1. A SUMMER PROJECT Report
ON
HUMAN RESOURCE PLANNING PRACTICES IN
NEELACHAL ISPAT NIGAM LIMITED
For the partial Fulfillment of
MASTER DEGREE IN BUSINESS ADMINISTRATION
SUBMITTED BY
Bijayalaxmi Nayak
Roll no: 13201N132022
Session: 2013-2015
UNDER THE GUIDANCE OF
Corporate Guide Faculty Guide
Mr.Subrat Kumar Mohanty Miss. Kalpana Panigrahi
Manager (HRM) , NINL Lect. in Dept. of Business Admn.
Kalinganagar, Jajpur Road North Orissa University
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2. DECLARATION
I am Bijayalaxmi Nayak, bearing Roll. No 13201N132022, of North
Orissa University, Baripada, do here by declare that the project report
entitled “HUMAN RESOURCE PLANNING AND PRACTICES IN
NEELACHAL ISPAT NIGAM LIMITED” is a bona-fide record of work
carried and submitted by me in partial fulfillment of award of POST
GRADUATE IN MBA.
I also declare that the project has neither been submitted earlier to
any other institution nor has been published elsewhere.
Date:
Place:
Bijayalaxmi Nayak
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3. ACKNOWLEDGEMENT
It is my great pleasure to acknowledge the contribution of those people who are
directly or indirectly associated with the successful completion of this project report.
I express my sincere regards and indebtedness to Mr.P.K Sahoo, AGM (HRM)
NINL, for giving me permission to conduct my Dissertation work and to my Advisor
Mr. Subrat Kumar Mohanty, Manager (HRM) NINL, for their inspiring guidance,
innovative ideas, constructive criticism and their meticulous supervision and support
in collection of required data throughout the period of my project work. I am also
grateful to entire team of other Executives and Engineers who has extended their
helping hand for completion of the project.
It is my pleasant and solitary opportunity to acknowledge my reverence &
indebtedness to my guide Miss. Kalpana Panigrahi, lecturer in department of business
administration of North Orissa University for his constant supervision & persistent
inspiration throughout the course of research, without whom the research work could
not have been possible.
I am heartily thankful to Miss. Kalpana Panigrahi, for giving me permission to
do this Dissertation in NINL.
I am thankful to my friends for their continuous help and support throughout
this Dissertation work.
At last but not least I am genuinely grateful to my beloved parents for their
continuous and incessant persuasion and affection.
Date:
Place: Bijayalaxmi Nayak
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4. GUIDE CERTIFICATE
I Certify that the work embodied in this project has been carried
out by Miss. Bijayalaxmi Nayak bearing Roll.no.13201N132022, a student
of MBA 2013-2015 batch of North Orissa University, Baripada on the topic
“HUMAN RESOURCE PLANNING AND PRACTICES IN NEELACHAL
ISPAT NIGAM LIMITED” under my supervision.
This project is an outcome of our original work and a study on the
above subject is an outcome of his effort.
I recommend this report for being accepted and evaluated.
Date: Miss. Kalpana Panigrahi.
Place: Lect. in Dept. of Business Admn.
North Orissa University
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5. CONTENT
CHAPTER: 1
• INTRODUCTION
• OBJECTIVES OF THE STUDY
• SCOPE OF THE STUDY
• METHODOLOGY
• LIMITATIONS
CHAPTER: 2 (COMPANY PROFILE)
• INTRODUCTION ABOUT NINL
• HISTORY OF NINL
• ORGANISATION STRUCTURE
• FUNCTION OF NINL
CHAPTER: 3 ( LITERATURE REVIEW)
• MEANING & DEFINITION
• IMPORTANCE OF HRP
• HRP PROCESS
• BENEFITS
CHAPTER: 4 (HUMAN RESOURCE PLANNING PROCESS IN NEELACHAL ISPAT
NIGAM LIMITED)
• FORECASTING
• POLICIES OF NINL
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6. • SOURCE IDENTIFY
CHAPTER: 5
• DATA ANALYSIS AND INTERPRETATION
CHAPTER: 6
• FINDINGS
• SUGGESTION
• CONCLUSION
QUESTIONNAIRE
BIBLIOGRAPHY
CHAPTER-1
INTODUCTION
OBJECTIVE OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY
LIMITATION
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7. INTRODUCTION:
Starting from universe to solar system nothing is static, all are moving and
accordingly our world is also moving. Therefore in these fast moving and dynamics
world, the organization is a part which is striving for its best to reach the top level by
achieving organization goals. To make organization to reach a successful level it is
required to maintain and choose out best possible methods to handle man, money,
machines, materials, and market. This requires defined goals, continuous efforts and
perfect and preplanned mind settings to utilize the vast pool of resources (man,
money, machines, materials, market). An organization requires money, materials, man,
for its production, financing, marketing purposes. To fulfill the needs and to utilize it
in a proper way it requires a proper Human Resources planning process for making
these resources productive and meaningful. It is an essential and vital activity in all
organization as it plays very crucial roles in determining and identifying the accurate
needs and requirements of an organizations efficient and effective manpower. In this
era of complex and competitiveness, if it do not pay attentions to its recruitments,
selections, training, and development, promotional avenues, rewards system, career
and successions planning etc. As every organization grows and survives in an
environment of competitions and complexity it requires efficient and effective human
resources. Therefore, every modern organizations would grows and develops
efficiently if the human resources are organized and well planned because human
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8. resources planning is essentials the process of getting the right number of right or
qualified people into right job at right time. Moreover, finding the right man for the
right job and developing him into an effective team member is an important function
of every HR managers. As we know that, the prime concern of every organizations is
its validity and efficiency in long run therefore, a proper and well managed planning
process is necessary to imparts a specifics work life balance for the employers as well
as for the employees there by achieving the organizations goals and objectives so that it
may able ti cope up the pressures of changing environment.
Hence, Human Resources are alone capable of enlargement i.e., capable of
producing an output that is greater than the sum of inputs. In order to harness the
human energies in the services of organizational goals proper planning along with
certain amount of zeal and commitment is required to converts the rhetoric’s into
concrete actions.
OBJECTIVES OF STUDY:The objective of the presents study is to analyze the
existing Human resources planning activities. To understand the concepts and nature
of human resources planning in NINL.
To understand the process that is the fore front of NINL.
To study on the methods or techniques of Demand and Supply
forecasting that is followed at NINL.
To know the purpose managing of surplus and shortages at NINL.
To identify and analyze the factors and cause that act as ineffective
human resources planning.
To suggest measures to overcome barriers.
SCOPE OF THE STUDY:
The scope of the study is to draw a complete analysis and survey of the HRP
activities being practiced at NINL. A sample survey comprising of certain employees
excluding Non executives’ level in order to avoid vague feedback are taken. The main
aim of the study is to assess the existing HR planning activities for the upliftment and
development of the present’s conditions of the employees as well as organizations
effectively.
METHODOLOGY :
8
9. The scope of study is confine to the employees of NINL, kalinga Nagar. The
present study of HRP is the organizations level study carried on for a period of 30
days. For the study purpose simple random sampling methods have been followed to
selects the sample. The selected sample of certain employees was interviewed and
necessary data were collected. The methodology employed to collect data to study the
planning of HRP is taken both from primary and secondary sources.
PRIMARY SOURCES OF DATA COLLECTION:
The primary source of data collection includes questionnaire forms. The main
objective of the questionnaire form is to elicit in formations on various methods of
supply and demand forecasting and as well as how they effectively manages the
surplus and shortages.
SECONDARY SOURCES OF DATA COLLECTION:
Secondary sources of data collection includes company’s manual, records, magazines,
periodicals annual reports files, journals providing the statistics and data on different
aspects of HRP. The entire data of the opinion survey is purely based on executives’
category. All the data are presented in tabular form .some of the questions are analyzed
by ranking and scaling methods also.
HYPOTHESIS:
Whether man power planning process is practically useful to NINL.
Whether the organizations is effectively implementing the process or not.
LIMITATIONS:
Time:
Time being an important factor is certainly a big constraint in the study. Due to
the limited time and uneven working hours of the employees, it is not possible to cover
all employees of NINL.
Accuracy:
projecting manpower needs over a periods of time is a risky one. It is not possible
to track the current and future trends correctly and converts the same into meaningful
actions guidelines.
Number’s games:
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10. Due to excessive focuses on the quantitative aspects, the quality side of the coin
is discounted thoroughly.
Response:
The response of the employees lack variety because of the compact and complex
working environment.
Non-availability:
Non-availability of data was one of the major obstruction i.e, unavailability of
the executives, their hesitations as well as reserved attitudes. Fear, unwillingness and
lack of time of employees’ basically lead to unavailability of certain data. Despites of
these limitations the efforts are made to collect necessary data and response to make
the study more reliable and scientific.
CHAPTER-2
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11. COMPANY PROFILE
Neelachal Ispat Nigam Limited (NINL) is situated in the district of Jajpur, Duburi
having 2500acres of land of mother plant. It is a joint venture company promoted by
MMTC and Orissa government. This is a plant of 1.1Mt integrated steel plant at
Kalinga Nagar Industraial complex. NINL is the first steel plant to become operational
at Kalinga Nagar Complex. This company is one of the biggest producers of pig iron
and blast furnace coke. Company is having its captive power plant of 62.5MW
capacity and is presently self sufficient power and also exporting substantial quality of
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12. power to Orissa government. Company is having its own captive mines at Koira in
Sundargragh and Keonjhar district having 1800 hectares of mines area.
The major promoter of the company is Mineral and Metal Trading cooperation,
government of Orissa and metallurgical engineering consultant ltd. MMTC is the main
promoter in NINL having 51% shares.
HISTORY OF PLANT:
NINL was approved as a central government company for setting up an
integrated iron and steel making complex in 1982. In April 1994, this company was
taken over by government of Orissa to implement the project in assisted sector. A team
of engineers from MECON, OSIL (Orissa sponge iron ltd.) and MMTC has visited
ILVA steel works, Bangoli, Italy in May 1992 and December 1994 to inspect a used
Blast furnace and to assess the conditions of the equipment for their usability in India.
To have synergy of operations the two companies NINL and KMCL operating inside a
single boundary merged on 8th
December 2004 to form a single company NEELACHAL
ISPAT NIGAM LIMITED.
ORGANIZATION STRUCTURE:
Organization Structure
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14. FUNCTIONAL UNIT OF NINL:
There are four main units in NINL are:
Raw materials handling station
coke oven Complex
By product plant
sinter plant
Blast furnaces
power plant
pig casting machines.
Steel Melting Shop (SMS)
Main receiving station
Compress air station
Ladder repair shop
Central repair shop
Loco System
Administrative and personnel department
Finance and commercial Department
FUNCTIONS OF MAIN FUNCTIONAL UNITS:
1. RMHS( Raw Material Handling Section):
The raw material handling and storage system comprises of
Receipt and unloading of material from railway, wagons roadway trucks.
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15. Storing them in the raw materials storage yard.
Distributing the material to various consumption unit of the plant and
Receipt storage and conveyance of coke breeze from the coke oven plant
of KMCL.
Description of system:
Raw material such as sized iron owe fines, lime stones, dolomite, manganese
ore, quartzite shall be received by railways wagons at plant site. Whereas bauxite shall
be received by trucks. Imported coke in the initial stage of the project will also be
brought to the steel plant through railway wagons.
The raw material handling and storage system shall be provided to receive,
unload store raw materials in supply the same to blast furnace, sinter plant, lime from
lime plant shall be converted to blast furnace stock house and steel melting shop
respectively.
COKE OVEN COMPLEX:
It includes coke oven battery and coke oven byproduct plant.
Coke oven battery:
A modern seven meter tall coke oven battery is under operation of
GIPROKOKS-MECON Design. The coke oven battery has 67 ovens with a chamber
volume of 41.6 cum and a capacity of 31.6 tons dry coal charge. The carbonization
charge is around 16 hrs. The battery is under –jet, compound type, having twin heating
fuels with recirculation of waste gases. Temperature in heating fuels is around 1,330
degree Celsius & the final temperature of coke mass through the access of
carbonization is 1000 degree to 1050 degree Celsius
COKE OVEN BYPRODUCT PLANT:
The coke oven gas generated during carbonization process is processed and
cleaned in by product plant. Clean co gas is used for under firing of battery and
balanced gas is sent to power plant for boilers and for sinter plant, ignition furnace.
Balance gas if any is flared. Crude tar and ammonium sulphate is taken out in by
byproduct plant from coke oven gas during cleaning and is sold out.
The coke oven plant is having:
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16. • Coal preparation plant
• Coke oven battery
• Coke dry cooling plant
• Coke sorting plant
• By product plant
• BOD plant
PLANT FACILITIES INSTALLED IN THE COKE OVEN AND BY
PRODUCT PLANT:
Description No’s
Primary gas cooler 4
CDCP 1
Electrostatic Tar precipitator 2
Exhauster (Electric driven) 2
Mechanized Decanter 2
Saturator 2
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17. Centrifuge 2
Fluidize bed drier 1
Ammonia steel 1
Final gas cooler 1
Naphthalene scrubber 1
SINTER PLANT:
The main equipment in respect of sinter plant has been procured from china
steel and Trade Corporation; Anshan Engineering Research Institute of Metallurgical
Industry (AERIM) is a technology supplier of the sinter plant. The required raw
material for sintering is stored in different proportionate bins. The material then
conveyred in required proportion to MND(Mixing and Nodulising drum) with a
common conveyor. The raw material is uniformly mixed and required amount of water
is added in MND. The raw mix is then stored in charging hopper in sinter plant main
building.
Major technological units in sinter plant are:
Raw feed storage bins and proportionate system
Mixing and nodulizing drum
Sintering and cooling system
Sinter screening system
Waste gas main/dedusting system ESP
Exhaust Fan:
The sinter plant has sintering area of 180 sqm with specific productivity of 1.2
tons/ sq mt /hr and designed capacity of 1.711 million ton per year.
BLAST FURNACE:
The blast furnace is having capacity to produce 1.1 million tons of hot metal per
year .The blast furnace has been erected with a new refractory lining and with bell-
less top, skip charging system ,heating stoves, slag granulation unit, blowers, gas
cleaning plant with dust catcher ,wet scrubber and venturi scrubber.
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18. POWER PLANT:
The Power plant has total capacity of generating 62.5MW of power with a gas
turbo generator of 24 MW and two stream turbo turbo generator of 19.25 MW each. It
has 3 gas fired boilers of 65 tons/hr capacity each of high pressure steam at 62 ata
pressure and 492.c superheat temperature. The power plant has been designed on the
concept of full utilization of surplus fuel gases such as blast furnace gas, converter gas
and coke oven gas.
NINL is having a captive power plant of 62.5 MW capacities. NINL is
generating average power at the rate 37-38MW.
STEEL MELTING SHOP (SMS):
The estimated projected cost for Steel making and mill expansion is about
Rs1333 crores. Production envisaged out of this project expansion is 917913 tons per
year liquid crude steel from which 897000 tons per year billets and 700000 tons per
year bars and rods shall be produced. period of implementation of the project is
envisaged as 36 months for Steel making facility and another 12 months for mills.
Project implementation has been stared with effect from 31st
May 2006.
Main technology suppliers associated with this project are M/s SMS damage
from Germany for Steel melting shop, M/s CONCAST for Continuous casting shop,
M/s Heavy Engineering Corporation for heavy equipment for SMS and Heavy Duty
Cranes etc. M/s Hindustan Steel Construction Company Limited has been awarded for
construction of civil and structural works. M/s MECON is the engineering consultant
and project manager for the entire project. M/s. RITES has been given consultancy
award for Railway related works. Design and selection of the equipment, Systems
required for Steel Melting facility has been considered based on update technology
availability in the world market. Continuous casting machine being supplied by M/s.
CONCAST is of the type high speed six strand caster, Which is the current
market trend. In addition to the above main technological units, suitable supporting
facilities have been envisaged like material handling and Ferroalloy charging system,
compressed air facilities, power distribution system, shop electrics & illumination,
telecommunication system, air conditioning & ventilation system, laboratory etc. 300
tons per day Lime calcinations plant and 100 tons per day Dolomite plant are being
installed to cater needs of steel melting shop. Also, 450 tons per day capacity oxygen
plant is envisaged to install on built-operate-own-transfer concept basis.
A. Major technological facilities:
Hot metal mixer 1*1300 t
Basic oxygen furnace(BOF) 1*110 t
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19. Ladle heating furnace(LHF) 1*110 t
Argon rinsing station(ARS) 1*110 t
Continuous casting shop(CCP) 1*6 strand billet caster
Bar & rod mill(BRM) 700,000 t
Oxygen plant(BOOT basis) 1*450 TPD
Lime calcination/Dolo plant 300/100 TPD
B. Estimated value of work involved
MAJOR TECHNOLOGICAL FACILITIES:
Hot metal mixer 1*1300 t
Basic oxygen furnace(BOF) 1*110 t
Ladle heating furnace(LHF) 1*110 t
Argon rinsing station(ARS) 1*110 t
Continuous casting shop(CCP) 1*6 strand billet caster
Bar & rod mill(BRM) 700,000 t
Oxygen plant(BOOT basis) 1*450 TPD
Lime calcination/Dolo plant 300/100 TPD
DESCRIPTION OF THE SYSTEM:
The hot metal which is charged in to the converter contains approx.4.1%
carbon. During the process oxygen is blown through lance in to the bath & the metal
is decarburized by oxidation of carbon in to 90% CO gas & 10% CO2 Gas. The
combustible Gas is leaving the converter with a temperature of approx.1700 C. The gas
is entering the hood cooling system above the converter together with a small amount
of combustion air & partially burn within the cooling hood. The access of combustion
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20. air to the converter gas is restricted by movable skirt, attached with 4 hydraulic
cylinders to the hood system. The skirt is lowered to the converter during blow to
prohibit air entrance; approx. 10% of the gas is burnt by additional air. Before the gas
can be cleaned, it has to be cooled to a temperature of 800 deg C in the hood cooling
system. After the converter gas passed through the cooling stack, it pass in to the first
stage of the gas cleaning plant (Quencher venture unit)with a temp. of approx. 800 C.
In the first stage the Gas is cooled by direct contact with the quench water. Depending
upon the actual gas temperature a part of the water evaporates while passing with the
gas through the quencher throat. The saturated Gas temperature after the quencher is
approx. 70-74 C during the blowing time. In the diffuser part, the cooled & saturated
gases are slowed down & they pass to the impingement separator. Here the gases are
separated from the scrubbing water containing large & medium dust particles. The
dust laden scrubbing water is then leadoff to the water treatment plant. The pre-
cleaned gases leaving the impingement separator then pass in to the 2nd
stage of the gas
cleaning plant (Baumco-venturi unit) for fine cleaning. They are accelerated to a high
velocity in the convergent part of this secondary stage. In the Demag-Baumco-Venturi
throat they impact against the water injected perpendicular to the gas flow whereby
the water is scattered in to fine lamellas. In the venture throat the lamellas from a
multilayer filter continually renewing itself in which even the finest dust particles are
collected. The venturi throat is equipped with adjustable throat dampers which allow
optimal adoption to the gas volume exhausted in the various phases of the steel
making process. At the same time the required differential pressure is maintained &
constant dust removal efficiency is assured. The cleaned gas passes through a
connecting pipe of the flare head of the clean gas stack in which the combustible CO
content of the gas is burnt & discharged in to the atmosphere or via the switch over
station of the gas holder for gas recovery. Two pilot burners with LPG gas is provided
at top of flare stack. Nitrogen purging facility has also been provided.
For saving energy during non blow period, the speed of ID fan reduced to 600 rpm.
In order to recover the high quality CO Gas a dry seal gas holder has been provided for
storage of gas.
Continuous Casting Plant(6 strand Billet Caster-1 Nos.):
Continuous Casting plant consists of one number 6 strand high speed Billet Casting
Machine, Argon rinsing unit, ladle turret, moulds, tundish transfer car, strand guide
segments, gas cutting unit, automatic mould level control, shroud system, marking
machine along with other associated facilities.
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21. BUSINESS PERFORMANCES:
In the year 2008 NINL crack the record in achieving the highest ever gross
turnover of Rs. 1474 cores with a growth of 13.30% over the previous year and net
profit after tax (PAT) of Rs.120.45 cores with a new increased record 108% profit as
compared to Rs. 57.80 cores in previous year.
The strong financial performance contributed to enhanced cash generation to
meet our strategic objectives. The company has spent Rs 132 cores on project activities
out of internal accruals.
Regarding sales the company has maintained its position to be the largest
exporter of pig iron. Along with that company is one of the producer of fertilizers for
the purpose of agriculture that is being produced from the byproducts. It tries to
utilize maximum of its materials for the production of different product and its sales.
Along with that it is no more backward in power generation it has its own
captive power plant that has exported 88488 MWH which was highest for any
financial year, clocking a growth of 17% over last year.
FUTURE OUTLOOK:
The company’s performance in coming years will further improve both in
production and profitability terms due to better techno economics, higher sales
volume, improved sales realization and reduction in the raw material cost by using iron
ore from its captive mines.
The construction activities for Phase II of the project consisting of steel melting
shop ,continuous casting plant and rolling mill facilities is going on. The technological
suppliers for upcoming plant are SMS Demag Germany, Comcast Zurich, Terruzzi Italy
and MECON is the engineering consultant for the project. Almost 55% civil work is
completed and civil foundations of major equipment are ready and around 50%
structures have been fabricated and partially erected.
ENVIRONMENT POLLUTION:
Environmental pollution is a major factor that is needed to be focused more when
industry is consult. For controlling pollution industry has set up a better planned
system for checking pollution.
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22. • Dust extraction system at coke oven crushing station , coke degusting unit,
coke breeze bunker shave been commissioned for pollution control
• A brick lined RCC tank has been constructed to retrieve the acid tar sludge and
then washed and charged to ovens by mixing with coke dust for further
production of other components.
• All solid metallurgical wastes generated in different areas are being used in
sinter plant on continuous basis.
• BF Gas & Coke Oven Gas almost utilized for heating stoves coke oven battery
and generation of steam & power at power plant.
CORPORATE SOCIAL RESPONSIBILITY
Company is committed to its corporate social responsibilities towards
peripheral and community development in surrounding villages.
Water pipelines were laid, deep bore wells erected for better water supply.
Financial assistance was given for development of nearby villages.
Financial assistance was also given for development of sports, art and cultural
activities to 4 different organizations of nearby villages.
Health camps were organized at nearby villages in which more than 600 patients were
examined and medicines were distributed.
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24. Human resources are an important corporate asset as overall performance of an
organization depends upon the way it is put to use. In order to realize the objectives,
the organization must develop a well defined human resource plan because proper
planning process can only helps in acquiring, managing, sharpening and enhancing the
knowledge and skill of an individual. HRP is a forward looking function that tries to
assess manpower requirement in advance, by keeping the production schedules,
market fluctuations, demand and supply forecast, etc into consideration.
Hence, HRP is a continuous process of analyzing and identifying the needs for
and availability of human resource so that the organization can meet its goal and
objectives and thereby prove to be valuable asset for the organization that on the other
hand facilitates and fulfill the different , organizational objectives, like :
For example: Productivity, efficiency, viability, stability and growth. Proper
and systematic planning program helps in acquiring, managing, sharpening and
enhancing the knowledge and skill of an individual.
Optimum man power planning, therefore aims at:
• Balancing demand supply, distribution and allocation of manpower.
• Controlling cost of manpower.
• Formulating policies on transfer succession, relocation of manpower.
HRP is essential wherever production of goods and services are involved. This may
be done either by external agencies or by internal agencies
DEFINATION OF HRP:
Planning is mainly concerned with crystallization of the right kind of people so
that they can be secured for future anticipated vacancies.
• According to E.W.Vetter:
HRP is a process by which an organization should move from its current
manpower position to its design manpower position by striving for a required
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25. no and kind of candidate at right time and place giving maximum long run
benefit.
• According to Coleman:
HRP is a process of determining manpower requirement and the means
for meeting the requirement in order to carry out the integrated plan for the
organization.
• According to Leon.C.Megginson:
HRP is an integrated approach to perform the planning aspect of the
personnel function in order to have sufficient supply of adequately developed
and motivated people to perform the duty and task required to meet
organizational objective and satisfy the needs of individual as well as
organizational need.
• According to Stainner
HRP is defined as a strategy for acquisition, utilization, improvement
&preservation (retention) of human resources.
IMPORTANCE OF HRP:
• It determines the future personnel need of an organization
• It helps the personnel in coping with the changes.
• It provides bases for developing talents.
• it facilitates international expansion and /or diversification strategies
• It provides essential information for designing and implementing personnel
functions
• It provide resistance to change and move
• To meet the growing occupational structure and rising job requirement
• To fill the gap which arises due to technological, organizational and
demographical changes
• Change in the rules and regulations of the government as well as changes in
the legislation (labour law).
• Introduction of the new system concept
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26. • Long lead time in the selection as well as training and development process.
• Change in mobility helps the organization in meeting new job requirement &
to retain qualified employees
• It facilitates the preparation of an appropriate manpower budget for each
department and reduces unnecessary cost
• It utilizes the existing resources more usefully in relation to the job
requirement
NEED FOR HRP :
• It helps in meeting the challenges of new and changing technology
• it helps in identifying the areas of surplus as well as shortage of personnel
• It helps in maintaining and improving the organizations’ ability to achieve its
goals by developing strategies that will result in optimum contribution of
human resource.
• It helps in meeting future personnel needs with the necessary qualification,
skill, knowledge, experience, attitude as well as aptitude for work.
• It helps in maintaining congenial industrial relation by structuring optimum
level of human resource.
USES OF HRP:
As manpower planning is concerned with the optimum use of human resources
hence it is practically useful at different levels such as:
At the National level:
It is mainly done by the government and covers items like population
projection, program on economic development, educational facilities, occupational
distribution and growth, industrial and geographical mobility of the personnel.
At the sector level:
It may be done by either the central or state government and cover manpower
needs of agricultural, industrial and service sector.
At the Industrial level:
26
27. It may cover manpower forecast for specific industries such as Engineering,
consumer-durables, public utility, heavy machinery.
At the Individual level:
It may relate to its manpower needs for various types of personnel.
OBJECTIVES OF HRP:
• To integrate planning and control of manpower with organizational planning
to ensure best possible utilization of all resources.
• To coordinate manpower policies of the organization to achieve the long-term
objective.
• To achieve efficiency of work in all sphere of the corporate body.
• To ensure and control or minimizes manpower cost.
• To improve the efficiency and productivity.
• TO link manpower planning with organizational planning.
• To determine the recruitment level and selection process.
• To determine the optimum training and development level.
• To determine and provide health, safety, security and welfare measures.
• To provide a basis for management development program.
• To assist productivity bargains.
• To anticipate redundancy.
• To forecast the pay package and the reward structure.
• To eliminate all types of wastage including waste of time.
• To maintain a required level of skill and competency by matching the present
and future needs of the organization.
• To ensure optimum use of human resource currently employed.
• To avoid imbalance in distribution or allocation of human resources.
• To forecast long-term manpower requirement.
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28. • To forecast the compensation cost involved in manpower.
• To provide control measures to ensure that necessary resources are available as
an when required.
RESPONSIBILITY OF HR DEPARTMENT:
• To put pressure on the operating management to plan an establish objective
• To assist and to give counsel the operating management groups from time to
time
• To collect data from and for the entire organization.
• To ensure that manpower planning is carried out by keeping pace with the long
range objectives
• To measure and monitor performance against the plan and provide feedback to
the top management
• To carry out various R&D activities for effective manpower planning
COMPONENTS OF HRP:
The HR plan can be broken down into three components:-
• Forecasting:
It estimates future needs and stock taking of available resources
• Recruitment plan:
It helps in filling the gap between the internal resources and estimated
need by external recruitment
• Training and development plan:
It helps in utilizing and developing the potential of human resources
ACTIVITIES REQUIRED FOR HRP:
Forecasting future manpower requirement either in terms of mathematical
projection of trends in the economy and development in the industry or of
judgmental estimates based upon specific future plan.
28
29. Preparing an inventory of present manpower resources and analyzing the
degree to which these resources are employed optimally.
Anticipating manpower problem by projecting present resources into the future
and comparing them with the forecast of requirement to determine their
adequacy both quantitatively and qualitatively
Meeting manpower requirement by planning for various manpower program
like recruitment, selection, training and development, motivation and
compensation.
BENEFITS OF HRP:
It helps in the improvement of overall corporate business planning process of
the company by ensuring sound manpower management.
It assists in career planning and management succession planning of the
organization.
It tackles the problem of anticipated surpluses in the organization by natural
wastage in a very rational and novel way.
• It helps the organization in the effective and optimum utilization of human
resources.
It helps in anticipating future manpower requirement both in quantitative as
well as qualitative aspects to meet the business expansion, diversification and
introduction of new technological plans while spotting out shortage of skilled
manpower and suggesting the management in taking appropriate actions by
way of recruitment and selection as well as training and development.
It ensures a stable employment.
29
30. It often reminds the management of the importance and urgency of staff
facilities.
It often plays an active role in the matter of industrial relation and collective
bargaining
LIMITATION OF HRP:
Insptie of so many benefits, there are certain inherent limitation of forecasting
which makes HR planning a tricky job. Thus HR plans suffer from inaccuracy, as long
range forecast are difficult to prepare accurately. Changes in technology, economic
condition market condition and labour force condition tend to make long range
forecast unreliable. However, there is a great danger in not forecasting at all. It is
possible to certain extent to predict with a reasonable degree of accuracy based on
experience the future vacancies resulting from retirements, death and resignation.
However, it is more difficult to anticipate which particular member of the personnel
will be required to be replaced. It is also risky to take action on general estimates of
personnel requirement, which are not specific enough. sometimes lack of support from
the top management frustrates those in charge of HR planning .Again, inaccuracies are
caused when forecast from various operating divisions are merely totaled together
without any critical scrutiny. Thus, limitation occurs both from the uncertainty of
forecasting itself, as well as at times from the techniques & methods used in HR
planning.
HUMAN RESOURCES PLANNING PROCESS:
Human resource planning is a continuous process. A planning cycle can be
identified with three phases such as:
Strategic planning:
In this phase, corporate plan and company objectives are analyzed
thoroughly .Human resource analysis is made to know the current manpower situation
in terms of inventory, employment condition, productivity standard and
organizational structure. Besides this forecasting of manpower supply are made in this
phase, allover manpower plan is prepared.
Activation of the plan:
In this phase subsidiary manpower plan and programs like recruitment,
selection, career planning ,appraisal, development, training efficiency investigation,
30
31. retirement replacement and redundancies etc are prepared and implemented
accordingly.
Feedback and revision:
This is the last phase of human resource planning. In this phase appraisals and
evaluation of the actual practices of the personnel program are done .Then the results
of the evaluation are measured against the standard ie the plans and programs .if any
shortcomings are marked , then immediately revisions are made to rectify the mistakes
.In this way continuous planning is going on inside an organization.
Thus, human resource planning consists of the following steps:
1. Establishment of the planning horizon
2. setting of corporate objectives and strategies
3. Scanning the external environmental influence
4. Analyzing the internal inventory of HR capabilities
5. Forecasting the future manpower demand (requirement)
6. Forecasting the future manpower supply
7. Determining and identifying the manpower gap
8. Managing the surpluses and shortage of manpower
9. Formulating the manpower plans and program
10. Evaluating and controlling planning activities
Establishment of planning horizon:
The first step in HR planning process is establishment of planning horizon. In
this step, the HR planners try to find out the time period for which the plan will
apply
Setting of corporate objectives and strategies:
The objectives of the HR plans must be derived from organizational objectives.
Specific requirements in terms of numbers and characteristics of the employees should
be derived from the organizational objectives. Their objectives are defined by the top
31
32. management and the role of HRP is to observe the overall objectives by ensuring
availability and utilization of human resources.
Scanning the external environment:
Environmental scanning is the process of studying the environment of the
organization to pinpoint opportunities and threats. Environmental factors such as
government, economic condition, geographic and competition issues and workforces
changes.
Analyzing the internal inventory:
Analyzing the skills of people currently available and the jobs that will need to
be done is the next step in the HR planning process. The needs of the organization
must be compared against the labour supply available inside the organization. The
starting point for evaluating internal strengths and weakness is an audit of the jobs
currently being done in the organization. An HR planner make detailed audit of
current and future jibs as well as of current employees is the HR records in the
organization. This is known as organizational capabilities inventory, this includes the
individual employees demographics (like age, length of the service in the organization,
time in present job), individual career progression(job held, time in each job,
promotions or other job changes, pay-rate), individual performance data(work
accomplishment, growth in skill).
Forecasting the HR demand:
HR demand forecasting is the process of estimating the future quantity and
quality of people required. The basis of the forecast must be the annual budget and
long term corporate plan, translated into activity level for each function and
department. Demand forecasting must consider several factors:
EXTERNAL FACTORS:
Competition
Economic conditions
Law and legislation
32
33. Regulatory bodies
Change in technology
Social factors
INTERNAL FACTORS:
Budget constraint
Production level
New product and services
Organizational structure
Employees separation
Techniques of demand forecasting are:
1. Subjective techniques
2. Time series analysis-cyclical and seasonal effect ,step, random fluctuation
3. Time and motion study
4. Ratio and regression analysis
5. Trend projection technique
6. Historic average technique and manning table
7. Life cycle technique
8. Work load analysis
9. Managerial judgment-Delphi technique and nominal group method
Methods for demand forecasting are:
1. Qualitative Method:
• Job analysis
2. Quantitative Method:
• Work load analysis
• Work force analysis
33
34. Forecasting the requirements:
Supply forecasting measures the number of people likely to be available from
within and outside an organization after making allowances for absenteeism, internal
movement and promotions, wastages & change in hours and other condition of works.
Forecasting the availability of Human Resources considers both external and internal
supplies
External supply:
It includes extensive use of government labour force, population estimates,
trends in the industry, net migration into and out of the area, individuals entering and
leaving the work force, government regulations and pressures, technological
development and shifts, economic forecast for the next few years etc.
Internal Supply:
Internal supply influence by certain factors like promotions, lateral moves,
termination, training and development programs, retirement etc, this can be analyzed
by taking these two important techniques into consideration:
Retention/ wastage analysis:
• Labour turnover index
• Stability index
• Cohort analysis
• Census analysis
• Retention profile
Internal Movement Analysis:
• Age and length of service distribution
• Markov model or Markov chain analysis (Hierarchical systems)
• Renewal and Replacement Theory Model
• Stationary population model
• Salary progression curve
34
35. • Cambridge Model
• Monte-carlo Simulation model
Identifying the HR Gap:
Forecasting demand for HR & forecasting supply of HR help in
identifying gap between HR needs and their availability. This gap may be in
two forms either there may be surplus or there may be shortage of HR. A
reconciliation of demand and supply forecast will give us the number of people
to be recruited or made redundant as the case may be.
Managing surplus and/or shortages:
Planning is of little value if no subsequent action taken depends upon the
likelihood of a HR surplus of shortage.
Managing surpluses:
• Retraining and redeployment
• Workforce reduction and the WARN act
• Using slack time for employees training
• Reducing working hours
• Out placement service
• Downsizing/Rightsizing approaches
o Attrition and hiring freezes
o Early retirement Buy outs
o Lay off
Managing shortages :
• Hiring / Recruitment new employees’ fulltime
• Offer incentives to postpone retirement
35
36. • Rehire retire employees on part time basis
• Attempt to reduce turn over
• Bringing in overtime for present staffs
• Sub contract work to another company
• Hire temporary employees
• Re-engineers to reduce needs
Formulating HR plans:
To translate the HR demands and supply, the organization needs a
concrete HR plan, back up by detailed policy, program and strategies for
recruitment, selection, training and development, promotion, retirement,
replacement, etc
Evaluating and controlling the HR planning process
Evaluation helps in monitoring the effectiveness of HR plan overtime. Deviation
from the plan is identified and actions are taken. The extent to which HR
objectives have been met is provided by the feedback resulting from the
outcomes of HR planning.
36
38. HUMAN RESOURCES PLANNING IN NINL :
Human resources planning in Nilachal Ispat started functioning since 1982 and
are being practiced since then with more new and developed method to increase
productivity and effectiveness of the firm. It is a joint venture company promoted by
MMTC and Government of Orissa which is known to be one of the largest producers
of pig iron and blast furnace coke.
The basic objective of human resources planning in NILACHAL ISPAT is
manning each and every unit with number of manpower .At NINL it is consist of
FOUR major units which is needed to be run properly with available manpower and
resources.
AUTHORITY TO PREPARE PLAN:
Board of Directors of the organization based on the recommendation from the
GOVERNMENT of India dealt with the practices of human resources plan in NINL.
Every recruitment, redeployment, redundancy, training and development, retention as
well as productivity plans as per the statutory rules & regulations of the state
Government of India. There are number of statutory requirements handled by the
organization itself.
38
39. PROCESS OF HUMAN RESOURCE PLANNING:
The procedure of preparing human resource planning in NINL is as followed
• SWOT Analysis
• Establishment of planning horizon
• Inventorying
• Forecasting future requirement
• Forecasting future supply
• Managing surpluses and shortages
• Evaluation and control
ESTABLISHMENT OF PLANNING HORIZON:
Generally the planning is done for a long period of five years in addition to this
short range, planning is also there to meet the current situation over certain category
of employment. Manpower planning is done according to the statutory rules and
regulation of industrial act. It also considers market forecast and production forecast.
The corporation never suffers from surplus because all the required job vacancies are as
per the statutory rules and regulation of the Government. New technologies are also
adopted and existing technologies are evaluated to improve the breed standard.
Keeping in view all these factors, the planning is done. The data assist the planners to
make the plan more effectively is through secondary sources that is from organizations
files and records.
INVENTORYING:
The inventorying of NINL is maintained by personnel department. Information
in the manpower inventory is;
a. No of employees in various categories
b. Age, Educational Qualification, years of experience and Special Qualification
c. Actual performance of some key employees etc
All these information’s are collected from the personnel files and records of the
organization. However, inventories are not periodically updated by the organization.
Though the organizations has introduced computerized records of financial and
39
40. marketing data, it has not computerized various records of personnel functions in the
organization and the inventory is not by computer
FORECASTING FUTURE HR REQUIREMENTS:
The future requirements of manpower in NINL are based on estimation done by
the mutual concern of both organization and Government. Concerning about the
production and marketing targets the organization estimates manpower requirements
in every five years. For other divisions, estimation (according to their own experience
and judgment) and projection (workload) are used to determine the manpower
requirement. The approach is top-down ie for each division, the divisional head gives
their yearly requirement of manpower. Similarly, the departmental heads gives their
yearly requirements. As far as the other department of the NINL are concerned the
yearly requirement for each section are projected keeping in view the future workload.
Then these numbers are aggregated to find out the total requirement of the unit. The
aggregate number of manpower for the department, division and plants are summed
up to know the total requirement so far as the qualitative requirements are concerned
the organizational job charts serves as a guideline. The yearly turn over that is transfer;
resignation and retirement are also calculated.
The following factors are taken into consideration while forecasting is:
.Future expansion and diversification
.Particular requirements of organization
.Statutory requirements
FORECASTING HR SUPPLY SOURCES:
A profile of annual resignation, retirement, transfer and promotion are kept.
Thus keeping in view these turnovers the supplies of manpower within the
organization are estimated through promotion and giving adequate training. When the
organization does not get suitable manpower from inside the organization it utilizes
employment exchange, advertising vacancies in the news paper and by drawing
persons from government or other public undertaking on deputation basis.
So far as the matching between supply of work force and future requirement
are concerned the corporation has not faced any constraint till date to improve the
internal supply sources periodically review is done during the course of program ,
committee meeting , production planning meeting and promotion committee meeting.
EVALUATION AND CONTROL:
40
41. The evaluation and control activities in the corporation are usually through
programming committee, once in a month. The committee consists of the following:
Managing director of NINL.
General Managers of all departments.
Officer looking after Quality control working at different units of the
corporation.
Officers looking after various divisions at the corporate offices.
THE POLICIES FOLLOWED AT NINL:
Sources of recruitment:
The recruitment of manpower would be form Open market through:
a. Employee Exchange
b. Advertisement in the press/ Internet
c. Reputed placement/ manpower agencies/other reputed organization who
recruit through all India Test
d. Campus selection from reputed institutes
e. Negotiations directly
f. Selected panel of reputed organization like SAIL etc for MTs.
g. Recruitment of the unskilled non executive group or personnel is done through
employment exchange The local Employment Exchange shall be sent
notification incorporating designation , pay scale, experience number of
vacancies, job specifications(keeping in view multi skill and multi trade
concept), job code, age limit, physical standards/ other special needs, if any for
the post.
41
42. THE PROMOTION POLICIES FOLLWED AT NINL:
` NINL has a vision to emerge as an excellent organization in the comity of steel
producers of the country. This calls for dynamic organization structure responding
swiftly and flexibility to the fast changing business environment. In promoting and
sustaining such a dynamic structure the company is committed to provide professional
satisfaction to its executives through clear-cut responsibility and accountability.
The policies are best followed at NINL to provide satisfaction, feeling of
competitiveness among employees to excel in their performances.
• To linking the career growth of executives with their performances.
• To provide positional growth with specific responsibility and definite
accountability.
• To strengthen frontline ‘executive base’ by broad banding of the grades.
• To promote and sustain a flatter structure by providing growth without
building up hierarchy.
• To spell out clearly the principles, which govern the system of promotion of
executives in the company.
• To retain talent within the company in an atmosphere of competitive scenario.
42
45. OPINION SURVEY ANALYSIS:
Manpower planning is considered as the effective and optimum utilization of
human resources and thus proves to be real benefit to the enterprise n determining
their anticipated future manpower requirement, both in their quantitative and
qualitative aspects to meet their business expansion and diversification. Manpower
planning is a very important step and should be meticulously done. Manpower data
from similar industries should be collected in detail: unit-wise, section-wise, and
operation-wise. While collecting the manpower details, technology used should also
be noted in detail. In the documentation process special care should be taken to study
the Work-Organization of each unit along with the manpower details and principles
envisaged.
A small opinion survey has been conducted to verify whether a proper planned
and systematic manpower planning exists or not and if exists then the extent of its
functioning in the organization as well as the drawbacks of the existing planning
activities. To assess the level of functioning of manpower planning activities a opinion
survey of 16 employees was conducted keeping NINL the largest steel industry of
ORISSA in view .The NINL consists of around 1358 employees and among them
Executive group contains 277 & Nonexecutive group contains 108 employees .For the
purpose of survey, 16 employees from Executive group were selected and nonexecutive
group were not taken into consideration though to avoid vague responses. They were
selected randomly with the help of simple random sampling technique to elicit an
unbiased and accurate response. To obtain desired data, well structured schedule
(refer appendix-I) were administered which includes almost all relevant questions
required to analyze manpower planning activities. Various responses so obtained
through the help of the questionnaires are tabulated and analyzed in the subsequent
paragraph.
45
46. GENERAL AWARENESS REGARDING HUMAN RESOURCE
PLANNING:
To ensure whether manpower planning activities exits or not, a question is put
to the respondent and the responses of executives are presented in the following
tables:
Table: 1
AWARENESS OF EXECUTIVES REGARDING MAN POWER
PLANNING PROCESS IN NINL:
Statement Responses
Manpower planning activities exits 15(94%)
Manpower planning activities does not exist 1(6%)
Total 16(100%)
46
47. From the above table it was concluded that 94% of the employees agreed that
man power planning activities exits in the organization where as 6% executives denied
that manpower planning activities are not being conducted in the organization. This is
due to the fact that manpower planning process is not accepted and understood by
few employees which creates dissatisfaction among them which is needed to be taken
into account in order to implement a proper effective profitable manpower
management and avoid over expenditure.
Table: 2
BENEFITS ACCRUED FROM HUMAN RESOURCE PLANING
Statement:
• It ensures optimum use of human resources -Rank 1
• It forecast long term manpower requirement-Rank 6
• It determines optimum training levels and provides basis for management
development-Rank 3
• It improves efficiency and productivity-Rank 2
• It avoids imbalance in the allocation and distribution of human resources-Rank
4
• It controls manpower cost-Rank 5
Ranks were given after analysis which shows the order in which the manpower
planning benefits the organization.
47
48. Table: 3
AUTHORITY TO PREPARE PLAN:
Authority No of Responses Total
Personnel department 8* 50%
Professional consultant 5* 31%
Industrial Engineering Dept 1 6.25%
Committee 7 44%
(* Respondents gave more than one option)
Total 16
48
49. From the above table it is concluded that 50 % of the employees agreed that
personnel department prepares the plan whereas 44% concluded that committee
consisting of experts from personnel department and respective head of departments
prepare the plans and around 31% agreed that professional consultants helps in
preparing plans and very few viewed that industrial engineering dept also contribute
in planning process. This overall conclude that human resource planning process is
totally done very minutely by personnel department with the consults of every
department and professional experts to effectively plan the human resource for better
productivity.
Table: 4
MAINTAINANCE OF MAN POWER INVENTORY:
Statement Responses
Manpower inventory is maintained properly (14), 87%
Manpower inventory is not maintained properly (2),13%
Total (16) 100%
49
50. From the above table it is found that 87 % employees agreed that man power
inventory is being properly maintained in order to meet the shortages, where as 13% of
the employees denied the regular maintenance of inventory. This shows that man
power inventory is maintained properly but sometimes it lacks proper management
which might hamper the production process so more modern methods should be put
in order to meet the requirements at the time of need.
Those who agreed that manpower inventory is properly maintained they were
asked a question to know which method is being used or the source through which
information for the purpose of manpower inventory are maintained.
Table: 5
Observation 2
Interview 1
Analysis of company records,
personal files etc 13
50
51. Maximum of the respondents agreed that through analysis of company records
files and reports and personal files of employees and few also viewed that along with
company records, interview and observation is also taken into account when
maintenance of manpower is concerned.
Table: 6
Contents of manpower inventory that helps in manpower planning:
51
52. Statement Employees Total
Personal history data 7* 44%
Educational qualification 12* 75%
Training experience 3* 19%
Special Qualification 7* 43%
Salary & occupational 4* 25%
Interest and aptitude 3* 18%
Location & preference 1 6%
Actual performance 9* 56%
Total 16
After analysis of the above table we consider that educational qualification is
the main content of manpower inventory and least considered is location &
preference, Interest and aptitude ,training experience and salary & occupation. These
above least used things are also necessary but after fulfilling the primary component ie
educational qualification other things are taken into account thereafter
Table: 7
Factors involved in Forecasting of future requirements :
52
53. Factors 1 2 3 4 5 Rank
Goals and plans
of the organization. 4 1 1 2 7 5
Forecast sales /unit 1 2 2 5 3 4
Plan layout shifts and 1 1 5 4 4 3
equipment
New facilities 2 5 5 3 1 2
Expansion and 7 2 4 2 0 1
Modernization
According to the analysis the rank has been given that helps to forecast the future
plans.
Table: 8
53
54. Techniques used to forecast manpower requirements.
Statement Responses %
Judgment and Experience 3* 19%
Work study Methods 7* 44%
Ratio and regression analysis 2 12%
Life cycle methods 1 6%
Budgetary planning 5 31%
Don’t know 1 6%
Total 16
(*Implies respondents gave more than one option)
The above analysis predicts that work study method is best suited technique
for the estimating future requirements of the manpower .Where as other are also
considered being important somehow to estimate the future requirements apart from
work study method. Therefore every method is used by the organization for
forecasting future requirements of manpower.
54
55. Table: 9
Job analysis as a method for qualitative assessment for future manpower
requirement.
As per the above analysis it is concluded that maximum employees ie 81 %
admitted that qualitative assessment is done where as 19 % denied that qualitative
assessment by job analysis method is not done in the organization, ie some of the
employees are not aware about the fact.
55
56. Table: 10
Man power losses
Statement No of responses
Retirement/Quit or resignation 12
Layoff 2
Promotion 1
Do not know 1
Total 16
From the above analysis ,it was found that 75% of the employees concluded
that retirement /Quit or resignation were given more weight age than the promotion
and lay off in the organization.
56
57. Table: 11
Maintenance of skill inventory
Statement Responses
Skill inventory updated 12
Skill inventory not updated 3
Do not know 1
Total 16
From the above analysis it is found that 75% of the employees agreed that skill
inventory is updated regularly and very few % did not agree to this .Therefore it is
required to focus more on updating of the manpower inventory time to time which
will help in the estimation of requirement and shortages.
57
58. Table: 12
Time Horizon of Human Resource Planning:
Statement Responses
One year or less than that 3
2-5 years 9
More than 5 years 3
Any other time period as required -
Do not know 1
Maximum percentage of employees agree that manpower planning is done once
in every 2-5 years gap where as some employees concluded that there is no particular
time period for planning it depends on various factors when manpower planning is
concerned.
58
59. Table: 13
In this questionnaire a set of questions were asked to the respondents to gather
information regarding the satisfaction level of the employees in the organization which
includes all the programs that is being conducted and the present status of the firm.
For analyzing a scale has been in corporate to make the analysis in a simplified
and understandable form.
Poor category : 0-30%
Average category : 31-40%
Good category : 41-60%
Very good category : 61-80%
Excellent category : 81-100%
Analysis: 1
The present manpower planning process in our organization
59
60. From the above analysis a score has been counted to be in a very good
category that means the present manpower planning process in the
organization is good and satisfactory. But it requires more attention for
better planning.
Analysis: 2
The present system of maintaining manpower inventory
After analysis it was found that 63% of the employees are satisfied with the
method of maintenance of the inventory. They also have admitted that man power
inventory maintenance is highly required for production industries. The company
should enforce better methods in maintenance of manpower.
60
61. Analysis: 3
The extent to which the employees are involved in maintaining their inventory
From the above analysis it was found that more than 50% of the employees are
satisfied that they involved in the inventory maintenance. But it requires more
attention so that full involvement will be there from employee side for better results.
61
62. Analysis: 4
In our organization the extent to which we accurately forecast
As far the response is concerned maximum of the manpower planning is
accurately forecasted in order to maintain a updated information regarding
requirements.
62
63. Analysis: 5
Results of examining the components of job performed by different personnel
After a analysis it has been clear that employees are satisfied with the
components of job performed by different personnel.
63
64. Analysis: 6
Goal and role of individual employees
Maximum of the employees are satisfied and are aware of their goals as per the
above analysis is concerned.
64
65. Analysis: 7
Opportunities for growth and development
As far as the analysis is concerned the maximum of the employees agreed that
there is a scope for growth and development. But still there are some who are not
exactly have defined about their opportunities for growth and development. So, more
plans needed to be chalked out regarding this.
65
66. Analysis: 8
Degree to which accountability is concerned
As far as analysis is concerned the accountability for results is average.
66
68. From the above analysis 50% of the employees admit that proper evaluation and
follow up is done properly but it still lacks because entire evaluation procedure is not
satisfactory so the results come to 50% only.
Analysis: 10
Recruitment and selection program in the organization
68
69. Regarding the recruitment and selection procedure the results comes to very
satisfactory. But some better plans and methods should be applied to make the
recruitment procedure for more effective and excellent selection.
69
71. FINDING:
Overall 94% of the employees agreed that man power planning activities exits
in the organization where as 6% executives denied that manpower planning
activities are not being conducted in the organization.
50 % of the employees agreed that personnel department prepares the plan
whereas 44% concluded that committee consisting of experts from personnel
department, around 31% agreed that professional consultants helps in
preparing plans.
87 % employees agreed that man power inventory is being properly maintained
in order to meet the shortages, where as 13% of the employees denied the
regular maintenance of inventory.
81 % admitted that qualitative assessment is done where as 19 % denied that
qualitative assessment by job analysis method is not done in the organization.
75% of the employees concluded that retirement or resignation were given more
weight age than the promotion and lay off in the organization.
Maximum percentage of employees agree that manpower planning is done once
in every 2-5 years gap where as some employees concluded that there is no
particular time period for planning it depends on various factors.
Maximum of the employees are satisfied and are aware of their goals.
50% of the employees are satisfied that they involved in the inventory
maintenance.
71
72. SUGGESTION:
Manpower planning is itself a difficult task owing to complexities involving a
lot of consideration .Following suggestions are made to make the manpower planning
more effective and realistic.
1. There should be proper and accurate analysis of organizational strength and
weaknesses of key performance area.
2. Manpower planning as well as other personal functions. Therefore the
organization‘s most essential duty is to maintain manpower inventory in a systematic
manner keeping in view organizational requirements and should update inventory at
regular interval or periodically. For this purpose, computerized database system
should be used.
3. Skill inventory is essential because it will help in identifying personal during the
time of requirement therefore is suggested that skill inventory be a part of manpower
inventory.
4.Forecasting of manpower should be done periodically .For this purpose work study
method is a essential thing for NINL which it should follow strictly .It will help in
assigning appropriate workload to every unit and thus will enable to avoid imbalance
of manpower in different departments/divisions/units of NINL.
5. Job analysis should be made in a systematic manner, which is one of the major
drawbacks of NINL. It will help the organization to obtain efficient and skilled
workforce.
6. Means of selection of the employees should be given more attention to make it more
efficient.
7. There should be a proper orientation program from time to time to develop skill/
awareness.
8. Organizational change that is being made should be communicated to the
employees. There should be goal clarity and role ambiguity must be minimized.
9. Job oriented training should be imparted to the employee’s .For this purpose a
proper training need analysis has to be conducted by the organization.
10. Job rotation system should be introduced to make the job of the employees more
challenging and motivating which will help in avoiding stagnating of employees with
one type of work.
72
73. 11. Performance appraisal system needed to be modified in order to reduce biasness
and analyze the actual performance of individual employees. At each beginning year
key performance area should be evaluated by mutual discussion, this will enable both
appraiser and appraise to know and understand the gaps in knowledge and skill which
can be filled up by planned guidance and training. Periodical performance appraisal
should be there.
12. Target in terms of quantity and quality of work should be fixed for each employees.
13. Promotion system has to be planned in a proper way .Promotional committee
meeting should be conducted each year. Promotion should be given to deserving
employees.
14. At last, there should be a career map for each employee and a career planning
system has to be introduced
CONCLUSION:
Hence, from the above findings it can be concluded that though there is a good
level of satisfaction among employees but cannot be considered as complete
satisfaction .Few among the employees are also there who are completely dissatisfied
regarding the rules, procedures and current methods of man power planning activities.
So, one cannot say that percentage of satisfaction level is excellent though it is little
more.
Thus, the study partially supports the hypothesis that manpower planning is
essential for NINL and need to effectively implement in the organization. After the
above analysis it is reflected that it is practically useful for NINL and is implemented
properly in the organization but require little more attention and new techniques to
progress it from very good to excellent. Man power planning is a systematic procedure
of all other personal functions in an organization which is satisfactory in NINL and
needed to be more focused to make it highly satisfactory.
From the analysis of secondary and primary data, the researcher has derived
certain findings that reflect that the study supports the hypothesis and is more or less
has able to meet the requirements needed to implement manpower planning activities
in the organization. Simultaneously, it requires a lot more of reorientation and
restructuring of the present practice to set the organization to a new era.
73
75. BIBLIOGRAPHY:
I. Reference Books:
FLIPPO EDWIN, B., Personnel Management, McGRAW-HILL INTERNATIONAL
EDITIONS 1984
Mamoria C.B Personnel Management, Himalaya Pubications Pvt. Ltd. 1999.
II. Journals and Magazines
Indian Journals of Industrial Relations
Annual Magazines of NINL
WEBSITE
• www.steelindia.com
• www.jpconline.com
• www.steelguru.com
• www.wikipedia.com
• www.ninl.in
75
76. QUESTIONNAIRE
SECTION-1
A SURVEY OF HR PLANNING PRACTICES:
Personal profile (please put tick mark for appropriate answer where it is necessary.
• Name:
• Department/ Designation:
• Years of experience in the organization:
• Sex:
o Male/Female
• Educational Qualification:
o Below Metric
o Metric
o Under Graduate
o Graduate
o Post Graduate
• Other Qualification
76
77. o Age Group
o Below 25 Years
o 26-35 Years
o 36-45 Years
o 46-45 Years
o 56 Years or above
• Marital status
SECTION-2
1. Is there any manpower planning activities in practice in your
organization:
a. YES b. NO
2. What benefit does it provide to the organization?
Rank according to the order of preference
a. It ensures optimum use of human resources
b. It forecast long term manpower requirement
77
78. c. It determines optimum training levels and provides a basis for management
development
d. It improves efficiency and productivity
e. It avoids imbalance in the allocation or distribution of human resources
f. It controls manpower cost
3. Who does prepare the manpower plan?
a. Personnel department
b. Professional consultant agency
c. Industrial engineering department
d. A committee consisting of experts from personnel training, industrial
engineering department and respective head of the department
e. If any other specify
4. Whether manpower inventory is maintained by a organization or not
a. YES b. NO
If YES, how the information for the purpose of the preparation of manpower
inventory obtained tick mark ( ) the right method.
a. Questionnaire
b. Observation
c. Interview
d. Analysis of company records, file reports and personal files of the employee
5. What are the contents of manpower inventory that helps in manpower
planning?(put tick mark)
a. Personal history data or demography of the employee
b. Educational qualification and previous job experience
c. Training Experience, training acquired in the employing organization
d. special qualification
78
79. e. Salary and occupational progression
f. Interest and aptitude as well as career goal of the employees
g. Location preference of the employees
h. Actual performance of the employee from the performance appraisal report
6. What factors are taken into account while forecasting the future
requirement?
Rank according to the order of their preferences
a. Goals and plans of the organization
b. Forecasted sales/units to be produced per number of clients to be served
c. Plant layouts shifts and equipments
d. New facilities
e. Expansion and modernization, if any.
7. What techniques are usually in practices in tour organization to
forecast future manpower requirements quantitatively?(Put tick mark)
a. Judgments and experience
b. Work study methods
c. Ratio and regression analysis
d. Life cycle methods
e. Budgetary planning
f. If any other, then specify
g. Do not know
8.For qualitative assessment of future manpower requirement whether job
analysis method is in practice or not?(put tick mark )
a. YES b. NO
79
80. 9.What type of manpower looses taken into account when the existing
sources of manpower supply are analyzed ?(put tick mark)
a. Retirement /quit or resignation
b. Layoff
c. Promotion
d. If any other then specify
e. Do not know
10. Do the planners periodically update skill inventory?
a. a. YES b. NO
11. What Is the usual time period for which your organization forecast
manpower requirement need?
a. One year or less than that
b. 2 -5 years
c. More than 5 years
d. Any other time period as specified
e. Do not know
12.
Sl.No Statements Highly
satisfied
Satisfied Dissatisfie
d
Highly
Dissatisfied
Donot
know
1 The present
manpower planning
process in our
organization. I feel
2 The present system
of maintaining
manpower
inventory. I feel
3 The extent to which
employees are
involved in
80
81. maintaining their
inventory. I feel
4 In our organization
the extent to which
we accurately
forecast. What I feel
5 Whenever I
examined the
components of job
performed by
different personnel. I
feel
6 Regarding the goal
clarifies &the role of
individual employee
is concerned. I feel
7 As far as
opportunities for
growth &
development
concerned. I feel
8 In our organization
degree to which
accountability for
results as
established, makes
me feel
9 In our organization
regarding the
evaluation and
follow up actions. I
feel
10 In our organization
regarding
recruitment and
selection program. I
feel.
11 In our organization
about existing
orientation program.
I feel
12 The existing training
program make me
feel
13 The existing training
appraisal program
makes me feel
81
82. 14 The existing re
training and re
development
program makes me
feel
15 The existing
promotion, job
orientation & career
planning system in
our organization
make me feel.
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