PROJECT Manpower Planning

SCHOOL OF MANAGEMENT STUDIES, RANCHI COLLEGE, RANCHI
A PROJECT REPORT
ON
HUMAN RESOURCE & MANPOWER PLANNING
A Project Report Submitted For The Partial Fulfillment Of The Requirement For The
Award Of Post- Graduate Degree
Of
MASTER OF BUSINESS ADMINISTRATION
SCHOOL OF MANAGEMENT STUDIES, RANCHI COLLEGE , RANCHI
(A constituent autonomous college of ranchi university, ranchi)
Submitted by: Under the supervision of:

ANWESHA TIRKEY Mr. P.K. Lala
Class Roll No. : 14 (P)/IR-L Department

Exam Roll No: 16MB600643 CCL, Darbhanga House
Registration No: 16RCMB0643 Ranchi, Jharkhand
Specialization: HRM (Major)
Semester: III
Session: 2016-2018
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CERTIFICATE
This is certified that the projet report entitled, “HUMAN RESOURCE AND
MANPOWER PLANNING” has been submitted by Ms. ANWESHA TIRKEY of
M.B.A. Sem-III, Session-2016-18, Exam Roll No.- 16MB600643 for the partial
fulfillment of the requirement for the award of Master of Business Administration, from
School of Management Studies, Ranchi College, Ranchi.
Her dissertation is satisfactory for submission as partial fulfillment for the award of master
degree in MBA.
I wish her success in life.
Dr. N. D. Goswami Miss Surabhi Kachhap

(Director) (Project Supervisor)
Department of
School of Management Studies
Ranchi College Ranchi
Examiner I Examiner II
Date:
Place:
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DECLARATION
I ANWESHA TIRKEY a bonafide student of M.B.A in Ranchi College, Ranchi, would like to
declare that the dissertation entitled HUMAN RESOURCE & MANPOWER PLANNING
submitted by me in partial fulfillment of the requirements for the award of the degree of
MASTER IN BUSINESS ADMINISTRATION is my original work and the conclusions drawn
therein are based on the material collected by myself.
The report submitted is my own work and has not been duplicated from any other source. I shall
be responsible for any unpleasure moment/situation.
ANWESHA TIRKEY.
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ACKNOWLEDGEMENT
I take the opportunity to express my deepest appreciation to all those who in some or other way
provided me the possibility to complete this project at Central Coalfields Ltd.
I have taken efforts in this project, however, it would not have been possible without the kind
support and help of many individuals and the organization. I would like to extend my sincere
thanks to all of them.
I am highly indebted to Mr. Uday Prakash, general manager of the HRD Department at CCL,
Ranchi, for allowing me to carry out this project work. Furthermore I would also like to
acknowledge with much appreciation the crucial role of the project guide of ours, Mr.P.K.
Lala, Asst. Manager of the department for providing necessary informations regarding the
project & also for his support and precious time for completing the project under his immense
encouragement and and continuous efforts.
Last but not the least, my thanks and appreciation also goes to my team friends and family in
developing the project and people who have willingly helped me out with their abilities.
Thank you.
ANWESHA TIRKEY.
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ABSTRACT
The purpose of this project was to study the various processes and procedure assisting in identifying the
management of human resource in an organization, and how to determine the need of where, when , and
who, of the effective manpower source and implement the fruitful strategies to meet the organizational
needs. The project also throws lights on the different steps involved in management of human resource
and manpower planning, also the various factors influencing the manpower planning in an organization.
The study also defines why there is need of an effective manpower planning in order to run the operations
effectively and efficiently in any firm.
For completion of this report, CCL, Darbhanga House, Ranchi, for conducting survey and fulfillment of
questionnaires, a sample size of 50 was selected due to limitation of time. Among those who were
interviewed consist of the clerks, assistant managers, housekeepers, office secretaries. Though the sample
size was small but it was so varied in order to overcome all the odds. Primary data collection was done
through questionnaire and interviews and secondary data collection through company websites and
previous research papers.
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TABLE OF CONTENTS
Serial No. Particulars
1. Introduction to CIL
2. Company profile CCL, Ranchi
3. Human Resource Management
4. Manpower Planning
5. Research Methodology
6. Data Analysis And Interpretation
7. Scope And Limitations
8. Research Findings
9. Annexure
10. Conclusions
11. Bibliography
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[Type text] SCHOOL OF MANAGEMENT STUDIES, RANCHI COLLEGE, RANCHI
COAL INDIA LIMITED
❖ Coal India Limited (CIL) is an Indian state-controlled coal mining company headquartered in
Kolkata, West Bengal, India . It is the largest coal producer company in the world and
contributes around 81% of the coal production in India.
❖ It produced 452 million tones of coal during FY 2012–13 and earned a revenue of INR
882.81 billion from sale of coal in the same financial year. As on 30 January 2015, Union
Government of India owns 89.65% of the shares in CIL and controls the operations of CIL
through Ministry of Coal.
❖ In April 2011, CIL was conferred the Maharatna status by the Union Government of India. On
31 March 2013, its market capitalization was INR 1.952 trillion (US $35.9 billion) making it
India's 5th most valuable company by market value.
HISTORY
❖ Coal mining in government sector had started in India in the year 1956. Until then it was
totally under the private sector.
❖ With the rapid growing industrialization in the country, there was a great need to fulfill the
energy requirements to support this fast growth of industries under 5 year plans in the country
after the independence.
❖ For this purpose, in September 1956, Government of India established its own coal company
entiteled , “Nati onal C oal Developm ent C orporati o n”.
FORMATION OF COAL INDIA LIMITED
❖ With the Government's national energy policy the near total national control of coal mines in
India took place in two stages in 1970s. The Coking Coal Mines (Emergency Provisions) Act
1971 was promulgated by Government on 16 October 1971 under which except the captive
mines of IISCO, TISCO, and DVC, the Government of India took over the management of all
226 coking coal mines and nationalized them on 1 May, 1972.
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❖ Bharat Coking Coal Limited was thus born. Further by promulgation of Coal Mines (Taking
over of Management) Ordinance 1973 on 31 January 1973 the Central Government took over
the management of all 711 non-coking coal mines. In the next phase of nationalization these
mines were nationalized with effect from 1 May 1973 and a public sector company named
Coal Mines Authority Limited (CMAL) was formed to manage these non cokingmines.
❖ On 1 November 1975, a new public sector company, Coal India Limited (CIL) was formed for
better organization and operational efficiency in coal sector.
❖ The CIL started functioning in 1975 with 5 subsidiary companies under it. At present, Coal
India is a holding company with 7 wholly owned coal producing subsidiary companies and one
mine planning & consultancy company. The producing companies are:
1. Eastern Coalfields Ltd. (ECL) ,Sanctoria , West Bengal.

2. Bharat Coking Coal Ltd. (BCCL), Dhanbad , Jharkhand.
3. Central Coalfields Ltd. (CCL), Ranchi, Jharkhand.
4. South Eastern Coalfields Ltd. (SECL), Bilaspur , Chattisgarh .
5. Western Coalfields Ltd. (WCL), Nagpur, Maharashtra.
6. Northern Coalfields Ltd. (NCL), Singrauli , Madhya Pradesh.
7. Mahandi Coalfields Ltd. (MCL), Sambalpur , Orissa.
8. Central Mine Planning & Design Institute Ltd. (CMPDIL) , Ranchi, Jharkhand. (Consultancy
Company)
LOCATION OF COAL MINES IN INDIA
 Major Coal Producing States in India

Coal is an important source of power in India. It is unevenly distributed in India. Majority of
the coal producing states are found in the eastern part of India comprising part of Jharkhand,
Orissa, Chhattisgarh and West Bengal.
Jharkhand is the largest coal producing state in the country followed by Orissa, Chhattisgarh,
West Bengal, Madhya Pradesh, Telangana (previous part of Andhra Pradesh) and Maharashtra.
1. Jharkhand: Leads in coal in the country. 38% of the total reserves of India are found in this
state. Darla is the most important and most productive coal field in India. The field accounts
for 100% of the country’s prime coking coal production. Other significant coal producing
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regions of this state are Jharia, Bokaro, North Karanpura, South Karanpura, Giridih,
Ramgarh, Daltonganj and Rajmahal.
The Jharia coalfield is the largest in India. It accounts for over 50% of the coal output of the
state and produces the best variety of coking coal.
2. Orissa (Odisha): Orissa account for around 13.4% of the country’s total production.
Talcher and Ranapur Himgir are the two important coal fields. They are situated on the
Mahandi basin.Talcher accounts for nearly 3/4th of the total coal reserve of the state.
3. Chhattisgarh and Madhya Pradesh: Major coal fields are Korba, Umaria,
Singrauli, Chirmiri and Sohagpur. Other coal fields include Pench Kanhan, Mohpani,
Sonhat, Jhilimili, Bisrampur, Raigarh and Tatapani – Ramkola.
4. West Bengal: Raniganj is the largest coal field of West Bengal and the second biggest in
India in terms of total reserve. The coal fields of Asansol are also famous. Recently a large coal
field has been discovered in Mejia in the Bankura district
5. Andhra Pradesh: It occupies the 5th position in coal reserves in country.The major
coal producing districts are Adilabad, Karimnagar, Warangal, Khammam, East Godavari and
West Godavari. Major coal fields are Tandur, Singareni, Kothagudem and Ramagundam.
6. Maharashtra: It holds the 6th position in coal reserves in the country. The major coal fields
are found in Nagpur-Wardha region. The important mining areas are – Wardha, Ballarpur,
Chanda and Kampati.
➢ Tertiary coalfields:
Assam accounts for 63% of the total tertiary coal reserves. Major coal fields in Assam are the
Makum, Nazira, Mikir Hills and Dilli-Jeypore. Of these, the Makum is the most developed
field. Among the other fields West Darrangiri, Langrin and Bapung in Meghalaya, Namchik in
Arunachal Pradesh and Borjan in Nagaland are important.
➢ Lignite coalfields:
Lignite coal is mainly produced in two states – Tamil Nadu and Gujarat. Small lignite coal
fields are also found in Rajasthan and Jammu and Kashmir. Neyveli is the lignite field in Tamil
Nadu which is located in South Arcol district. Neyveli is the largest lignite coal mine of India.
This field supplies fuel for thermal power generation in Tamil Nadu.
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➢ Production:
India is the fifth largest coal producing country in the world. The coal production was
295.09 million tons and lignite production was 20.01 million tons in 1996-97.
➢ Trade:
India exports some coal to Bangladesh, Sri Lanka, Pakistan, Myanmar, Japan, Hong Kong and
Malaysia.
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INTRODUCTION TO CCL
Central coalfields Ltd. (CCL) is one of the 7 coal producing subsidiary companies of Coal
India Ltd.(CIL), an undertaking of the government of india. CCL manages the
nationalized coal mines of the Coal Mines Authority, Central division. The registered and
corporate office is at Darbhanga House, Ranchi, Jharkhand.
It presently has 62 mines (22 underground, 40 open cast) in the Coal belt of East Bokaro, West
Bokaro, North Karnpura, South Karnpura, Ramgarh And Giridih. Their facilities include 7 coal
preparation plants, three for non coking coal and four for medium coking coal. The majority of
coal field is in Khalari commonly two branches are : Piparwar-area and Ashoka coal field.
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Central Coalfields Ltd. (CCL) is a miniratna company since October 2007. During
2009- 10, coal production of the company reached its highest-ever figure of 47.08 million
tones, with a net worth amounting to Rs. 2644 crore against a paid-up capital of Rs. 940 crore.
Vision of CCL
"Committed to create eco-friendly mining"
• The Mission of CCL is to produce and market the planned quantity of coal and coal products
efficiently and economically with due regard to safety, conservation and quality.
• The main thrust of CCL in the present context is to orient its operations towards market
requirements maintaining at the same time financial viability to meet the resource
needs.
Mission of CCL
"To become a World class, Innovative, Competitive &ProfitableCoal Mining Operation to

achieve Customer Satisfactionas top priority."
Objectives Of CCL
• Coal Mining through efficiently operated mines.
• Besides fulfilling coal needs of the customer in terms of quantity, focus on quality, value
addition and beneficiation to the satisfaction of the customers.
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ORGANISATIONAL STRUCTURE OFCENTRAL COALFIELDS LIMITED:
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KAYAKALP YOJANA
Central Coalfileds Limted under the leadership of CMD Shri Gopal Singh has started
KAYAKALP YOJANA and the following schemes are running for developments of all
stakeholders. The slogan is “ GARIBO, GRAMINO AUR SHRAMIKO KA SARWANGIN
VIKAS” :-
Sl. No. Schemes under Kayakalp Yojna

1. Samdhan Kendra
2. C.C.L Ki Ladli
3. Super Specialist Centre
4. C.R.S Dispensary
5. Auditorium- Convention Centre
6. Divanyang Centre
7. Multi Skilled Development Centre
8. Mobile Repairing Training
9. Pahal (Training for Recruitment in army)
10. Training for Agriculture.
11. Swachhta Abhiyan
12. Career Counseling for newly Appointed Employee
13. Rozgar Mela
14. C.C.L Ke lal
15. Sports Academy
16. B.P.L Hospital
17. Old Age Home
18. Rozgar Kendra
19. I.T.I
20 Sewing Training Centre
21. Driving Training
22. Irrigation Yojna
23. Swast Sharir –Swast Vichar
24. Digital India
25. Mining Sirdar Training
26. Bal Vikas Yojna
27. Pure Drinking Water
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HUMAN RESOURCE
MANAGEMENT
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WHAT IS HUMAN RESOURCE MANAGEMENT (HRM):
Human resource management (HRM) is the processof employing people, training them,
compensating them, developing policies relating to them anddeveloping strategies to retain
them. As a field, HRM has undergone many changes over the last twenty years, giving it even
a more important role in today’s organizations. In the past HRM has more of administrative
role rather than a strategic role crucial to the success of the organization.
Jack Welch, former CEO of General Electric and management guru sums up the new role of
HRM:
“HR is important in good times, HR is defined in hard times.”
THE ROLE OF HRM:
Many functions of Human Resource Management (HRM) are also tasks other department
managers perform. HRM involves seven main areas:
1. Staffing
2. Workplace policies
3. Benefits and compensation
4. Retention
5. Training
6. Employment laws, and
7. Employee safety
 STAFFING
An organization needs people to perform tasks and get work done. Even with the most
sophisticated machines, humans are still needed. Because of this, one of the major tasks of
HRM is staffing. Staffing involves the entire hiring process from posting a job to negotiating a
salary package. Within the staffing function, there are four main steps:
❖ Development of a staffing plan:

This plan allows HRM to see how many people they should hire based on revenue
expectations.
❖ Development of policies to encourage multiculturalism at work:
Multiculturalism in the workplace is becoming more and more important, as we have many
more people from a variety of background in the workforce.
❖ Recruitment:
This involves finding people to fill the open positions.
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❖ Selection:
in this stage, people will be interviewed and selected, and a proper compensation package will
be negotiated. This step is followed by training, retention and motivation.
 DEVELOPMENT OF WORKPLACE POLICIES:
Every organization has policies to ensure fairness and continuity within the organization. One
of the jobs of HRM is to develop the verbiage surrounding these policies, Human Resource
Mgt. and executives are involved in the process. For example, the HRM professional will
likely recognize the need for a policy or a change of policy, seek opinions on the policy, write
the policy and then communicate that policy to the employees.
It is important to note here that HR department does not and cannot work alone. Everything
they do needs to involve all other departments in the organization. Snome examples of
workplace policies might be the following:
❖ Discipline process policy

❖ Vacation time policy
❖ Dress code
❖ Ethics policy
❖ Internet usage policy
 COMPENSATION&BENEFITS ADMINISTRATION:
HRM professionals need to determine that compensation is fair, meets industry standards, and
is high enough to entice people to work for the organization. Compensation includes anything
the employee receives for his or her work. In addition HRM professionals need to make sure
the pay is comparable to what other people performing similar jobs are being paid. This
involves setting up pay systems that take into consideration the number of years with the
organization, years of experience, education, and similar aspects. Examples of employee
compensation include the following:
❖ Health benefits
❖ Vacation time
❖ Sick leave
❖ Bonuses
❖ Pay
❖ Retirement plans
❖ Stock purchase plans
❖ Tuition reimbursement
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 RETENTION:
Human resource people must be aware of all the laws that affect the workplace. An HRM
professional might work with some of HRM. Retention involves keeping and motivating
employees to stay with the organization. Compensation is the major factor of employee
retention, but there are other factors as well. Ninety percent employees leave the organization
for the following reasons:
❖ Unsatisfaction with their job

❖ Challenges with their managers
❖ Poor fit with the organizational culture
❖ Poor workplace environment
 TRAINING AND DEVELOPMENT:
Once we have spent the time to hire new employees, we want to make sure they not only are
trained to do the job but also continue to grow and develop new skills in their job. This results
in higher productivity for the organization. Training is also a key component in employee
motivation. Employees who feel they are developing their skills tend to be happy in their jobs,
which results in increased employee retention. Examples of training programs might include
the following:
❖ Job skills training, such as how to run a particular computer program

❖ Training on communication
❖ Team building activities
❖ Policy and legal training, such as unfair wages or sexual harassment training and ethics training
 DEALING WITH LAWS AFFECTING EMPLOYMENT:
Human resource people must be aware of all the laws that affect the workplace. An HRM
professional might work with some of these laws:
❖ Discrimination laws
❖ Health-care requirements
❖ Compensation requirements such as the minimum wage
❖ Worker safety laws
❖ Labor laws
The legal environment of HRM is always changing, so HRM must always be aware of changes
taking place and then communicate those changes to the entire management in the
organization.
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 SAFETY OF EMPLOYEES:
Safety is major consideration in all organizations. Oftentimes new laws are created with
the goal of setting federal or state standards to ensure worker safety. Unions and union
contracts can also impact the requirements for worker safety in a workplace. It is upto the
human resource manager to be aware of worker protection requirements and ensure the
workplace is meeting both federal and union standards. Worker protection issues might include
the following:
❖ Chemical hazards
❖ Heating and ventilation requirements
❖ Use of “no fragrance zones”
❖ Protection of private employee formation
 AWARENESS OF EXTERNAL FACTORS:
In addition to managing internal factors, the HR Manager needs to consider the outside forces
at play that may affect the organization. Outside forces, or external factors are those things the
company has no direct control over; however, they may be things that could positively or
negatively impact human resources. External factors might include the following:
❖ Globalization and offspring

❖ Changes to employment law
❖ Health care costs
❖ Employee expectations
❖ Diversity of the workforce
❖ Changing demographics of the workforce
❖ A more highly educated workforce
❖ Layoffs and downsizing
❖ Technology used such as HR databases
❖ Increased use of social networking to distribute information to employees
SKILLS NEEDED FOR HRM:
One of the major factors of a successful manager or human resource manager is an array of
skills to deal with a variety of situations. It simply is’nt enough to have knowledge of HR, such
as knowing which forms need to be filled out. It takes multiple skills to create and manage
people, as well as a cutting-edge human resource department.
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► The first skill needed is organization. The needs for this skill makes sense, given that you
are managing people’s pay benefits, and careers.
► Like most jobs, being able to multitask i.e. work on more than one task at a time- is important
in managing human resources.
► As trite as it may sound, people skills are necessary in any type of management and perhaps
might be the most important skills for achieving success at any job. Being able to manage a
variety of personalities, deal with conflict, and coach others are all in the realm of people
management.
► A strategic mind-set as an HR professional is a key skill as well. A person with a strategic
mind-set can plan far in advance and look at trends that could affect the environment in which
the business is operating. Too often, managers focus on their own area and not enough on the
business as a whole. The strategic HR professional is able to not only work within his or her
area but also understand how HR fits into the bigger picture of the business.
► Ethics and a sense of fairness are also necessary in human resources. Ethics is a concept that
examines the moral rights and wrongs of a certain situation. HR managers have the task of
ensuring compliance with ethics standards within the organization. Many HR managers are
required to work with highly confidential information, such as salary information, so a sense of
ethics when managing this information is essential.
CHALLENGES IN MODERN HRM:
All deparments within an organization must prove their value and contributions to the overall
business strategy, and the same is true with Human Resource Management (HRM). As
companies are becoming more concerned with cutting costs, Human Resource Management
(HRM) must show its value they add to the organization through alignment with business
objectives. Being able to add value starts with understanding some of the challenges of
businesses and finding a way to reduce a negative impact on the business. There are many
contemporary challenges associated with Human Resource Management. Today the challenges
faced by HR professionals in the modern business environment fall into following catagories:
1. Containing costs:First, cost factor is the major factor to the success or failure of a business.
It is up to everyone in the organization to contain costs.In most businesses today, the people
part of the business is the most likely place for cuts when the economy isn’t doing well.
Consider the expenses that involve the people part of any business:
i) Health-care benefits
ii) Training costs
iii) Hiring process costs , and many more
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These costs are cut into the bottom line of any business. The trick is to figure out how much,
how many, or how often benefits should be offered, without sacrificing employee motivation.
A company can cut costs by not offering benefits or pension plans but if its goal is to hire the
best people, a hiring package without these items will most certainly not get the best people.
Containment of costs, therefore, is a balancing act. An HR manager must offer as much as he
or she can to attract and retain employees, but not offer too much, as this can put pressure on
the company’s bottom line.
2. Technology: Technology has greatly impacted human resources and will continue to do so
as new technology is developed. Through use of technology, many companies have virtual
workforce that perform tasks from nearly all corners of the world. When employees are not
located just down the hall, management of these human resources creates some unique
challenges. For example, technology creates an even greater need to have multicultural or
diversity understanding. Since many people will work with individuals from across the globe,
cultural sensitivity and understanding is the onlyure the use of technology results in increased
productivity rather than decreased productivity due to miscommunications.
Technology also creates a workforce that expects to be mobile. Because of the ability to work
from home or anywhere else, many employees may request and even demand a flexible
schedule to meet their own family and personal needs. Productivity can be a concern for all
managers in the area of flextime, and another challenge is the fairness to other workers when
one personis offered a flexible to other workers when one person is offered a flexible schedule.
Many companies, however, are going a step further and creating virtual organizations, which
don’t have a physical location (cost containment) and allow all employees to work from home
or the location of their choice.
The use of smartphones and social networking has impacted human resources, as many
companies now disseminate information to employees via these methods. Ofcourse,
technology changes constantly, so the methods used today will likely be different one year or
even six months from now .
3. The Economy: Tough economic times in a country usually results in tough times for
business, too. High unemployment and layoffs are clearly Human Resource Management and
managerial issues. If a human resource manager works for a unionized company, union
contracts are the guiding source when having to downsize owing to a tough economy.
Besides union restrictions, legal restrictions on who is let go and the process followed to let
someone go should be on the forefront of any manager’s mind when he or she is required to
layoff people because of a poor economy. Dealing with performance can be considerations
when it is necessary to lay off employees.
4. Ethics :A discussion of ethics is necessary when considering challenges of human

resource management. Much of the discussion surrounding ethics happened after the early to
mid 2000s, when several companies were found to have engaged in gross unethical and
illegal conduct,
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resulting in the loss of billions of dollars from shareholders. Consider the statistics : only
25% of employees trusted their CEO to tell the truth, and 80% of people said that employers
have a moral responsibility to society. Based on these numbers, an ethical workplace is
important not only for shareholders satisfaction but for employee satisfaction as well.
Companies are seeing value of implementing ethics codes within the business. Many Human
Resource Management departments have the responsibility of designing codes of ethics and
developing policies for ethical decision making. Some organizations hire ethics officers to
specifically focus on this area of business.
The following is an outline of code of conduct:
• Obey the applicable laws and regulations governing our businesss conduct worldwide.
• Be honest, fair and trustworthy in all your activities and relationships.
• Avoid all conflicts of interest between work and personal affairs.
• Foster an atmosphere in which fair employment practices extend to every member of the
diverse community.
• Strive to create a safe workplace and to protect the environment.
• Through leadership at all levels, sustain a culture where ethical conduct is recognized, valued,
and exemplified by all employees.
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MANPOWER PLANNING
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INTRODUCTION
Manpower planning and development is also known as human resource planning. This process is
an essential cornerstone in the efficient management of personnel in an organization. Manpower
planning entails getting the right number and type of personnel to do the required tasks for the
fulfillment of the goals and objectives of the organization.
Human resource planning, or HRP, is the ongoing, continuous process of systematic planning to
achieve optimum use of an organization's most valuable asset — its human resources. The
objective of human resource planning is to ensure the best fit between employees and jobs while
avoiding manpower shortages or surpluses. Human resource planning in the business practice
should represent generally used and key activity for human resource management because
human resource planning helps to make optimum utilisation of the human resources in the
enterprise and it helps to avoid wastage of human resources. Human resource planning allows to
forecast the future manpower requirements and also to forecast the number and type of
employees who will be required by the enterprise in a near future. In the long term period,
success of any enterprise depends on whether the right people are in the right places at the right
time, which is the nature of human resource planning.Human resource planning must be an
integral part of business planning because it is the core of all planning processes of the
enterprise. The human being is the most important factor in the operation of the enterprise. A
human resource plan must ensure that there is the right number and structure of people in the
right jobs at the right time. These people should meet the required company objectives. Based on
the mentioned above can be said that the well processed personnel plan is one of the assumptions
at increasing sustainable performance and competitiveness of the enterprise.The blend of Human
Resource Management (HRM) and Human Capital Management (HCM) has replaced the already
existing branch of Knowledge, Personnel Management in the Post Globalization Scenario. Since
then Human Resource Planning (HRP) has acquired immense importance in terms of
organizational development. HRP is largely based on the concept that people are an
organizations most important strategic resource. Generally it deals with matching resources to
business needs. It also addresses human resources needs both in terms of quality and quantity.
HRP also deals with broader issues of the employment and development of people so as to
improve organizational effectiveness. It is therefore imperative that HRP is required to be
analytically studied for a fair understanding. Every organization requires diverse resources for its
growth and development. Among them Human Resources (HR) Financial Resources (FR) and
Technical Resources are important. Of these three, Human Resources (HR) plays most important
role because it is the Human Resources (HR) that will determine the potentialities of an
organization in terms of its production, marketing and expansion.
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BREAKING DOWN 'Human Resource Planning - HRP':
The human resources plan needs to be flexible enough to meet short-term staffing challenges
while adapting to changing conditions in the business environment over the longer term. Human
resource planning starts by assessing and auditing the current capacity of human resources.The
first part of hrp will consist of determining how many people are needed. This step involves
looking at company operations over the last year and asking a lot of questions:
1. Were enough people hired?
2. Did you have to scramble to hire people at the last minute?
3. What are the skills your current employees possess?
4. What skills do your employees need to gain to keep up with technology?
5. Who is retiring soon?
6. What are the sales forecasts? How might this affect your hiring?
These are the questions to answer in the first step of HR plan process. As it is obvious, this
cannot be done alone. Involvement of other departments, managers, and execututivesshould take
place to obtain an accurate estimate of staffing needs for now and in the future. Many HR
managers will prepare an inventory of all current employees, which includes their educational
level and abilities. This gives the HR manager the big picture on what current employees’ skills
and abilities , if you know where they are currently in their development. For example, by taking
an inventory, you may find out that some of the employees are going to retire next year, but no
one in their departments has been identified or trained to take over his role. Keeping the
inventory helps you know where gaps might exist and allows you to plan for these gaps.
HR managers will also look closely at all job components and will analyze each job. By doing
this analysis, they can get a better picture of what kinds of skills are needed to perform a job
successfully. Once the HR manager has performed the needs assessment and knows exactly how
many people, and in what positions and time frame they need to be hired, he or she can get work
on recruiting, which is also called astaffing plan.
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Definition of human resource planning:
Human resource planning is defined by different authors. According to Milkovich and Boudreau
(1) human resource planning is the process of collecting and using information on the base of
which it can be discussed the amount of resources spent on personnel activities.
According to Koubek (2) personnel planning serves to achieve the goals of the organization by
development prediction, setting the targets and realizing arrangements leading to current and
future ensure of business tasks with adequate manpower.
According to Cascio (3) human resource planning can be defined as effort to anticipate future
business and environmental demands on an organization, and to provide the employees to fulfill
that business and satisfy those demands.
HRP is a process by which Human Resources are identified, determined and planned that an
organization needs in order to meet both its short term and long term requirements. Bulla and
Scoh (1994) define Human Resource planning (HRP) that “it is the process for ensuring that the
Human Resources requirements of an organization are identified and plans are made for
satisfying those requirements”.
Based on the definitions from different authors mentioned above, it can be said that each
definition is a little different in its nature. Although they have common that the enterprises must
have human resources necessary in the future in order to ensure the business objectives and
requirements. This leads the enterprise to the competitiveness and prosperity.
Human Resources planning is based on the concept that people are the most important strategic
resources of an organization. Generally it is concerned with suitable resources to business needs
both in longer tern needs and in shorter term needs in terms of both quantity and quality. It also
answers two fundamental questions “how many people” and “what kind of people”. Human
Resource planning deals with the bigger issues of the methods of employment and development
of people for the purpose of the improvement of effectiveness of an organization. It therefore
plays an important role in strategic Human Resource Management.
Human resource planning can be assessed in a wider meaning – it means comprehensive and
balanced approach to human resources (plan of the personnel development of employees) and in
the strict meaning – it means planning the need of employees and planning the coverage of these
needs (plan of employees, plan of staffing the jobs).
Human resource planning seeks to ensure that the company has not only in the present but
especially in the future the human resources :
• in required number,
• with the necessary knowledge,
• skills and experience,
• with the required personal characteristics,
• optimally motivated and with desired relationship to work,
• flexible and ready for change,
• optimally positioned on jobs and in working group,
• at the right time,
• with the appropriate costs.
The basic aim of human resource planning is to assign the necessary number of employees with
required qualification being consistent with the company business plans at the right time and at
the right position. It is also necessary to plan a series of steps to eliminate the detected
differences between real and desired (required) condition of the employees in enterprise.
➢ Characteristics Of Human Resource Planning
Characteristics of effective human resource planning are as follows:
1. Future Oriented:
Human resource planning is prepared to assess the future requirement of manpower in the
organization. It helps identify the size and composition of resources for future purpose.
2. Continuous Process
Human resource planning is a continuous process. The human resource planning prepared today
may not be applicable for future due to ever changing external forces of the environment. Hence,
to address such changing factors, the human resource planning needs to be revised and updated
continuously.
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3. Optimum Utilization Of Human Resources:
Human resource planning focuses on optimum utilization of resources in the organization. It

checks how the employees are utilized in a productive manner. It also identifies employees'
existing capabilities and future potentialities to perform the work.
4. Right Kinds And Numbers:
Human resource planning determines the right number and kind of people at the right time and
right place who are capable of performing the required jobs. It also assesses the future
requirement of manpower for original objective.
5. Determination Of Demand And Supply:
Human resource planning is a process of determining demand for and supply of human resources
in the organization. Then a match between demand and supply estimates the optimum level of
manpower.
6. Environmental Influence:
Human resource planning is influenced by environmental changes, hence, it is to be updated as

per the change occupied in the external environment.
7. Related To Corporate Plan:
Human resource planning is an integral part of overall corporate plan of the organization. It can
be formulated at strategic, tactical and operational levels.
8. A Part Of Human Resource Management System:
As a part of total human resource management system, human resource planning is regarded as a
component or element of HRM which is concerned with acquisition ans assessment of
manpower. It serves as a foundation for the management of human resource in an effective and
efficient manner.
❖ STEPS IN MANPOWER PLANNING:
The manpower planning process is an ongoing and continuous strategy which is undertaken
through a systematic set of procedures.The four key steps of the human resources planning
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process are analyzing present labor supply, forecasting labor demand, balancing
projected labor demand with supply and supporting organizational goals.
• Analyzing the present conditons (Analiysis)

1.
• Forcastng demands(Future Projections)
2.
• Striking a balance (Gap Analysis)

3.
• Strategy development (Integratng the plan)

4.
1) Analyzing Present Conditions (Analysis):

The first step of human resource planning is to identify the company's strengths and weaknesses
in the current labor pool. This is when a company performs a comprehensive audit of the
skills, demographics, qualifications, experience and compensation of every worker. HR then has
to determine if these statistics fit in line with the company's goals. Does the firm need to hire
more staff to compete in a future marketplace, or are more automated tools necessary to capture
more market share from competitors? Is the status quo acceptable, or should the company
reorganize its staff so that it can make more money? Analysis entails assessing the current status
of the manpower within the organization. The analysis is done by taking an inventory of the
skills, competencies and abilities of all personnel in the organization. It is also entails accounting
for the number of departments and the sizes of these departments within the organization. The
analysis helps the human resource (HR) managers to make informed forecasts about the human
resource needs of the organizations.
2) Forecasting Demand (Fture Projections):

HR forecasts demand based on the strategic goals of the company. HR managers may examine
market trends, industry analyses and technological improvements to try to come up with ways to
meet the company's goals. Forecasting possible retirements is also one major facet that needs to
be considered when businesses assess future staffing levels. Do retired employees need to be
replaced, or can new technology do the job? Does a company need more full-time workers, part-
time help or outsourced labor? Forecasting entails making future projections with regard to an
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organization’s human resources needs. This is done through employee brainstorming and
input from experts, such as human resource management consultants. Other methods of
forecasting include using past trends and statistics to project the future, and analyzing the
workload in each department to determine how many personnel are needed to undertake the
work. Forecasting helps the HR managers answer questions such as how many employees are
needed to recruit, and how should the departments be restructured for efficiency.
3) Striking a Balance (Gap Analysis):

The next step involves striking a balance between supply and demand. At this point, HR creates
a gap analysis that lays out specific needs to narrow the supply of the company's labor versus
future demand. Should employees learn new skills in the future? Does the company need more
managers? Do all employees play to their strengths in their current roles? The gap analysis is a
comparison of the current status of an organization’s manpower and the projected manpower
needs. The gap analysis entails detailing the specific numbers of employees needed, how
restructuring will be done, the steps which will be taken to train employees, and the types of
skills and competencies needed to undertake various tasks in the organization. The gap analysis
is taken as a preparatory step for the development and implementation of programs that will
assist the organization to meet its human resources needs.
4) Strategy Development (Integrating the

Plan):
The answers to these questions let HR determine how to proceed, which is the final phase of the
human resources planning process. HR must now take practical steps to integrate its plan with
the rest of the company. The department needs a budget, the ability to implement the plan and a
collaborative effort with all departments to make the plan happen.
The overall goal of HR planning is to have the optimal amount of staff to make the most money
for the company. Because the goals and strategies of the company change over time, human
resource planning is a regular occurrence. Strategy development entails establishing programs to
facilitate in the actual implementation of the results of the gap analysis. Thus, HR managers
develop training programs to impart skills needed by the employees for better performance. The
managers also develop strategies on how to restructure the departments, how to recruit the most
competent personnel, and how to outsource various services or skills to cut costs. Through
monitoring and continuous improvement of these strategies, an organization can efficiently
manage its human resources.
Your company likely started out with a business plan. As it grew, the plan might have changed
year to year, but it always followed a plan for success and for growth. Human resource planning
is the process of understanding the goals of a business and combining them with the future and
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current human resource needs required to reach those goals. Retiring employees, new hires,
employee training, and many other facets all combine to form human resource planning as a
whole. It is commonly thought of as a multi-stage process. While individual plans will differ
somewhat, here are some of the basic stages involved with most successful strategic human
resource planning ventures.
Human resource planning must begin with an assessment of what your company's long and short
term goals are. Once that you have decided what your business hopes to accomplish, the next
step is figuring out just what you will need in the way of human resources in order to accomplish
this goal. How many employees in a department, what skills they will need, and other aspects
must be considered. Next, you need to form a list of current available human resources, being
sure that you consider the futures of older employees who may be retiring before your goal is
reached.
Once you know what your goals are and what your current resources are, the next step of human
resource planning is to figure out what you'll need in order to make your goals a reality. In the
realm of human resource planning, this can include any number of things such as hiring new
employees, undergoing new training programs, beginning employment performance reviews, and
much more. Consider the implementation of all your planned changes and how they will
integrate with any human resource management system you are using. This is possibly the most
important phase of human resource planning since you are essentially creating your course of
action for reaching your goals.
With your plan laid out, you'll need to set it into motion. Make new hires based upon your
current needs as well as long term ones. Begin training programs that you need your employees
to undertake. Complete those performance reviews. In other words, do exactly what your
human resource planning called for. But human resource planning doesn't end when you begin
implementing your strategy. You'll need to monitor its progression as it occurs. Check to see
how employee participation in training is going, for example, or ensure that the new employees
are being hired at the right time and working out as you'd hoped for.
Human resource planning is a very complex science. In fact, it's practically an art form all its
own. Used properly it can lead your company to meet its goals and prevent any problems you
wouldn't have foreseen without implementing human resource planning. These are the
fundamentals of human resource planning at their most basic. While putting them into practice
can be complicated and even stressful at times, the implementation of a great plan is an
important way to protect the future of your business.
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❖ PROCESSES INVOLVED IN MANPOWER PLANNING:
➢ RECRUITMENT:
Meaning of recruitment:
Recruitment is the process of searching the candidates for employment and stimulating them to
apply for jobs in the organization. It is the process of bringing together those who are offering
jobs and those who are seeking jobs. Recruitment is a positive process where a pool of
prospective employees is created and management select the right person for the right job from
this pool. It provides a base for the selection process.
• Process of recruitment:
i) Firstly it identify the different sources of employee supply
ii) To check their validity
iii) Selecting the most suitable source
iv) Inviting the applications from the prospective candidate for the vacancy.
• Sources of recruitment:
Broadly, there are two main sources of recruitment
1) Internal sources of recruitment which means recruitment from within the organization.
2)External sources of recruitment means recruitment from outside the organization.
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1) Internal sources of recruitment which means recruitment from within the organization:
i) Transfer: it means shifting of employees from one job to another. There is no drastic change
in the pay or status of the employees it generally remains the same.
ii) Promotion: it means shifting the employee to higher position with the change in the pay or
status.
iii) Internal advertisement: it means appointing the employees from within the organization
through advertisement.
iv) Lent services: it means employing the person for newly started plant in the organization.
v) Extension of services: it is extending the service of employees by recruiting them again.
vi) Absorption of trainees: those who come in the organization for training employing them.
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2) External sources of recruitment mean recruitment from outside the organization:
i) Advertisement: it is a way to attract number of employees by giving advertisement

in the newspaper.
ii) Casual callers: the good organizations have a list of casual callers also who apply
them and the organization instead of giving new advertisement give a call to these
casual callers.
iii) Employment exchange: it is a good source of recruitment where the candidates are
called with the help of employment exchange.
iv) Educational institutions: here the company’s go to the educational institutions from
where they select the suitable employees for the job.
v) Labor union: the organization may select the candidate from the labor union of the
company to satisfy the labors also.
vi) Recommendation of employees: sometimes the employees working in the

organization also suggest the name of suitable candidate for the appointment.
vii) Waiting lists: generally the organization s prepares the waiting lists of the
employees. Sometimes the selected candidates failed to join in that case the waiting
list employees are called.
Thus the above said are the main sources of recruitment of the employees within the organization
and outside the organization which are used by the organization to employ the employees.
➢ SELECTION:
Employee Selection is the process of putting right men on right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people. Effective selection can
be done only when there is effective matching. By selecting best candidate for the required job,
the organization will get quality performance of employees. Moreover, organization will face
less of absenteeism and employee turnover problems. By selecting right candidate for the
required job, organization will also save time and money. Proper screening of candidates takes
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place during selection procedure. All the potential candidates who apply for the given job
are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more of
candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While
selection is a negative process as the inappropriate candidates are rejected here. Recruitment
precedes selection in staffing process. Selection involves choosing the best candidate with best
abilities, skills and knowledge for the required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligiblity criteria laid down by the organization. The skills, academic and family
background, competencies and interests of the candidate are examined during preliminary
interview. Preliminary interviews are less formalized and planned than the final interviews.
The candidates are given a brief up about the company and the job profile; and it is also
examined how much the candidate knows about the company. Preliminary interviews are
also called screening interviews.
2. . Receiving applications: after passing the preliminary interview the candidate is asked to
fill the standard application form. The application form generally consists the information
about the age, qualification, experience etc. of the candidate on the basis of which the
interviewer gets the idea about the candidate and this information also helps in formulating
questions.
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3. Screening of applications: after receiving the applications the screening committee

screens the applications. Only the candidates who qualify the criteria of the screening
committee are called for the interview. Usually the candidates selected for interview are four
to six times than the number of posts. Interview letter is sent to them or they are called
telephonically.
4. Employment Tests- After getting the interview letter and before going to the interview
is one more step and that is the employment tests. These tests are done to check the ability of
the candidate. These tests vary from organization to organization and change as per the
need of the particular job. these tests are intelligence tests, aptitude tests, trade tests, interest
test, personality tests etc. these tests must be designed properly otherwise they will not good
indicator of one knowledge.Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
5. Employment Interviews- It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the required job
or not. But such interviews consume time and money both. Moreover the competencies of the
candidate cannot be judged. Such interviews may be biased at times. Such interviews should
be conducted properly. No distractions should be there in room. There should be an honest
communication between candidate and interviewer.
The candidates who qualify the above tests are called for the employment interview. This
interview is done to get more information about the candidate, to give him the actual picture
of what is required from him, to check the communication skill of the candidate etc. for senior
position post; a panel is prepared who take the interview. At the end of interview of each
candidate the members of panel discuss about the candidate and give him the grades.
There may be direct interview or indirect interview. The interview should be conducted in a
room free from the noise and disturbance only than the candidates will be able to speak freely
and frankly.
6. Checking references: before selecting the employ the prospective employee generally look
out for the referees given by the candidate. To check about the candidate’s past record,
reputation, police record etc.
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7. Physical examination- Medical tests are conducted to ensure physical fitness of

the potential employee. It will decrease chances of employee absenteeism.
8. Final selection - A reference check is made about the candidate selected and then finally he
is appointed by giving a formal appointment letter
➢ RIENTATION AND PLACEMENT:
Once the candidates are selected for the required job, they have to be fitted as per the
qualifications. Placement is said to be the process of fitting the selected person at the
right job or place, i.e. fitting square pegs in square holes and round pegs in round holes.
Once he is fitted into the job, he is given the activities he has to perform and also told
about his duties. The freshly appointed candidates are then given orientation in order to
familiarize and introduce the company to him. Generally the information given during the
orientation programme includes-
• Employee’s layout
• Type of organizational structure
• Departmental goals
• Organizational layout
• General rules and regulations
• Standing Orders
• Grievance system or procedure
In short, during Orientation employees are made aware about the mission and vision of the
organization, the nature of operation of the organization, policies and programmes of the
organization.
The main aim of conducting Orientation is to build up confidence, morale and trust of the
employee in the new organization, so that he becomes a productive and an efficient employee of
the organization and contributes to the organizational success.
The nature of Orientation program varies with the organizational size, i.e., smaller the
organization the more informal is the Orientation and larger the organization more formalized is
the Orientation programme.
Proper Placement of employees will lower the chances of employee’s absenteeism. The
employees will be more satisfied and contended with their work.
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➢ TRAINING OF EMPLOYEE-
Training of employees takes place after orientation takes place. Training is the process of
enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.
Importance of Training
Training is crucial for organizational development and success. It is fruitful to both employers
and employees of an organization. An employee will become more efficient and productive if he
is trained well.
Training is given on four basic grounds:
1. New candidates who join an organization are given training. This training familiarize
them with the organizational mission, vision, rules and regulations and the working
conditions.
2. The existing employees are trained to refresh and enhance their knowledge.
3. If any updations and amendments take place in technology, training is given to cope up
with those changes. For instance, purchasing a new equipment, changes in technique of
production, computer implantment. The employees are trained about use of new
equipments and work methods.
4. When promotion and career growth becomes important. Training is given so that
employees are prepared to share the responsibilities of the higher level job.
The benefits of training can be summed up as:
1. Improves morale of employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he
will contribute to organizational success and the lesser will be employee absenteeism and
turnover.
2. Less supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.
3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.
4. Chances of promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
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5. Increased productivity- Training improves efficiency and productivity of

employees. Well trained employees show both quantity and quality performance. There is
less wastage of time, money and resources if employees are properly trained.
Ways/Methods of Training:
Training is generally imparted in two ways:
1. On the job training- On the job training methods are those which are given to the
employees within the everyday working of a concern. It is a simple and cost-effective
training method. The inproficient as well as semi- proficient employees can be well
trained by using such training method. The employees are trained in actual working
scenario. The motto of such training is “learning by doing.” Instances of such on-job
training methods are job-rotation, coaching, temporary promotions, etc.
2. Off the job training- Off the job training methods are those in which training is provided
away from the actual working condition. It is generally used in case of new employees.
Instances of off the job training methods are workshops, seminars, conferences, etc. Such
method is costly and is effective if and only if large number of employees have to be
trained within a short time period. Off the job training is also called as vestibule
training,i.e., the employees are trained in a separate area( may be a hall, entrance,
reception area,etc. known as a vestibule) where the actual working conditions are
duplicated.
➢ EMPLOYEE REMUNERATION:
Employee Remuneration refers to the reward or compensation given to the employees for their
work performances. Remuneration provides basic attraction to a employee to perform job
efficiently and effectively. Remuneration leads to employee motivation. Salaries constitutes an
important source of income for employees and determine their standard of living. Salaries effect
the employees productivity and work performance. Thus the amount and method of
remuneration are very important for both management and employees.
There are mainly two types of Employee Remuneration:
1. Time Rate Method

2. Piece Rate Method
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These methods of employee remuneration are explained below in detail-
1. Time Rate Method: Under time rate system, remuneration is directly linked with the
time spent or devoted by an employee on the job. The employees are paid a fixed pre-
decided amount hourly, daily, weekly or monthly irrespective of their output. It is a very
simple method of remuneration. It leads to minimum wastage of resources and lesser
chances of accidents. Time Rate method leads to quality output and this method is very
beneficial to new employees as they can learn their work without any reduction in their
salaries. This method encourages employees unity as employees of a particular
group/cadre get equal salaries.
There are some drawbacks of Time Rate Method, such as, it leads to tight supervision,
indefinite employee cost, lesser efficiency of employees as there is no distinction made
between efficient and inefficient employees, and lesser morale of employees.
Time rate system is more suitable where the work is non-repetitive in nature and
emphasis is more on quality output rather than quantity output.
2. Piece Rate Method: It is a method of compensation in which remuneration is paid on the

basis of units or pieces produced by an employee. In this system emphasis is more on
quantity output rather than quality output. Under this system the determination of
employee cost per unit is not difficult because salaries differ with output. There is less
supervision required under this method and hence the per unit cost of production is low.
This system improves the morale of the employees as the salaries are directly related with
their work efforts. There is greater work-efficiency in this method.
There are some drawbacks of this method, such as, it is not easily computable, leads to
deterioration in work quality, wastage of resources, lesser unity of employees, higher cost
of production and insecurity among the employees.
Piece rate system is more suitable where the nature of work is repetitive and quantity is
emphasized more than quality.
➢ PERFORMANCE APPRAISAL:
The performance appraisal is the process of assessing employee performance by way of

comparing present performance with already established standards which have been already
communicated to employees, subsequently providing feedback to employees about their
performance level for the purpose of improving their performance as needed by the organisation.
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As said above the very purpose of performance uprising is to know performance of

employee, subsequently to decide whether training is needed to particular employee or to
give promotion with additional pay hike. performance appraisal is the tool for determining
whether employee is to be promoted, demoted or sacked
( remove ) in case of very poor performance and no scope for improvement.
Every corporate sector uses performance appraisal as a tool for knowing about the employee and
take decisions about particular employee. for the purpose of performance appraisal of employees
there are different methods under the category of traditional methods and modern methods which
are discussed in following chapters.
Objectives of performance appraisal:
• To review the performance of the employees over a given period of time

• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior – subordinates
and management – employees.
• To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be performed
by the employees.
• To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
• To reduce the grievances of the employees.
Benefits of Performance Appraisal:
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working
life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one
discussion of important work issues that might not otherwise be addressed.
Almost universally, where performance appraisal is conducted properly, both supervisors and
subordinates have reported the experience as beneficial and positive.
Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and
correct existing problems, and to encourage better future performance. Thus the performance of
the whole organization is enhanced.
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For many employees, an "official" appraisal interview may be the only time they get to have
exclusive, uninterrupted access to their supervisor. Said one employee of a large organization
after his first formal performance appraisal, "In twenty years of work, that's the first time anyone
has ever bothered to sit down and tell me how I'm doing."
The value of this intense and purposeful interaction between a supervisors and subordinate
should not be underestimated.
 Motivation and Satisfaction -
Performance appraisal can have a profound effect on levels of employee motivation and
satisfaction - for better as well as for worse.
Performance appraisal provides employees with recognition for their work efforts. The power of
social recognition as an incentive has been long noted. In fact, there is evidence that human
beings will even prefer negative recognition in preference to no recognition at all.
If nothing else, the existence of an appraisal program indicates to an employee that the
organization is genuinely interested in their individual performance and development. This alone
can have a positive influence on the individual's sense of worth, commitment and belonging.
The strength and prevalence of this natural human desire for individual recognition should not be
overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if
more attention were paid to it. Regular performance appraisal, at least, is a good start.
 Training and Development -
Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for
a supervisor and subordinate to recognize and agree upon individual training and development
needs.
During the discussion of an employee's work performance, the presence or absence of work
skills can become very obvious - even to those who habitually reject the idea of training for
them!
Performance appraisal can make the need for training more pressing and relevant by linking it
clearly to performance outcomes and future career aspirations.
From the point of view of the organization as a whole, consolidated appraisal data can form a
picture of the overall demand for training. This data may be analysed by variables such as sex,
department, etc. In this respect, performance appraisal can provide a regular and efficient
training needs audit for the entire organization.
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 Recruitment and Induction -
Appraisal data can be used to monitor the success of the organization's recruitment and
induction practices. For example, how well are the employees performing who were hired in the
past two years?
Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies.
By following the yearly data related to new hires (and given sufficient numbers on which to base
the analysis) it is possible to assess whether the general quality of the workforce is improving,
staying steady, or declining.
 Employee Evaluation -
Though often understated or even denied, evaluation is a legitimate and major objective of
performance appraisal.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and
developmental priorities appear to frequently clash. Yet at its most basic level, performance
appraisal is the process of examining and evaluating the performance of an individual.
Though organizations have a clear right - some would say a duty - to conduct such evaluations of
performance, many still recoil from the idea. To them, the explicit process of judgement can be
dehumanizing and demoralizing and a source of anxiety and distress to employees.
It is been said by some that appraisal cannot serve the needs of evaluation and development at
the same time; it must be one or the other.
But there may be an acceptable middle ground, where the need to evaluate employees
objectively, and the need to encourage and develop them, can be balanced.
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• Performance Appraisal Process –
Establishing performance
standards communicating
standards and expectatons
measuring the actual
performance
comparing with standards
discussing results
(providing feedback)
decision making (taking correctve
actons)
Establishing performance standards
The first step in the process of performance appraisal is the setting up of the standards which will
be used to as the base to compare the actual performance of the employees. This step requires
setting the criteria to judge the performance of the employees as successful or unsuccessful and
the degrees of their contribution to the organizational goals and objectives. The standards set
should be clear, easily understandable and in measurable terms. In case the performance of the
employee cannot be measured, great care should be taken to describe the standards.
Communicating the standards

Once set, it is the responsibility of the management to communicate the standards to all the
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employees of the organization. The employees should be informed and the standards
should
be clearly explained to the employees. This will help them to understand their roles and to know
what exactly is expected from them.
The standards should also be communicated to the appraisers or the evaluators and if required,
the standards can also be modified at this stage itself according to the relevant feedback from the
employees or the evaluators.
Measuring the actual performance

The most difficult part of the Performance appraisal process is measuring the actual performance
of the employees that is the work done by the employees during the specified period of time. It is
a continuous process which involves monitoring the performance throughout the year. This stage
requires the careful selection of the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and providing assistance rather than
interfering in an employees work.
Comparing actual performance with desired performance

The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards set. The
result
can show the actual performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating and analysis of data related to
the employees’ performance.
Discussing resulst [Feedback]

The result ofthe appraisal is communicated and discussed with the employees on one-to-one
basis. The focus of this discussion is on communication and listening. The results, the problems
and the possible solutions are discussed with the aim of problem solving and reaching consensus.
The feedback should be given with a positive attitude as this can have an effect on the
employees’ future performance. Performance appraisal feedback by managers should be in such
way helpful to correct mistakes done by the employees and help them to motivate for better
performance but not to demotivate. Performance feedback task should be handled very carefully
as it may leads to emotional outburst if it is not handing properly. Sometimes employees should
be prepared before giving them feedback as it may be received positively or negatively
depending upon the nature and attitude of employees.
A research conducted by TJinsite, underlined that in an effective organisation, assignments and
projects are monitored continually. According to 46% of surveyed organisations, ongoing
monitoring - periodic reviews and managerial feedback - provides the opportunity to check how
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well employees are meeting pre-determined standards and to make changes in unrealistic or
problematic standards.
Decision-making
The purpose of conducting employee performance appraisal is for making decisions about
employees without any bias by the HR manager. Decision-making by HR managers about
employees rewarding, promotions, demotions, transfers and sometimes suspensions/dismissal of
employees are depended upon the employee performance appraisal. The decision taken by HR
manager should match exactly with performance appraisal results of employees to avoid
grievance or disturbances in between them, as they affects overall performance of the
organisation.
❖ OBJECTIVES OF MANPOWER PLANNING:
The main objective of having human resource planning is to have an accurate number of employ-
ees required, with matching skill requirements to accomplish organisational goals.
In other words, the objectives of human resource planning are to:

1. Attracting and retaining the number of people required with the appropriate skills,
expertise and competencies.
2. Developing a well trained and flexible work force for contributing to the organizations
ability to adapt to an uncertain and changing environment.
3. Reducing dependence on external recruitment when key skills are in short supply by
evolving retention as well as employee development strategies.
4. Ensure adequate supply of manpower as and when required.
5. Ensure proper use of existing human resources in the organisation.
6. Forecast future requirements of human resources with different levels of skills.
7. Assess surplus or shortage, if any, of human resources available over a specified period
of time.
8. Anticipate the impact of technology on jobs and requirements for human resources.
9. Control the human resources already deployed in the organisation.
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10. Provide lead time available to select and train the required additional human
resource over a specified time period.
According to Sikula “the ultimate purpose/objective of human resource planning is to relate

future human resources to future enterprise need so as to maximise the future return on
investment in human resources”.
❖ NEED FOR MANPOWER PLANNING:
The need for human resource planning in organisation is realised for the following reasons:
1. Despite growing unemployment, there has been shortage of human resources with required
skills, qualification and capabilities to carry on works. Hence the need for human resource
planning.
2 Large numbers of employees, who retire, die, leave organisations, or become incapacitated
because of physical or mental ailments, need to be replaced by the new employees. Human
resource planning ensures smooth supply of workers without interruption.
3. Human resource planning is also essential in the face of marked rise in workforce turnover
which is unavoidable and even beneficial. Voluntary quits, discharges, marriages, promotions
and seasonal fluctuations in business are the examples of factors leading to workforce turnover in
organisations. These cause constant ebb and flow in the work force in many organisations.
4. Technological changes and globalisation usher in change in the method of products and
distribution of production and services and in management techniques. These changes may also
require a change in the skills of employees, as well as change in the number of employees
required. It is human resource planning that enables organisations to cope with such changes.
5. Human resource planning is also needed in order to meet the needs of expansion and diver-
sification programmes of an organisation.
6. The need for human resource planning is also felt in order to identify areas of surplus
personnel or areas in which there is shortage of personnel. Then, in case of surplus personnel, it
can be redeployed in other areas of organisation. Conversely, in case of shortage of personnel, it
can be made good by downsizing the work force.
7. To determine future manpower requirements: It solves the problem of excess manpower or

understaffing
8. To execute important functions: Human resource planning provides valuable and timely
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information to design and execute functions such as recruitment, selection, transfers,

promotions, layoffs, training and development, and performance appraisals.
9. To reduce costs: Human resource planning helps the organization anticipate imbalances in
human resource and facilitates reduction in resource costs.
10. To aid international strategies: Global operations are becoming very common.
International expansion strategies are not possible without human resource planning. It
facilitates the process of meeting staffing needs.
❖ IMPORTANCE OF MANPOWER PLANNING IN AN ORGANIZATION:
Human resource planning is important to organization because it benefits the organization in

several ways. The important ones are mentioned below:
1. Human resource planning meets the organization need for right type of people in right number
at right times.
2. By maintaining a balance between demand for and supply of human resources, human
resource planning makes optimum use of human resources, on the one hand, and reduces labour
cost substantially, on the other.
3. Careful consideration of likely future events, through human resource planning might lead to
the discovery of better means for managing human resources. Thus, foreseeable pitfalls might be
avoided.
4. Manpower shortfalls and surpluses may be avoided, to a large extent.
5. Human resource planning helps the organization create and develop training and succession
planning for employees and managers. Thus, it provides enough lead time for internal succession
of employees to higher positions through promotions.
6. It also provides multiple gains to the employees by way of promotions, increase in emolu-
ments and other perquisites and fringe benefits.
7. Some of the problems of managing change may be foreseen and their consequences mitigated.
Consultations with affected groups and individuals can take place at an early stage in the change
process. This may avoid resistance for change.
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8. Human resource planning compels management to asses critically the strength and weak-
nesses of its employees and personnel policies on continuous basis and, in turn, take corrective
measures to improve the situation.
9. Through human resource planning, duplication of efforts and conflict among efforts can be
avoided, on the one hand, and coordination of worker’s efforts can be improved, on the other.
10. Last but no means the least, with increase in skill, knowledge, potentialities, productivity and
job satisfaction, organization becomes the main beneficiary. Organization is benefitted in terms
of increase in prosperity/production, growth, development, profit and, thus, an edge over its
competitors in the market.
❖ RELATIONSHIP BETWEEN HUMAN RESOURCE PLANNING AND

EMPLOYEE PRODUCTIVITY
The importance of increasing productivity is one of the most critical goals in business and
Human resource planning is very essential for the achievement and attainment of this
productivity (Armstrong, 1992:121).therefore, there is a relationship between Human Resource
Planning and Employee Productivity whose importance and significance resides in Ubeku (1983)
identified activities that enhance managerial effectiveness that engenders employee productivity:
Acquisition of Best Human Resources: Human resource planning determines future human
resource requirements in an organization. The main objective of Human resource planning is to
manage right person at right place at right time. Beyond this, it is concerned to job analysis,
recruitment, selection, and socialization. Therefore, human resource planning is essential for
employee productivity.
Focusing on Corporate Goal: Human resource planning is goal directed. It gives focus on
corporate goal. Human resource goals are linked to overall strategic goal of organization. Such
linkage helps to promote better co-ordination, easy implementation, and effective control.
Therefore, human resource planning is essential for productivity.
Optimal Utilization of Human Resources: Human resource planning helps to proper utilization
of human resource in an organization. It facilitates in motivation, performance appraisal, and
compensation management. And it also identifies surplus or unutilized human resource. So,
human resource planning is essential for productivity.
Human Resources development: Human resource planning determines the numbers and the
qualification of employees. Recruitment, selection, placement, and socialization are done
scientifically. It also provides adequate time and place for seminar, workshop, training and
development and other career development programs to the development of human resource for
productivity.
Effective Reduction of Uncertainty: Environmental factors like economic, political-legal,
social-cultural, and technological can create uncertainty. Human resource planning reduces such
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uncertainty by forecasting future human resource. It matches demand and supply of human
resource. It also develops recruitment, selection, placement, and socialization basis after studying
and analyzing such environmental factors. This is very essential for productivity.
Reduction of Labour Cost: Human resource planning reduces labor cost, which minimizes cost
of production and product price. Labour cost can be reduced by utilizing available labour force
effectively. Reduction in labour cost promotes competition ability of organization. Thus, human
resource planning is also essential for productivity.
Regularity of Production: Human resource planning ensures regularity in production. It
determines right person at right job. It also facilitates to provide motivational incentives and
development opportunities. This creates regular working environment. Therefore, human
resource planning is essential for productivity.
❖ Levels of Human Resource Planning:

Human resource planning is useful at different levels.
At the National Level:

Human resource planning by Government at the national level covers population projections,
programme of economic development, educational and health facilities, occupational distribution
and growth, mobility of personnel across industries and geographical regions.
At the Sector Level:

This would cover manpower requirements of the agricultural sector, industrial sector and service
sector.
At the Industry Level:

This would forecast manpower need for specific industries, such as engineering, heavy
industries, textile industries, plantation industries, etc.
At the Level of Industrial Unit:

It relates to the manpower needs of a particular enterprise.
❖ TIPS IN HUMAN RESOURCE MANAGEMENT PLANNING:
As it is clear from the above discussion, human resource strategic planning involves
understanding the company’s strategic plan and HR’s role in the organization. The planning
aspects meet the needs of the strategic plan by knowing how many people should be hired, how
many people are needed, and what kind of training they need to meet the goals of of the
organization.
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The various tips on successful HR strategic planning are as follows:
Link HRM plan to company plan:
Understanding the nature of the business is key to being successful in creating strategic plan for
HRM. Because every businessis different, the needs of the business may change, depending on
the economy, the season, and societal changes in our country. HR managers need to understand
all these aspects of the business to better predict how many people are needed, what types of
training are needed and how to compensate people, for example, the strategic plan that the HR
manager writes should address these issues. To address these issues, the HR manager should
develop the departmental goals and HR plans based on the overall goals of the organization. In
other words, HR should not operate alone but in tandem with the other parts of the organization.
The HRM plan should reflect this.
Monitor the Plan Constantly
Oftentimes a great strategic plan is written, taking lots of time, but isn’t actually put into practice
for a variety of reasons, such as the following:
1. The plan wasn’t developed so that it could be useful.

2. The plan wasn’t communicated with management and others in the HRM department.
3. The plan did not meet the budget guidelines of the organization.
4. The plan did not match the strategic outcomes of the organization.
5. There was lack of knowledge on how to actually implement it.
There is no point in developing a plan that isn’t going to be used. Developing the plan and then
making changes as necessary are important to making it a valuable asset for the organization. A
strategic plan should be a living document, in that it changes as organizational or external factors
change. People can get too attached to a specific plan or way of doing things and then find it hard
to change. The plan needs to change constantly or it won’t be of value.
Measure It
A good strategic plan and HR plan should discuss the way “success” will be measured. For
example, rather than writing, “Meet the hiring needs of the organization,” be more specific:
“Based on sales forecasts from our sales department, hire ten people this quarter with the skills to
meet our ten job openings.” This is a goal that is specific enough to be measured. These types of
quantitative data also make it easier to show the relationship between HR and the organization,
and better yet, to show how HR adds value to the bottom line. Likewise, if a company has a
strategic objective to be a safe workplace, you might include a goal to “develop training to meet
the needs of the organization.” While this is a great goal, how will this be measured? How will
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you know if you did what you were supposed to do? It might be difficult to measure this
with such a general statement. On the other hand, a goal to “develop a safety training workshop
and have all employees complete it by the end of the year” is specific and can be measured at the
end to determine success.
Sometimes Change Is Necessary
It can be difficult to base an entire plan on forecasted numbers. As a result, an HRM department
that is willing to change quickly to meet the needs of the organization proves its worthiness.
Consider a sales forecast that called for fifteen new hires, but you find out months later the
organization is having a hard time making payroll. Upon digging deeper, you find the sales
forecasts were overexaggerated, and now you have fifteen people you don’t really need. By
monitoring the changes constantly (usually done by asking lots of questions to other
departments), you can be sure you are able to change your strategic plan as they come.
❖ CHALLENGES IN MANPOWER PLANNING:
Following are the main obstacles that organizations face in the process of manpower planning:
1. Under Utilization of Manpower: The biggest obstacle in case of manpower planning is

the fact that the industries in general are not making optimum use of their manpower and
once manpower planning begins, it encounters heavy odds in stepping up the utilization.
2. Degree of Absenteeism: Absenteeism is quite high and has been increasing since last
few years.
3. Lack of Education and Skilled Labour: The extent of illiteracy and the slow pace of
development of the skilled categories account for low productivity in employees. Low
productivity has implications for manpower planning.
4. Manpower Control and Review:
a. Any increase in manpower is considered at the top level of management
b. On the basis of manpower plans, personnel budgets are prepared. These act as
control mechanisms to keep the manpower under certain broadly defined limits.
c. The productivity of any organization is usually calculated using the formula:
Productivity = Output / Input
. But a rough index of employee productivity is calculated as follows:
Employee Productivity = Total Production / Total no. of employees
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d. Exit Interviews, the rate of turnover and rate of absenteesim are source of
vital information on the satisfaction level of manpower. For conservation of
Human Resources and better utilization of men studying these condition,
manpower control would have to take into account the data to make meaningful
analysis.
e. Extent of Overtime: The amount of overtime paid may be due to real shortage of
men, ineffective management or improper utilization of manpower. Manpower
control would require a careful study of overtime statistics.
Few Organizations do not have sufficient records and information on manpower. Several of
those who have them do not have a proper retrieval system. There are complications in resolving
the issues in design, definition and creation of computerized personnel information system for
effective manpower planning and utilization. Even the existing technologies in this respect is not
optimally used. This is a strategic disadvantage.
❖ DETERMINANTS OF HRP:
There are several factors that affect HRP. These factors or determinants can be classified into
I. external factors and
II. internal factors.
I. External Factors •
Government Policies : Policies of the government like labour policy, industrial relations policy,
policy towards reserving certain jobs for different communities and sons-of-the soils, etc. affect
the HRP.
Level of Economic Development : Level of economic development determines the level of
HRD in the country and thereby the supply of human resources in future in the country
Business Environment : External business environmental factors influences the volume and
mix of production and thereby the future demand for human resources. •
Level of Technology : Level of technology determines the kind of human resources required.
International Factors : International factors like the demand for the resources and supply of
human resources in various countries.
II . Internal Factors
• Company Policies and Strategies: Company’s policies and strategies relating to
expansion diversification, alliances, etc. determines the human resource demand in terms of
quality and quantity.
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• Human Resource Policies: Human resources policies of the company regarding quality of
human resource, compensation level, quality of work life, etc. influences human resource plan.
Job Analysis: Fundamentally, human resource plan is based on job analysis. Job description and
job specification determines the kind of employees required. •
Time Horizons: Companies with stable competitive environment can plan for the long run
whereas the firms with unstable competitive environment can plan for only short-term range.
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NUMBER OF EMPLOYEES:
Central Coalfields Limited
“Darbhanga House; Ranchi”
(Provisional)
Monthy Manpower Report in Format P-14 for the month of August ’2017.
Category Strength as on 01.08.2017 of CCL

Officer 2404
M/Rated 9823
D/Rated 27446
P/Rated 1381
Casuals 3
Trainees 445
Badlies 47
Total 41549
Male & Female Wise Manpower
Sl. No. Male Female

1. 2250 (Executive) 154 (Executive)
2. 35579 (Non –Executive) 3566 (Non-Executive)
Total 37829 3720
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RESEARCH
METHODOLOGY
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A descriptive research design has been followed for this research which highlights both the qualitative and
quantitative
Aspects of the identified problem.
PRIMARY DATA:
To collect primary data the best way is to interact with people directly it can be through direct
interviews and questionnaires. Both these methods have been used for collection of primary data.
SECONDARY DATA:
Secondary data is collected from company websites and various literature reviews. As the company
is in news because of its various plans , so I benefitted a lot from articles on net.
SURVEY DESIGN/STUDY AREA:
Random stratified sampling was chosen for research. Company was selected as the study areaand
people from this area were selected for filling up of questionnaires and collecting responses due to
convenience of location.
SAMPLING PLAN:
Sampling plan for this research project is devided into following four steps:
• Sample size: A sample size of 50 respondents was chosen because of time constraint.
Though small size but it consists of varied type of respondents so as to overcome any error at
the time of generalization of result.
• Sample unit: CCL Darbhanga House, Ranchi was chosen as sample unit. Survey wa
conducted in June- July, 2017.
• Sample procedure: Due to time and various other constraints convenience was restored. But
efforts were made to check the accuracy of responses.
• Contact method: Questionnnaire method was used to establish direct

contact with respondents.
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DATA ANALYSIS
AND
INTERPRETATION
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GRAPHICAL REPRESENTATION OF DATA
1. Are you happy with manpower planning process?
A)Highly satisfied- 10% B) Satisfied- 15%
C) Neutral- 40%D) dissatisfied- 25%
Happy with manpower planning

process?
Highly
satisfied
11%
28% Neutral
17%
Dissatsfi
44% ed
2. How do you feel about interview panel?

A) Excellent- 20%B) Good- 30%
C) Satisfactory-40% D) Poor- 10%
interview pannel
excellent
10%
Good
20%
Satisfacto
40% ry
30%
Poor
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3. How do you come to know about opening in CCL?
A) Newspaper-50%B) Internet- 40%
C) Friends- 6%D)Other- 4%
informed about openings in CCL

50%
40%
6%
4%
Newspaper Internet Friends Others
4. Do you want refer more friend to CCL?
A)Yes- 90%B) No- 10%
refer more friends to CCL?

10%
No
90%
5. What should be the best manpower planning sources according to your
performance?
A)Internal manpower planning- 15% B) External manpower planning- 10%
C) Both- 75%
best manpoer planning sources
15% 10%
Internal External Both
planning planning
6. Did you finally know about the company policies before in this company?
a) Yes- 24% B)No- 76%
awareness about company policies
24%
yes
no
76%
7. The objective of the appraisal tool is appropriate to the need of the staff.
A) Strongly agree- 5% B) Agree- 69%
C) Neither agree nor disagree- 20% D) Strongly disagree- 6%
is objective of the appraisal tool

appropriate?
80%
60%
40%
20%
0%
Strongly Agree Neither Strongly
agree agree nor
disagree
8. My superior help to resolve staff problem on work related matters.

C) Neither agree nor disagree-20% D) Strongly disagree- 10%
Superior help to resolve staff

problem
40%
30%
20%
10%
Strongly agree Agree Neither agree Strongly

nor disagree disagree
9. The management is helpful and sympathy to my problem in my workstation.
C) Neither agree nor disagree-25% D) Strongly disagree- 15%
management help
Strongly
agree
Agree
15% 30%
25%
Neither
30% agree nor
disagree
10. Employee take part in the formulation of the performance appraisal system.
A) Strongly agree- 20% B) Agree-45%
C) Neither agree nor disagree- 15%D) Strongly disagree- 20%
Employee partcipaton in
formulaton of PAS
45%
20% 20%
15%
Strongly Agree Neither Strongly

agree agree nor disagree
disagree
11. The result of the evaluation are openly explained and discussed to the employee.
A ) Strongly agree- 2% B) Agree- 5%
C) Neither agree nor disagree- 13% D) strongly disagree- 80%
is there transpirancy in the results

of evaluation?
Strogly agree Agree
Neither agree nor disagree Strogly disagree
5% 13%
80%
12. How much did the company take responds to your application?
A) Less than five days- 80% B) 5-10 days- 10%
C) 11-20 days-4%D) 20-25 days-6%
tme taken by company to respond

to applicaton
80%
10% 6%
4%
Less than 5 5-10 Days 11-20 days 20-25 days

days
13. What do you find difficult in following test?
A) Aptitude- 20% B) personal interview- 15%
C) Practical- 25% D) any other- 50%
Difficulty in different tests
50%
25%
20%
15%
Apttude Personal Practcal Any other

interview
14. Rate the effectiveness of the review process and other selection instrument such as
testing?
A) Poor- 10% B) Adequate- 80%
C) Excellent- 10%
effectveness of the selection

instrument
80%
60%
effectiveness of the
40% selecton instrument
20%
0%
Poor Adequate Excellent
15. Extent of satisfaction regarding your designation and work load?
A) Highly satisfied – 80% B) Satisfied- 10%
C) neutral- 10% D) Dissatisfied- 0%
extent of satisfacton regarding your

designaton
80%
60%
40%
20%
0%
Highly satisfied Satisfied Neutral Dissatisfied
SCOPE AND LIMITATIONS
Scope:
This research will help us to identify the various operations in relation to human
resource management in CCL and above all the areas in which they can have an
edge on them.
➢ Company gives various facilities and benefits to its employees. This research
will also help in identifying different areas for improvement.
➢ This research will also be helpful in knowing the expectations of the

employees and their satisfaction level towards company management.
Limitations:
This project report suffers from following limitations:
➢ Questionnaires were filled during working hours, when most of the people are
busy and they might not have responded truly to all the questions.
➢ Research was limited to only CCL, Darbhanga House, Ranchi, and the sample
size was of 50 respondents so errors may crop in while generalizing the results.
➢ the research was conducted only for this particular organization, different
organizations may have different procedures for the same based on
organizational needs.
RESEARCH FINDINGS
The research helped us finding the following:
➢ CCL is one of the subsidiary companies of CIL (Coal India Ltd.).
➢ It is a well managed organization.
➢ Recruitment of manpower is done generraly through both, internal and external methods.
➢ Employee grievances from different zones are handelled here.
➢ The data regarding current available manpower and the required manpower in different
zones is made available timely and reguraly.
➢ The employees are given facilities of medical, vehical, housing facilities etc.
➢ Employees are provided with training and development programs time to time.
ANNEXURE
QUES T IONNAR E O N “ MANP OW ER P LA NN ING”
Hello Sir / Ma’am

My name is ANWESHA TIRKEY and I am pursuing MBA from school of Management
Studies RANCHI College Ranchi. I am an intern in CCL and doing a project on Study
of “MANPOWER PLANNING”.
I am conducting a survey which is based on the employee attitude level to NEE/IR-L
department. It will be very helpful if you spend your precious time in filing up this
questionnaire so that I can collect the data and complete my project which will reflect
the current status of all facilities provided by CCL to its employee.
PERSONAL DATA
(a) Name :
(b) Designation
:
(c) Gender: Male ( ) Female ( )
(d) Experience : 0-5yrs ( )5-10yrs ( )10-15Yrs ( ) Above 15Yrs( )
1. Are you happy with manpower planning
process? a)Highly satisfied b)

satisfied
c) neutral d) dissatisfied
2. How do you feel about interview panel?
a)Excellent b) good
c) Satisfactory d) Poor
3. How do you come to know about opening in CCL?
a)Friends b) newspaper
c) Internet d)Other
4.Do you want refer more friend to CCL?

a)Yes b) no
c)Thank You
5. What should be the best manpower planning sources according to your performance?
a)Internal manpower planning b) external manpower planning
c) both.
6. Did you finally know about the company policies before in this company?
a)Yes b)No
7. The objective of the appraisal tool is appropriate to the need of the staff.
a)Strongly agree b) Agree
c) Neither agree nor disagree d) strongly disagree
8. My superior help to resolve staff problem on work related matters.


9. The management is helpful and sympathy to my problem in my
workstation. a)Strongly agree b) Agree
10. Employee take part in the formulation of the performance appraisal system.
12. How much did the company take responds to your application?
a)Less than five days b) 5-10 days
c) 11-20 days d) 20-25 days
13. What do you difficult in following test?

a)Aptitude b) personal interview
c) Practical d) any other
14. Rate the effectiveness of the review process and other selection instrument such as
testing?
a)Poor b) adequate
c) excellent
15. Extent of satisfaction regarding you designation and work

load? a)High satisfied b) satisfied
c) neutral d) dissatisfaction
a) Strongly agree b) Agree
c)Neither agree nor disagree d) strongly disagree

CONCLUSION
Planning is essential for productivity and organizational effectiveness and efficiency because it
acquires best human resources, focuses on corporate goal, utilizes human resources, develops
human resources, reduces uncertainty and labour cost, regularizes production, maintains good
industrial relation, keeps records, and controls human resources.
Human resource planning must be linked with the organizational strategic plan as this is the only
way to make manpower planning effective since it aims at not just ensuring that people are in the
right place, at the right time and in the right number, but that they are also ready to adapt
appropriately to different activities for future manpower needs. It is therefore never late for
changes in the modus operandi of the organization hence a never ending process which utilizes
matching human resources to its demand and supply for effectiveness and efficiency in achieving
the overall organization goals. This is in lieu of the fact that the major goal of human resource
management is productivity as all the functions and activities of human resource management
are directed towards achieving high productivity which improves when managers emphasize
quality over quantity, break down barriers and empower their employees. Contemporarily,
Managers, Chief Executives and Heads are advised to use reward systems, employee
involvement, teamwork and excellent interpersonal relationship to secure high productivity in
their various organizations. Howbeit, it is the ability of an organization to align her human
resource management policies and practices with the overall organizational goals that the needed
productivity can be assured.
Manpower in which show the better of human relation in that of efficient utilization in working
employees in CCL. Finally, I conclude that CCL performance has been pretty satisfactory and
within no time it will achieve great height.
BIBLIOGRAPHY
1. Strategic Human Resource Management: A Three-Stage Process Model and Its

Influencing Factors By Krishnan, Sandeep K.; Singh, Manjari
South Asian Journal of Management, Vol. 18, No. 1, January-March 2011

2. Organizational Success through Effective Human Resources Management By Ronald R.
Sims
Quorum Books, 2002
3. Understanding Human Resource Management By Ken N. Kamoche

Open University Press, 2001
4. Reinventing Human Resources Management: Challenges and New Directions By Ronald

J. Burke; Cary L. CooperRoutledge, 2005
5. http://managementstudyguide.com/manpower-planning.html
6. http://www.studymode.com/subjects/manpower-planning-literature-review-page1.html
7. http://www.studentsvstrash.com/best-research-paper-topics-on-human-
resource- management
8. http://eajournals.org/wp-content/uploads/Human-Resource-Planning-and-Employee-
productivity-in-Nigeria-Public-Organization.pdf

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PROJECT Manpower Planning

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SCHOOL OF MANAGEMENT STUDIES, RANCHI COLLEGE, RANCHI

HUMAN RESOURCE & MANPOWER PLANNING

Submitted by: Under the supervision of:

Class Roll No. : 14 (P)/IR-L Department

I wish her success in life.

Dr. N. D. Goswami Miss Surabhi Kachhap

Serial No. Particulars

2. Company profile CCL, Ranchi

3. Human Resource Management

6. Data Analysis And Interpretation

7. Scope And Limitations

COAL INDIA LIMITED

FORMATION OF COAL INDIA LIMITED

1. Eastern Coalfields Ltd. (ECL) ,Sanctoria , West Bengal.

LOCATION OF COAL MINES IN INDIA

 Major Coal Producing States in India

"Committed to create eco-friendly mining"

"To become a World class, Innovative, Competitive &ProfitableCoal Mining Operation to

• Coal Mining through efficiently operated mines.

ORGANISATIONAL STRUCTURE OFCENTRAL COALFIELDS LIMITED:

Sl. No. Schemes under Kayakalp Yojna

WHAT IS HUMAN RESOURCE MANAGEMENT (HRM):

“HR is important in good times, HR is defined in hard times.”

THE ROLE OF HRM:

❖ Development of a staffing plan:

 DEVELOPMENT OF WORKPLACE POLICIES:

❖ Discipline process policy

❖ Unsatisfaction with their job

 TRAINING AND DEVELOPMENT:

❖ Job skills training, such as how to run a particular computer program

 DEALING WITH LAWS AFFECTING EMPLOYMENT:

 AWARENESS OF EXTERNAL FACTORS:

❖ Globalization and offspring

SKILLS NEEDED FOR HRM:

CHALLENGES IN MODERN HRM:

4. Ethics :A discussion of ethics is necessary when considering challenges of human

BREAKING DOWN 'Human Resource Planning - HRP':

1. Were enough people hired?

2. Did you have to scramble to hire people at the last minute?

3. What are the skills your current employees possess?

4. What skills do your employees need to gain to keep up with technology?

5. Who is retiring soon?

Definition of human resource planning:

• with the necessary knowledge,

• skills and experience,

• with the required personal characteristics,

• optimally motivated and with desired relationship to work,

• flexible and ready for change,

• optimally positioned on jobs and in working group,

• at the right time,

• with the appropriate costs.

➢ Characteristics Of Human Resource Planning

Characteristics of effective human resource planning are as follows:

3. Optimum Utilization Of Human Resources:

Human resource planning focuses on optimum utilization of resources in the organization. It

4. Right Kinds And Numbers:

5. Determination Of Demand And Supply:

Human resource planning is influenced by environmental changes, hence, it is to be updated as

7. Related To Corporate Plan:

8. A Part Of Human Resource Management System:

❖ STEPS IN MANPOWER PLANNING:

• Analyzing the present conditons (Analiysis)

• Striking a balance (Gap Analysis)

• Strategy development (Integratng the plan)

1) Analyzing Present Conditions (Analysis):

2) Forecasting Demand (Fture Projections):