INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI

HR PLANNING AT BHEL

UNDER THE GUIDANCE OF

MR. A.K. AJMANI

SUBMITTED TO

PROF. SUMANTA SHARMA

SUBMITTED BY PRATEEK KUMAR ALUMINI ID: DF/08/10-H-180

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ABSTRACT
Human Resource Planning is the process by which a management determines how an organization should move from its current manpower position to its desire manpower position. A study of pointed out that the crucial problems which makes HR planning ineffective BHEL do not have adequate records and information on HR planning. Due to this lack of information its too difficult to fit HR plan with overall objective of BHEL. The current technologies and knowledge in respect of HRP is not put to use optimally. Such practically inevitably lead to ineffective HRP. To compound the problem further there are unpredictable external influences on Human Resource planning such as changes in labour market conditions, economic cycles, change sin social and economic value, political changes etc. In such a scenario, it becomes difficult to forecast the personnel available with in BHEL at a future data. While vacancies caused by retirements are predicted accurately in BHEL but other factor like resignations, turnover, death competitive attractions are difficult to forecast. This problems becomes mainly accurate in respect of important personal especially at the middle and top level because their replacements cannot be arranged in a short span of time.

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THESIS TOPIC APPROVAL
----- Forwarded Message ---From: "thesis@iipm.edu" <thesis@iipm.edu> To: Prateek Kumar <kumar88_prateek@yahoo.in> Sent: Sun, 6 June, 2010 9:14:15 PM Subject: Thesis Topic Approval (H) FW 08-10 Dear Prateek Kumar, This is to inform that your thesis proposal on “HR Planning at BHEL”, to be conducted under the guidance of Mr. A.K.Ajmani is hereby approved and the topic registration id number is DF/08/10-H-180 Make it a comprehensive thesis by ensuring that all the objectives as stated by you in your synopsis are met using appropriate research design; a thesis should aim at adding value to the existing knowledge base. You are required to correspond with your internal guide Prof. Dipti Sharma at dipti.sharma@iipm.edu Ph.-0124-3350713 by sending at least four response sheets (attached along with this mail) at regular intervals before 30th June 2010 last date for thesis submission.

Regards, Prof .Sumanta Sharma Dean (Projects) IIPM Sumanta.sharma@iipm.edu Phone: +91 0124 3350701 (D) +91 0124 3350715 (Board)

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THESIS SYNOPSIS
HUMAN RESOURCE PLANNING AT BHEL INTRODUCTION Human Resource Planning is the process by which an organization ensures that it has right number of people, right kind of people, at the right places, at the right time, capable of the right places, at the right time, capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals. Human Resource Planning then, translation the organization’s objectives and plans into the number of workers needed to meet those objectives. Without clear-cut planning, estimation of organization's human resource need is reduced to more guesswork.

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Such practically inevitably lead to ineffective HRP. In such a scenario. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organisation. the first being the manpower planning. While vacancies caused by retirements are predicted accurately in BHEL but other factor like resignations. turnover. change sin social and economic value. The current technologies and knowledge in respect of HRP is not put to use optimally. This problems becomes mainly accurate in respect of important personal especially at the middle and top level because their replacements cannot be arranged in a short span of time. To compound the problem further there are unpredictable external influences on Human Resource planning such as changes in labour market conditions. Due to this lack of information its too difficult to fit HR plan with overall objective of the organisation. death competitive attractions are difficult to forecast. A case study of BHEL pointed out that the crucial problems which makes HR planning ineffective BHEL do not have adequate records and information on HR planning. In other words. OBJECTIVE OF THE STUDY • • To find out the factors critical to Human Report Planning at BHEL To find out the measure for making HRP effective at BHEL IIPM PGP/FW/2008-10 DF/08/10-H-180 . It is the next step in the procurement function. it becomes difficult to forecast the personnel available with in BHEL at a future data. political changes etc.HR PLANNING AT BHEL v Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidates. it is a linking activity bringing together those with jobs and those seeking jobs. Recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies. economic cycles.

HR PLANNING AT BHEL vi • To know the factors which influence the determination of human resource requirements • To know the required level of skill and competency. Sampling Methodology Sample Size of the Survey will be 50 employees of BHEL Sampling Technique will be Convenient Sampling IIPM PGP/FW/2008-10 DF/08/10-H-180 . Chief Managers and other high authority of BHEL and took a structured as well as direct interview and the verbal responses to the questions will be recorded.All the information will be collected first hand and no secondary data will be used. matching present and future needs at BHEL • To recommend the factors that will make HRP at BHEL of commerce more effective METHODOLOGY Research Design Depending upon the objective of the research the most suitable research design is “ Exploratory Research” . Data Collection :. Since in the past there has been hardly any study done on Human Resource Development on BHEL. I went to the Manager. so the “ Exploratory Research” is the best method suited for the purpose.

HR PLANNING AT BHEL vii Justification for choosing the topic Effective utilisation of manpower resources is the key note of manpower management. During the nineteenth Century the average employer in their efforts to reduce costs centralised their attention upon management of men and machines. Man management is basically concerned with having right type of people available as and when required and improving the performance of the existing people to make them more productive on their job. production managers have devoted a great deal of time and effort to the physical organisations of the industry. Ever since the factory system. IIPM PGP/FW/2008-10 DF/08/10-H-180 .

IIPM PGP/FW/2008-10 DF/08/10-H-180 . Sumanta Sharma and Prof. Vijay Kumar Boddhu whose nurtured and guided this study at every step with infinite patience.K. I would also like to take this opportunity to express my sincere gratitude towards Mr.HR PLANNING AT BHEL viii ACKNOWLEDGEMENT I would like to take this opportunity to express my sincere and heartfelt thanks to Prof.Ajmani for his able guidance and help provided for the completion of this thesis. A. wisdom and compassionate understanding.

HR PLANNING AT BHEL ix TABLE OF CONTENTS ABSTRACT SIGNATORY PAGE THESIS TOPIC APPROVAL LETTER THESIS SYNOPSIS ACKNOWLEDGEMENT TABLE OF CONTENTS INTRODUCTION OBJECTIVE OF THE STUDY RESEARCH METHODOLOGY COMPANY PROFILE LITERATURE REVIEW DATA ANALYSIS AND FINDINGS CONCLUSION AND RECOMMENDATIONS BIBLIOGRAPHY ANNEXURE • QUESTIONNAIRE ii iii iv v viii ix 1 3 4 7 13 63 69 73 74 IIPM PGP/FW/2008-10 DF/08/10-H-180 .

IIPM PGP/FW/2008-10 DF/08/10-H-180 . estimation of organization's human resource need is reduced to more guesswork. capable of the right places. translation the organization’s objectives and plans into the number of workers needed to meet those objectives. capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals. at the right time.HR PLANNING AT BHEL 1 INTRODUCTION Human Resource Planning is the process by which an organization ensures that it has right number of people. right kind of people. Human Resource Planning then. at the right places. at the right time. Without clear-cut planning.

the first being the manpower planning. It is the next step in the procurement function. it is a linking activity bringing together those with jobs and those seeking jobs. Recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies. Ever since the factory system. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidates. production managers have devoted a great deal of time and effort to the physical organisations of the industry. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organisation. Man management is basically concerned with having right type of people available as and when required and improving the performance of the existing people to make them more productive on their job. In other words. During the nineteenth Century the average employer in their efforts to reduce costs centralised their attention upon management of men and machines.HR PLANNING AT BHEL 2 Effective utilisation of manpower resources is the key note of manpower management.

of course. or of developing the ability to do so within a period of time acceptable to the employing organisation.HR PLANNING AT BHEL 3 It’s purpose is to pave the way for the selection procedures by producing. The smallest number of potentially suitable candidates can in theory. be any number. This is clearly in the interest of both the employing organisation and the applicants. A primary task of the recruitment phase is to help would be applicants to decide whether they are likely to be suitable to fill the job vacancy. ideally the smallest number of candidates who appear to be capable either of performing the required tasks of the job from the outset. The main point that needs to be made about the recruitment task is that the employing organisation should not waste time and money examining the credentials of people whose qualification do not match the requirements of the job. IIPM PGP/FW/2008-10 DF/08/10-H-180 .

matching present and future needs at BHEL • To recommend the factors that will make HRP at BHEL more effective IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 4 OBJECTIVE OF THE STUDY • • • To find out the factors critical to Human Report Planning at BHEL To find out the measure for making HRP effective at BHEL To know the factors which influence the determination of human resource requirements • To know the required level of skill and competency.

so according to me the method best suited for my purpose is the “Exploratory Research”. regional office and head offices of BHEL and took direct interview. Since in the past there has been hardly any study done on Human Resource Development on BHEL.All the information has been collected first hand and no secondary data has been used. ‘Exploratory Research” looks for hypotheses and since my research has also hypotheses and since my research has also hypotheses. The purpose of exploratory research is to extract new insight into the problem. Moreover. I went to the respective authority to collect different information of the subject which I have selected. I went to the Manager. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Then.HR PLANNING AT BHEL 5 RESEARCH METHODOLOGY Research Design Depending upon the objective of the research the most suitable research design is “ Exploratory Research” . so the “ Exploratory Research” is the best method suited for the purpose. Field Work I went to different branches. I did not hire any people to help me while doing the research. I then record verbal responses to question. First work I have done is that I decide on what are the BHEL I am going to make the project. Data Collection:. Chief Managers and other high authority of BHEL and took a structured as well as direct interview and the verbal responses to the questions has been recorded.

It is not a simple two-way conversation between an investigator and an informant. Interview may be defined as a systematic conversation initiated for a specific purpose and focus on certain planned content areas. Mail Survey Interview: Interview is one of the chief means of collecting data in research process. Primary Data: The methods of collecting primary data are as follows. Advantages of survey: Following are the main advantages of mail surveys: 1. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Thoughtful Reply Recruitment BHEL take people at a variety of levels and need a variety of skills. Wider Distribution 2. telephone surveys and mail surveys. Less Distribution Bias 3.HR PLANNING AT BHEL 6 TYPES OF DATA USED Basically there are two types of data which are used in marketing research process 1. depending upon the method of data gathering used: personal interview surveys. the recruitment network which must be maintained is wide and varied. Surveys: There are three main types of surveys. A: Observation B: Interview C: Telephone Interview D.

 Some of the respondents have not responded totally. IIPM PGP/FW/2008-10 DF/08/10-H-180 .  Certain questions which are not properly responded by the respondents.  An error may have been due to the samples taken not conforming to the actual population.HR PLANNING AT BHEL 7 LIMITATIONS OF STUDY Every study conducted may have certain shortcomings and unfortunately mine is also a similar case. A few errors have crept in despite our best effort to avoid them but it is expected that still my study and findings are very much relevant. this is because the sample is a convenience sample.  Biases might have crept up on the part of the management while giving answers. while interpreting the respondents.  The sample size was small due to time constraint which might not be true representative of entire population.  Personal bias or personal error of the interviewer might also have crept in. ranks etc.  Absolute sanctity of data can be a cause of concern as many respondents didn’t ponder much over giving points. some cases.

These plants have been at the core of BHEL’s efforts to grow and diversify and become India's leading engineering company. transportation (including railways). brakers. industrial products and other various types of equipment and over the years. BHEL entered into various collaborations to produce turbines. defence. besides project sites spread all over India and abroad and also regional operations divisions in various state capitals in India for providing quick service to customers. transmission. Its first plant was set up at Bhopal in 1956 under technical collaboration with M/s AEI. boilers. UK followed by three more major plants at Hardwar. generators.HR PLANNING AT BHEL 8 COMPANY PROFILE Bharat Heavy Electricals Limited (BHEL) was set up by the Government of India in the sixties with the objective of meeting the domestic needs of power generation and industry sector equipment and achieve self reliance within the country. oil business. etc. Bharat Heavy Electricals Limited (BHEL) is today the largest engineering enterprise of India with an excellent track record of performance. industry. Hyderabad and Tiruchirapalli with Russian and Czechoslovak assistance. The company now has 14 manufacturing divisions. BHEL manufactures over 180 products under 30 major product groups and meets the needs of core-sectors like power. telecommunications. It became the leader in the IIPM PGP/FW/2008-10 DF/08/10-H-180 . Products of BHEL make have established an enviable reputation for high-quality and reliability. 9 service centres and 4 power sector regional centres.

It is a profit making firm since 1971-72 and a dividend paying company since 1976-77. VISION: A world-class. Values:  Strike adherence to commitments  Foster learning.HR PLANNING AT BHEL 9 domestic market with a high degree of reputation. MISSION: To be the leading Indian Engineering Enterprise providing quality products.  "Zest for change" has been added as change has been integral with success and the rate at which change is needed is very high compared to earlier period. IIPM PGP/FW/2008-10 DF/08/10-H-180 . infrastructure and other potential areas.  Ensure speed of response  Respect for dignity and potential for individual  Loyalty and pride in the company  Zeal to excel and zest for change  Integrity and fairness in all matters  Most of them have been rephrased. industry. creativity and team work. transportation. engineering enterprise committed to enhancing stake holder value. systems & services in the fields of energy.

To invest in human resources continuously and be alive to their needs IMAGE To fulfill the expectations which stakeholders like government as owner. IIPM PGP/FW/2008-10 DF/08/10-H-180 . performance and superior customer services. improve his capabilities. primarily through improvement in operational efficiency.HR PLANNING AT BHEL 10 OBJECTIVES GROWTH To ensure a steady growth by enhancing the competitive edge of BHEL in existing businesses. perceive his role & responsibilities and participate & contribute positively to the growth and success of the Company. PROFITABILITY To provide a reasonable & adequate return on capital employed. capacity utilization & productivity and generate adequate internal resources to finance the company’s growth CUSTOMER FOCUS To build a high degree of customer confidence by providing increased value for his money through internationals standards of products quality. employees and the country at large have from BHEL. PEOPLE ORIENTATION To enable each employee to achieve his potential. new areas and international operations.

Steam Turbine Generator Sets & Auxiliaries .Power. Industrial sector and Systems & Services.HR PLANNING AT BHEL 11 Bharat Heavy Electricals Limited (BHEL) is today the largest engineering enterprise of India with an excellent track record of performance BHEL offers a wide spectrum of equipment.Electrostatic Precipitators .Waste Heat Recovery Boilers . Distribution & Instrument Transformers IIPM PGP/FW/2008-10 DF/08/10-H-180 . systems and services in the field of power.Boiler and Boiler Auxiliaries .Min. non-conventional energy sources and telecommunication.Valves. transmission. Piping System .Heat Exchangers .Hydro Turbine Generator Sets & Auxiliaries . /Micro Hydro Generator sets .Distributed Digital Control for Power Stations . Pumps. Herein we reproduce a compendium of the diverse set of products/services of BHEL:POWER SECTOR Generation & Transmission .Gas Turbine Generator sets . transportation. oil & gas. Power sector. industry. The product profile of BHEL can be viewed from the point of “three” distinct set of categories namely.

AC / DC Motors.Battery Operated Passenger Van Oil Rigs And Oil Field Equipment .Industrial Turbine & Generator Sets .Electronic Control Gear & Automation Equipment . Columns .Industrial Fans . Condensers.Industrial Heat Exchangers .Transformers.Pressure Vessels .Switchgear.Wind Electric Generator IIPM PGP/FW/2008-10 DF/08/10-H-180 .Reactors.Diesel Engine Based Generators . Variable Speed AC Drives .Seamless Steel Tubes . Switchgear .Gas Turbine & Generator sets .Rectifiers. Insulators .Power Devices. Energy Meters .Digital Switching Systems . control gear .Capacitors.HR PLANNING AT BHEL 12 . Porcelain Insulators INDUSTRY SECTOR Industries / Transportation / oil & Gas / Telecommunication / Renewable Energy .

Captive Power Plants . Independent Power Producers such as Powergen.Stations and RLA Studies . DVC.Solar Powered Water Pumps. Central Power Utilities Companies such as NTPC.Consultancy Services Customers & Projects BHEL’s customers include State Electricity Boards. Reliance etc. Railways. Solar Water Heating Systems SYSTEMS & SERVICES ..Switchyards and Substations .Co-Generation Systems .Erection. ONGC.HR PLANNING AT BHEL 13 .Modernization & Renovation of Power . IIPM PGP/FW/2008-10 DF/08/10-H-180 .Power System Analysis .Turnkey Utility Power Stations . Commissioning and Operation . in addition to the now tapped foreign companies and governments.

FUNCTIONS AND RESPONSIBILITIES OF HR The HR department will direct its activities through three channels 1. Service to workers: To motivate workers to develop sense of responsibility. (iii) Evolve progressive and pragmatic personnel policies.HR PLANNING AT BHEL 14 LITERATURE REVIEW OBJECTIVES. Ensure compliance of social and statutory obligations and government directives and (vii) Inculcate productivity consciousness amongst employees. 2. Service to the supervisory personnel: IIPM PGP/FW/2008-10 DF/08/10-H-180 . goodwill and commitment towards the organisation and promote good relations between one another. DEPARTMENT OBJECTIVES The primary objectives of the HR department are to: (i) Design and develop an organisational structure with well defined relationships commensurate with the business plan and corporate strategies. (iv) Develop the capability and proficiency of employees and their advancement through appropriate training and continuous knowledge updation to face corporate challenges and new technologies. procedures and practices and ensure its uniform interpretation and judicious implementation. (ii) Promote and develop cooperative attitude amongst employees by fostering harmonious relation at all level and inculcate sense of belonging. (v) (vi) Promote and inculcate the culture of employee's participation in management.

The primary functions at this level will be to provide information and generally to assist in the development of social skills of the managerial class with emphasis on the human aspect in industry. FUNCTIONS (a) Planning manpower requirements Estimating vacancies Recruitment to seek and attract qualified applicants to fill vacancies (b) Organising the manpower resources Organisational planning to determine the organisational structure and manpower needed to effectively meet the company objectives. 3. to ensure the uniform application of personnel practices by all departments and to coordinate the practices of different sections. Service to management To assist the management in the development and formulation of sound policies relating to personnel matters in the organisation as a whole. to interpret the organisation's personnel policies. IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 15 To assist this group to understand personnel practices in order to provide leadership and to maintain and develop good relation with the workers. to organise training facilities for personnel work and generally to keep the management informed of all current developments in regard to measures that are to be complied with as a matter of legal obligation and other measures useful for promoting good management. Service through advice is the keynote and it is expected that the normal line of authority will not be interfered with.

Personnel policies and programmes and to communicate the same to the units. IIPM PGP/FW/2008-10 DF/08/10-H-180 . HR department at R&P HQ and P&A department at each unit shall provide assistance and councel to other departments on personnel matters. HQ.HR PLANNING AT BHEL 16 - Selections (c) Classification of employees Induction Transfers and promotions Manpower development Training (d) Motivation Job analysis Recreation Communication Collective bargaining Employee discipline Performance evaluation Employee counselling Safety Medical services Precaution and security Personnel research Grievance handling Responsibility It will be responsibility of HR department at R&P. the R&P division. to formulate under the overall direction of D (R&P).

engineering.HR PLANNING AT BHEL 17 Personnel management essentially being a staff function. HR department role will be that of a staff department. • The GM commercials heads the marketing and project management and commercials department • • The GM engineering head the engineering and design departments. operations. with emphasis on its advisory character in all matters connected with personnel activities except in respect of the promotion of welfare measures which will be the executive responsibility of this department. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Organizational structure EDN HEAD EDN HEAD GM GM GM GM Commercials Engineering Commercials Engineering GM GM Operations Operations GM HR & GM HR & Factory Factory service service AGM AGM Finance Finance AGM AGM Quality Quality service service • The BHEL electronics division comes under the director of industrials groups and units. HR department shall also be responsible for ensuring compliance with the provisions of various labour laws and other statutes. The GM operations head the production. • BHEL EDN has one unit head and four GM for commercials. PCB subassembly and system testing departments. HR and one AGM for finance.

training and performance management in BHEL.HR PLANNING AT BHEL 18 • • The GM HR heads the human resource an factory service departments The AGM finance monitors the whole finance related activities in the BHEL EDN. Once an organisation has IIPM PGP/FW/2008-10 DF/08/10-H-180 . There are Human Resource Committee set up in the corporate office. The slow down in the economy has forced organizations to give HR a new look. is in place. It has been identified as a key area providing the cutting edge to BHEL in its endeavor towards competitive excellence. These processes are linked to the business plan and the overall business process of BHEL. Human Resource Management (HRM) performs the key process of recruitment. which is wrought with over staffing and a large degree of inefficiency. with just the right number of employees and right kind of training is crucial for the operational efficiency of an organisation. HUMAN RESOURCE DEVELOPMENT Human Resource Development was introduced in BHEL with the objective of making people effective by enabling them to acquire skill and capabilities. utilisation and maintenance of an organisation’s workforce. development. Human Resource Development (HRD) is specially viatal in BHEL. Lean structures. in BHEL for reviewing and approving various areas of personnel policies in order to bring about an integrated management perspective. MANPOWER PLANNING Manpower planning is the planning for the selection and recruitment.

changing work culture. Contingency model. Socio-Technical system. transition from industrial to information society. workers started demanding whatever they expected from the employers over and above their salaries. In the 60s. there was a strong belief that employees were recruited not to question ‘why’ but only ‘to do –and die’. Two Factor Theory of Motivation. THE INDIAN SCENARIO AND HUMAN RESOURCE MANAGEMENT In the 50s. Managerial Grid. At the same time. Quality of Work Life. IIPM PGP/FW/2008-10 DF/08/10-H-180 . resource constraints. And in the late 70s. it then has to decide on what people it needs in order to carry out those functions. models and concepts as theory X/Y/Z. experts observed that there were some strategic challenges of current times such as accelerating rates of changes in all aspects of businessincreasing competition. it became more and more acceptable to manage personnel as studies revealed that productivity of the workers could be improved if they were organized at work. Indian managers and behavioral scientists accepted and introduced such theories. productivity depended on people. Total Quality Management etc. staff and personnel came to be used and instead of controlling the employees. ‘Personnel came to be called as ‘Human Resources’ sharing the global thinking. Manpower planning is concerned with that part of the organisation and how it decides on such things as the number and the skill requirement of the people it employees. terms like manpower. Social Comparison processes. globalization of business. technological change. Also. people realized that beyond a point. Participative Management. Job Enrichment.HR PLANNING AT BHEL 19 determined its functions and aims.

and good sense of accountability and job involvement. loyalty to the organization. Competence: It is said that ‘Give a man a job that he excels at and he would not have to work’. Hierarchy. commitment. accessibility. 2. Managing organizational changes. it may not be always flexible to allocate tasks to individuals at which each one excels. The subordinates expect that the boss should have integrity. In the organizational context. self discipline. empathetic perceptions. are increasingly associated with change management. wider vision. But in the Indian context. but surely we can enhance IIPM PGP/FW/2008-10 DF/08/10-H-180 . status. authority. sense of empowerment and credibility. the boss expects that his subordinate should have a commitment to job. On the other hand. and a complex psychological environment. terms such as ‘Learning Organization.HR PLANNING AT BHEL 20 unstable markets owing to economic condition. An organization can survive in today’s socio economic environment only if it is proactive to environmental changes. Human resource management refers to a balanced interaction between these two sets of expectations. increasing demands by corporate stake holders. reliability. responsibility. Change Agents etc. initiative. Change management: Today. RELEVANCE OF HUMAN RESOURCE MANAGEMENT IN PRESENT SCENARIO Human resource management is more relevant in today’s context due to the following compulsions: 1. higher performance skill. emotions. competence. impressions and effective components have influenced people more than anything else. and accountability are structural concepts. feelings. integrity.

Managerial Functions IIPM PGP/FW/2008-10 DF/08/10-H-180 . It is. It is. Motivation: One of all aspects of human behavior is the employee’s willingness to work and the desire to constantly improve his performance. 3. People want to contribute to meaningful goals and most of them can exercise far more creativity. employee’s perceptions of various HRM policies. 5. Congruence of Objectives: Even well qualified and committed employees could pursue goals at variance to the organizational objectives. self direction and self control than their present jobs demand. essential that all newcomers to the organization are properly socialized into the existing community and are made aware of the organizational values. therefore. It is much easier to train him or her in tasks closer to his inherent liking. It is equally important to take note of the interests of the individuals.HR PLANNING AT BHEL 21 competence of individuals for specific tasks through well designed training programs. 4. Commitment: The extent to which the employees are committed to their work and organization has a bearing on organization performance. what is expected from each individual. Transparently in organizational functioning. They should know what the organization stands for and what it wants to achieve and in the process. customs and traditions. work ethos. channels of communication and role models played by superiors strongly influence employee commitment. important to create an environment in which all members can contribute to the limits of their ability. therefore.

Effective managers recognize that a substantial part of their time should be devoted to planning. net shortage and excess of personnel by job category are projected for a specific time horizon. 2. anticipating vacancies. a manager must plan ahead.e. Organizing: Once the personnel manager has established objectives and developed plans and programs to reach then he must design and develop organizational structure to carry out the various operations. The organizational structure basically includes the following. Planning is necessary to determine the right course of action for the achievement of the desired results and accomplishment of the goals. in advance. of personnel programs and policies that will contribute to the goals established for the enterprise i. Organizing. providing information on succession and development plans etc. 1. Planning: To get things done through his subordinates. These functions are briefly discussed below. Directing and Controlling in relation to his department. So he must perform the basic managerial functions of Planning. determination of the sources of recruitment. planning job requirements. The process of personnel planning involves three essential steps. Secondly. This step requires knowledge of both labour market conditions and the strategic posture and goals of the organization. Finally plans are developed to eliminate the pre cast shortages and excess of particular categories of human resources. For a Personnel Manager. IIPM PGP/FW/2008-10 DF/08/10-H-180 . supply and demand forecast for each job category is made. planning means the determination. Firstly.HR PLANNING AT BHEL 22 The human Resource Manager is a member of the management. job descriptions.

The direction function of the personnel manager involves encouraging people to work willingly and effectively for the goals of the enterprise. The motivational function poses a great challenge for any manager. motivation and supervision of employees. salary administration. Motivation is a continuous IIPM PGP/FW/2008-10 DF/08/10-H-180 . In other words. The personnel manager must have the ability to identify the needs of employees and the means and methods of satisfy those needs. • • • Grouping of personnel activity logically into functions or positions. Delegation of authority according to the tasks assigned and responsibilities involved. developing cordial relationships and provision of safety requirements and welfare of employees. Co. The personnel manager can motivate the employees in an organization through career planning.HR PLANNING AT BHEL 23 • Identification of personnel activities required for achievement of objectives and implementation of plans. But how smoothly the plans are implemented depends on the influence. • 3. the direction function is meant to guide and motivate the people to accomplish the personnel programs. Assignment of different groups of activities to different individuals.ordination of activities of different individuals. ensuring employee morale. Direction: The plans are to be put into effect by people.

critical examination of personnel records and statistics and personnel audit. 4. of the personnel. It is the observation and comparison of results with the standards and correction of deviations that may occur. IIPM PGP/FW/2008-10 DF/08/10-H-180 . have been formulated on the basis of the objectives of BHEL. This involves recruitment. etc. Controlling: Controlling is concerned with the regulation of activities in accordance with the plans. integration and maintenance of personnel of BHEL. Thus. of persons necessary to achieve the objectives of the organization. It involves performance appraisal. selection. The requirement and selection cover the sources of supply of labour and the devices designed to select the right type of people for various jobs. which in turn. placement. These are concerned with employment. controlling completes the cycle and leads back to planning. Before these processes are performed. of right kind and in right number. 1.HR PLANNING AT BHEL 24 among employees when old process as new needs and expectations emerge ones are satisfied. compensation. It is better to determine the manpower requirements both in terms of number and quality. Controlling helps the personnel manager to evaluate and control the performance of the personnel department in terms of various operative functions. development. Operative Functions The operative functions are those tasks or duties which are specifically entrusted to the personnel department under the general supervision of personnel manager. Employment: The first operative function of personnel department is the employment.

A good training program should include mixture of both types of methods. Factors which must be borne in mind while fixing the remuneration of personnel are their basic needs. It is a duty of management to train each employee properly to develop him/her for the higher jobs in BHEL. The personnel can be compensated both in terms of monetary as well as non-monetary rewards. legal provisions regarding minimum wages. It is important to point out that personnel department arranges for training not only of new employees but also of old employees to update their knowledge in the use of latest techniques. Development: Training and development of personnel is a follow up of the employment function. the personnel department can make use of certain techniques like job evaluation and performance appraisal IIPM PGP/FW/2008-10 DF/08/10-H-180 . wage and salary levels adopted by the competitors etc. requirements of jobs. the personnel department has to device appropriate training and development programs. For this purpose. capacity of the organization to pay. 3. For fixing the wage levels. Effective development of personnel is necessary to improve their skills of doing jobs and to satisfy their growth needs.HR PLANNING AT BHEL 25 Induction and placement personnel for their better performance also come under the employment or requirement function. There are several onthe. 2. Compensation: This function is concerned with the determination of adequate and equitable remuneration of the employees in the organization for their contribution to the organizational goals.job and off-the-job methods available for training purposes.

recreational facilities. 7. This happens because employees are not adequately motivated. The IIPM PGP/FW/2008-10 DF/08/10-H-180 . it is found that they do not contribute towards the organizational goals as much as they can. group insurance. transfer. Maintenance (Working conditions and Welfare): Merely appointment and training of people is not sufficient. In many of the cases. It keeps full records of their training achievements. 5. counseling. It also preserves many other records relating to the behavior of personnel like absenteeism. Working conditions certainly influence the motivation and morale of the employees. the responsibility of maintaining good industrial relations is mainly the responsibility of the personnel managers. These include measures taken for health safety. They must be provided with good working conditions so that they may like their work and work place and maintain their efficiency. and comfort of the workforce. rest rooms. The personnel manager helps the various departmental managers to design a system of financial and non-financial rewards to motivate the employees. Personnel Records: Personnel department maintains the records of the employees working in the enterprise. 6. etc. The personnel department also provides for various welfare services.HR PLANNING AT BHEL 26 4. promotion etc. labour turnover and the personnel programs and policies of the organization. education for children of employees. These may include provision of cafeteria. Motivation: Employees work in the organization for the satisfaction of their needs. which relate to the physical and social well being of the employees. Industrial Relations: These days.

if they arise. He is an expert in his area and so can give advice on matters relating to human resources of the organization. He helps in laying down the grievance procedure to redress the grievances of the employees. joint consultation and settlement of disputes. The personnel manager can help to a large extent in maintaining industrial peace in the organization as he is deeply associated with various committees or disciplines like labour welfare.HR PLANNING AT BHEL 27 personnel managers can help in collective bargaining. He also gives authentic information to the trade union leaders and conveys their views on various labour problems to the top management. dispute settlement etc. 8. Separation: Since the first function of personnel management is to procure the employees. He offers his advice to. The organization is responsible for meeting certain requirements of due process in separation. In this way he keeps the gap between the two parties at bay. IIPM PGP/FW/2008-10 DF/08/10-H-180 . it is logical that the last should be the separation and return of that person to society. Advisory Functions Personnel/Human resource manager has specialized education and training in managing human relations. This is because personnel executives have the working knowledge of various labour enactments. grievance. safety. as well as assuring that the returned person is in as good shape as possible. The personnel manager has to insure the release of retirement benefits to the retiring personnel in time.

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28 Personnel manager advises the top management in

1.

Top Management:

formulation and evaluation of personnel programs, policies and procedures. He also gives advice for achieving and maintaining good human relations and high employee morale.

2.

Departmental Heads: Personnel manager offers advice to the heads of various departments on matters such as manpower planning, job analysis and design, recruitment and selection, placement, training, performance appraisal etc. HUMAN RESOURCE PLANNING Human Resource planning also referred to as manpower planning, has been defined as the process of “getting the right number of qualified people into the right job at the right time”. It is the process of matching the internal (existing employees) and external (those to be hired or searched for) supply of people with job openings anticipated in the organization over a specified period of time. HRP involves projecting and forecasting present personnel functions into the future. Setting up an employee plan involves anticipating the future patterns of an organization and of the business environment and then relating human resource requirements to the conditions. Both the internal factors of labour demand and skills assessment and the external factors of establishing labour market conditions must be considered during HRP endeavors. There is a growing mismatch between the new jobs that are emerging and the people that are available to fill them. The labour pool is changing as a result of rapid

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technological advances and increasing globalization of economies. As a result HRP is being increasingly recognized as an important activity. Basically, all organizations engage in HRP, either formally or informally. HRP should go hand in hand with an organization’s strategic planning- which requires consideration of both the external and internal environment. According to a survey of top level executives, the best methods of improving quality and overall productivity are directly related to human resource issues revealing the absolute necessity for integrating HRP into a firm’s strategic plans. After organizational strategic plans have been formulated, human resource planning can be undertaken. The rapidly accelerating pace of industrial development and its impact of growing pressure for change on the organization has made ‘Human Resource DevelopmentHRD’ or ‘People-oriented approach’ the need of the hour for today’s organizations. Manpower planning is a critical function because it provides management with information on resource flows which is used to calculate, along with the other things, the recruitment needs and succession and development plans. Hence, the importance of manpower planning in reducing shocks in the form of unexpected labour shortages, inefficient and costly surpluses, and needless redundancies and disturbances within the employment patterns of large organizations is quite evident. In order to maintain numerically stable employment over time, management requires data on when, where, and how many employees need to be recruited and this is where manpower planning comes in handy. Only through detailed observation and planning of many variables both internal to the organization and external in the wider political, social, economic, management can ensure a reconciliation of labour supply and demand such the

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difficult unexpected situations are avoided. Hence, the focus of HRP should be on constant change in products, production techniques, sales and quality in order to meet the rapidly changing demands of the ‘customer’ .Through strategic and careful human resource planning the individual and the organization can be integrated in such a way that there remains no distinction between the two. Human Resource Information System (HRIS) One of the newer devices for providing skills inventory information is the Human Resource Information System (HRIS).An HRIS is an integrated approach to acquiring, analyzing, and controlling the flow of information through out an organization. An effective HRIS is crucial to nearly all HRM functions. This system is designed to quickly fulfill the personnel informational needs of the organization with almost no additional expenditure of resources. It typically employs computer and other sophisticated technologies to process data that reflect the day-to-day operations of a company, organized in the form of information to facilitate the decision-making process. An HRIS should be designed to provide information that is timely, accurate, concise, relevant and complete. The database required for the purposes of making forecasts of manpower at the macro level and micro level are given below: Forecasting at Macro Level Database for demand forecasting I. Population Statistics II. Economic parameters III. Existing technologies IV. Emerging technologies Database for supply forecasting I. Age at entry and exit II. Annual enrolment and out turn III. Attrition rates IV. Retirement V. Migration

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31 VI. Mortality VII. Labour force participation rates

Retrenchment Many organizations today are facing a very different environment- one of decline. Thus retrenchment carries with itself different implications for HRP. Human Resource planning tends to ignore issues resulting from managing in a declining organization. Going bankrupt, divesting holdings, or eliminating unprofitable product lines are activities that are not prevalent in growing enterprise. As such, these activities have a major impact on the employee population. HRP, accordingly, must take a different focus. Intense global competition, rapid technological change, and apprehensions caused by recent workforce reductions have also led to organizations increasing their use of part time workers, subcontractors, and independent professionals in response to changing demands. Using these kinds of employees gives an organization far more flexibility in dealing with temporary shortages or surpluses of labour than does maintaining more traditional full time employees for all jobs. Action decisions in surplus conditions when comparison of employee demand and supply indicates a surplus are some of the most difficult decisions that managers need to make because employees who are considered surplus are seldom responsible for the conditions leading to surplus or decline in the organization. This is where retrenchment takes its toll. Under retrenchment, certain HRP activities like recruitment and selection become irrelevant. Finding the most productive candidate for critical jobs becomes a problem. Many candidates rule out the possibility of joining the

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human resources are going to be affected. Most organizations avoid layoffs first by such means as attrition. Recruiting is the discovering of potential candidates for actual or anticipated organizational vacancies. Demotions. Many unions favor this approach. The solutions to deal with the declining phase. Sometimes this approach is accelerated by encouraging employees close to retirement to leave early. employers take the surplus employees off the payroll temporarily to reduce the surplus. The ideal recruitment effort will attract a large number of qualified candidates who will take the job if it is offered. a declining organization is in no position to be leading the industry in recruiting efforts. Thus. early retirement. Events surrounding the managing of a decline should be of concern to those conducting human resource planning. at a time when the best employee is needed. Another variation to this approach is work sharing.HR PLANNING AT BHEL 32 sinking company. In layoffs. Early retirements. Many organizations can reduce workforce simply by not replacing those who retire or quit. Attrition. and work creation. The organizations ask all employees to work fewer hours than normal and thus share wok. and Terminations. RECRUITMENT Recruitment makes it possible for us to acquire the number and type of people necessary to ensure the continued operation of the organization. under retrenchment. are Outplacement. If the layoff is likely to be permanent. Layoffs. The process of recruitment begins with an attempt to IIPM PGP/FW/2008-10 DF/08/10-H-180 . Hence when an organization experiences retrenchment. it is in effect a termination and usually results in the payment of severance pay as well as unemployment compensation.

existing or retired employees. an organization’s recruitment efforts must favorably with its competitors. Some companies have prior agreements with recognized unions to give prior consideration to relatives of deceased. Also. The Human Resource department of the organizations IIPM PGP/FW/2008-10 DF/08/10-H-180 . A certain percentage of seats have been reserved for them by the Central and State Governments for all categories of posts.HR PLANNING AT BHEL 33 find employees with the abilities and attitudes desired by the organization and to match them with the tasks to be performed. As a result the recruitment efforts of government departments and central and state government organizations are influenced. Various government regulations prohibiting discrimination in hiring and employment have a direct impact on recruiting practices. when full employment is nearly reached in an area. but the union also requirements can also restrict recruiting sources. For example the Government of India has introduced legislation for the reservation in employment for Scheduled castes. even informal attempts at recruiting will probably attract more than enough applicants. The employment conditions in the community where the organization is located also influence the recruiting efforts of the organization. This not only restricts management freedom to select those individuals who it believes would be the best performers if the candidate cannot meet the criteria stipulated by the union. skillful and prolonged recruiting may be required to attract any applicants that fulfill the expectations of the organization. If there is labour surplus at the time of recruitment. Scheduled tribes and physically handicapped persons. However. if their qualifications and experience are suitable for the vacancies.

at the outset. Initially. The reality is an aging workforce which has fewer young people entering the job market to replace retirees. At the same time it has become important for the organization to analyze the composition of its workforce. Success in recruitment is a result of careful and strategic thinking. The position sought to be filled must be seen not only in the context of the current business situation but also where the business would be in the medium to long run. The demographic shifts in the workforce are having an impact on the recruitment strategies utilized by employers. business development skills are important for the company’s success. or immigrants ( Bureau of Labour Statistics. Blacharczyk) the demographic and economic conditions in today’s society require employers to utilize more flexible and innovative recruiting methods. and of those new entrants 83% are women. a diversified transnational company may set up a country office in India with an intention to set up several joint ventures in the course of time. once the joint ventures have been set up this skill would be less relevant and general management skills would be more critical. IIPM PGP/FW/2008-10 DF/08/10-H-180 . However. For instance.HR PLANNING AT BHEL 34 must realize that it is competing with other organizations in the local area for the same good job applicants. the company should hire a business development person who is capable of moving to one of the joint venture companies at general management level. members of minority group. Therefore.

Internal recruitment involves generating an interest among current employees to cause them to formally indicate an interest in a given position. Resume Details Requisition Process Manpower requisition Requisition approval Application Short-List Applicant Data Blank Call for Evaluation Evaluation Process No Requisition Direct Recruitment Rejection/Hold Offer Letter to selected Candidates A combination of Internal and External sources are used by most organizations for generating a sufficient number of applicants. External recruitment sources include Direct Applications.Head Hunters. When an organization has exhausted its internal supply of applicants. Job Posting and Bidding. Inside Moonlighting. Directories. Employee database available online. Radio. Some of the internal recruitment methods include Personnel Records and Skills. But there is no single combination of resources and methods that will IIPM PGP/FW/2008-10 DF/08/10-H-180 . Professional or Trade Associations. Executive Search Firms. Grapevine.HR PLANNING AT BHEL 35 RECRUITMENT PROCESS Vaccant Position in the Orgn. Magazines. it must turn to external sources to supplement its workforce. Media advertisements (Newspapers. etc. Employee Referrals. Campus recruitment etc. etc. Television.).

Direct and Through Requisition Direct: The Candidate required for a vacant position in the organization is searched from the applicant Data Bank and given offer. In today's rapidly changing business environment. The Applicant Databank is A Central Repository of Applicant related information. Qualification as required from the Requisition. organizations have to respond quickly to requirements for people. Experience. After clearing the evaluation process an offer letter is given to the selected applicants. skill set. Through Requisitions: The Requisition Process (an official written demand) comprises of Manpower Requisitions from the organization. After Approval of the Requisitions the Applicants are short listed from the Applicant Data Blank based on the position.HR PLANNING AT BHEL 36 work well for all organizations. it is important to have a welldefined recruitment policy in place. which can be executed effectively to get the best fits for the vacant positions. The Short Listed Applicants are then called for an evaluation process that is based on pre-defined steps for the respective positions. If the Applicant is rejected or on Hold during Evaluation process. or even within a labour market. across all types of jobs and labour market. Selecting the wrong candidate or rejecting IIPM PGP/FW/2008-10 DF/08/10-H-180 . or for that matter. The Recruitment Process has different options. Hence. the Applicant goes back to the Applicant Data Bank with appropriate status.

Once vacancies are sanctioned. These case lets discuss the importance of having an effective recruitment and selection policy.HR PLANNING AT BHEL 37 the right candidate could turn out to be costly mistakes for the organization. You may look out for such advertisements in the “Employment News”. IIPM PGP/FW/2008-10 DF/08/10-H-180 . is published in National Dailies. selection process etc. Supervisor Trainees and Artisans. whenever vacancies for these positions are sanctioned. Norms of BHEL recruitment BHEL mainly recruits Engineer Trainees. some broad features are given below: 1. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. job-specifications. where it will also be hosted when issued. However. They discuss the importance of a good recruitment and selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization. Selection is one area where the interference of external factors is minimal.. and also at this website. of vacancies. For the positions ofa)Engineer Trainees b)Supervisors Trainees Normally above two recruitments are centrally conducted for various units of BHEL and detailed advertisement. containing no. the recruitment for these positions is conducted according to the process which will be described in detail in open advertisement issued.

is described in detail in the advertisements issued. The broad job-specifications are as under: JOB SPECIFICATIONS a) For Engineer Trainees Full time regular Bachelor’s Degree in Engineering or Technology from a recognized Indian University/Institute in the relevant discipline with minimum 60% marks in the aggregate of marks of all years/semesters.27 years for Graduates 29 years for Post-Graduate Supervisor Trainee-27 years The selection process involves on All India based written test followed by interview. containing no. of IIPM PGP/FW/2008-10 DF/08/10-H-180 . generally recruitment is conducted leveraging technology. The process by which the candidates. Upper Age Limit Engineer Trainee. b) For Supervisor Trainees Full time regular Diploma in engineering in the relevant discipline with minimum 60% marks in the aggregate of marks of all years/semesters (relaxable to 55% for SC/ST candidates) from a recognized Indian university/institute. For the position of Artisans The recruitment for these positions is conducted by concerned unit only. which requires submission of applications ‘on-line’ only. The detailed advertisement. 2. whenever vacancies are sanctioned to them.HR PLANNING AT BHEL 38 For these positions. who apply. are shortlisted for inviting for written test and interview.

Applications for jobs are to be submitted against specific recruitment advertisement only and as prescribed. Window advertisement is. selection process etc. IIPM PGP/FW/2008-10 DF/08/10-H-180 . who apply.. The process by which the candidates. 2. 3. whenever conducted. Upper Age Limit. The above mentioned job-specifications are broad in nature. JOB SPECIFICATION Matric/SSLC + National Trade Certificate (NTC) in the relevant trade plus National Apprenticeship Certificate (NAC) with not less than 60% marks for Gen and OBC candidates and not less than 55% marks for SC/ST candidates in both NTC and NAC. it is advised to refer to the details of concerned recruitment. are shortlisted for inviting for written test and interview. published in Local Dailies. As such. Note: 1.27 years for General Candidates Relaxation in upper age limit for various categories in all the above positions is as per Presidential/ Govt. The selection process involves written test followed by interview. is described in detail in the advertisements issued.HR PLANNING AT BHEL 39 vacancies. however. is published in Employment News and hosted on BHEL website. Directives on reservations. Occasionally BHEL recruits persons at levels other than described above. Any advertisements issued in this regard will also be hosted at the site. job -specifications.

Some of these alternatives are: 1. 2. and higher executive positions. paper work. training or a career plan. Thus. Today. Temporary Help: One of the outcomes of downsizing and skill shortage has been dramatic rise in the use of temporary employees. Unsolicited applications will neither be entertained nor responded. technical. and routine HRM functions for the client company. Hiring Alternatives In recent years.HR PLANNING AT BHEL 40 4. these employees can be found staffing all types of jobs in the organizations. They are willing to pay a premium to escape the legal responsibilities. Overtime: On a limited and short tem basis having the employees to work overtime may be an alternative to recruitment. and commitment required in the hiring of additional employees. Therefore the organizations are using alternative to recruitment which safeguards the organization from the cost and permanency recruiting individuals. employers have increasingly sought alternatives to the recruitment and selection of permanent new employees. 3. including professional. The leasing company is the legal employer of IIPM PGP/FW/2008-10 DF/08/10-H-180 . It is a temporary increase in staff and helps organization avoid the cost of recruiting and having additional employees. Employee Leasing: also called “staff sourcing” involves paying a fees to a leasing company that handles payroll. the organization enjoys flexibility in responding to changes in demand for workers. This is less costly since the organization does not have to provide fringe benefits. employee benefits.

or other reason. many companies are actively seeking out their former best and trying to woo them back. team orientation. the energy and enthusiasm . Search for New Talents Attracting talent is the biggest challenge for HR professionals today. the ability to contribute to the business immediately.e. For example. In House Temporaries: instead of relying on the outside agencies to fill a temporary position larger employers may operate an in-house temporary service. It is imperative to know exactly who you want to avoid expensive mistakes.HR PLANNING AT BHEL 41 the leased employee. More and more companies are choosing people who possess cross-functional or general management skills. The employer recruits a pool of part time and full time workers who are kept available to departments who need to fill a position temporarily due to a regular employee’s vacation. People who can IIPM PGP/FW/2008-10 DF/08/10-H-180 . a global view i. illness. Former Employees: those executives who resigned and left in search for greener pastures may be reemployed by the organization should they want to come back. the ability to see the big picture. 5. 6. They are offered bigger and better jobs. Godfrey Philips has been hiring unemployed men and women as part-time associates to market yet-to-be launched range of products. Some of the most frequently sought attributes are a track record in the industry. 4. Today. This is especially attractive to small and midsized firms that might not otherwise be able to afford a full-service HR department. Moonlighters: Who work part-time and are especially useful if the organization can provide flexible work hours.

Networking is a key skill required of HR professionals. Knowing where the talent exists is of course the next logical step. Appropriate. Important consideration In Recruitment IIPM PGP/FW/2008-10 DF/08/10-H-180 . Most international search firms have followed their international clients to India and now have a healthy client base even among Indian companies. “The best way is to have the most extensive network possible and get all your people to be part of it. Stereotyping the image of the yet to be found executive would narrow the search process considerably and would result in sub optimal selection. said an HR executive. Lack of imagination is a common mistake in providing the talent considerations. need to develop their network and keep a tab on emergence and movement of talent. Many Indian companies are now willing to pay hefty amounts for the search of Mr. HR executives too.HR PLANNING AT BHEL 42 preview and understand the interaction between all the aspects of the business. Several Indian and Multinational clients have retained search firms to identify potential talent. Getting out the meeting people need not be the way of life for business development people alone. This ensures prior approval of the people you are enrolling and it saves a deal of interview time and recruiting cost”. A head-hunter’s job is to help the clients to find the right candidate (as they may even know who the hidden players are and not just the obvious players). The skill and capabilities requirement for a vacancy should neither be narrowly defined nor broadly specified as this may lead to many hiring mistakes. Executive Search firms. already the most preferred means of search in the developed countries. are being increasingly used in India.

experience and other qualities with a view to matching these with the requirements of a job. say telecom. This would ensure that everyone has a common understanding of recruitment issues and has realistic expectations. It is essentially a process of picking out the best suited men IIPM PGP/FW/2008-10 DF/08/10-H-180 . Whatever the reasons may be for dissatisfaction with the job and irrespective of where lies the fault. there still remains a crucial problem of selection of the most suitable person with a view of placing them in vacant positions in the enterprise. The HR Head must understand the external environment and the need of the organization. it is an unfortunate and dishearting situation. he must be capable of sharing this understanding with the other department heads and employees. The pace at which the company is trying to grow is an important consideration. finding a job is a critical need of a large segment of persons in India.HR PLANNING AT BHEL 43 Planning is essential for the success of the recruitment process. The skill set required in a company with steady manpower requirement is different from a company that is trying to grow very fast in a short span of time. SELECTION With the prevalence of severe unemployment. Further. Although an effective recruitment program can provide numerous job applications. And this situation emphasizes the importance of employee selection principles and practices. in which both the individual and the organization are losers. The challenge of building a large organization in a new industry. Selection is the process of securing relevant information about an applicant to evaluate his qualifications. The structure of an organization dictates the specific skills required. is different from that in a well-established industry.

(3)checking references. Some skills are more than others at a point of time For instance. choice of right personnel has far reaching implication for an organization’s functioning. (7) evaluation of the programme. The selection process involves seven steps . Proper selection also ensures high degree of satisfaction among employees resulting into high morale. (2) review of application blank. (4) physical examination. In this situation directed and focused search is the solution. Now the availability exceeds demand both IIPM PGP/FW/2008-10 DF/08/10-H-180 . (1) preliminary screening of applicants. saving time and money. a legal secretary with experience of structuring mergers and acquisitions or joint ventures is not easy to come by. Though proper selection of new entrants it is possible to build a desirable culture and desirable norms in the organization. Selection helps to generate only relevant applicants through self selection process on the part of the potential applicants. These are then converted into job specifications which are made public. building and maintaining an effective human organization becomes the most important management function. The process of selection begins with the understanding and definition of the job by those involved in selection. In today’s highly complex and competitive situation. The first is the availability of the skill required. (5) psychological testing. Employees well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement.according to Yoder and others.HR PLANNING AT BHEL 44 for the organization. THE SEARCH PROCESS The organization can choose between the search and selection based on a number of factors. higher levels of commitment and productivity. Hence. (6) employment interview.

They want growth and individual development in the organization. Search may be an answer in such cases. The maturity of an industry is also an issue.HR PLANNING AT BHEL 45 because of downturn in the industry as well as increased availability of this skill. Currently distribution and logistics skills are critical in the Tyre industry. or one that is new to a county. may not be able to attract the right talent. A company that is not performing very well. it is difficult to get people with relevant experience. ‘Assessment center’ is a mechanism to identify the potential for growth. It was initiated by American Telephone and Telegraph Company in 1960 for line personnel being considered for IIPM PGP/FW/2008-10 DF/08/10-H-180 . Among other positions. The second criterion is the mission criticality of the position. It is a procedure that uses various techniques to evaluate employees for manpower purpose and decisions. The third factor is the skill need versus a company’s attraction capability. In nascent industries. business development skills in a power company and the R&D skills in a technology driven company are critical. mission criticality would depend upon the skill required most for a company’s growth strategy. A particular skill may be mission critical at the time of the launch of a project or a business. The assessment center is a popular method of selection that places applicants in a stipulated job situation so that their behaviour under stress can be observed and assessed. In some instance the very survival of a company may depend upon a particular skill set. The Assessment Center Employees are not contented just by having a job. For instances. Telecom industry is an example.

After the exercise. The candidates must organize this material and present it to the group. Assessment centers usually involve six to twelve candidates at a time who are evaluated as they work through a series of exercises over several days.HR PLANNING AT BHEL 46 promotion to supervisory positions. Assessment centers can be a target of resentment and complaints particularly from those who perform poorly in the exercises. questions. It is using sixty assessment centers located through out the Bell telephone system. The applicants must process this material in a fixed period of time. In the leaderless group discussions. candidates are given a packet of information on some aspect of a company’s operations. AT&T is using the most widespread campaign. Till today. In the oral presentation exercise. the candidate must act out or play the role of a manager in a stimulated real life situation from work. but most of the time is devoted to exercises designed to stimulate the problems of high level jobs. The in basket contains the typical problems. Active participation becomes an important criterion in the evaluation. the applicants may be required to justify their decisions in personal interviews with the assessors. the company assigns six or seven managers for six months of duty at the centers. and directives that managers would find when they returned to work from vacation. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Candidates may be given psychological tests and are interviewed extensively. The second criterion on which the ratings are based is organizing and decision making ability. the applicants meet as a group to discuss an actual business problem. In the role-playing exercise.

To that extent the IIPM PGP/FW/2008-10 DF/08/10-H-180 . The exercises are clearly job related. They are not open to the charge of irrelevance. and experience into particular job skills in a particular organization. It aims at making the subject reach a desired standard of behaviour in a particular type of work. TRAINING AND DEVELOPMENT Training. Training is used for the purpose of turning abilities. The assessment centre experience is also a training exercise for the candidates. according to the dictionary refers to “giving teaching and practice in order to bring them to a desired standard of behaviour’. Training in industry has been defined as “the formal procedures which a company utilizes to facilitate learning so that the resultant behaviour contributes to the attainment of the company’s goals and objectives”. perform as much as 50 percent better that those selected by traditional techniques.HR PLANNING AT BHEL 47 Studies have shown that those persons selected to managerial jobs by the means of assessment centers or promoted from within the organization to higher level jobs. Training is always in context of a specific job. Their management and interpersonal skills are refined by the feedback they receive from the assessors. “Training” is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. TRAINING PROGRAMMES IN BHEL BHEL follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. knowledge. as is the case with some psychological test and application blank information. According to Decenzo.

e. 7 days 5 days 1 day 1 day 2 days Gemba. VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BHEL:S.no 1 2 3 4 5 6 7 Training Programmes ISO 9000 and ISO refresher programme Personality development Worker teacher’s day ISO 14000 awareness National safety day Fire fighting Worker’s participation management Educational trip to Rishikesh.HR PLANNING AT BHEL 48 Company views capability as a combination of the right people in the right jobs. systems. structure and metrics. The Company organizes various training and development programmes. personality development Shakuntala Anand IIPM PGP/FW/2008-10 DF/08/10-H-180 . Dehradun Duration 14000 1 day 2 days 1 day ½ day 1 day ½ day in 3 days Conducted by Worker teachers Worker teachers Worker teachers Worker teachers Worker teachers Security officer Central board worker’s association Worker teachers Kaizen institute Worker teachers Worker teachers Vipassana Sansthan Sadhna of 8 9 10 11 12 13 Nainital. supported by the right processes.Kaizen workshop Security and fire fighting Positive approach Vipassana meditation Worker’s children. both in-house and at other places in order to enhance the skills and efficiency of its employees. These training and development programmes are conducted at various levels i.Workshop for 1 day young people. for workers and for officers etc.

The training procedure IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 49 TRAINING IN BHEL BHEL provides training to all its employees as per the policy of the organization. All categories of employees FLOW CHART OF TRAINING PROCEDURE Identification of Needs Preparation of Training Plan Imparting Training Feedback Induction Training Training Effectiveness Fig: . PURPOSE OF TRAINING: SCOPE: To ensure availability of trained manpower.

The Performance Appraisal forms thus give the emerging training needs. Training needs for the department through their Performance Appraisal forms identifies the officers. Such person may be a branch head or department head. New Emerging Areas. IIPM PGP/FW/2008-10 DF/08/10-H-180 . This exercise is carried out annually.HR PLANNING AT BHEL 50 IDENTIFICATION OF NEEDS MANAGEMENT STAFF The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. Organizational Thrust Areas. Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. STAFF AND WORKERS Training needs for staff and workers are identified based on: Company’s strategy and policy. which are filled in by the department head. Managers may also be nominated to certain training programmes from the branch if the subject’s covered are found to be of interest or if they offer a learning opportunity in some emerging areas of knowledge. The person whom the concerned employee is reporting fills the Performance Appraisal form annually. Managers are nominated for the various training courses by the Executive’s Office.

All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report.HR PLANNING AT BHEL 51 This together gives the consolidated system of needs that is prepared by the Personnel Officer and approved by the Department Head. Training is also imparted by nominating the concerned employee for an external training programme. The selection of these agencies is done on the basis of reputation. Annual Training Budget is prepared by Branch Personnel Head and is approved by Executive Office. IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. There are three such IIPM PGP/FW/2008-10 DF/08/10-H-180 . FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. It is attempted to carry out all the programmes to fulfill the identified needs. PREPARATION OF TRAINING PLAN On the basis of identified training needs. The Head of the Personnel Department monitors the actual training conducted vis-à-vis the identified training needs on a monthly basis. This gives the final list of training activities in a particular year. past experience and feedback received from the earlier participants. programmes offered by them. the annual training calendar is prepared by the Personnel officer and approved by the Personnel Head.

shift timings. IIPM PGP/FW/2008-10 DF/08/10-H-180 . spell outs. leave procedures etc. Also. medical facilities. The objective of the induction programme is to familiarize the participant to the function of different department. During such period. he is reporting to the respective department head. canteen. WORKERS In the case of a new entrant. rules and regulations. At the end of the induction. public conveniences. a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme. the trainee has to submit a report to the Personnel Department. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. standing orders. The Personnel Officer organizes this.HR PLANNING AT BHEL 52 questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. INDUCTION TRAINING STAFF/ OFFICERS/ MANAGERS This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/ Manager level. he is deployed in the concerned department. he is called in General shift for 2 days for training under a senior worker to familiarize him with the welfare facilities like card punching. The copies of the same are sent to the General Manager and all concerned. After two days of training.

Training methodology. what likely outcomes are expected to come out of impact of this training. Programme content: Topics being covered during the training. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Training effectiveness criteria and scale. Corporate HR maintains all relevant records pertaining to Management Trainee’s training at Bangalore. Corporate HR advises it as per Management Trainee Training programme designed by them.HR PLANNING AT BHEL 53 MANAGEMENT TRAINEE’S TRAINING Management trainees are given a fortnight of induction programme. The brochure developed consists of the following information: Programme objectives: Need of the training and what are the objectives that this training aims to achieve. a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. • • • • • Methodology adopted. Programme faculty. Thereafter. Personnel to be covered. a training brochure is developed. TRAINING EFFECTIVENESS For each training programme conducted in-house for BHEL Delhi branch personnel.

Behavioral: The effectiveness of the training of this nature is measured annually. achievement of which will ensure that programme objectives are achieved. Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc. If the training need is repeated there. Functional Behavioral General/ Omnibus programmes Functional: The outcome of the training is measured by comparing the data pre-training and post-training. Examples of these can be ISO 9000 training. then the training is effective. If not repeated. ISO 14000 training and IIPM PGP/FW/2008-10 DF/08/10-H-180 . TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS: The programmes are divided into three broad categories: • • • 1. then the training provided is taken as ineffective. A person gets nominated for the training programme in the following two ways: a) b) Training programme flowing from the training needs. If the training need is repeated but with focus on a part of the need. 2. then the training is partially effective. This lists down the measurement indicators. 3. General: These are the training needs flowing directly from the organizational needs. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives.HR PLANNING AT BHEL 54 The training effectiveness is measured by measurement of the achievement of the objectives. This is seen through the training need identification for the coming year for the employee.

which are run for a large number of employees. However. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. The effectiveness of the training is measured by: • • • Achievement of those organizational objectives within the time lines. These are omnibus training programmes. no detailed brochure is prepared for the same. Number of audit issues raised on the areas covered in the training. A consolidated effectiveness report of the training programme is prepared at the end of the year. The effectiveness of the outside training programme is measured on the same line as above. Training programme for testing out the training Also there are training programmes. Any other such thing as defined in the training brochure. The programmes that are found to be ineffective are reworked. IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 55 any awareness training. which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured.

Flowchart for Training of an Officer IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 56 TRAINING OF AN OFFICER Identification of Training needs Approval from the Personnel Department Consolidation of Training needs Annual Training Budget Annual Training Calendar Imparting Training Collecting Feedback for Further Improvement Monitoring of Actual Training vis-a-vis the Identified needs Fig.

Flowchart for Training of a Worker IIPM PGP/FW/2008-10 DF/08/10-H-180 . Fig .HR PLANNING AT BHEL 57 TRAINING OF A WORKER Company Strategy and Policy Approval from the Personnel Annual Department Training foreign institutional Investors Identification Of Training needs 5% u a22% g g2% tMUTUAL a5% FUNDS AND n66% UTI gYEAR 2006-07 PRESIDENT OF INDIA PIE CHART SHOWING SHAREHO LDING Collecting PATTERN Feedback for OF BHEL Further Training FOR THE Organizational Thrust Areas New Emerging Areas Consolidation Of Training needs Annual Training Calendar Monitoring of Actual vs the Identified Training needs.

this stage ends for most of the individuals in their mid twenties as they make transition from school to work. IIPM PGP/FW/2008-10 DF/08/10-H-180 . their schools. Exploration: Many of the critical choices individuals make about their careers are made prior to their entering the work force on a paid basis. Factors determining an individual’s decision to choose a career are the careers of their parents.HR PLANNING AT BHEL 58 STAGES OF CAREER DEVELOPMENT Hig h Exploration Establish ment Mid-career Late career Decline Lo w Performance 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 1. or universities etc. Establishment: The establishment stage begins with the search for work and includes getting the first job. their interests. colleges. being accepted by the peers. 2. and gaining the first tangible evidence of success or failure in the “real world’. learning the job. their financial background.

engage in interesting jobs and obtain the training and guidance that allows the person to move to jobs and obtain the training and guidance that allows the person to move up to jobs that fully utilize his or her potential. when one is allowed the luxury to relax a built and enjoying playing the part of the elder statesman. or begin to deteriorate. This is time for retirement. Mid career: Most people do not face their first severe career dilemmas until they reach the mid career stage. This the time where individuals may continue their prior improvements in performance. Organizations have an obligation to improve the “quality of work life” of its employees. level off. the late career brings the reality that they will not have an everlasting impact or change the world as they had once thought 5. Adjustments will have to be made regardless of whether one is leaving a sparkling or a dismal career. At this stage individuals are no longer learning nor are they expected that they should be trying to outdo their levels of performance from previous years.HR PLANNING AT BHEL 59 3. Late career: For those who continue to grow in their mid career stage. Decline: the final stage in a career is difficult for everyone but. At this stage mistakes carry greater penalties. For those who have stagnated or deteriorated during their previous stage. Though the ‘quality of work life’ refers not just to things like working conditions or pay but also to the extent to which each employees is able to utilize fully his or her abilities. One way this trend is manifesting itself is in the increased emphasis many managers are placing on IIPM PGP/FW/2008-10 DF/08/10-H-180 . is probably hardest on those who have continued successes in the earlier stages. ironically. the late career usually is a pleasant time. 4.

IIPM PGP/FW/2008-10 DF/08/10-H-180 . within and outside the organization. training. in other words. This includes evaluating one’s abilities and interests. (ii) Career management. and dissemination of information about jobs.is a subset of a career development.is another subset of career development. on giving employees the assistance and opportunities that will enable them to form realistic career goals and realize them. In career management the management of the organization matches employee career plans with the organizational needs and implements programmes to the entire process.HR PLANNING AT BHEL 60 CARRER PLANNING AND DEVELOPMENT. It can be assisted through career counseling. It is the personal process of planning one’s work life. Career Development is the planning of one’s career and the implementation of career plans by the means of education. an emphasis. (i) Career planning. career workshops. It focuses more on open plans and activities done by the organization. examining career opportunities. job search and acquisition and work experiences. setting career goals and planning appropriate developmental activities.

Succession planning and management development remains as central activities of human resource planning. Supportive boss. Education and training New Personnel policies. serves as a “centre point” for management development. In succession work. Publicise job openings. It is now frequently necessary to encompass middle and lower level management along with the senior positions. Work experience for development. Intermediate. Succession planning. Disseminate career Information. Career counselling. Assess employees . the source of information and utilization of these for strategic purposes are more complex than for lower level positions. Set goals: short term. Long-term Prepare plans Implements plans Succession Planning CAREER MANAGEMENT Integrate with Human Resource Planning Design career paths. continuity. This is needed to fulfill successfully human resource strategic plans. highly rated succession candidate and high potential people are involved. Weaknesses Identify opportunities within and outside the organisation. which involves planning. Due to the fact that senior positions. Interest. Now greater demands are made of management development planning. the most complex and highest order of analyses usually involves attempting to systematize and draw inference from the results of performance IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL CAREER DEVELOPMENT 61 CAREER PLANNING Appraise one’s self: Skills. Value. Strengths. the main thrust of which is succession. The area is also highly sensitive to political matters. or replacement analyses and development strategies among other activities.

Succession planning and development of managerial resources seek to stimulate. The four elements that the dialogue between the career counselor and employee should contain: IIPM PGP/FW/2008-10 DF/08/10-H-180 . Career development too is firmly embedded in succession processes. drive and even affiliations. potentially. and retrenchment. there is an increasing need felt for career counseling and workshops so as to save the employees from career related blues. This can appropriately be made part of an individual’s annual performance review. Career Counseling and Career Workshops In today’s changing business environment. Career development moves will need to be seen as fulfilling important and valued career objectives and motivational requirements to maintain the personal interest. “High Potential” are those seen as promo table for atleast two levels and whose creative abilities and leadership contribute heavily to organizational continuity. The succession planning system also frequently includes capabilities for the identification and nurturing of high potential people. guide and integrate individual career needs.HR PLANNING AT BHEL 62 management. Various organizations are resorting to these techniques so as to maintain the commitment of their employees. where organizations are choosing for delayering. Career counseling is considered to one of the most logical parts of career development. growth and renewal. downsizing. a central role in the success of the organization’s career management activities. Personnel involved in succession planning processes play.

Management is considering the value of career workshops to facilitate career development. Identification of the actual next steps in the form of plans for new development activities or new job assignments that would prepare the employee for further career growth. diagnosis of the organization. resolved. and alignment of the separate diagnosis to identify potential mismatches. Entry workshops are being offered to new entrant alongwith the orientation and socialization activities. aspirations. DATA ANALYSIS AND FINDINGS IIPM PGP/FW/2008-10 DF/08/10-H-180 . identification of what the employee would have to do in the way of further self development to qualify for new opportunities d. it is hoped. Mid career workshops are helping individuals to assess their career development in the organization. the employee’s goals.HR PLANNING AT BHEL 63 a. problems and misperceptions can be identified and. Thus. These workshops frequently include self diagnostic activities for employees. the final outcome should be a mutual understanding between the employee and the manager as to the realistic expectations the employee should hold about a career within the organization. By bringing together groups of employees with their supervisors and managers. and expectations with regard to his her own career for the next five years or longer b. the manager’s view of the opportunities available and the degree to which the employee’s aspirations are realistic and match up with the opportunities available c.

HR PLANNING AT BHEL 64 What are HR current trends in BHEL? CHALLENGES OPPORTUNITIES BOTH 30 15 5 TRENDS IN ORGANISATION 10% CHALLENGES 30% OPPORTUNITIES 60% BOTH The trends provide organization with challenges. IIPM PGP/FW/2008-10 DF/08/10-H-180 .

HR PLANNING AT BHEL 65 Whether the existing HRP policy is linked to productivity? Can't Say 10% No 40% Yes 50% Do you feel that manpower recruitment has been rationalised by way of automation? Can't Say 10% Yes 10% No 80% IIPM PGP/FW/2008-10 DF/08/10-H-180 .

HR PLANNING AT BHEL 66 Do you feel that job evaluation and job analysis helps in HRP in BHEL? No 5% Can't Say 10% Yes 85% Are you satisfied with the existing HRP system of BHEL? Can't Say 10% Yes 30% No 60% IIPM PGP/FW/2008-10 DF/08/10-H-180 .

HR PLANNING AT BHEL 67 Factor behind changing trends 1 2 3 4 5 GLOBALIZATION RAPID TECHNOLOGICAL CHANGES TOUGHER COMPETITION CHANGE IN WORKFORCE COMPETITION ORGANISATION CHANGES LIKE ALLIANCES 20 5 3 14 8 FACTOR BEHIND CHANGING TRENDS NO. IIPM PGP/FW/2008-10 ORGANISATION CHANGES LIKE ALLIANCES 5 DF/08/10-H-180 CHANGE IN WORKFORCEC COMPETITION . OF RESPONDENTS 25 20 15 10 5 0 GLOBALIZATION TOUGHER COMPETITION RAPID TECHNOLOGICAL CHANGES 1 2 3 FACTORS 4 The main factor behind changing trend is Globalization.

IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 68 Tackling change by changing HR strategies in BHEL Yes No 30 20 40% Yes No 60% Yes organization tackle changes by changing HR strategies.

IIPM PGP/FW/2008-10 DF/08/10-H-180 . OF RESPONDENTS 30 25 20 15 10 5 0 ACTIVITIES 5 5 20 30 STRONG HR LEADERSHIP ACUTE FUTURE ORIENTATION FLEXIBILITY & CREATIVITY JOB ROTATION Acute future orientation lead to success of human resource management.HR PLANNING AT BHEL 69 Activities for Success of HR management in BHEL STRONG HR LEADERSHIP ACUTE FUTURE ORIENTATION FLEXIBILITY & CREATIVITY JOB ROTATION 20 30 5 5 ACTIVITIES FOR SUCCESS OF HR MANAGEMENT 35 NO.

Therefore. Top level mangers of BHEL usually prepared plans by human resource division in consultation with other corporate heads. In the light of above analysis the human resource manager has to take some new roles. transition from traditional to professional management. the HRM’s role should be more flexible. innovative and constantly responding to the challenges of the environment. They should act as change agents rather than confining themselves to conventional roles of officers. IIPM PGP/FW/2008-10 DF/08/10-H-180 . Making the shift to a new HR role will raise unique issues for every HR group that attempts it. Hence the new HR’s role has to be responsive to the human hopes and aspirations and situational changes both within and outside BHEL. specialists. globalization of industry and availability of information technology are constantly changing the profile of HRM functions.HR PLANNING AT BHEL 70 CONCLUSION & RECOMMENDATIONS Increasing organizational size and its complexity. BHEL all level managers should be creative and adaptive. clerical etc. So. changing social and cultural norms. finance etc. There are certain measures which helps BHEL the making Human Resource planning effective. Top management of BHEL should place the HR department at a level equal to other functional departments in BHEL hierarchy and give importance to HR mangers at par with other functional managers in working. but there are some common steps and activities that will increase the likelihood of success.

and workforce factors will likely influence the business. the HR leader will need to work both within the HR group and with the organizational leaders to reshape everyone's expectations of what HR can and will deliver. • Acute future orientation. and be prepared to deliver appropriate solutions to meet those needs. and with new customers. manage IIPM PGP/FW/2008-10 DF/08/10-H-180 . It is important to make apparent the value provided by working with the management team to hire the right people. In order to change the role of HR in BHEL. traditional activities and processes may not be sufficient to meet the unique needs of the future-HR leaders will likely rely on creativity of their groups to achieve effective results. anticipate the associated HR needs. it remains a critical one. • Flexibility and creativity. with a new workforce. As with any major change effort. Responsiveness in the changing world of work will require being flexible-as the organizations change. • Delivering value. HR is still perceived by many within today's organizations as simply a non-revenue generating function. and help them work toward achieving it. Increasing globalization of the market will create a need for both flexibility and creativity as businesses try to succeed in new locations. a strong leader can develop a clear vision. motivate others to share that vision.HR PLANNING AT BHEL 71 Some of these steps and activities are: • Strong HR leadership. organizational. In addition. One of the ways that HR can provide value is to understand how changing environmental. so will their needs and priorities. Although this is not a new challenge for HR.

and the company benefits from high levels of expertise in a number of areas. An effective response to this issue is to utilize the multiple HR groups differently. and take their client satisfaction as a measure of their success. they can be subject to (painful) downsizing and consolidation. • Job rotation. undermine the credibility of HR. They view their internal customers as clients. A number of HR departments have adopted a consulting model of providing service. When they are duplicative. they often find themselves with multiple HR groups. and build a working environment that encourages success. leaving behind a department that is unable to serve all areas of the business which can. Some companies are assigning HR employees to specific business units as a way of enabling them to develop a focused relationship with a small part of the business. • Consulting model. One way to bring the perspective of the business into HR-and vice versa-is to rotate line managers into the HR function for periods of time. These IIPM PGP/FW/2008-10 DF/08/10-H-180 . One approach that seems to work well is to develop "centers of excellence.HR PLANNING AT BHEL 72 them well. learn consulting skills. These can be duplicative or complementary. As organizations grow. This relationship can be enforced when the HR person has a direct reporting relationship with the leader of the business unit. • Business unit assignment." where the HR groups in different parts of the company develop their expertise in a particular area and serve the needs of the larger company in that area-HR groups operating within this model can see each other as resources rather than competitors. pay them appropriately. • Centers of excellence. in turn.

IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 73 individuals often serve as reality checks for the HR group. and then bring an increased understanding of the value of HR back to their line function when the rotation is over. Sending HR people into other areas of the business can serve a similar purpose.

com http://www.. McGrawHill Publishing Company Ltd. Managing Human Resources.net/meet_staff. Rakesh K. Tata McGraw Hill Publishing Company. New Delhi. Arun..ciol. G. Chopra. Human Resource and Personnel Management. Dessler. 3rd Edition.K.businessworldindia. Indian Institute of Management. New Delhi. Management of Human Resources. Publishing House www. Human Resource Management. 2005.html.com www. 2007.hrlinks.com IIPM PGP/FW/2008-10 DF/08/10-H-180 .theconnectinglink. Kogan Page. V.bhel.com www. Monappa.HR PLANNING AT BHEL 74 BIBLIOGRAPHY Armstrong M: Strategic Human Resource Management. Prentice-Hall of India. Aswathappa K. 2nd Edition. 2006. http://www.

Whether the existing HRP policy is linked to productivity?  Yes  No  Can’t say Q3. Are you satisfied with the existing HRP system of BHEL?  Yes  No  Can’t say Q6. Factor behind changing trends  GLOBALIZATION  RAPID TECHNOLOGICAL CHANGES  TOUGHER COMPETITION  CHANGE IN WORKFORCE COMPETITION IIPM PGP/FW/2008-10 DF/08/10-H-180 . Do you feel that job evaluation and job analysis helps in HRP in BHEL?  Yes  No  Can’t say Q5. What are HR current trends in BHEL?  CHALLENGES  OPPORTUNITIES  BOTH Q2. Do you feel that manpower recruitment has been rationalised by way of automation?  Yes  No  Can’t say Q4.HR PLANNING AT BHEL 75 QUESTIONNAIRE Q1.

Tackling change by changing HR strategies in BHEL  Yes  No Q8. Any suggestion to improve the effectiveness of HR planning at BHEL IIPM PGP/FW/2008-10 DF/08/10-H-180 .HR PLANNING AT BHEL 76  ORGANISATION CHANGES LIKE ALLIANCES Q7. Activities for Success of HR management in BHEL  STRONG HR LEADERSHIP  ACUTE FUTURE ORIENTATION  FLEXIBILITY & CREATIVITY  JOB ROTATION Q9.

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