DRIVE SPRING 2016

PROGRAM Master of Business Administration- MBA

SEMESTER 3
SUBJECT CODE &
NAME
MU0010 MANPOWER PLANNING & RESOURCING
1. What do you mean by Manpower Planning? Describe the various stages & obstaclesinvolved
in Manpower Planning.
[Definition of Manpower Planning-1
Explain the various stages involved in Manpower Planning-6
Explain the obstacles in Manpower Planning-3]
Answer: According to K. F. Turkman manpower planning can be defined as anattempt to match the
supply of people with the jobs available in anorganization. Statistical techniques have been used to
ascertain the supplyof people with the jobs available.
Bruce Coleman has defined manpower planning as the process ofdetermining manpower
requirements and the means for meeting thoserequirements in order to carry out the integrated plan of
the organization.
Stages in Manpower Planning
Evaluate Present Manpower Inventory
It is very important to evaluate the present manpower status before makinga forecast for future
manpower planning. To evaluate the present manpowerstatus a department level analysis and a jobrole analysis is conducted toarrive at the required manpower versus the available manpower. This
isaccumulated across the organization at different levels and departments.The final report is then
consolidated and the required manpower versus theavailable manpower is stated in terms of the
quantitative analysis.
Manpower Forecasting
Manpower planning is done based on the manpower forecasts. The common manpower forecasting
techniques are:
(i)
Expert Forecasts: This includes formal expert surveys, informal decisions and the
Delphi technique.
(ii)
Trend Analysis: Manpower needs can be seen through the past practice of the firm or
organization keeping the principle year as a basis and a central tendency of measure
(iii)
Work Load Evaluation: This depends on the nature of the work load in a branch,
department, or a division in a firm or organization.
(iv)
Work Force Evaluation: As production and the time duration are to be kept in mind,
allotments have to be made for getting the total manpower requirements.
Develop a Manpower Sourcing Plan or Retrenchment Plan
Once the current inventory is compared with the future manpower forecasts then the manpower
sourcing or retrenchment plan is drawn.The sourcing plan includes recruitment, selection, placement,
hiringtemporary staff and outsourcing. The retrenchment plan involves sending show-cause notices to
bottomperformers called bottom scraping, asking people to leave the organizationby providing the
requisite severance allowance, allowing employees to goon a sabbatical and finally out-placing
employees in other organizations toreduce the manpower
Manpower Allocation & Retention
Manpower allocation helps in managing the impact of deficits and excess inmanpower supply through
promotions, transfers and job-rotations.Enhancing manpower utilization requires managing the
dynamics ofleadership and motivation.Manpower retention would mean taking necessary steps to

ensure that theorganization provides a conducive-atmosphere to the employees to performand keep

each employee engaged.
Building Requisite Competencies
Once the future manpower forecasts are compared to the current inventory,there may be some gaps in
competencies amongst the available internalresources for them to qualify for the future manpower
forecasts. In suchcases organizations may choose to develop resources through trainingprograms.
Obstacles in Manpower Planning
Non Optimal Utilization of Manpower: The biggest obstacle for manpower planning is the
fact that organizations cannot optimally use their manpower once manpower planning begins.
Absenteeism: Every organization has witnessed an increase in absenteeism. This has lead to
errors creeping in the manpower planning exercise. If the plan stated that 4 employees are
required to manage the total workload, increased degree of absenteeism leads to the partial
failure of the manpower planning exercise.
Lack of Employable Labour: People are not employable. The slow pace of acquiring
business required competencies by people at large also result in low employee productivity.
All manpower planning is done by keeping a certain productivity level as the benchmark. And
low productivity has negative implications for manpower planning.
2. Define Resourcing Strategy. Explain the components of Resourcing Strategy.
[Definition of Resourcing Strategy-2
Explanation of all the components of Resourcing Strategy-8]
Answer: Resourcing strategy looks at establishing methods or processes whichenables the
organization to link resourcing to their strategic goals. In otherwords it is a tool which refines or
makes resourcing more purposeful. Resourcing encompasses all the processes connected from
identification ofresource labour pools to inducting and retaining right people in the system. Italso
emphasizes on welfare and development of existing employees tobenefit the organization.
Components of Resourcing Strategy
Research
Research is primarily done to understand the best options available to anorganization to carry out
resourcing operations or part of it. It considers theoptions those are currently employed by the
organization and its likes. Itlooks at first analyzing what is the quality of human resource and
associatedprocesses required for carrying out the job.This involves the study of the profile of human
resource required, theirsources, locations where they are readily available or from where they canbe
procured, other external/outsourcing options, etc.
Planning
Planning is the most important component in resourcing. It is part of process where findings of
research are used to arrive at strategic decisionon resourcing.Few other aspects of planning are:
Business Scenario Planning
Estimating Future Human Resource Requirements
Estimating Labour Turnover
Recruitment and Selection
Recruitment and selection is equally vital as organizations may have the best planning tools but they
will be of little help if the organization does nothave the right people to execute them. Lets say there
is a candidate from aservice industry where client interaction is of prior importance andemployees are
expected to display courtesy and empathy. This candidatemay be a total misfit in an accounting firm
where compliance and accuracysupersedes all other essentials.

Methods of Recruitment
Depending on the nature and urgency of the requirement, organizations canchoose to recruit through
different methods. Let us look at what are thedifferent methods and when are they employed
depending on the hiringstrategy of the organization. Please note that we are not discussing themode or
means of hiring here. We are discussing the methods.
Direct Hiring
Apprenticeship
Earn while you Learn Program
Train to Hire
Performance Management
Performance Management includes activities to ensure that organizational goals are consistently met
in an effective and efficient manner. It drives theemployees to perform better and meet or exceed
standards of performance.Every time the performance exceeds expectations, an incentive or bonus
isoffered. In order to ensure that expectations are met consistently, employeesincrements in salary is
also given. This drives productivity and quality, resulting in lower requirement of manpower. This
also requires lesser infrastructure, administrative costs and training cost. Thus
performancemanagement is a key component of resourcing strategy.
Employee Retention
Employee retention drives programs that engage employees and retains them. Successful
organizations understand that an effective employeeretention plan will help them sustain their
leadership and growth in themarketplace.
1. Good organizations make employee retention a core aspect of their talent management
strategy and organizational development process.
2. Those that fail to make employee retention a priority are at risk of losing their top talented
people to the competition.
3. Explain the Selection process undertaken by an organization.
[Listing out the steps in selection process-2
Explanation of the steps in the selection process-8]
Answer: Steps in selection process
Define the Job: Selecting the right candidate begins with job analysis. The job analysishelps to gather
information about the tasks, roles and responsibilities the jobentails and information regarding the
knowledge, skills and abilities (KSA)required to perform the job as well as the work environment or
culture of aparticular job. The information from the job analysis is important todeveloping the job
description for the new employee.
Review Applications: A well-written job description provides the desired characteristics of
anemployee. Review of CV or resumes, cover letters, job applications helps tofind the candidates
meeting the criteria of qualifications, skills, experienceand competencies. Short-list the CVs /
candidates are then called forselection tests and interview.For the shortlisted candidates prepare a list
of questions to be asked toevaluate the candidate profile effectively.
Written Examination: Written examination is conducted for those candidates whose applications
have been short-listed after reviewing the applications. The writtenexaminations evaluate candidates
language skills, arithmetical skills,general knowledge, and reasoning skills.
Preliminary Interview: Many a time the recruitment team organizes an interview of the
candidatewith a senior member of the organization, only to find that the candidate wasabsolutely not
suitable for the job. In fact the recruiter may have to cut asorry face in front of his seniors. Therefore,
it is best to conduct apreliminary interview. Here necessary inputs from candidates can begathered and

the candidates suitability to be job can be assessed. Thisensures that only the right candidates are
progressed for meeting the seniormanagement and the purpose and the effort of the main interview is
notwasted.The preliminary interview can be short interviews in person or a telephonicinterview more
from a screening perspective.
Business Games: This is a widely used selection technique where in a task is allocated to candidates.,
While performing this task, the competencies demonstratedand the behaviors demonstrated are
observed as well as the goalorientationof the candidate. This brings to forth the true competencies
andbehaviors of the candidate. Candidates always want to present themselvesbetter than what they
really are. During these business games, the true sideof the candidates comes forth making it easier
for the interviewing panel totake a decision.
Selection Tests: As described in the introduction, many organizations struggle with critical problems
in selecting the right candidates. Selection techniques andmethods reduce the challenges faced in
selecting and hiring the right candidates for the organization. In selection tests we see the use
ofpsychological tests.
Final interview: An interview plays an essential part in selecting an employee. The interviewis an
important tool employers use in selecting. The questions asked at theinterview are crucial as they
help in selecting the right employee. Interviewquestions help in separating the most capable
candidates from averagecandidates and hence interview questions are important to employers.
Medical examination: Almost all jobs require a certain set of physical qualities or abilities. Like
ability to see clearly, hear perfectly, stamina and clear speech.The medical examinations if reveals the
candidate having any previoushealth conditions which may prevent or hinder the candidate
fromperforming the job role properly. Will the candidate be required to takeregular leaves on account
of health conditions? No employer would like tohire unhealthy candidates who would be prone to
taking leaves frequently.
Reference checks: Efficient background check is one of the most important steps whenselecting an
employee. One has to check that all the presented, credentials,knowledge, skills, and experience are
actually possessed by the candidate.The background checks must include educational credentials,
workreferences especially from previous HR managers or management,employment references and
actual jobs held, and criminal history if any. Theother background check when selecting an employee
must be specificallyrelated only to the job for which you are selecting an employee.
Job Offer: A job offer letter is given to the candidate selected for a particular position.Most often, the
candidate and the organization have negotiated the termsand conditions of the selection verbally and
the job offer letter confirms theverbal agreements about salary, perks and other benefits. If the
candidate isbeing taken for a more senior position, the more likely the job offer will turninto a
prolonged negotiation about salary, perks, benefits, employmenttermination, bonus potential,
severance pay, medical allowance, travelallowance etc.
4. Define Career Planning Process .Describe the various factors involved in CareerPlanning
Process
[Definition of Career Planning Process-2
Explanation of the various factors involved in career planningprocess-8]
Answer: Career planning is a structured exercise undertaken to identify onesobjectives, marketable
skills, strengths, and weaknesses, etc., as a part ofone's career management. Career planning applies
the ideas of strategicplanning and marketing to take charge of one's professional future. Thesesteps
will focus on career choice and the process one goes through inselecting an occupation. This may
happen once in an individuals lifetime,but it is more likely to happen many times as we first define
and thenredefine ourselves and our goals and objectives.

Factors involved in career planning process

Career Development Cycle: Career development is not a mere management responsibility. It is
acomposite organizational process which involves people, addresses theirambitions, assigns them
roles & responsibilities commensurate with theirpotential, evaluates their performance, and creates
Job positions toaccommodate growth ambitions of employees. In the career developmentcycle, a
number of actions have to take place at different levels as outlinedbelow:
Employees: Decide what they want from their careers now and in the future.
Examine individually, or along with their Supervisors, their interests &ambitions.
Create 'Development Plans' by obtaining inputs from the Supervisor, tomeet the requirements
of the current Job and to cater for the long termperspectives.
Work with the Supervisor to identify on the job learning and trainingopportunities and other
avenues for professional development.
Managers/ Supervisors
Identify the job-related knowledge, skills, competencies and experience needed for an
employee to be effective in that position.
Help subordinates to define their short and long term development needswhich support
organizational objectives and employee's career goals.
Support Employee Development Plans by indicating specific steps thatneed to be initiated to
accomplish the learning goals.
Help the employee in understanding the type of Jobs which will be bestsuited for his/ her
career growth.
Organization/ Management
Provide a job and compensation structure that support the organization'sas well as individual's
growth & development perspectives.
Enrich job-positions to create more challenges in the work-environment.
Provide time and funds for employee development activities.
Create processes to utilize the knowledge, skills and abilities of eachemployee, aligned fully
to the organizational goals.
Undertake pro-active man-power planning to meet future staffing needs.
Evaluate employees & create succession pipe-lines for vital job positionsin the organization.
Identify & nurture talent and reward performance in a transparentmanner.
Systems Approach: Career development requires a systems approach. This impliesInstitutionalization
of processes to automatically capture essential data about each employee at the time of recruitment or
induction. It also includesmaintenance, over the service span history of employment, of the
followingdetails:
Training details,
Performance statistics,
Awards & recognitions,
Special skills & competencies,
Promotions,
Pay increments and
Many other fields which depict the capability profile of an individual.
5. As an HR, you are asked to focus on Talent Development Process in yourorganization.How
would you define Talent Development? Explain the necessity ofTalent Development from an HR
perspective. Explain the model for achievingexcellence in Talent Development

[Definition of Talent Development-2

Explain the necessity of Talent Development-5
Factors responsible for achieving Talent Development-3]
Answer: The systematic identification, attraction, development, engagement anddeployment of
employees who are of significant value to an organization aredefined as talent development. Talent
development is an important part ofHR. The process involves changing an organization, its employees
and itsstakeholders.
Necessity of Talent Development
This is the only way of improving employees productivity throughautomated and integrated
learning management, performancemanagement, and compensation management systems to
drivebusiness results.
Effective talent development in an organization reduces turnover atcritical positions, manages
succession plans, minimizes businessdisruptions, and also takes care to reduce the risk of noncomplianceand litigation.
Talent development is necessary to achieve extra ordinary goals.Extraordinary goals require
extraordinary talent.
With the growing economy in the 21st century, employee retention andrecruitment will be the
key issue for different organizations. So findingthe proper talent and creating opportunities
for its development would bereasons enough for a talent to stay in the organization.
Identifying and developing talent are the critical steps in retaining the toptalents in an
organization. The cost of replacing a valued employee isenormous. Organizations need to
promote diversity and designstrategies to retain people, reward high performance and
provideopportunities for development.
High Performing organizations anticipate the leadership and talent requirement to succeed in
the future. They do understand that it's criticalto strengthen their talent pool through
succession planning, professionaldevelopment, job rotation and workforce planning. Hence,
for that theyneed to identify the right talent and groom it the right way.
Factors responsible for achieving Talent Development
Structure Functional profiles, competency models, and describing pathsfor growth are the
things companies should implement. Other than these ayearly performance management cycle
with some achievable targets shouldbe set and incentive structures, career- and succession
planning are somethings which form an integral part of the talent management system.
Selective Development Most of the successful organizations carry on aclose examination
of which are the talent programs and interventions thatwill be necessary to realize the
company strategy.
Process The total infrastructure for talent development should be suchthat it is a part of the
day-to-day leadership culture. Coaching and trainingskills are to be developed by the
managers who have an experience toexecute talent management effectively.
6. What are the key HR elements practiced by HR managers in decision making? Explain any
five of them
[Explanation of any five key HR elements in decision making-10]
Answer: key HR elements practiced by HR managers in decision making
Planning and Evaluating Employees
Organizations need to articulate the vision, mission, goals and objectives.These goals need to cascade
down to every employee in the organizationbased on the job role. Performance targets are achieved
through strategicinitiatives, operational excellence and adherence to core values of theorganization.
Organizations implement interventions of employeedevelopment to achieve higher standards of

performance. Employeeperformance is evaluated against documented goals to decide action stepsin

terms of rewards, training and development.
Individual and Team Development
Organizations have to identify the needs for employees skill development, competency development,
and educational needs. Organizations alsoidentify the growth needs and aspirations of employees.
This is done at theindividual level and at the team level. Interventions are planned to enhancethe skill,
competencies of employees. Other initiatives encourageemployees to undertake further education
along with work. This enables the employees to gain relevant competencies so as to be able to
contribute totheir organization far more effectively. Managers and HR is the critical link toensure
employee aspirations and growth needs are met.
Hiring
Organizations may define job roles and fills positions and roles with qualifiedand competent people
from within and/or outside the organization. Howdoes an organization conduct orientation and
induction for these newemployees? Many employees join an organization eager to start
contributingfrom day one. To their utter dismay employees find that nobody is havingthe time to
enable them to start contributing from day one. This leads to employees forming the first opinion that
the organization is not keen foremployees to contribute from day one. Hiring is the first step of
bringing aperson into the organization. The major responsibility begins thereafter inkeeping the
employee gainfully engaged. Those organizations which believein gainfully engaging their employees
experience the least HR challenges.Those organizations which do not understand the value of
engaging theiremployees always struggle with HR issues.
Job Classification
An organization develops a process for evaluating the level and appropriate salaries for different jobs
and roles. An industry benchmarking exercise isundertaken every year. The salary ranges for each job
role are decided.
Succession Planning
A variation of career planning is succession planning which is conducted not for all employees in the
organization by only for some selected vital rolesand positions in the organization. It aims at
identifying those employeeswho stand a chance of succeeding an executive on his retirement
orpromotion or any other eventuality. The succession plan lists the job role or position and the
potential candidates for the job role. It has their name,current job designation, age, present
performance, and by when they can bepromoted. Such employees are groomed for the job role by
their mentors,HR and supervisors.