment sources, etc., affect the HRP.

CHARACTERISTICS OF HUMAN
RESOURCE PLANNING
1. Future Oriented
Human resource planning is prepared to assess the future requirement
of manpower in the organization. It helps identify the size and composition
of resources for future purpose.
2. Continuous Process
The human resource planning prepared today may not be applicable
for future due to ever changing external forces of the environment. Hence, to
address such changing factors, the human resource planning needs to be
revised and updated continuously.

3. Optimum Utilization Of Human Resources
It checks how the employees are utilized in a productive manner. It
also identifies employees' existing capabilities and future potentialities to
perform the work.
4. Right Kinds And Numbers
Human resource planning determines the right number and kind of
people at the right time and right place who are capable of performing the
required jobs. It also assesses the future requirement of manpower for
organizational objective.
5. Determination Of Demand And Supply
Human resource planning is a process of determining demand for and
supply of human resources in the organization. Then a match between
demand and supply estimates the optimum level of manpower.

6. Environmental Influence
Human resource planning is influenced by environmental changes, hence, it
is to be updated as per the change occupied in the external environment.
7. RelatedTo Corporate Plan
Human resource planning is an integral part of overall corporate plan of
the organization. It can be formulated at strategic, tactical and operational levels.
8. A Part Of Human Resource Management System
As a part of total human resource management system, human resource
planning is regarded as a component or element of HRM which is concerned with
acquisition and assessment of manpower. It serves as a foundation for the
management of human resource in an effective and efficient manner.

STEPS IN HUMAN RESOURCE
PLANNING

1. Analysing Organizational Objectives:
The objective to be achieved in future in various fields such as
production, marketing, finance, expansion and sales gives the idea about the
work to be done in the organization.
2. Inventory of Present Human Resources:
From the updated human resource information storage system, the
current number of employees, their capacity, performance and potential can
be analyzed.
To fill the various job requirements, the internal sources (i.e.,
employees from within the organization) and external sources (i.e., candidates
from various placement agencies) can be estimated.

3. Forecasting Demand and Supply of Human Resource:
The human resources required at different positions according to their
job profile are to be estimated. The available internal and external sources to
fulfill those requirements are also measured.
There should be proper matching of job description and job
specification of one particular work, and the profile of the person should be
suitable to it.
4. Estimating Manpower Gaps:
Comparison of human resource demand and human resource supply
will provide with the surplus or deficit of human resource. Deficit represents
the number of people to be employed, whereas surplus represents termination.
Extensive use of proper training and development programme can be
done to upgrade the skills of employees.

5. Formulating the Human Resource Action Plan:
The human resource plan depends on whether there is deficit or
surplus in the organization. Accordingly, the plan may be finalized either for
new recruitment, training, interdepartmental transfer in case of deficit of
termination, or voluntary retirement schemes and redeployment in case of
surplus.
6. Monitoring, Control and Feedback:
Human resources are allocated according to the requirements, and
inventories are updated over a period.
The plan is monitored strictly to identify the deficiencies and remove
it. Comparison between the human resource plan and its actual
implementation is done to ensure the appropriate action and the availability
of the required number of employees for various jobs.

JOB ANALYSIS – DEFINITION
According to Edwin B. Flippo – ―Job analysis is the process of
studying and collecting information relating to the operations and
responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications.‖
David A. De Cenzo and Stephen P. Robbins has defined ―job
analysis is a systematic exploration of the activities within a job. It is a
basic technical procedure, one that is used to define the duties,
responsibilities and accountabilities of a job.‖

Job analysis provides the following information about a job:
i. Nature of jobs required in a concern;
ii. Nature of organizational structure;
iii.Type of people required to fit that structure;
iv.The relationship of a job with other jobs in a concern;
v. Kind of qualifications required for a particular job;
vi. Provision of physical condition to support the activities of a
concern;
vii. Materials, equipments and methods used in performing the job.

Recruitment and Selection:
Job Analysis helps in determining what kind of person is required to
perform a particular job. It points out the educational qualifications, level of
experience and technical, physical, emotional and personal skills required to carry
out a job in desired fashion. The objective is to fit a right person at a right place.
Performance Analysis:
Job analysis is done to check if goals and objectives of a particular job are
met or not. It helps in deciding the performance standards, evaluation criteria and
individual‘s output. On this basis, the overall performance of an employee is
measured and he or she is appraised accordingly.

Training and Development:
Job Analysis can be used to assess the training and development needs of
employees. The difference between the expected and actual output determines the
level of training that need to be imparted to employees. It also helps in deciding the
training content, tools and equipment's to be used to conduct training and
methods of training.
Compensation Management:
It plays a vital role in deciding the pay packages and extra perks and
benefits and fixed and variable incentives of employees. After all, the pay package
depends on the position, job title and duties and responsibilities involved in a job.
The process guides HR managers in deciding the worth of an employee for a
particular job.

Job Designing and Redesigning:
The main purpose of job analysis is to streamline the human efforts and
get the best possible output. It helps in designing, redesigning, enriching, evaluating
and also cutting back and adding the extra responsibilities in a particular job. This
is done to enhance the employee

Identification of Job Analysis Purpose:
The first step in the process is to determine its need and desired output.
Spending human efforts, energy as well as money is useless until HR managers
don‘t know why data is to be collected and what is to be done with it.
WhoWill Conduct Job Analysis:
The second most important step in the process of job analysis is to decide
who will conduct it. Some companies prefer getting it done by their own HR
department while some hire job analysis consultants.
Job analysis consultants may prove to be extremely helpful as they offer
unbiased advice, guidelines and methods. They don‘t have any personal likes and
dislikes when it comes to analyze a job.

How to Conduct the Process:
Deciding the way in which job analysis process needs to be conducted is
surely the next step. A planned approach about how to carry the whole process is
required in order to investigate a specific job.
Strategic Decision Making:
It‘s about deciding the extent of employee involvement in the process, the
level of details to be collected and recorded, sources from where data is to be
collected, data collection methods, the processing of information and segregation
of collected data.
Training of Job Analyst:
Next is to train the job analyst about how to conduct the process and use
the selected methods for collection and recoding of job data.

Preparation of Job Analysis Process:
Communicating it within the organization is the next step. HR managers
need to communicate the whole thing properly so that employees offer their full
support to the job analyst. The stage also involves preparation of documents,
questionnaires, interviews and feedback forms.
Data Collection:
Next is to collect job-related data including educational qualifications of
employees, skills and abilities required to perform the job, working conditions, job
activities, reporting hierarchy, required human traits, job activities, duties and
responsibilities involved and employee behaviour.

Documentation,Verification and Review:
Proper documentation is done to verify the authenticity of collected data
and then review it. This is the final information that is used to describe a specific
job.
Developing Job Description and Job Specification:
Now is the time to segregate the collected data in to useful information.
Job Description describes the roles, activities, duties and responsibilities of the job
while job specification is a statement of educational qualification, experience,
personal traits and skills required to perform the job.

PROBLEMS IN JOB ANALYSIS
1. Lack of support form Top Management
2. Relies on single method for Data Collection
3. Lack of Training or Motivation
4. Misrepresentation of Information
5. Non-Involvement of Supervisor and the Employee
6. Considered as waste of time by Manager &Supervisors
7. Employees fear
8. Need to update gathered Information

Job description is the immediate product of job analysis process.
DEFINITION
Smith and Stakeman, ―Job Description is a bailed down statement of the
Job Analysis and serves to identify the job for consideration by other Job Analysis,‖
Maurice B. Cuming, ―A Job Description is a broad statement of the
purpose, scope, duties and responsibilities of a particular job.‖
According to Edwin B. Flippo, ‗A job description is an organised, factual
statement of the duties and responsibilities of a specific job‘.
According to M. W. Cumming, a job description is a broad statement of
the purpose, scope, duties and responsibilities of a particular job.

CONTENTS OF JOB DESCRIPTION
1) Job title:
First of all the job description document must describes the job title. It must be
short, definite and suggestive of the nature of job.
2) Job location:
It means the name of department where the job exists.
3) Job summary:
It means a short summary of the task to be performed by the employee.
4) Job duties:
Job description document should include the percentage of time that is
devoted to the performance of each task.
5) Equipments, machines and tools:
Equipments, machines and tools to be used in the job should be written in
the job description document.

6) Relation to other jobs:
Relation to other jobs will help the organization to understand the nature
of the job.
7) Nature of supervision:
Job description must include the nature of supervision it includes.
8)Working environment:
The working conditions, hazards involve in the job must be mentioned in
the job description document.
9) Hazards:
Hazards involved – Accident risk and health hazards such as nerve strain,
eye strain, physical strain, acid, exposure to weather and so on.
10) Pay – Method of payment:
Hourly, daily, weekly, monthly, piece rate—range of pay from minimum to
maximum, bonus and so on required to do the job well.

11.Training And Promotion :
Whether training or apprenticeship required; if yes, then of what type and
duration, basis and line of promotion.
12. Required Qualifications Of TheWorker:
Skills, experience, education, mental and physical standards, aptitude,
attitude and so on.
13. Comments:
The job analyst can make his/her comment or additional remark
concerning the job.

USES OF JOB DESCRIPTION
(1) Promotion and transfer of employees.
(2) Organizational change and development.
(3) Health and fatigue studies.
(4) For job classification.
(5)Work measurement and work improvement.
(6) Developing performance standards.
(7) Placement of new employee on a job.
(8) Orientation of new employees towards basic duties and responsibilities.

(9) Determining jobs for occupational therapy.
(10) Framing questions to be asked in the selection interview.
(11) Employee counseling and vocational guidance.
(12) Defining the limits of authority.
(13) Locating faulty work procedures and duplication of paper.
(14) Defining and outlining career paths.
(15) Investigating accidents.
(16) Redressal of grievances relating to duties and responsibilities

Job specification is another aspect of job analysis. It describes
the type of employee required (in terms of skill, experience, and special
attitude, and test scores of various types) and outlines the particular
working conditions that are encountered on the job.
According to Edwin B. Flippo, ―A job specification is a
statement of minimum acceptable human qualities necessary to
perform a job properly.‖
Gary Desslar has defined job specification as, ―A list of job‘s
human requirements that is the requisite education, skills, personality
and so on.‖

CONTENTS OF JOB SPECIFICATION
1.Required Education
Required level of education for each post that an incumbent is
supposed to hold is listed in job specification statement. It also helps to
determine the level or category of job in terms of rank.
2. Health And Physical Fitness
Physical fitness and health is a crucial aspect of good
performance. Hence, body structure, physical ability and other aspects
of health and fitness is a must in order to perform well in the
organization.

3. Appearance
Appearance refers to an outlook of an employee, which must be attractive and good
looking. The cleanliness and neatness of an individual shows his/her appearance.
Hence, job specification statement defines the employee's appearance.
4. Mental And Other Abilities
The employee must be mentally fit to perform the desired task. If not, the problems
may arise at the work floor. Mental fitness is associated with the ability of decision
making, managing emotions and sorrows, dealing with different kinds of people etc.
5. Experience
Under it, the required level of experience in doing a particular task is explained, if
necessary. An experienced employee will be preferable in comparison to the fresh
candidate.

6. Skills & Knowledge
This is an important parameter in job specification especially with
knowledge and skill-based profiles. The higher the position in a company, the
more niche the skills become and more is the knowledge required to perform
the job.
7. Personality traits and characteristics
The way in which a person behaves in a particular situation handles
complex problems, generic behavior etc are all covered in the characteristics of
a job specification. It also covers the emotional intelligence of a person i.e
how strong or weak a person is emotionally

USES OF JOB SPECIFICATION
1. Find out Prospective Candidate
2. Attract Candidates
3. Set up competency of the Organization
4. Identify Competencies
5. Eliminate Discrimination

BASIS JOB DESCRIPTION JOB SPECIFICATION
Meaning
Job description is the written
document in which all the
information regarding a
particular job including role,
responsibilities and duties is
summarized in a systematic
manner.
Job specification is the set
of specific qualities,
knowledge and experience,
a person must possess to
perform a particular job.
Origin Originates from Job Analysis Based on Job Description
Elements
Consist of job title, job location,
role, responsibilities, duties,
salary, incentives and allowances
Involves personal
attributes, skills,
knowledge, educational
qualification and
experience
Describes Jobs Job Holders

Objective Describes the job profile Specifies the eligibility
criteria
Lists out
Job title, duties, tasks and
responsibilities involved in a
job.
Employee's qualification,
skills and abilities.
What is it?
It expresses what a
prospective employee must
do when he will get the
placement
It expresses what an
applicant must possess for
getting selected.
What is it?
What the company is
offering to the candidate.
What the company is
demanding from the
candidate.
Application by Human
Resource Manager
Used to give the sufficient
and relevant information of
the job
Used to match the right
attributes with the job so
described

TELECOMMUTING
Telecommuting (also known as teleworking) refers to employees
working from their own homes or other remote locations, connecting
with coworkers via online platforms. While some telecommute full-
time, others do so on specific days or occasions.
Telecommuting allows an employee to complete work
assignments from outside the traditional workplace using
telecommunications tools such as email, messaging, phone, chat and
video apps.

TYPES OFTELECOMMUTING
1) Full-time or regular telecommuting. This arrangement lets a worker
spend every scheduled workday working from a home office or other remote
location, such as a coffee shop.
While they might occasionally come into the office, the entirety of
their work is completed remotely. Full-time telecommuting is ideal for
workers who require minimal supervision, have a stable internet connection
and are comfortable working with virtual work tools from any location.
2) Part-time telecommuting. Employees who choose this hybrid option
split their time between working from home and in the company's office. For
instance, an employee might work three days from home and come into the
office the remaining two days.

3) Temporary or special arrangement telecommuting.This kind of
telecommuting entails working remotely for a brief length of time, such
as during an extended period of bad weather, a natural disaster or while
recovering from an illness.
3) Freelance telecommuting.This type of telecommuting is mostly
undertaken by freelancers or independent contractors who aren't full-
time employees of a company.

BENEFITS
• Flexible work schedules. Employees who telecommute tend to enjoy a
more flexible work schedule, since they can work at their own pace
without pressure or micromanagement.
• Fewer distractions. Employees don't have to deal with common
workplace distractions such as office noise and work gossip.
• Higher productivity. With a more flexible schedule, fewer workplace
distractions and not having to deal with transportation, telecommuting
workers can be more productive.

• Increased loyalty and autonomy. Telecommuting increases employee
loyalty, as employees feel more trusted by their employers, which leads
to improved employee retention rates. It also provides employees with a
sense of autonomy, as they're better able to balance other interests in
life because of the extra time saved by not commuting to work.
• Work-life balance. Employees who telecommute can achieve work-life
balance, since they don't have to plan appointments and other
important life events exclusively before or after work hours because
there's no commute involved.
• Positive effect on the environment.Telecommuting also benefits the
planet. Fewer workers traveling means less carbon-dioxide emissions.

• Cost savings. Telecommuting can also have a positive influence on
finance for both employers and employees.The employee doesn't have
to spend money each week on transportation and other incidentals such
as parking.The employer doesn't have to maintain an office space for
workers or pay for real estate and other overhead expenses.
• Business continuity. Should a natural disaster occur, an organization
with an established telecommuting framework can potentially gain a
competitive advantage by being able to continue operations during the
crisis.

CHALLENGES
• Social isolation
• Extra distractions
• Challenging supervision
• Security risks
• IT-related issues

TELECOMMUTINGTECHNOLOGY
GoogleWorkspace.Workspace is a suite of collaboration software that
includes business versions of Gmail, Calendar, Google Docs, Chat, Drive,
Forms, Sheets and Sites.
Zoom. Zoom is a communications platform that supports both screen
sharing and video calls. Users can connect via audio, video, phone and
chat.
Slack. Slack is an instant messaging app employees can use to stay in touch
and up to date with information.Workers can also use Slack to keep track
of and schedule meetings.
MicrosoftTeams. Remote teams commonly use this software for meetings,
video conferences, interviews, presentations and other vital
communications.
Asana. Asana is a cloud-based team collaboration tool. Users can break
down projects into tasks that team members can track. Asana comes with a
workload tool that simplifies the division of work among teams.

ERGONOMICS
Ergonomics is the process or methodology for arranging or designing
workplaces, products, and systems of a working environment so that they
are best fitted for the people who work there.
Ergonomics is a new science which is the result of years of research
and surveys in physiology, psychology, and engineering. It involves a number
of other subjects like:
• Biomechanics- the study of strength, force, levers, and muscles.
• Anthropometry- the study of populations, variations, and body sizes
• Environmental physics- science related to human senses, noise, light, etc.
• Psychology- the study of groups, learning, communications, adaptability,
etc.

The word ergonomics comes from the Greek word ―ergon‖ which
means work and ―nomos‖ which means laws.
It‘s essentially the ―laws of work‖ or ―science of work‖.
Good ergonomic design removes incompatibilities between the work and the
worker and creates the optimal work environment.
DIFFERENTTYPES OF ERGONOMICS:-
1. Physical Ergonomics-
This type of ergonomics is concerned with the physiological,
biomechanical, anthropometric and human anatomical characteristics as they
are related to the physical activities. These include the workplace layout,
safety and health, working postures, material handling and work related
disorders.

2. Organizational Ergonomics-
It is related to the optimization of the sociotechnical systems,
including their processes, policies and organizational structures. These
involve work timings, work design, crew resource management, new work
paradigms, community ergonomics, etc.
3. Cognitive Ergonomics- This type of ergonomics is related to the mental
processes like memory, motor response, perception, reasoning as these affect
the interaction among the humans. These include decision-making, skilled
performance, human reliability, mental workload, work training as these are
related to the human-system design.

BENEFITS OF ERGONOMICS
Lower costs
Higher productivity
Better product quality
Improved employee engagement
Better safety culture

ERGONOMICS PROCESS
1) Asess Risk: Conducting an ergonomic assessment is a foundational
element of the ergonomics process.Your ergonomic improvement
efforts will never get off the ground without being able to effectively
assess jobs in your workplace for musculoskeletal disorder (MSD) risk
factors.
2) Plan Improvements:The core goal of the ergonomics process is to make
changes to your workplace that reduce risk. Making changes at scale
requires a significant planning effort that includes prioritizing jobs to be
improved, identifying effective improvement ideas, and cost-justifying
the improvement projects.

3) Measure Progress: Measurement is an important component of any
successful continuous improvement process. High performing
ergonomics programs are constantly measured using both leading and
lagging indicators.
4) Scale Solutions: By establishing a common set of tools to train your
workforce, assess risk, plan improvements, measure progress, and design
new work processes, you‘ll be able to scale ergonomics best practices
throughout your organization.

What Should an Employer Consider?
The design, layout, and function of workspaces
Placement of tools
Lighting
Placement and of ease of use for other frequently used items
Employee training

HRM UNIT 2 DEFINITION IMPORTANCE TYPES .

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