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Planning Human
Resources HR HR Expert: Leo Lingham - 3/10/2009
Management HR Jobs
Question
Career for HR Sir, please help me with the following questions:
1) Why HR Planning is important? describe the forecasting techniques that are
Question Library being used for HR Planning in your organization or any organization you are
famaliar with. Describe the organization u are referring to.
Ask a question about2) What is meant by Job Analysis? Explain the methods of collecting information for
job analysis in your organization or any organization u are familiar with. Describe
Management Consulting
the organization u are referring to.
Volunteer 3) Discuss the objectives of Performance Appraisal. Describe the methods of
Experts of the Monthperformance appraisal being used in an organization you are acquainted with.
Expert Login Describe the organization you are referring to.
4) What is human resource cost? Discuss the measurement of HR cost in your
organization or any organization u are familiar with. Describe the organization u are
Awards referring to.
5) Describe the recruitment policy of your organization or any organization u are
About Us familiar with. Discuss the advantages of recruiting from internal and external
sources. Briefly describe the organization u are referring to.
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Expertise
management consultingAnswer
process, management MADUGULA,
consulting career, HERE IS THE ANSWERS FOR Q1-Q2-Q4.
I CANNOT FIT THE ANSWERS FOR Q3/Q5.
management development,
human resource planning
PLEASE RE-SEND THE Q3/Q5.
and development, strategic
REGARDS
planning in human
LEO LINGHAM.
resources, marketing,
careers in management,==========================================
product management etc1)Why Human resources planning is important? Describe the Forecasting
techniques that are being used for human resources planning in your organization
Experience or any organization you are acquainted with. Describe the organization you are
18 years working referring to.
managerial experience
covering business planning,
Importance of HR PLANNING
strategic planning,
corporate planning,
management service, 1) Each Organisation needs personnel with necessary qualifications, skills,
knowledge, experience & aptitude .
organization development,
marketing, sales 2) Need for Replacement of Personnel - Replacing old, retired or disabled
management etc personnel.
3) Meet manpower shortages due to labour turnover
PLUS
4) Meet needs of expansion / downsizing programmes
24 years in management 5) Cater to Future Personnel Needs
6) Nature of present workforce in relation with Changing Environment - helps to
consulting which includes
cope with changes in competitive forces, markets, technology, products and
business planning, strategic
planning, marketing , government regulations.
product management, Shift in demand from ERP to internet programming has increased internet
human resource programmers .
management, management
training, business coaching,
counseling etc
HOW HR PLANNING COULD BE USED
Organizations i) quantify job for producing product / service
ii) quantify people & positions required
PRINCIPAL -- BESTBUSICON
Pty Ltd ii) determine future staff-mix
iii) assess staffing levels to avoid unnecessary costs
Education/Credentials
iv) reduce delays in procuring staff
MASTERS IN SCIENCE
v) prevent shortage / excess of staff
MASTERS IN BUSINESSvi) comply with legal requirements
ADMINSTRATION
-------------------------------------------------------------
Human resource planning is the process of anticipating and
carrying out the movement of people into, within, and out of
the organization. Human resources planning is done to achieve
the optimum use of human resources and to have the correct
number and types of employees needed to meet organizational
goals.
Thus, it is a double-edged weapon. If used properly, it leads
not only to proper utilization, but also reduces excessive labor
turnover and high absenteeism, and improves productivity.
It can also be defined as the task of assessing and anticipating
the skill, knowledge and labor time requirements of the
organization, and initiating action to fulfill or ‘source” those
requirements. Thus, if the organization as a whole or one of its
subsystem is not performing to the benchmark, in other words,
it is declining, it may need to plan a reduction or redeploys its
existing labor force.

On the other hand, if it is growing or diversifying, it might


need to find and tap into a source of suitably skilled labor .
That is why; we need to plan in advance even for procuring
human resources, which in contrast to a general myth are not
abundant!! Thus, in the same line, we propose that organization
can achieve its goals effective through effective contingencies
of all the HR functions; for example, the structure of an
organization and the design of the job within it affect an
organization’s ability to achieve only through the efforts of
people. It is essential therefore, those jobs within the organization
be staffed with the personnel who are qualified to perform
them. Meeting these staffing needs requires effective planning
for human resources

HENCE “HR planning is the process –


including forecasting, developing and controlling by which a
firm ensures that it has-
· The right number of people,
· The right kind of people,
· At the right places,
· At the right time, doing work for which they are
economically most useful”.
=====================================================
Why has HR planning increased in importance.

BECAUSE OF

-globalization

-economic growth

-demand for skilled workers

-mobility of workers

-need for productivity improvements

-need for efficient growth

-diversity in workforce

-forward planning of resorces

-provides a planned hr resources

-controls wastage.

etc etc

WHY HRP IS SO IMPORTANT TO BUSINESS/ ORGANIZATIONS

**Forecasting future manpower requirements, where we


use mathematical projections to project trends in the
economic environment and development of the industry.

**Making an inventory of present manpower resources


and assessing the extent to which these resources are
employed optimally.

** Procuring competent personnel


requires positive recruitment efforts and the development
of a variety of recruitment sources. These sources must
consider not only the nature and conditions of the external
labor market, but also the presence of qualified personnel
who are available to fill vacancies through internal
promotions or transfers.
Keep in mind the recruitment activities is integrated with
diversity and equal employment opportunity initiatives.
Staffing needs must be anticipated sufficiently in advance to
permit the recruitment and development of fully qualified
personnel.

**Anticipating manpower problems by projecting


present resources into the future and comparing them
with the forecast of requirements to determine their
adequacy, both quantitatively and qualitatively;

**Planning the necessary programmes of requirement,


selection, training, development, utilization, transfer,
promotion, motivation and compensation to ensure that
future manpower requirements are properly met.

**It’s a systematic approach. because it ensures a


continuous and proper staffing. It avoids or checks on
occupational imbalances (shortage or surplus) occurring in
any of the department of the organization.

**There is a visible continuity in the process.

**There is a certain degree of flexibility. That is, it is subject


to modifications according to needs of the organization or
the changing circumstances. Manpower plans can be done
at micro or the macro levels depending upon various
environmental factors.

“ HRP is a kind of risk management. It involves realistically


appraising the present and anticipating the future (as far as
possible) in order to get the right people into right jobs at the
right time”.

**Ensures optimum use of man (woman, too nowadays?)


power and capitalize on the strength of HR. The
organization can have a reservoir of talent at any point of
time. People skills are readily available to carry out the
assigned tasks, if the information is collected and arranged
beforehand.

**Forecast future requirements (this is done by keeping track


of the employee turnover.) and provides control measures
about availability of HR labor time. If, for example the
organization wants to expand its scale of operations, it can
go ahead easily. Advance planning ensures a continuous
supply of people with requisite skills who can handle
challenging jobs easily.

**Help determine recruitment/induction levels.

**To anticipate redundancies/surpluses/obsolescence.

**To determine training levels and works as a foundation for


management development programmes

**Planning facilitates preparation of an appropriate manpower


budget for each department or division. This, in turn, helps in
controlling manpower costs by avoiding shortages/excesses in
manpower supply.
===========================================
HR PLANNING IS IMPORTANT BECAUSE IT PROVIDES
THE BASE PLATFORM FOR DEVELOPING

-Recruitment/ Selection PLAN


-Induction / Orientation PLAN
-Training / Developement PLAN
-Compensation PLAN
-Salary administration PLAN
-Payroll Administration PLAN
-Performance Appraisal PLAN
-Performance Management PLAN
-Industrial Relations PLAN
-Promotions PLAN [ IF ANY ]
-Terminations PLAN
-Transfers PLAN
-Staff amenities. PLAN
-retraining plan
-early retirement plan
-redundancy plan
-changes in workforce utilization plan
-career path plan
-succession plan.
-personnel and career plans
=================================================
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
=====================================================
THESE ARE THE
TECHNIQUES OF HR SUPPLY FORECASTING

1.EXPERT
-informal internal surveys.
managers prepare their own estimates based on workload.
-------------------------------------------------------------------------------------
-formal external surveys.
planners survey managers, using questionnaires or
or focused discussion.
----------------------------------------------------------------------------------
-delphi techniques
solicit estimates from a group of managers, until the
estimates converge.
============================================
2.TREND PROJECTIONS
-extrapolations
extending past rates of change into the future.
---------------------------------------------------------------------------------
-indexation
matching employment growth with , say, sales.
----------------------------------------------------------------------------------
-statistical analysis
=================================================
3. OTHERS
-planning and budgeting systems
based on strategic and corporate plannings/ budgeting.
---------------------------------------------------------------------------------------
-new venture analysis
making comparisons with similar operations.
-------------------------------------------------------------------------------------
-computer models
using multiple variables.
=================================================
AT MY ORGANIZATION WE USE
THE FOLLOWING TECHNOQUES.

1.EXPERT
-informal internal surveys.
managers prepare their own estimates based on workload.
-------------------------------------------------------------------------------------
-delphi techniques
solicit estimates from a group of managers, until the
estimates converge.
============================================
2.TREND PROJECTIONS
-indexation
matching employment growth with , say, sales.
----------------------------------------------------------------------------------
3. OTHERS
-planning and budgeting systems
based on strategic and corporate plannings/ budgeting.
==================================================
###################################################################
2)What do you mean by job analysis? Explain the methods of collecting information
for job analysis in your organization or any organization you are familiar with.
Describe the organization you referring to.

JOB ANALYSIS CONCEPT

Overview
Job Analysis is a process to identify and determine in detail the particular job duties
and requirements and the relative importance of these duties for a given job. Job
Analysis is a process where judgements are made about data collected on a job.

The Job; not the person An important concept of Job Analysis is that the analysis is
conducted of the Job, not the person. While Job Analysis data may be collected
from incumbents through interviews or questionnaires, the product of the analysis is
a description or specifications of the job, not a description of the person.

Purpose of Job Analysis


The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and
performance appraisal.

Determining Training Needs


Job Analysis can be used in training/"needs assessment" to identify or develop:
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-based, video, classroom...)

COMPENSATION
Job Analysis can be used in compensation to identify or determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)

SELECTION PROCEDURES
Job Analysis can be used in selection procedures to identify or develop:
job duties that should be included in advertisements of vacant positions;
appropriate salary level for the position to help determine what salary should be
offered to a candidate;
minimum requirements (education and/or experience) for screening applicants;
interview questions;
selection tests/instruments (e.g., written tests; oral tests; job simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires

Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives
performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
==========================================

Job Analysis is a process to identify and determine in detail the particular job duties
and requirements and the relative importance of these duties for a given job. Job
Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis:
1. Identification of major job requirements (MJRs) which are the most important
duties and responsibilities of the position to be filled. They are the main purpose or
primary reasons the position exists. The primary source of MJRs is the most
current, official position description.

2. Identification of knowledge, skills and abilities (KSAs) required to accomplish


each MJR and the quality level and amount of the KSAs needed. Most job analyses
deal with KSAs that are measurable, that can be documented, and produce
meaningful differences between candidates. Typically, possession of KSAs is
demonstrated by experience, education, or training. The goal of KSAs is to identify
those candidates who are potentially best qualified to perform the position to be
filled; they are most useful when they provide meaningful distinctions among
qualified candidates. Source documents for KSAs may be the position description,
HRM standard qualifications and job classification standards.
==========================================
FIRST STEP --CLASSIFY THE JOB

STANDARD OCCUPATIONAL CLASSIFICATIONS


THIS IS USA BASED . CHECK THE INDIAN SIC [ standard INDIAN
classifications]
The Occupational Classification System manual was created for Bureau of
STATISTICS field economists to help ensure correct occupational matches when
collecting compensation data. Available to the public, this manual allows the user to
lookup job descriptions for occupations and is used by field economists in the
classification of thousands of occupations.
Major Occupational Groups (MOGs)
MOG A Professional, Technical and Related Occupations
MOG B Executive, Administrative, and Managerial Occupations
MOG C Sales Occupations
MOG D Administrative Support Occupations, Including Clerical
MOG E Precision Production, Craft, and Repair Occupations
MOG F Machine Operators, Assemblers, and Inspectors
MOG G Transportation and Material Moving Occupations
MOG H Handlers, Equipment Cleaners, Helpers, and Laborers
MOG K Service Occupations, Except Private Household
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:

charting a job-holder's sequence of activities in performance


an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and
participants need to know what they are doing, why and what is expected as a
result. They may be intrained as interviewers and not structure the interview as
recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview
carried out by a manager with a subordinate. The manager is the analyst.

Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may
focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their
activities. A good interviewer can probe sensitive areas in more depth. Structured
questionnaires cannot easily do this. Jobholders can give overviews of their work
and offer their perceptions and feelings about their job and the environment. Rigid
questionnaires tend to be less effective where the more affective aspects of work
are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted
impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has
disadvantages. Interviews are time consuming and training is needed. Co-
counselling may remove the analyst and enable jobholders to discuss work between
themselves. Through inexperience however they may miss items and there is the
natural problem of people not establishing and maintaining rapport with each other
during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These
include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple


questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would then be
used to assist the Job Analyst who would then conduct an interview of the
incumbent(s). A draft of the identified job duties, responsibilities, equipment,
relationships, and work environment would be reviewed with the supervisor for
accuracy. The Job Analyst would then prepare a job description and/or job
specifications.
The method that you may use in Job Analysis will depend on practical concerns
such as type of job, number of jobs, number of incumbents, and location of jobs.
===============================================
THIRD STEP ---ANALYSIS OF THE JOB.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and
duties. Information to be collected about these items may include: frequency,
duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be
able to perform a job. The work environment may include unpleasant conditions
such as offensive odors and temperature extremes. There may also be definite risks
to the incumbent such as noxious fumes, radioactive substances, hostile and
aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific
equipment and tools. Equipment may include protective clothing. These items need
to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or
external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the
job. While an incumbent may have higher KSA's than those required for the job, a
Job Analysis typically only states the minimum requirements to perform the job.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
What is the job’s contribution toward the organization’s goals?

The process may seek to obtain information about the:


work
worker
context within which the job exists
=================================================
FOURTH STEP - DEVELOPING JOB DESCRIPTORS

Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such
fields have been identified. This descriptor also includes the machines, tools,
equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the
purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal
traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking.
This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
==========================================
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS

There are as many different formats for job descriptions as there are jobs, but there
are some basic pieces of information that most job descriptions have. Include them
in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in
more detail elsewhere in the description. A summary shouldn't be more than a few
sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties
involved and separates the essential functions of the job from the incidental job
functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as
education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least
important is a good way to convey this information since the task that consumes the
most time is not necessarily the most important task. You can rank on a scale of
one to 10, for example.
When and how often the tasks are performed. You might want to mention that
certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation
and job satisfaction. For example, it's a good idea to include in job descriptions
factors like the fact that the work is done off-premises, or mention the existence of
hazards, noises, physical proximity of other employees, and opportunities to
communicate with other employees. Including these factors in the job description
helps job applicants better understand the requirements of the job and helps you
select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line
communication 3]others.
Competencies.
KRA [ Key responsible areas]
KPA [ Key performance areas]
KPI [ Key performance indicators]
KPC [ Key performance criteria]
===============================================================
=====================
Describe the organisation you are referring to

The organization, I am familiar with is a


-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
-----------------------------------------------
THE ABOVE MENTIONED ORGANIZATION
-practice the job analysis as listed above.

-so far , it has faced no major problem.

-the organization uses the questionnaire as listed below.


=====================================
Job Analysis Questionnaire

TO BE COMPLETED BY EMPLOYEE

1. YOUR NAME:_________________________________WORK PHONE


NUMBER: ___________
(Last, First, Middle Initial)

2. OFFICIAL CLASSIFICATION TITLE OF YOUR POSITION:


______________________________

3. WORKING TITLE:
______________________________________________________________
(If different than official classification title)

4. TIME IN CURRENT CLASSIFICATION: ______________ (Months)

5. WORK LOCATION:
_____________________________________________________________
6.
DEPARTMENT:_________________________________DIVISION:____________
____

SECTION:__________________________________UNIT:___________________
____

7. WEEKLY HOURS: (E.G., 35, 40, 42, 56)___________________


REGULAR DAYS OFF: (DAYS OF WEEK)_________________

8. NAME OF IMMEDIATE SUPERVISOR:


______________________________________________

9. TITLE OF Supervisor’s POSITION:


______________________________________________
(Official Classification Title)

10. NAMES AND CLASSIFICATION TITLES OF OTHER PERSONS TO WHOM


YOU REPORT OR FROM WHOM YOU RECEIVE ASSIGNMENTS
_______________________________________

11. JOB SUMMARY STATEMENT: Describe the nature and purpose of your work in
one or two sentences.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

12. DUTIES AND RESPONSIBILITIES: (Regular and occasional duties must add up
to 100%)
List and number the duties you perform regularly in order of frequency. State clearly
what you do and how you do it. Group related duties into separate paragraphs or
sections. In the space at the left, estimate the amount of time you spend on each
group of duties; show time as percentages. For example, if you work 40 hours/week
and spend 20 hours on the average performing one set of duties, put 50% under
"Percentage of Time Spent". If a group of duties occurs only during a particular
season, please explain,
including the number of weeks involved. (Attach additional pages if necessary)
If you lead or supervise others, check this box 9 and be sure to complete items #32
and #33.
Percentage of REGULAR DUTIES
Time Spent
_______%
________________________________________________________________
_______%
________________________________________________________________
_______%
________________________________________________________________
_______%
________________________________________________________________
13. List and number the duties you perform occasionally in order of most
importance. Include temporary assignments or special projects. Indicate the
percentage of time that is spent on each occasional duty.
Regular and Occasional Duties must add up to 100%
Percentage of OCCASIONAL DUTIES
Time Spent
_______%
______________________________________________________________
_______%
______________________________________________________________
_______%
______________________________________________________________

14. List any vehicles, machines, hand or power tools, office equipment, software,
laboratory instruments etc., used in performing your work. Show the amount of time
spent using each of these on a daily,
weekly, or monthly basis (e.g., operate a personnel computer 1 hour every day) or
show as a percentage of your work time.
Machine, tools, equipment No. of hours or % of time
_____________________________
__________________
_____________________________
__________________
_____________________________
__________________

15. List the most important knowledge, skills and abilities you need to perform the
duties that you listed in items 12 and 13. Also list any licenses or certificates (e.g.,
R.N., driver's license, CDL, MS Excel, MS Access) required to perform your work.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

16. For what work do you make recommendations (i.e., your opinion is solicited, but
you do not have final authority)? To whom? Please give examples.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

17. For what work do you make the final decision? Please provide examples.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

18. What policies, procedures, laws, rules, standards, or trade practices do you
refer to or follow
in performing your work?
_______________________________________________________
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___
19. Do you have any responsibility for deciding what procedures, guidelines, laws,
policies, rules, etc., are to be followed in your work or the work of others?
Not usually ,Sometimes ,Regularly
Please
explain:____________________________________________________________
____
___________________________________________________________________
___
___________________________________________________________________
___

20. What work do you do on your own without checking with your supervisor?
(Refers to work identified in items #12 and 13)
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

21. Please provide examples of the kinds of matters you refer to your supervisor.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

22. With whom, or what organizations, do you have regular job related contacts?
INSIDE CITY GOVERNMENT
Titles of persons and/or Name of organization Purpose How Often
(Daily, weekly, etc)
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

OUTSIDE CITY GOVERNMENT


Titles of persons and/or Name of organization Purpose How Often
(Daily, weekly, etc)
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___
Are your contacts generally:
Friendly and cooperative?
Unfriendly and difficult?
Please explain.
___________________________________________________________________
___
__________________________________________________________________
___________________________________________________________________
___
___________________________________________________________________
___\

23. Indicate the physical effort required in your job. Show how often: daily, 2 to 3
times per week, 1 to 2 times per month, etc.
How Often
- Sitting at a desk or table with some walking, standing, bending or stooping, or
carrying light objects ___________
- Continuous operation of a Personal Computer (PC) for long periods (e.g., over 4
hrs.) ___________
- Rapid use of arms, hands or fingers in handling or manipulating objects, or
operating equipment, tools, instruments requiring fine eye-hand coordination
___________
- Repeated bending, crouching, stooping, stretching, or crawling ___________
- Grappling or fighting physically with others ___________
- Unaided lifting of objects up to: 20 pounds: ___________
50 pounds: ___________
100 pounds: ___________
over 100 pounds: ___________
- Support part of the weight of ill or infirm persons while assisting them to walk, or
roll
over in bed, or in other ways. ___________
- Climbing ladders or scaffolding ___________
- Other - Please describe ___________
___________________________________________________________________
___
___________________________________________________________________
___

24. Describe any hazards encountered in your job and how frequently (times per
week, month, or year) you are exposed to each.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

25. List any safety equipment (e.g., hard hats, goggles, radiation shields) that you
wear or safety precautions that you must follow.
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

26. Describe the surroundings in which your work is performed and state the
percentage of time spent in
those surroundings (e.g., 90% inside an office, 25% driving a car, 100% on a
hospital ward).
% of Time Surroundings in which work is performed
_______% ________________________________________________________
_______% ________________________________________________________
_______% ________________________________________________________
_______% ________________________________________________________

27. Describe any features in your surroundings which would generally be regarded
as undesirable
or unpleasant and record how often you are exposed to these undesirable or
unpleasant aspects.
___________________________________________________________________
___
___________________________________________________________________
__
___________________________________________________________________
___
___________________________________________________________________
___

28. Does your work require continuous operation of a vehicle, machine or piece of
equipment for
long periods (e.g., over 3 hours at a time)? Please describe the machine or
equipment and length
of time you continuously operate it.
___________________________________________________________________
__
___________________________________________________________________
___
___________________________________________________________________
___
___________________________________________________________________
___

ITEMS 29 & 30
TO BE COMPLETED BY EMPLOYEES WHO
SUPERVISOR OR LEAD OTHER EMPLOYEES
29. Describe your managerial and supervisory duties which involve exercise of
supervisory control over the
work of others; e.g., plan and organize the work to be done, determine how the work
should be
assigned and make work assignments, review work in progress or on completion to
assess the quality
and quantity of work produced, communicate job requirements to employees and
evaluate their work
performance, give on-the-job training, and select or participate in selecting new
employees.
___________________________________________________________________
_________
___________________________________________________________________
_________
___________________________________________________________________
_________
30. List the employees whom you lead in the performance of their work; e.g.,
instructing them on the
correct way to conduct work processes, monitoring work production and/or to whom
you provide full
supervision as described in item 29. Do not list employees supervised by your
subordinate
supervisors. Include interns, summer employees, students and volunteers if you are
responsible for
their work. Exclude contracted employees, inmates, patients, and clients.
Name Official Classification Title
____________________________ _____________________________________
____________________________ _____________________________________

a) Total number led or supervised directly: ______________


b) Total number led or supervised indirectly: ______________
(Those supervised by subordinates)
c) Total number of volunteers supervised: ______________
d) Others (explain): ______________
Total expressed as Full-Time Equivalents: ______________
(2080 hours = 1 FTE)
What percentage of time do you spend managing your department or subdivision
thereof and
supervising others? (Double check % of time spent managing and supervising in
ITEMS
12 and 13._______%

31. Additional comments (information that will help to explain your job):
___________________________________________________________________
___
___________________________________________________________________
___

I hereby certify to the best of my knowledge that the information that I have provided
regarding my/the position
is complete and factual, and accurately describes the work.
SIGNATURE:_____________________________________________________Dat
e:______________
PRINTED
NAME:_____________________________________________________________
_______

#############################################################

4)What is human resources cost? Discuss the measurement of human resources


cost in your organization or any organization you are familiar with.Describe the
organization you referring to.
THE HUMAN RESOURCE COST MEANS
-cost incurred in managing the human resources in an organization.
-cost incurred in wastages due to poor HR MANAGEMENT.

The organisation I am referring to

The organization, I am familiar with is a


-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
==============================================
THE FOLLOWING FUNCTIONS ARE PERFORMED
BY THE HR DEPARTMENT

IN A DAY-TO-DAY BASIS,

1.human resource auditing


[on an annual basis audits the organization to determine
the organization gaps and the needs]
---------------------------------------------------------------
2.human resource strategic planning
[on an annual basis , develops a hr strategic plan to
align itself with the corporate strategic plan]
-------------------------------------------------------------------------
3.human resource planning
[on an annual basis, develops a hr plan to identify
the various departments hr requirements/ action plan
to implement them]
-------------------------------------------------------------
4.manpower planning
[on a regular basis/ or as required , the hr develops the
manpower requirements within specific areas]
----------------------------------------------------------------------
5.recruitment / selection
[on a regular basis develops a program of recruitment
and selection of staff for various departments ]
--------------------------------------------------------------------------
6. induction
7. orientation
[coordinates / conducts the organization's induction /orientation
programs regularly]
----------------------------------------------------------------------------------
8. training
[on a regular basis, conducts training needs for the organization
and based on the needs, coordinates/ conducts the required training
programs]
--------------------------------------------------------------------------------
9. management development
[on a regular basis, conducts training needs/ asssessments for the
organization's
management requirements and based on the needs, coordinates/ conducts the
required
development programs]
------------------------------------------------------------------------------------------------
10.compensation development
[based on the market informations/ benchmarking, determine the
compensation packages for the organization.
manages the administration of salaries/wages/payroll]
-------------------------------------------------------------------------------
11. performance appraisals
-performance management
[coordinates/ conducts the regular performance appraisals
and manages the performance planning/development system]
------------------------------------------------------------------------
12. career planning / development
-succession planning
-talent management
[as part of the career planning/ talent management, coordiantes
and manages all the above listed activities]
=================================================
THE HUMAN RESOURCE MANAGEMENT EXPENSE BUDGET
INCLUDES [ ALL EXPENSES IN DOLLARS ]

-recruitment/ selection [ internal ] expenses


-recruitment / selection [outsourcing ] expenses
-contractors [external ] expenses
-salary/ wages [ total staff of the organization] expenses
-new staff induction expenses
-new staff orientation expenses
-training/ development expenses
-staff benefits expenses
-staff amenities expenses
-workplace facilities expenses
-workplace safety expenses
-salary contingency expenses
-workers compensation expenses
-staff communication [ includes newsletter/ intranet ] expenses
-labor relations [ legal/ investigations] expenses
-HR administration expenses
-HR travels expenses
etc etc.

============================================
1.EMPLOYEE BENEFITS expenses
Employee Benefits which can include health insurance, disability insurance, life
insurance, retirement plans, flexible compensation, and time off from work.
Benefits Compliance
Dependent Care Plans
Employee Assistance Plans (EAPs)
Employee Ownership
Insurance Benefits
Retirement Benefits
Time Off
===============================================
2.CAREERS planning / development expenses
Career Development
Career Pathing programs
Changing Jobs
Job rotation
Job Training
etc etc
====================================
3.COMPENSATION expenses
CompensationProvide fair compensation to employees, such as competitive
salaries, overtime pay, bonuses, and profit-sharing.
Bonuses
Overtime
Payroll
Profit Sharing
Salary
============================================
4.EMPLOYEE DEVELOPMENT expenses
Employee Development cover such areas as time management, productivity, and
problem solving.
Assessments & Evaluations
Leadership
Problem Solving
Team Building
Time Management
============================================
5.HIRING AND RECRUITING expenses
Hiring & RecruitingAttract, entice, and sign the talent your company needs.
Consulting
Interviewing
Job Application
Job Listing
Offer Letters
Employee Outsourcing
Recruitment
Reference Check

============================================
6.WORKFORCE MANAGEMENT expenses
avoid employee burnout, increase productivity, and add to a positive corporate
culture, concerning attendance, conflict resolution, employee communications, and
hiring and firing.
Attendance management
Conflict Resolution
Employee Communication
Employee Records management
Hiring & Recruiting management
Termination
etc
=================================================
7.WORKPLACE HEALTH AND SAFETY expenses
maintaining a safe workplace environment for your employees and properly
disposing of hazardous waste. Review guidelines for workplace security and
employment regulations.
Employment Regulations
WORKPLACE SECURITY.
WORKPLACE SAFETY.
===============================================
OTHER HUMAN RESOURCE COST TO CONSIDER
Hiring COST
Additional considerations:
Cost of hiring someone without the necessary skills (i.e. a failure from day one)
Cost of hiring someone with significant character defects. (In a recent case a
woman fired for her abusive personality received a 190K verdict for violation of the
ADA!)
Cost of hiring someone with a drug problem. (2/3rds of all drug users have a job!)
Cost of hiring a workers compensation claim. (Are you doing pre-hire physicals?)
Cost of hiring a criminal. (How many felons does it take to make for a bad day?)
Cost of the wasted time and energy going through the hiring and enrollment
process. (It should take many hours and weeks to hire and train a new employee
properly. 100% of that effort is wasted when that new hire leaves or is fired in the
first 90 days.)
Cost of the unemployment claim or frivolous lawsuit when you fire them.
(Remember, most employee lawsuits are poor hiring decisions that never got
better!)
-----------------------------------------------------------------------------
Retention of Good Employees COST
Consider the cost of turnover.
What if they take other good employees/managers with them?
What if they take valued customers or clients with them?
What if they were top revenue generators?
What if they spread ill will in the business community?
What if they take proprietary information such as trade secrets with them?
What if they decide to start their own business and compete directly against you?
---------------------------------------------------------

Performance Management COST


Consider the impact on your organization if employees were LESS productive

Chances are managers are not 100% clear about what is most important to
company leadership. (P.S. You'll never know if this is the case unless you ask
them).
chances are managers are recycling this ignorance to supervisors who are in turn
recycling their version of it to the rank and file.
Chances are nobody enjoys doing or receiving performance evaluations.
Chances are your performance evaluations don’t improve performance.
Chances are your performance meetings could be more fun and effective.
Chances are if you have an employee suggestion system it has more dust on it than
suggestions in it. (P.S. there is a secret to making employees contribute.)
Chances are you haven't developed Standard Operating Procedures (SOP's) for the
what and how of everything you and your company does every day.
Chances are you haven’t captured your “best practices” in a systematic manner.
Which means some folks are doing the exact same activity better than others
because they know the “best way” to do things, while their co-workers do not.
---------------------------------------------------------------------------
Discipline and Termination COST

Most managers don’t understand the distinction between being responsible for an
employee vs. being responsible to an employee. Unless we want to play parent
games we must be responsible to the employee, not for the employee.
Most managers discipline employees in a manner that sets off "fight or flight"
responses, not the taking of responsibility.
Most managers do a poor job of rewarding good performance and spend 80% of
their time managing 20% of employees causing most of the problems.
The failure to properly document poor performance is one of the main reasons why
we hesitate to fire poor performers.
Do you have someone you can call on a regular basis to help you navigate through
rough waters?
-----------------------------------------------------
Time Management and Delegation
People can be very productive doing the wrong thing!
Are you working in your "highest and best use"? Are others?

What if all your supervisors and managers knew effective time management
techniques?
What if they were able to spend 80% or more of their time working in their “highest
and best use?” (i.e. if they make $100/hr, they are doing $100/hr. work at least 80%
of the time. Not $20 /hr work.
What if they learned methods for delegating all other duties to subordinates in a way
that significantly reduces their propensity to make mistakes? (We will teach you that
method.)
What if they knew a way to stay focused like a laser beam and didn’t find their time
gobbled up by everyone else’s “gotta-minutes?” (Again, there is a technique.)
What if they had an effective method for analyzing the use of their time? (HR That
Works users are provided 3 Excel forms to do this.)
---------------------------------------------------------------------------------
Playing Team COST
People can be very productive and efficient, yet work in silos and not play team.

Who wants to be on a team that generates more losers than winners?


How are employees being incentivized for playing team?
Have you figured out yet how to teach teams to support each other? (There is in fact
a very easy method to do this.)
Does everyone on the team know the rules or is everybody assuming they do? (We
have a powerful form that can get everybody on the same page.)
How are you keeping employees focused on the value of playing team?
------------------------------------------------------------------------
Workers Compensation Costs
Consider the fact that most traditional safety programs do very little to help
accidents, prevent frivolous claims and reduce any malingering on legitimate ones.
Make no mistake, insurance companies don’t pay claims, you do (Ask us to explain
that to you.)
Many companies pay a hefty insurance premium because their broker does not
specialize in worker's compensation. As a result, companies get poor advice on how
to properly classify employees, manage claims and lower their experience modifier.
(Only work with a WorkComp specialist)
Many times your employees are in the wrong rating classification. (And nobody
knows about it.)
Many claims are generated by a corporate culture. (And we can show you how to fix
that, too.)
---------------------------------------------------------------------------
Benefits and Rewards COST
Consider that to some degree all employer sponsored benefit and reward programs
are under-utilized and unappreciated. How much do employees appreciate yours?
Additional considerations:
Does your health care program encourage employees to be healthy?
Are your employees taking full advantage of any 401(K) type programs?
Are your bonus, incentive and reward programs aligned with your strategic plan and
producing results in that direction?
Do you have a formula for analyzing their effectiveness? (There is a great process
for this).
Do your rewards create more winners than losers?
-------------------------------------------------------------------------
Personnel Law Compliance COST
Consider the fact that the employee wins their lawsuit more than two thirds of the
time.

Some 15% of employee verdicts include a punitive damage award exceeding


$1,000,000.
The average settlement of an EPL claim is $75,000
It easily costs $35,000 to settle even the most frivolous lawsuit. The cost of fighting
a frivolous suit to prove you are "right" is even greater.
Most employees won’t disclose compliance concerns to management. Whether
something wrong is happening to them or someone else. (Fortunately, there is a
way to make them do so).
Managers fear firing poor performers due to litigation exposures. What is the cost of
keeping on dead weight because someone at your company fears a lawsuit?
Remember, this is severity exposure, not a frequency one.
--------------------------------------------------------
Additional Considerations COST
-absenteeism,
-health care abuse,
-customer dissatisfaction,
-attrition cost
etc etc
==============================
WHEN YOU ADD UP ALL SUCH ''HR WASTAGES'' COST
-cost of poor hires.
-cost of losing good employees
-cost of poor performance management
-cost of poor discipline and termination
-cost of poor time management
-lack of teamwork
-cost of wasted benefits and rewards
-Cost of excessive work comp costs
-Cost of personnel law compliance exposures

WE FACE A LARGE HR WASTAGE COST.


###########################################################

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