By:- Asst Prof.

Deepa Singh

Definition: HRP is the process by which an organization ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. HRP translates the organizations objectives and plans into the number of workers needed to meet those objectives. Without clear cut planning, estimation of an organizations human resource need is reduced to a mere guesswork.

Future personnel needs Part of strategic planning Creating highly talented workforce Foundation for personnel functions International strategies

Increasing investment in human resources Resistance to change and move Expand or contract Cut costs

Forecast personnel requirements Cope with changes Use existing manpower productively Promote employees in a systematic manner

Type & strategy of an organization: Organizational growth cycles and planning Environmental uncertainties Time Horizons Type and quality of information Nature of jobs being filled Outsourcing

Accuracy Support Numbers game

Environmental Scanning Organizational objectives and policies HR Demand Forecast

Managerial Judgment -Ratio-trend analysis -Regression analysis Work-study Techniques

HR Supply Forecast

HR Programming HR Plan Implementation -Recruitment, Selection and Placement

-Training & Development -Retaining and redeployment -Retention Plan

Control and Evaluation:

Steps in implementing an HRIS:

Step 1: Idea generation/inception & feasibility study: Step 2: Selecting a project team and defining the requirements: Step 3: Vendor analysis and Package contract negotiation: Step 4: Training

Step 5: Tailoring the system and collecting data: Step 6: Testing the system and starting up: Step 7: : Running in parallel Step 8: Maintenance and evaluation

Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications.

Extent of employee involvement The level of details Timing and frequency of analysis Past-oriented versus future-oriented Source of job data

Job Specification: A statement of human qualifications necessary to do the job. It includes items such as: Education Experience Training Judgment Initiative Physical effort Physical skills Responsibilities Communication skills Emotional characteristics Unusual sensory demands such as sight, smell, hearing, etc.

Support from top management Single means and source No training or motivation Activities may be distorted

Job performance Personal observation Critical incidents Interview: Questionnaire method

HR audit is an overall quality control check on HR activities in a division or company and an evaluation of how these activities support the organizations strategy.

Identification of the contribution of HR department to the organization. Improvement of the professional image of the HR department. Clarification of the HR departments duties and responsibilities. Finding critical personnel problems.

Reduction of HR costs through more effective personnel procedures. Ensuring timely compliance with legal requirements. A review of the departments information system. Creation of increased acceptance of the necessary changes in the HR department.

Audit of Human Resource Function: Audit of Managerial Compliance Audit of the Human Resource Climate Employee Turnover Absenteeism

Comparative approach: Outside authority approach: Statistical approach Compliance approach Management by Objectives approach:

: Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

Determine the present and future requirements of the organization together with its personnel planning and job-analysis activities. Increase the pool of job candidates at the minimum cost. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected, will leave the organization after a short period of time.

Meet the organizations social and legal requirements regarding the composition of its work force. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment Planning:
-Number of contacts -Type of contacts

Strategy Development
-Make or buy -Technological Sophistication: -Where to look -How to look -When to look

Searching: -Source activation -Selling Screening: Evaluation & Control:

Internal sources Present employees Employee referrals Former employees Previous applicants

External sources of recruitment

-Professional or trade associations -Advertisements: -Employment exchanges -Campus recruitment -Walk-ins, write-ins and talk-ins: -Consultants: -Contractors -Displaced persons -Radio and Television -Competitors -E-recruiting

Selection is the process of differentiating between applicants in order to identify(and hire) those with a greater likelihood of success in a job.

Application Form: Preliminary interview: Selection Tests: Employment Interview: One-to-one: Sequential Panel

Structured: Unstructured Mixed Behavioural: Stressful

Reference & Background Analysis: Selection Decision: Physical Examination Job Offer: Employment Contract: Concluding the process Evaluation

The American Accounting Associations Committee on Human Resource Accounting has defined Human Resource Accounting as the process of identifying and measuring data about human resources and communicating this information to interested parties. HRA, thus, not only involves measurement of all the costs/ investments associated with the recruitment, placement, training and development of employees, but also the quantification of the economic value of the people in an organization.

Recruitment costs Selection costs: Orientation costs Development costs

It throws light on the strengths and weaknesses of the existing workforce in an organization. This in turn, helps the management in recruitment planning, whether to hire people or not. It provides valuable feedback to managers regarding the effectiveness of HR policies and practices. For example, high training costs may warrant a change in policy, additional recruitment expenses in respect of a particular category of employees may indicate the need for a better compensation package, high training costs may compel managers to look at the returns over a period of time, etc.

It helps potential investors judge a company better on the strength of human asset utilized therein. If two companies offer the same rate of return on capital employed, information on human resources can help investors decide which company to be picked up as in investment. It helps management in taking appropriate decisions regarding the use of human assets in an organization, i.e., whether to hire new recruits or promote people internally, transfer people to new locations or hire people locally, incur additionally training costs or hire consultants keeping the impact on the long-run profitability in mind.

It is not easy to value the human assets in an organization: HRA is full of measurement problems Employees and unions may not like the idea There is no empirical evidence to support the idea: