Professional Documents
Culture Documents
MU0010
MU0010
manpower. They are also useful in the preparation of corporate plans incorporating productivity
changes, technological changes and major organisational developments.
4) Policy Conditional Forecasts
Policy conditional manpower forecasts are those which are determined by the policy towards the factors
which influence the demand for manpower.
5) Optimising Forecasts
Optimising manpower forecasts are those which are obtained as solutions to an optimising model in
which numbers demanded of various categories of manpower are so determined that either the end
benefits are maximised, or cost of resources used in achieving a pre-determined end objective is
minimised.
6) Macro and Micro Forecasts
Macro forecasts are done usually at the national, industry sector and region state levels whereas
Micro forecasts are made at the enterprise or department level. Macro manpower forecasts are
used for planning, education and training facilities as well as to make decisions regarding choice and
location of industries for development whereas Micro manpower forecasts are needed primarily for
planning recruitment, promotion, training and counselling in accordance with the plan for the
development of enterprise or department concerned.
Q2 What do you mean by Human Resource Accounting (HRA)? Discuss the objectives and
advantages of HRA.
(Definition of Human Resource Accounting, Describing the objectives of HRA, Describing the major
benefits of HRA)2, 4, 4
Answer.
Human Resource Accounting
HRA can be defined as the process of identifying, recording, measuring human resources and
communicating related financial information associated with the human resource to the interested users.
Thus HRA 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.
Objectives of HRA
decisions taken
According to Likert (1971), HRA serves the following purposes in an organisation:
It furnishes cost/value information for making management decisions about acquiring,
It checks the corporate plan of the organisation. The corporate plan aiming for expansion,
diversification, changes in technological growth etc. has to be worked out with the availability of
human resources for such placements or key positions. If such manpower is not likely to be
development.
It helps individual employee to aspire for promotion and better benefits.
It aims to see that the human involvement in the organisation is not wasted and brings high
Q3 Define Talent Engagement. Discuss the importance and levels of Talent Engagement
(Definition of Talent Engagement, Describing the importance of Talent Engagement, Explaining the
levels of Talent Engagement) 2, 3, 5)
Answer.
Talent Engagement
Talent engagement is the concept which explains the degree to which a talent (employee) is emotionally
bonded to his organization and passionate about his work. Talent engagement is the level of commitment
and involvement a person has towards his organization and its values. Talent engagement creates an
atmosphere for employees to go beyond job responsibilities to delight customers and promote business.
It is a powerful retention strategy.
Employees who are not engaged tend to feel that their contributions are being overlooked, and their
potential is not being tapped. The reason behind them feeling like this is that they do not have productive
relationships with their managers or colleagues. And they do not produce any positive results for the
organization also.
3. Actively Disengaged Employee
These employees are consistently against almost everything. Apart from being unhappy at work they are
far busier demonstrating their unhappiness. Actively disengaged employees undermine what their
engaged colleagues accomplish. Actively disengaged workers cause great damage to the organization in
general. It is better to retrench such employees.
The employee who wants to resign will discuss with his Manager, submits his resignation to his Manager.
The Manager should put his comments on the resignation letter and forward it to HR. (these comments
can be To be relieved by dd/mm/yyyy, or some other special comments) HR on receipt of the
Resignation letter, enters in the software, the date of receipt of resignation letter, terms and conditions of
resignation if any special is there. and comments of Manager, the payroll changes are made accordingly
as per the relieving date decided, the software generates the receipt of resignation letter, along with a no
dues format, with employee name, roll no, dept already pre-printed on the no dues format. These letters
and format are handed over by HR to employee, + details of PF transfer forms, withdrawal forms as
applicable. All the payroll changes, PF changes are scheduled to take action on the relieving date in
software. HR prepares the matter of Relieving letter and gives it to the Manager for suggestions /
comments. The relieving letter is kept ready. Usually before / on the relieving day or some 2 days ago, the
employee submits all no dues, and other forms to the HR and takes his relieving letter. The sample
questions below will help to facilitate these goals. They must be used as soon as the employee and the
organization are aware that the employee will be leaving. It is only appropriate not to leave these
questions until the exit interview. How will the employees knowledge be advantageous to the
organization; their opinions, experience, introductions to their contacts, colleagues etc., before the
employee leaves? Will the employees meet up happily with managers or successor or colleagues to
advice them so that the organization will benefit from their knowledge and experience before their
departure? How to help the employees to pass on knowledge and experience to their successor before
they leave the organization? How and when will the employee prefer to pass on knowledge to the
successor? How does the organization agree for this knowledge to be transferred? Are employees happy
to help the organization by naming a successor? Employers or HR managers will get the most for the
organization and be able to best help to the departing employee by being positive, constructive,
understanding and helpful, prior to and during the exit interview process. Treat people with respect and
dignity, and usually they will respond in kind.
Q5 As an HR, you are asked to focus on the Talent Development Process in your
organization .How would you define Talent Development? Explain the necessity of Talent
Development from an HR perspective. Explain the model for achieving excellence in
Talent Development
(Definition of Talent Development, Explain the necessity of Talent Development, Factors responsible for
achieving Talent Development) 2, 5, 3
Answer.
Talent Development
Talent development is an important part of HR. The process involves changing an organization, its
employees and its stakeholders. This process is accomplished using planned and unplanned learning, in
order to achieve and maintain a competitive advantage for the organization.
This is the only way of improving employees productivity through automated and integrated
learning management, performance management, and compensation management systems to
extraordinary talent.
With the growing economy in the 21st century, employee retention and recruitment will be the
key issue for different organizations. So finding the proper talent and creating opportunities for
its development would be reasons enough for a talent to stay in the organization.
Identifying and developing talent are the critical steps in retaining the top talents in an
organization. The cost of replacing a valued employee is enormous. Organizations need to
promote diversity and design strategies to retain people, reward high performance and provide
person for the right job at the right time from this list. The main goal or objective of the recruitment is to
help in the selection process. Recruitment can be defined as: A process of finding and getting capable
applicants or employees or manpower for employment. This process begins when new people or
employees are sought or found. It ends when applicants matching the job description submit their
resume and application. The result is a list of applications from which new employees are selected or
chosen. Edwin B. Flippo has defined recruitment as, The process of searching the candidates for
employment and stimulating them to apply for jobs in the organization. Recruitment is a continuous
process. The firm attempts to develop a list of qualified candidates for the future manpower resource
needs. The vacancies may or may not exist in the firm. Usually, the recruitment process begins when a
manager realizes that there is a possibility of a vacancy or an anticipated (there may be) vacancy in the
organization.
b)Succession Planning
One of the types of career planning is succession planning. Succession planning is a technique for
identifying and developing internal employees with the potential to fill important organizational
positions. Succession planning ensures the availability of experienced, skilled and competent employees
that are prepared to assume these roles as they become available. Succession planning increases the
progress of qualified employees from individual contributors to managers and leaders. Thus:
business continuity, create a proven leadership model, and improve employee morale.