Plan for human resource in sbi group8
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The document discusses human resource planning for a bank branch from 2006-2009. It analyzes the current staffing structure and forecasts needs over time to develop an action plan. Key points include promoting and transferring employees, recruiting new roles in foreign exchange and technical fields, and computerization replacing some roles. The plan aims to have the right number and type of employees through actions like recruitment, training, and motivation to retain staff.
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Human resource planning is the process of estimating the optimum number and types of employees required to complete organizational goals and projects within a given time period. It involves assessing current staffing levels, identifying future needs based on factors like demand, supply, and organizational strategy, and balancing the workforce accordingly. Some key aspects of human resource planning include maintaining an inventory of employee skills, developing policies, and creating a positive work environment. The goals are to have the right number and quality of employees available when needed and to replace outgoing staff systematically.
Manpowerplanning 125518557291-phpapp01
Manpower planning is an important part of business planning that aims to ensure the right number of employees with the necessary skills are available at the right time. It involves determining current and future human resource needs and developing strategies to meet those needs. Effective manpower planning allows organizations to optimize employee utilization, identify skill gaps, reduce personnel costs through better forecasting of needs, and improve business and succession planning. Key factors that affect manpower planning include working hours, production levels, employee performance rates, and time lost to issues like absenteeism.
Human resource management(1).pptx
Human resource management involves managing an organization's workforce, including recruitment, training, compensation, and retention. It aims to maximize employee performance and ensure goals are met. Effective human resource management requires planning human resource needs, developing employees, and maintaining sound employee relations. The key functions of human resource management include recruitment, training, performance evaluation, compensation, and ensuring legal and regulatory compliance.
Human Resource Planning.pptx
Human Resource Planning (HRP) involves forecasting an organization's future demand for and supply of employees. It ensures the organization will have the right number and types of qualified people in the right places and times to achieve organizational objectives. HRP is a continuous process that is part of corporate planning and involves forecasting personnel needs, analyzing current staffing levels, and developing recruitment, training, and other programs to close any gaps between demand and supply. The goal of HRP is to link human resources with organizational strategy and ensure optimal staffing that benefits both the organization and employees.
Manpower planning
The document discusses human resource planning in the transportation, logistics, warehousing and packaging sector in India. It states that the sector currently employs around 7.3 million persons, with the majority employed in road transport and rail transport. It notes that established logistics hubs include Mumbai, Kolkata and Chennai, while emerging hubs are Gurgaon, Vizag, Nagpur and Indore. The document then provides tables showing the typical proportion of employees at different functional levels and with various educational qualifications across different segments like road transport, warehousing, and rail transport.
Unit 2 HRP.pptx
Human resource planning is a process that involves forecasting future human resource needs and the availability of qualified candidates to meet organizational goals. It includes determining future personnel needs through forecasting techniques, developing HR programs to address surpluses or shortages, implementing plans through actions like recruitment and training, and evaluating outcomes. Key factors that influence planning are organizational strategy, growth stage, environmental uncertainties, and quality of forecasting data. Barriers can include weak linkage to corporate strategy and lack of management support. Requisites for success are integrating HRP with strategic planning, centralized responsibility, and ongoing improvement of planning processes.
HR Presentation (2017 18)
This presentation was prepared by me for Annual General Meeting in my previous Company. It was presented in front of M.D and D.G.M of company, to give insight into performance of HR Department during the calendar year.
It describes the innovative efforts taken by the Department and overall performance achieved by the Department during year of consideration.
Some information is hidden purposefully to follow business Ethics and to keep confidentiality.
MANPOWER PLANNING OBJECTIVES, ISSUES & PROBLEMS
Manpower planning is important for businesses to have the right employees with the needed skills at the right time. It aims to fully utilize current employees and fill future needs. It involves determining how to move from the current to desired manpower positions through measures like recruitment and training. Manpower planning is done at macro, micro, short, medium and long term levels considering factors like work hours, shifts, production nature. It provides benefits like better recruitment, employee development, and reduced costs. Challenges include lack of management sensitivity, short-term goals, lack of performance criteria, organizational complexity, rapid changes and poor communication.
Manpower planning ppt
XYZ Ltd plans to enter the banking industry and spend 1000 crore to open branches in state capitals and major cities over the next year. They need to develop an HR plan to staff the new banking operations, taking into account their existing workforce of 20,000 employees across airlines, hospitality, and consumer durables.
A regional retail manager is responsible for 28 stores across small and large formats. They need to develop a manpower plan to address steadily increasing product demands while keeping wages stable. The plan should indicate current staffing across store sizes and positions, expected tenure, and future staffing needs as 6 cities each have 2 large stores and 16 smaller stores are more dispersed.
Human factors that affect human resource planning
Hrm
1. Reliance Energy Ltd forecasts future human resource needs by linking it to strategic planning and considering both internal and external factors.
2. It aims to develop a multi-skilled workforce through career development programs, induction training, and continuous learning and development initiatives.
3. Performance management is used to evaluate jobs, design customized roles, and provide growth opportunities to motivate employees and achieve organizational goals.
INDUSTRIAL ATTACHMENT REPORT BBM_11_11_12 PART 2(1) (1)
The document summarizes the student's internship experience at the Kenya Revenue Authority (KRA) Human Resources department from April to June 2015. The student learned about ethical workplace conduct, time management, and developing work skills like file organization. Specific activities included registry work, processing medical invoices, assisting with employee resourcing and relations issues, and inputting training programs. The internship helped the student apply classroom knowledge and improve communication and interpersonal skills in a professional environment.
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INDUSTRIAL ATTACHMENT REPORT BBM_11_11_12 PART 2(1) (1)
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Plan for human resource in sbi group8
- 2. It is a process by which an organisation should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number and right kind of people at right place at the right time, doing things which results in both the organisation and individual benefit.
- 3. To recruit and retain the human resource of required quantity and quality. To meet the needs of programmes of expansion, diversification, etc. To foresee the impact of technology on work, existing employees and future human resource requirements To make best use of its human resources To improve the standards, skill, knowledge, ability.
- 4. 1. Analysing organisational plan 2. Demand forecasting 3. Supply forecasting 4. Estimating net HR requirement
- 5. 5. Action plan for redeployment, retrenchment and lay off 6. Forecast the future supply of human resource from all the sources 7. Action plan for outsourcing, recruitment, Development, etc. 8. Modify the organisational plan
- 6. Two clerks are promoted and transferred to Dharmavarm branch in July 2007 Three clerks are transferred to puttapurthi in Jan 2007 on mutual transfer basis One Agricultural officer is promoted and transferred to hyderabad in Mar 2007 2 industrial officers plan to quit SBI and join IDBI in Jan 2008 1 Agricultural officer met with an accident & is not available for duty. Designati on No. of Employee s Branch manager 1 Officers;g eneral 5 Agricultur al 3 Industrial 2 Head cashier 1 Cashiers 4 Clerks 6 Typist 3 Sub-staff 8
- 7. 1 clerk is promoted as General Officer in 2007 1 Cashier is Promoted as Head cashier in 2007 1 head cashier will retire in Nov 2007 Branch manager will be promoted to higher cadre in Aug 2008 Branch will be computerised in 2007 which will replace 2 clerks & 1 general officer Due to diversification, there is need to recruit 2 general officers, 1 special officer in foreign exchange, 2 technical officer in civil, 3 clerks, 4 sub staff Designati on No. of Employee s Branch manager 1 Officers;g eneral 5 Agricultur al 3 Industrial 2 Head cashier 1 Cashiers 4 Clerks 6 Typist 3 Sub-staff 8
- 8. Designation Dec 31st 2006 2007 2008 2009 Branch manager 1 1 1 1 Officers;Gen eral 5 6 6 6 Agricultural 3 3 3 3 Industrial 2 2 2 2 Head cashier 1 1 1 1 Cashiers 4 4 4 4 Clerks 6 6 6 6 Typist 3 - - - Sub-staff 8 12 12 12 Foreign Exchange officer - 1 1 1 Tech.(civil) officer - 1 1 1
- 9. It consists of Set of Actions to be taken for the development of organisation For 2007 Recruitment Officers ; General =1 Agricultural= 2 Cashier=1 Foreign Exchange officer=1 Technical civil officer=1 Sub-staff =4
- 10. For 2008 Have to recruit 2 industrial officers For 2009 Recruitment has to be done if there are any potential losses
- 11. Overall to retain the employees, branch has to keep them motivated, have to bring interest in their work. Training and development programs should be conducted. This may overtake the irresponsible attitude of branch employees.