Human Resource Planning, Features, Process of HRP, Demand and Supply forecasting of HRP, Job Evaluation, Features and Methods of Job Evaluation and its Drawbacks.

1. Human Resource Planning
&
Job Evaluation

2. Flow of Presentation
• Human Resource Planning
• HRP Process
• HR Demand and Supply Forecasting
• HRP in Selected Industries
• Job Evaluation
• JE Process
• Methods of JE
• Catch in JE
• Conclusion
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3. Human Resource Planning
• Definition
Process by which an organization ensures that it has the right number &
kind of people at the right place and at the right time, capable of
effectively and efficiently completing those tasks that help the
organization achieve its overall objectives.
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4. Human Resource Planning (contd..)
• HR Planning is the process of examining an organizations’ future human
resource need
• Human Resource Planning (HR Planning) is both a process and a set of
plans
• It involves:
• Identifying and acquiring the right number of people with the proper skills
• Motivating them to achieve high performance
• Creating interactive links between business objectives and resource
planning activities
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5. Importance of Human Resource Planning
• Provides quality workforce
• Reduces labor costs
• Facilitates rise in skills
• Effective motivation
• Safety of health
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6. Human Resource Planning Process
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7. Human Resource Planning Process (contd..)
• Interfacing with strategic planning and scanning the environment
• Taking an inventory of the company’s current human resources
• Forecasting demand for human resources
• Forecasting the supply of HR from within the organization and in the
external labor market
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8. Human Resource Planning Process (contd..)
• Comparing forecasts of demand and supply
• Planning the actions needed to deal with anticipated shortage or overages
• Feeding back such information into the strategic planning process
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9. HRP Demand Forecasting
• Forecasting human resource demand is the process of estimating the future
human resource requirement of right quality and right number
• Factors affecting HR demand forecasting
• Employment trends
• Replacement needs
• Productivity
• Absenteeism and
• Expansion and growth
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10. HRP Demand Forecasting (contd..)
• Techniques of estimating/forecasting human resources demand:
• Managerial Judgment
• Wwork Study Technique
• Ratio-trend Analysis
• Econometric Models
• Delphi Model
• Other Techniques, such as Statistical techniques, Estimates based on historical
record and so on
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11. HR Supply Forecasting
• HR supply forecasting is the process of estimating availability of human
resource followed after demand for testing of human resource
• Forecasting supply of human resource we need to consider internal and
external supply.
- Internal supply of human resource available by way of transfers, promotions, retired
employees & recall of laid-off employees, etc.
- External supply of human resource is availability of labour force in the market and
new recruitment.
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12. Status of HRP in Selected Industries
• Blue Star
• In case of Blue Star, HR planning is done at the beginning / expansion of project, for
replacement of manpower on account of resignation/termination; vacancies are
approved and filled up.
• Reliance Industries
• In Reliance Industries Limited, Human HR planning is done at the project/ expansion
stages. All the levels are filled up according to the organization structure created at the
time of project/expansion. This was the first human resources system which was
implemented in Reliance.
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13. Status of HRP in Selected Industries
(contd..)
• Hindustan UniLever Limited
It is observed that Human Resources planning is done at the time of project
implementation in case of new projects and expansion of existing project. The
organization structures are drawn and the vacancies are filled accordingly. After the
completion of projects, for replacement of manpower on account of
resignation/termination; vacancies are approved and filled up.
• Raymond Limited,
HR planning is done at the beginning / expansion of project, for replacement of
manpower on account of resignation/termination; vacancies are approved and filled
up.
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14. Job Evaluation
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15. Job Evaluation
• Job evaluation is the process of determining the worth of one job in
relation to that of other jobs in a company
• Is a process of determining the relative worth of a job
• A practical technique to judge the size of a job relative to others
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16. Features of Job Evaluation
• It tries to assess jobs, not people.
• The standards of job evaluation are relative, not absolute.
• The basic information on which job evaluations are made is obtained from
job analysis.
• Job evaluations are carried out by groups, not by individuals.
• Some degree of subjectivity is always present in job evaluation.
• Job evaluation does not fix pay scales, but merely provides a basis for
evaluating a rational wage structure.
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17. Job Evaluation Process
• HR takes the lead in this exercise with approval from the management .
• Analyze and prepare job description (JA, JD, JS)
• Select and prepare a JE plan (jobs should be divided into detailed tasks and
positions)
• Classify jobs (assigning money values to each class)
• Install / roll out the program
• Maintain / upgrade the program
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18. Methods of Job Evaluation
• Quantitative Methods• Point Method
• Factor Comparison Method
• Non- Quantitative Methods• Ranking Method
• Job Grading / Classification Method
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19. Quantitative Methods of JE
• Point Method
• It was introduced by Merill R. Lott
• The earliest approach for evaluating job based on quantitative values
• Aspects or parts of the job such as education and experience required to
perform the job are assessed and a points value awarded
• The higher the educational requirements of the job the higher the points scored
• The point method is usually seen as the most reliable and valid evaluation
method by employees
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20. Quantitative Methods of JE (contd…)
Point Method
• Advantages
• Disadvantages
• Highly stable over time
• Perceived as valid by users and
employees
• Likely to be reliable among committee
that assesses the jobs
• Provides good data to prepare a response
to an appeal
• Time, money, and effort required to set
up
• Relies heavily on key (benchmark) jobs,
so if key jobs and correct pay rates don’t
exist, the point method may not be valid
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21. Quantitative Methods of JE (contd…)
• Factor Comparison Method
• Jobs are compared against other jobs on the basis of how much of some desired
factor they possess
• Each job’s factors are ranked against each other job’s factors
• The market pay rate for each job is then allocated among the factors based
upon a market pay rate scale
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22. Non-Quantitative Methods of JE
• Ranking Method
• Ranking simply orders the job descriptions from smallest to largest based on
the evaluator’s perception of relative value or contribution to the organization’s
success.
• Advantages
• Simple, Fast and Most commonly used
• Disadvantages
• May appear arbitrary to employees
• Can be legally challenged
• Unreliable
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23. Non-Quantitative Methods of JE (contd..)
• Job Grading / Classification Method
• Job descriptions are slotted into a series of classes that cover the range of jobs.
Each class has a definition. These definitions are the standards against which
the jobs are compared
• Advantages
• Uses job families / groups instead of individual jobs
• May produce same results as Point Method, but is less costly
• Disadvantages
• Not useful when jobs are very different from each other
• May be confusing to employees about why jobs are included in class
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24. Catch in Job Evaluation
• Not a scientific technique
• Problem of adjustment
• Unrealistic
• Organizational limitation
• Opposition by workers
• Subjectivity
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25. Presented by
Sr. No. Name
Roll No.
1
ANSHARI NAWED ABDUL VAHID
61
2
ATTRA GURUDEV RAVINDERSINGH
62
3
COUTINHO JOHN PETER
63
4
JAIN ASHISH GANPATHLAL
74
5
KHAN DANISH WAHID
80
6
PAYYAPPATE RASHMI RAVINDRAN
103

26. Thank you