This document discusses human resource planning and staffing processes. It covers the key components of staffing including recruitment, selection, induction and training. Recruitment sources can be internal through promotions or external through advertisements, consultancies, or educational institutions. The selection process involves interviews, tests and reference checks. New employees go through an induction process to introduce them to the organization. Grievances are addressed through negotiation, mediation or arbitration if issues cannot be resolved internally.

1. HUMAN RESOURCE PLANNING

2. COMPONENTS OF MANAGEMENT
 5 M’s Of management:
Money
Men
Material
Machine
Minutes

3. STAFFING
 “ Staffing is the process of
identifying, assessing, placing, evaluating and
directing individuals at work”
( Benjamin.s)
 According to koontz & Donnel “ Staffing is the
managerial function involves in managing the
organisation structure through proper and effective
selection, appraisal and development of personnel
to fill the roles designed”

4. OBJECTIVES OF HUMAN RESOURCE PLANNING
 To carry on the work, each organization needs
personnel with necessary
qualifications, skills, knowledge, work experience
and aptitude for work
 To replace the persons who have grown old, who
retired, die or become incapacitated because of
physical or mental illness
 To manage frequent labor turnover which occurs
due to social and economical reasons like voluntary
quits, discharges, marriages, promotions

5. CONTD….
 To meet the needs of expansion programmes.
 To meet the challenges of a new and changing
technology and new techniques i.e… new blood
injected in an organisation.
 To identify areas of surplus personnel or areas of
shortage of personnel.

6. ELEMENTS OF STAFFING
Recruitment
Selection
Induction
Training
Development
Evaluation / Appraisal

7. RECRUITMENT
 Is the process of identifying the potential candidates
and inducing them to apply for the job in an
organisation.

8. SOURCES OF RECRUITMENT
 The source is based on the policy followed by the
company.
 Two common sources are:
SOURCES
INTERNAL EXTERNAL
TRANSFER PROMOTION

9.  EXTERNAL SOURCES:
Advertisement
Recommendations
Employment exchange
Consultancy
Educational institutions
Unsolicited applicants
Leasing
Field trips
Contracts
Waiting List

10.  ADVERTISEMENT:
- details of the job and the qualification of the
candidates are briefly given.
- the company receive applications in response to the
advertisement
- after this interview will be conducted
 RECOMMENDATIONS:
- appointing candidate based on the recommendation
letter from a person reliable and well known to the
company.
 GATE APPLICANTS:
- educated unemployed youth may contact the
company to get employment
- candidates personally approach the appointing
authority.

11.  PERSONNEL CONSULTANCY :
- it is a specified agency doing the function of
recruitment of the personnel on the behalf of the
company.
- personnel consultant receives fees from the
company for its service.
 WAITING LIST:
- the business concern prepares waiting list of
candidates who have already been interviewed.
- whenever the vacancy arises the vacancy is
filled up by the company out of the waiting list

12.  FIELD TRIPS :
- a company send a group of experts to the towns
of cities where the various kinds of candidates
required by the company.
 LEASING :
- this type of recruitment is followed by the public
sector.
 UNSOLICITED APLICANTS:
- it is the application received through mail from
the candidate
- the application contains all the details including
age, educational qualification, experience and area
of interest.

13. ADVANTAGES OF INTERNAL SOURCES
 It increases the morale among the staff members
 Giving promotion keeps the employee happy
 It attracts efficient staff members
 The training expenses reduced to some extent
 Internal promotion helps the staff mambers to
derive job satisfaction
 It increases the security of the job of the staff
member
 It induces the staff members to work hard
 Expenses such as advertisement, recruitment, test
and interview are avoided.

14. MERITS OF EXTERNAL SOURCES
 Best candidate selected from large applicants
 New person with new outlook use newer approach
in solving the problem
 Newly recruited candidate with experience in
various fields will help to uplift the organisation

15. SELECTION
 Selection is the process of securing relevant
information about an applicant to evaluate his
qualifications, experience, and other qualities.

16. SELECTION PROCESS
Preliminary Interview
Application form
Second interview
Testing Work history References
Physical examination Recommendation
Interview with supervisor Employment

17. SELECTION TESTS
 Test is conducted to assess the individuals
behavior, performance and attitude.
KINDS OF TEST
Proficiency test Aptitude test
temperament intelligent test
Achievement Personality test
Interest test Situational test
Judgement test
Efficiency test

18.  ACHIEVEMENT TEST:
- it is the used to measure the level of
knowledge for performing the work assigned to an
individual.
- it is also termed as performance test or trade
test
 TEMPERAMENT TEST:
- used to measure the likes and dislikes and
habits of an individual.
- it is helpful to find out whether the particular
individual can put himself in a society or not

19.  INTEREST TEST:
- used to discover the individuals interest to
identify the kind of work that will satisfy him.
- it is also called as vocational test
 INTELLIGENT TEST:
- used to measure the mental ability, capacity, and
general awareness of the individual
- the most common intelligent tests are group
tests, individual test, evaluation test, performance
test, word fluency, test of reasoning.

20.  KINDS OF INTERVIEW:
a) Direct interview :
- face to face conversation
- straight away questions are put before the
applicant to get answers from them
b) Indirect interview:
- questions are not directly raised by the
interviewer.
- candidate can express his views freely
c) Group interview:
- common topic is presented infront of the
group. One group consists of six to eight members.

21. PHYSICAL EXAMINATION
 It is the complete head to toe assessment
 Purposes:
- it helps to identify the fitness of a candidate
- it discover existing disabilities
- it helps in preventing employment of those
suffering from type of contagious diseases

22. CONTENTS OF PHYSICAL EXAMINATION
 Applicants medical history
 Physical measurements – height,weight
 General examination
 Special senses – visual and auditory activity
 Examination of chest and lungs
 Blood pressure and heart rate

23. REFERENCE CHECKS AND FINAL DECISION
 The applicant is asked to mention in his application
the names and addresses of three persons who
know him well.
 The reference persons may be the previous
employers, professional colleagues.
 HRD person approaches the reference person by
mail or telephone to assure all information about
the recruited candidate.

24. PLACEMENT
 Proper placement of right person at a right place
will reduces employee turnover, absenteeism and
improves morale

25. INDUCTION , ORIENTATION OR INDOCTRINATION
 It is the last activity in relation to a newly employed
person before he is trained for his job.
 The primary purpose of induction is to sell the
company to the new employee so that he may feel
proud of his association with the company.

26. AREAS TO BE COVERED IN INDUCTION PROGRAMME
 History of the hospital, significance of the job, necessary
information about job training and job hazards.
 Structure of the hospital and the functions of various departments.
 Employees own department and job and how he fits into the
organization
 Personnel policy and sources of information
 Terms, conditions, amenities and staff welfare activities
 Safety and accident prevention, holidays, vacations, methods of
reporting, grievances procedure and discipline handling.
 Social benefits and recreation activities
 Opportunities, promotions, transfer,suggestion schemes and job
satisfaction

27. STEPS IN INDUCTION PROGRAMME
 General orientation by the staff:
- it gives general information about the history and the
operations of the firm.
- it helps an employee to build up pride and interest in an
organisation
 Specific orientation by the job supervisor:
- orientation to department and his place of work, the
location of facilities and is told about the organisations specific
practices customs
- it helps the employee to adjust with his working
environment
 Follow up orientation by the personnel department or
supervisor:
it is conductes with in six months to identify whether the
employee is well satisfied.

28. COACHING THE EMPLOYEES
 Step 1 :
Build a relationship of mutual trust
 Step 2 :
Open the meeting
 Step 3:
Get agreement
 Step 4:
Explore alternatives
 Step 5:
Get a commitment to act
 Step 6 :
Handle excuses
 Step 7 :
Provide feedback

29. GRIEVANCES
 Grievance is a complaint filled by an employee
which may be resolved by procedures like collective
bargaining, negotiation, mediation, arbitration.
 Grievance process:
- wage grievance
- wage inequities
- increased work load
- assignment and placement of workers
- disciplinary actions
- physical working conditions
- supervisory practices

30. GRIEVANCE REDRESSAL
 NEGOTIATION:
- Is a dialogue between two or more parties
intended to reach an understanding.
- is intended to aim at compromise
 TYPES OF NEGOTIATION:
DISTRIBUTIVE NEGOTIATION:
- also called as hard bargaining negotiation
- it’s a win / lose situation
- it resembles the bargaining in a market
INTEGRATIVE NEGOTIATION:
- also termed as interest based or principled
negotiation
- it focuses on improving the quality
- it is a win – win negotiation

31. NEGOTIATION STYLES
 ACCOMODATING:
- individuals who enjoy solving the other
party’s problems and preserving personal
relationship
 AVOIDING:
- individuals who do not like to negotiate
 COLLOBORATING:
- individuals who enjoy negotiations that
involve solving problems in creative ways
 COMPETING :
 Compromising

32. ARBITRATION
 Form of alternative dispute resolution is a legal
technique for resolution of disputes outside the
court
MEDIATION
 Alternative dispute resolution
 Third party mediators assist the parties to
negotiate