Ppt of Human Resources Management

1. Plan, Acquire, Develop, Career
Management
Dr. Arjun Thorat

2.  a) Attraction
 This is the first impression stage.
 The company builds a strong employer brand
(good image as a workplace) through social
media, reviews, and success stories.
 Job seekers are attracted by company culture,
salary, growth opportunities, and benefits.
 Examples: Google attracts talent by offering
innovation-driven roles and excellent work-life
balance.
1. Employee Life Cycle Approach

3.  b) Recruitment
 Involves advertising vacancies using portals
like Naukri, LinkedIn, or internal referrals.
 Also includes preparing job descriptions (JDs),
defining qualifications and responsibilities.
 Objective: Create a pool of qualified
applicants.

4.  c) Onboarding
 A structured welcome program that may last
days or weeks.
 Includes explaining company vision, values, HR
policies, IT system access, team introductions.
 Effective on boarding improves employee
confidence and reduces early turnover.

5.  d) Development
 Ongoing learning opportunities like skill
workshops, professional certifications,
seminars, etc.
 Encourages personal and career growth
within the company.
 Focus on both hard skills (technical) and soft
skills (communication, leadership).

6.  e) Retention
 Companies work to keep good employees by
offering:
◦ Recognition programs
◦ Promotions and career growth
◦ Flexible work arrangements
◦ Mental health support
 High retention = reduced hiring and training
costs.

7.  f) Separation
 Can be:
◦ Voluntary: Resignation, retirement
◦ Involuntary: Termination, layoff
 HR conducts exit interviews to understand
why the employee is leaving.
 Ensures documentation, final payments, and
knowledge handover.

8.  a) Analyzing Organizational Objectives
 HR must align workforce planning with
company goals like:
◦ Expansion
◦ Digital transformation
◦ Entering new markets
 This helps determine future workforce size
and skillsets.
2. Human Resource Planning –

9.  b) Inventory of Current Human Resources
 Prepare HR audit reports listing:
◦ Number of employees
◦ Age, experience, skill levels
◦ Vacant positions and those nearing retirement

10.  c) Demand Forecasting
 Estimate how many and what kind of
employees are needed in the future.
 Use tools like:
◦ Trend analysis
◦ Workload analysis
◦ Managerial judgment

11.  d) Supply Forecasting
 Check available talent:
◦ Internally (existing employees)
◦ Externally (labour market, consultants)
 Consider promotions, transfers, resignations.

12.  e) Matching Demand and Supply
 Identify gaps or excesses:
◦ Shortage? Hire or train
→
◦ Surplus? Redeploy or lay off
→

13.  f) Action Plan
 Final plans for recruitment, training,
succession, redeployment, outsourcing.
 Includes budgeting and timelines

14.  a) Recruitment Sources
 Internal:
◦ Promotions: Advancing current employees
◦ Transfers: Moving employees to new
roles/departments
 External:
◦ Campus recruitment: From colleges
◦ Walk-ins: Direct applications
◦ Recruitment agencies: Paid services to find talent
3. Recruitment and Selection –

15.  b) Recruitment Methods
 Job Portals (e.g., Monster, Indeed)
 Company Website
 Job Fairs and Seminars
 Social Media (LinkedIn, Instagram)

16.  Screening: Shortlisting based on qualifications.
 Testing: Aptitude, language, technical, and
personality tests.
 Interviews: HR round, technical round,
sometimes final with senior leaders.
 Medical & Reference Check: Ensuring physical
fitness and verifying claims.
 Offer Letter & Joining: Formal hiring with
documentation.
Selection Process

17.  a) On-the-Job Training
 Done during working hours.
 Types:
◦ Coaching: Personal trainer or supervisor.
◦ Mentoring: Senior guiding junior.
◦ Job Rotation: Employees work in different
departments.
4. Training and Development –

18.  b) Off-the-Job Training
 Away from the workplace.
 Methods:
◦ Classroom lectures
◦ Case studies
◦ Simulations or role plays
◦ Webinars or online courses

19.  Executive Education: Leadership programs at
institutions.
 Cross-functional Projects: Collaboration across
departments.
 Conferences and Industry Visits.
Development Methods

20.  a) Competency Types
 Core Competencies: Needed in all jobs (e.g.,
teamwork, communication).
 Technical Competencies: Job-specific (e.g.,
coding for IT).
 Behavioral Competencies: How a person
behaves (e.g., problem-solving).
5. Competency Management –

21.  b) Mapping Process
 Identify key tasks List required competencies
→
Match with job roles.
→
 Helps create job descriptions and evaluation
standards.

22.  c) Assessment Tools
 360° feedback
 Skill tests
 Self-assessment and peer review

23.  d) Development Plan
 Customize training based on competency gaps.
 Include timelines, trainers, objectives, and
tracking.

24.  a) Career Planning Steps
 Self-assessment: What are my strengths?
 Goal setting: What do I want to achieve?
 Skill development: How do I get there?
6. Career Management –

25.  b) Career Path Models
 Vertical Path: Move upwards (employee →
manager).
 Lattice Path: Move diagonally (marketing HR).
→
 Dual Career Path: Specialist vs. managerial
roles.

26.  c) Mentoring and Coaching
 Mentoring is long-term; Coaching is short-term
and task-focused.
 d) Job Rotation
 Enhances understanding of business
operations.
 Builds versatile employees.
 e) Counseling
 HR or senior staff guide employees to make
informed decisions.

27.  a) Talent Acquisition Process
 Identify talent gaps
 Advertise openings
 Select best-fit candidates
 Make offers and onboard
7. Talent Management –

28.  b) Performance Management System
 Set SMART goals
 Continuous feedback
 Mid-year and annual appraisals
 Rewards for top performance

29.  c) Succession Planning
 Identifying future leaders
 Creating leadership pipelines
 Reducing leadership gaps during
retirements/resignations

30.  d) Employee Engagement
 Involve employees in decisions.
 Take feedback seriously.
 Celebrate achievements.

31.  a) Gig Roles Examples
 Designers, consultants, coders, delivery agents.
 b) Pros
 Cost-effective
 Flexible
 Access to global talent
8. Managing GIG Employees –

32.  c) Challenges
 Not available full-time
 Security and legal concerns
 No loyalty or emotional connection

33.  d) Best Practices
 Digital contracts with deadlines
 Payment through secure platforms
 Feedback and rating system
 Communication via tools like Trello or Slack

34.  a) Virtual Work Tools
 Communication: Zoom, Teams, Meet
 Task Management: Asana, Notion
 File Sharing: Google Drive, Dropbox
9. Managing Virtual Employees –

35.  b) Virtual Team Challenges
 Miscommunication due to lack of face-to-face
contact
 Feelings of loneliness or being ignored
 Difficult to track productivity

36.  c) Solutions
 Daily or weekly virtual check-ins
 Define goals and deadlines clearly
 Use recognition tools (emails, rewards)
 Encourage camera-on meetings for better
bonding