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Management Consulting - HR PLANNING
Expert: Leo Lingham - 3/10/2009

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Question Sir, please help me with the following questions: 1) Why HR Planning is important? describe the forecasting techniques that are being used for HR Planning in your organization or any organization you are Question Library famaliar with. Describe the organization u are referring to. 2) Ask a question about 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 Month performance appraisal being used in an organization you are acquainted with. Describe the organization you are referring to. Expert Login 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 familiar with. Discuss the advantages of recruiting from internal and external About Us sources. Briefly describe the organization u are referring to. Tell friends Link to Us Get the answer below Disclaimer Sponsored Links Inventory SimulationMulti-Echelon Flow Analysis Safety Stocks + Cycle Stockswww.LLamasoft.com/Technology

About Leo Lingham Expertise Answer management consulting process, management MADUGULA, HERE IS THE ANSWERS FOR Q1-Q2-Q4. consulting career, management development, I CANNOT FIT THE ANSWERS FOR Q3/Q5. human resource planning PLEASE RE-SEND THE Q3/Q5. and development, strategic REGARDS planning in human LEO LINGHAM. resources, marketing, ========================================== careers in management, 1)Why Human resources planning is important? Describe product management etc Experience 18 years working managerial experience covering business planning, Importance of HR PLANNING strategic planning, corporate planning, management service, 1) Each Organisation needs personnel knowledge, experience & aptitude . organization development, marketing, sales 2) Need for Replacement of Personnel management etc personnel. PLUS

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the Forecasting techniques that are being used for human resources planning in your organization or any organization you are acquainted with. Describe the organization you are referring to.

with necessary qualifications, skills, - Replacing old, retired or disabled

3) Meet manpower shortages due to labour turnover 4) Meet needs of expansion / downsizing programmes 5) 24 years in management Cater to Future Personnel Needs 6) consulting which includes Nature of present workforce in relation with Changing Environment - helps to cope business planning, strategic with changes in competitive forces, markets, technology, products and 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

i) quantify job for producing product / service Organizations PRINCIPAL -- BESTBUSICON ii) quantify people & positions required Pty Ltd ii) determine future staff-mix
Education/Credentials iv) MASTERS IN SCIENCE ADMINSTRATION

iii) assess staffing levels to avoid unnecessary costs reduce delays in procuring staff v) prevent shortage / excess of staff vi) MASTERS IN BUSINESS comply with legal requirements ------------------------------------------------------------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

· At the right time. **Making an inventory of present manpower resources . That is why. for example. if it is growing or diversifying. · The right kind of people. ===================================================== Why has HR planning increased in importance. it might need to find and tap into a source of suitably skilled labor . Meeting these staffing needs requires effective planning for human resources HENCE “HR planning is the process – including forecasting. which in contrast to a general myth are not abundant!! Thus. doing work for which they are economically most useful”. we need to plan in advance even for procuring human resources. where we use mathematical projections to project trends in the economic environment and development of the industry. in the same line. On the other hand. 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. 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.existing labor force. etc etc WHY HRP IS SO IMPORTANT TO BUSINESS/ ORGANIZATIONS **Forecasting future manpower requirements. It is essential therefore. we propose that organization can achieve its goals effective through effective contingencies of all the HR functions. developing and controlling by which a firm ensures that it has· The right number of people. those jobs within the organization be staffed with the personnel who are qualified to perform them. · At the right places.

**It’s a systematic approach. These sources must consider not only the nature and conditions of the external labor market. People skills are readily available to carry out the assigned tasks. 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”. **Forecast future requirements (this is done by keeping track of the employee turnover. **Planning the necessary programmes of requirement. ** Procuring competent personnel requires positive recruitment efforts and the development of a variety of recruitment sources. **There is a visible continuity in the process. That is. Keep in mind the recruitment activities is integrated with diversity and equal employment opportunity initiatives.and assessing the extent to which these resources are employed optimally. for example the organization wants to expand its scale of operations. It avoids or checks on occupational imbalances (shortage or surplus) occurring in any of the department of the organization. If. The organization can have a reservoir of talent at any point of time. it can . promotion. motivation and compensation to ensure that future manpower requirements are properly met. **Ensures optimum use of man (woman. development. but also the presence of qualified personnel who are available to fill vacancies through internal promotions or transfers. too nowadays?) power and capitalize on the strength of HR. Manpower plans can be done at micro or the macro levels depending upon various environmental factors. transfer. both quantitatively and qualitatively. utilization. because it ensures a continuous and proper staffing. **There is a certain degree of flexibility.) and provides control measures about availability of HR labor time. Staffing needs must be anticipated sufficiently in advance to permit the recruitment and development of fully qualified personnel. it is subject to modifications according to needs of the organization or the changing circumstances. if the information is collected and arranged beforehand. selection. “ HRP is a kind of risk management. training. **Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy.

in turn. **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. 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 has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation *TQM ===================================================== . PLAN -retraining plan -early retirement plan -redundancy plan -changes in workforce utilization plan -career path plan -succession plan.go ahead easily. **Help determine recruitment/induction levels. **To anticipate redundancies/surpluses/obsolescence. Advance planning ensures a continuous supply of people with requisite skills who can handle challenging jobs easily. =========================================== 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. -the company employs about 235 people. helps in controlling manpower costs by avoiding shortages/excesses in manpower supply. -personnel and career plans ================================================= The organization. This.

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

appropriate salary level for the position to help determine what salary should be offered to a candidate. written tests. fiscal. 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. computer-based. interview questions. minimum requirements (education and/or experience) for screening applicants. job simulations). attention. compensation.g. physical effort) responsibilities (e. 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. the product of the analysis is a description or specifications of the job. applicant appraisal/evaluation forms.g...) COMPENSATION Job Analysis can be used in compensation to identify or determine: skill levels compensable job factors work environment (e. video. selection tests/instruments (e. not a description of the person. not the person An important concept of Job Analysis is that the analysis is conducted of the Job.. There are two key elements of a job analysis: . small group. While Job Analysis data may be collected from incumbents through interviews or questionnaires. and performance appraisal.. Job Analysis is a process where judgements are made about data collected on a job. oral tests. selection. Job Analysis is a process where judgements are made about data collected on a job. 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.e. classroom. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training.. not the person. 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. The Job.. hazards.Describe the organization you referring to.g.

official position description. and Inspectors MOG G Transportation and Material Moving Occupations MOG H Handlers. they are most useful when they provide meaningful distinctions among qualified candidates. An interview may focus on what a hypothetical job might involve. Craft. Available to the public. why and what is expected as a result. Helpers. The goal of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled. Rigid questionnaires tend to be less effective where the more affective aspects of work . and Managerial Occupations MOG C Sales Occupations MOG D Administrative Support Occupations. Structured questionnaires cannot easily do this. Source documents for KSAs may be the position description. and Laborers MOG K Service Occupations. They are the main purpose or primary reasons the position exists. Major Occupational Groups (MOGs) MOG A Professional. 2. Typically. Notes and records may be needed for subsequent analysis. skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed.1. Identification of knowledge. Equipment Cleaners. Identification of major job requirements (MJRs) which are the most important duties and responsibilities of the position to be filled. A good interviewer can probe sensitive areas in more depth. Interviews generate descriptive data and enable job-holders to interpret their activities. and produce meaningful differences between candidates. The manager is the analyst. They may be intrained as interviewers and not structure the interview as recommended. 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. ========================================== FIRST STEP --CLASSIFY THE JOB STANDARD OCCUPATIONAL CLASSIFICATIONS THIS IS USA BASED .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. Except Private Household ================================================ SECOND STEP. that can be documented. Technical and Related Occupations MOG B Executive. Interview Outcomes Interviewing is a flexible method for all levels and types of job. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations. Administrative. Most job analyses deal with KSAs that are measurable. education. or training. HRM standard qualifications and job classification standards. A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. A specialist analyst is not involved and participants need to know what they are doing. Including Clerical MOG E Precision Production. The primary source of MJRs is the most current. Assemblers. and Repair Occupations MOG F Machine Operators. possession of KSAs is demonstrated by experience.

and location of jobs. number of incumbents. relationships. and dangerous explosives. and abilities (KSA's) required to perform the job. Information to be collected about these items may include: frequency. work relationships. 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. and work environment would be reviewed with the supervisor for accuracy. While an incumbent may have higher KSA's than those required for the job. Relationships with internal or external people. duration. There may also be definite risks to the incumbent such as noxious fumes. 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. Requirements The knowledges. Methods of Job Analysis Several methods exist that may be used individually or in combination. a . skills.are concerned. A draft of the identified job duties. responsibilities. effort. equipment. skill. hostile and aggressive people. =============================================== THIRD STEP ---ANALYSIS OF THE JOB. Equipment may include protective clothing. Interviews are time consuming and training is needed. complexity. responsibilities. standards. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). 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. These items need to be specified in a Job Analysis. 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. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. 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. Relationships Supervision given and received. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. The Job Analyst would then prepare a job description and/or job specifications. equipment used. and work environment. number of jobs. Cocounselling may remove the analyst and enable jobholders to discuss work between themselves. etc. equipment. The method that you may use in Job Analysis will depend on practical concerns such as type of job. Environment This may have a significant impact on the physical requirements to be able to perform a job. radioactive substances.

The relationship of the worker to data. equipment. Importance of job duties and tasks. or mention the existence of hazards. A list of outcomes. Subject Matter. it's a good idea to include in job descriptions factors like the fact that the work is done off-premises. Accountabilities. and/or Services. and abilities. but there are some basic pieces of information that most job descriptions have. tools. Worker Traits. You might want to mention that certain tasks are only done once a month. Work Fields. Over 100 such fields have been identified. 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 . For example. This section should contain a brief summary of the information found in more detail elsewhere in the description. physical proximity of other employees. Physical Demands. quarter. observation. the position is responsible for. You can rank on a scale of one to 10. 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. skills abilities knowledge tasks work activities work context experience levels required job interests work values/needs ========================================== FIFTH STEP -. The aptitudes. educational and vocational training. Products. and work aids that are used in the job. This descriptor also includes the machines. Job environments can impact significantly on workers' motivation and job satisfaction. for example. Job Scope .Job Analysis typically only states the minimum requirements to perform the job. 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. and talking. Skills required to perform the job. This can include compensable factors such as education. and opportunities to . year etc.DEVELOPING JOB DESCRIPTORS Worker Functions. The techniques used to complete the tasks of the job. This descriptor also includes the physical environment of the work. 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. and personal traits required of the worker. When and how often the tasks are performed. Include them in yours. and things. experience. Job requirements such as strength. Materials. Job environment. skill. noises. if you feel they are appropriate.DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS There are as many different formats for job descriptions as there are jobs. people. What does or should the person do? What knowledge. The outcomes of the job or the purpose of performing the job.

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. Middle Initial) 2. WORK LOCATION: _____________________________________________________________ . -so far . TIME IN CURRENT CLASSIFICATION: ______________ (Months) 5. YOUR NAME:_________________________________WORK PHONE NUMBER: ___________ (Last. ===================================== Job Analysis Questionnaire TO BE COMPLETED BY EMPLOYEE 1. 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. -the company employs about 235 people. OFFICIAL CLASSIFICATION TITLE OF YOUR POSITION: ______________________________ 3. it has faced no major problem.communicate with other employees. should include 1] direct reporting 2] dotted line communication 3]others. Competencies. First. WORKING TITLE: ______________________________________________________________ (If different than official classification title) 4. -the organization uses the questionnaire as listed below. 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 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. Working Relationship.

If a group of duties occurs only during a particular season. NAMES AND CLASSIFICATION TITLES OF OTHER PERSONS TO WHOM YOU REPORT OR FROM WHOM YOU RECEIVE ASSIGNMENTS _______________________________________ 11. 35.. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 12. For example. if you work 40 hours/week and spend 20 hours on the average performing one set of duties. 42. 40. show time as percentages. TITLE OF Supervisor’s POSITION: ______________________________________________ (Official Classification Title) 10.6. put 50% under "Percentage of Time Spent". Percentage of REGULAR DUTIES Time Spent _______% ________________________________________________________________ _______% ________________________________________________________________ _______% ________________________________________________________________ _______% ________________________________________________________________ . estimate the amount of time you spend on each group of duties. State clearly what you do and how you do it. please explain. including the number of weeks involved. DUTIES AND RESPONSIBILITIES: (Regular and occasional duties must add up to 100%) List and number the duties you perform regularly in order of frequency. (Attach additional pages if necessary) If you lead or supervise others. In the space at the left.G. check this box 9 and be sure to complete items #32 and #33. WEEKLY HOURS: (E. JOB SUMMARY STATEMENT: Describe the nature and purpose of your work in one or two sentences. DEPARTMENT:_________________________________DIVISION:____________ ____ SECTION:__________________________________UNIT:___________________ ____ 7. 56)___________________ REGULAR DAYS OFF: (DAYS OF WEEK)_________________ 8. NAME OF IMMEDIATE SUPERVISOR: ______________________________________________ 9. Group related duties into separate paragraphs or sections.

Show the amount of time spent using each of these on a daily.g. CDL. machines. Also list any licenses or certificates (e. Regular and Occasional Duties must add up to 100% Percentage of OCCASIONAL DUTIES Time Spent _______% ______________________________________________________________ _______% ______________________________________________________________ _______% ______________________________________________________________ 14.e.13. List and number the duties you perform occasionally in order of most importance.. equipment No. List any vehicles.. your opinion is solicited. R. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 17.. laws. or trade practices do you refer to or follow . software. of hours or % of time _____________________________ __________________ _____________________________ __________________ _____________________________ __________________ 15. For what work do you make recommendations (i. laboratory instruments etc. Indicate the percentage of time that is spent on each occasional duty. tools. What policies. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 18. List the most important knowledge. For what work do you make the final decision? Please provide examples. MS Access) required to perform your work. procedures. weekly. or monthly basis (e. office equipment. but you do not have final authority)? To whom? Please give examples. MS Excel. operate a personnel computer 1 hour every day) or show as a percentage of your work time. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 16. hand or power tools. skills and abilities you need to perform the duties that you listed in items 12 and 13.N.. rules. Machine. Include temporary assignments or special projects. used in performing your work. driver's license.. standards.g.

or what organizations.Sometimes .. etc) ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ OUTSIDE CITY GOVERNMENT Titles of persons and/or Name of organization Purpose How Often (Daily. are to be followed in your work or the work of others? Not usually . weekly. Do you have any responsibility for deciding what procedures. What work do you do on your own without checking with your supervisor? (Refers to work identified in items #12 and 13) ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 21. With whom. guidelines. etc) ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ . rules. policies.Regularly Please explain:____________________________________________________________ ____ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 20. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 22. etc. do you have regular job related contacts? INSIDE CITY GOVERNMENT Titles of persons and/or Name of organization Purpose How Often (Daily. laws. Please provide examples of the kinds of matters you refer to your supervisor. weekly.in performing your work? _______________________________________________________ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 19.

. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 25.Please describe ___________ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 24. or roll over in bed. hard hats. List any safety equipment (e.) ___________ .Unaided lifting of objects up to: 20 pounds: ___________ 50 pounds: ___________ 100 pounds: ___________ over 100 pounds: ___________ . instruments requiring fine eye-hand coordination ___________ . stooping. or year) you are exposed to each. crouching. hands or fingers in handling or manipulating objects.Rapid use of arms.Climbing ladders or scaffolding ___________ .g. Indicate the physical effort required in your job. tools.Grappling or fighting physically with others ___________ . or operating equipment. stretching. Describe any hazards encountered in your job and how frequently (times per week.Are your contacts generally: Friendly and cooperative? Unfriendly and difficult? Please explain.Other .. ___________ . or crawling ___________ . or carrying light objects ___________ . month.Continuous operation of a Personal Computer (PC) for long periods (e. etc. ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ . goggles.Repeated bending. 2 to 3 times per week. standing. bending or stooping. over 4 hrs. Show how often: daily.g. ___________________________________________________________________ ___ __________________________________________________________________ ___________________________________________________________________ ___ ___________________________________________________________________ ___\ 23. 1 to 2 times per month. radiation shields) that you wear or safety precautions that you must follow.Sitting at a desk or table with some walking. How Often . or in other ways.Support part of the weight of ill or infirm persons while assisting them to walk.

Describe the surroundings in which your work is performed and state the percentage of time spent in those surroundings (e. e. give on-the-job training. 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. Does your work require continuous operation of a vehicle. 100% on a hospital ward). and select or participate in selecting new employees. 25% driving a car.. determine how the work should be assigned and make work assignments.. 90% inside an office. machine or piece of equipment for long periods (e. plan and organize the work to be done.g.___ 26. ___________________________________________________________________ ___ ___________________________________________________________________ __ ___________________________________________________________________ ___ ___________________________________________________________________ ___ 28. ___________________________________________________________________ __ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ___________________________________________________________________ ___ ITEMS 29 & 30 TO BE COMPLETED BY EMPLOYEES WHO SUPERVISOR OR LEAD OTHER EMPLOYEES 29.g.. over 3 hours at a time)? Please describe the machine or equipment and length of time you continuously operate it. ___________________________________________________________________ _________ ___________________________________________________________________ _________ ___________________________________________________________________ _________ . Describe your managerial and supervisory duties which involve exercise of supervisory control over the work of others. % of Time Surroundings in which work is performed _______% ________________________________________________________ _______% ________________________________________________________ _______% ________________________________________________________ _______% ________________________________________________________ 27. review work in progress or on completion to assess the quality and quantity of work produced.g. communicate job requirements to employees and evaluate their work performance.

-cost incurred in wastages due to poor HR MANAGEMENT. 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.30. and clients.g. 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. e. patients. The organisation I am referring to The organization._______% 31. Exclude contracted employees. monitoring work production and/or to whom you provide full supervision as described in item 29. and accurately describes the work. students and volunteers if you are responsible for their work. THE HUMAN RESOURCE COST MEANS -cost incurred in managing the human resources in an organization. I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] ..Describe the organization you referring to. inmates. Include interns. 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. Do not list employees supervised by your subordinate supervisors. summer employees. List the employees whom you lead in the performance of their work. instructing them on the correct way to conduct work processes.

1. coordinates/ conducts the required development programs] ------------------------------------------------------------------------------------------------ .manpower planning [on a regular basis/ or as required .recruitment / selection [on a regular basis develops a program of recruitment and selection of staff for various departments ] -------------------------------------------------------------------------6. conducts training needs for the organization and based on the needs.-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. develops a hr strategic plan to align itself with the corporate strategic plan] ------------------------------------------------------------------------3. management development [on a regular basis.human resource strategic planning [on an annual basis . training [on a regular basis. conducts training needs/ asssessments for the organization's management requirements and based on the needs. orientation [coordinates / conducts the organization's induction /orientation programs regularly] ---------------------------------------------------------------------------------8.human resource auditing [on an annual basis audits the organization to determine the organization gaps and the needs] --------------------------------------------------------------2. coordinates/ conducts the required training programs] -------------------------------------------------------------------------------9. develops a hr plan to identify the various departments hr requirements/ action plan to implement them] ------------------------------------------------------------4.human resource planning [on an annual basis. -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. -the company employs about 235 people. induction 7. the hr develops the manpower requirements within specific areas] ---------------------------------------------------------------------5.

and time off from work. ============================================ 1. life insurance. career planning / development -succession planning -talent management [as part of the career planning/ talent management.10.EMPLOYEE BENEFITS expenses Employee Benefits which can include health insurance. Benefits Compliance Dependent Care Plans Employee Assistance Plans (EAPs) Employee Ownership Insurance Benefits Retirement Benefits Time Off =============================================== 2. 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.compensation development [based on the market informations/ benchmarking. retirement plans. performance appraisals -performance management [coordinates/ conducts the regular performance appraisals and manages the performance planning/development system] -----------------------------------------------------------------------12.CAREERS planning / development expenses Career Development Career Pathing programs Changing Jobs Job rotation Job Training etc etc ==================================== . determine the compensation packages for the organization. flexible compensation. disability insurance. manages the administration of salaries/wages/payroll] ------------------------------------------------------------------------------11.

increase productivity. Employment Regulations WORKPLACE SECURITY. (2/3rds of all drug users have a job!) . concerning attendance.HIRING AND RECRUITING expenses Hiring & RecruitingAttract. and profit-sharing. and hiring and firing. Attendance management Conflict Resolution Employee Communication Employee Records management Hiring & Recruiting management Termination etc ================================================= 7. WORKPLACE SAFETY.COMPENSATION expenses CompensationProvide fair compensation to employees. employee communications. Consulting Interviewing Job Application Job Listing Offer Letters Employee Outsourcing Recruitment Reference Check ============================================ 6. a failure from day one) Cost of hiring someone with significant character defects. and sign the talent your company needs. (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.e. entice.3. such as competitive salaries. Assessments & Evaluations Leadership Problem Solving Team Building Time Management ============================================ 5. productivity.EMPLOYEE DEVELOPMENT expenses Employee Development cover such areas as time management. and add to a positive corporate culture. overtime pay. conflict resolution. Review guidelines for workplace security and employment regulations. and problem solving. bonuses. Bonuses Overtime Payroll Profit Sharing Salary ============================================ 4.WORKPLACE HEALTH AND SAFETY expenses maintaining a safe workplace environment for your employees and properly disposing of hazardous waste. =============================================== OTHER HUMAN RESOURCE COST TO CONSIDER Hiring COST Additional considerations: Cost of hiring someone without the necessary skills (i.WORKFORCE MANAGEMENT expenses avoid employee burnout.

(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.S. (P. (P. there is a secret to making employees contribute. chances are managers are recycling this ignorance to supervisors who are in turn recycling their version of it to the rank and file. Unless we want to play parent games we must be responsible to the employee. Chances are you haven’t captured your “best practices” in a systematic manner. (Remember. (It should take many hours and weeks to hire and train a new employee properly. being responsible to an employee. not for the employee. while their co-workers do not.) Cost of the unemployment claim or frivolous lawsuit when you fire them. not the taking of responsibility. Chances are your performance evaluations don’t improve performance. Chances are your performance meetings could be more fun and effective. The failure to properly document poor performance is one of the main reasons why we hesitate to fire poor performers. --------------------------------------------------------------------------Discipline and Termination COST Most managers don’t understand the distinction between being responsible for an employee vs. 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 . Chances are if you have an employee suggestion system it has more dust on it than suggestions in it.S. 100% of that effort is wasted when that new hire leaves or is fired in the first 90 days.Cost of hiring a workers compensation claim. You'll never know if this is the case unless you ask them). 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. most employee lawsuits are poor hiring decisions that never got better!) ----------------------------------------------------------------------------Retention of Good Employees COST Consider the cost of turnover. Which means some folks are doing the exact same activity better than others because they know the “best way” to do things. Most managers discipline employees in a manner that sets off "fight or flight" responses. (Are you doing pre-hire physicals?) Cost of hiring a criminal. 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.) 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 nobody enjoys doing or receiving performance evaluations.

As a result. Not $20 /hr work. there is a technique. 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. if they make $100/hr. 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.) --------------------------------------------------------------------------Benefits and Rewards COST Consider that to some degree all employer sponsored benefit and reward programs are under-utilized and unappreciated. The cost of fighting a frivolous suit to prove you are "right" is even greater. 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.) --------------------------------------------------------------------------------Playing Team COST People can be very productive and efficient. manage claims and lower their experience modifier. work at least 80% of the time. they are doing $100/hr. companies get poor advice on how to properly classify employees.000. 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.) 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. (And we can show you how to fix that.techniques? What if they were able to spend 80% or more of their time working in their “highest and best use?” (i. (And nobody knows about it. The average settlement of an EPL claim is $75.) 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.e.000 It easily costs $35. yet work in silos and not play team.) Many claims are generated by a corporate culture.) 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. too. .000. insurance companies don’t pay claims.000 to settle even the most frivolous lawsuit. prevent frivolous claims and reduce any malingering on legitimate ones. you do (Ask us to explain that to you.) 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. Some 15% of employee verdicts include a punitive damage award exceeding $1. (Only work with a WorkComp specialist) Many times your employees are in the wrong rating classification. 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).) Many companies pay a hefty insurance premium because their broker does not specialize in worker's compensation. Make no mistake.

-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.Most employees won’t disclose compliance concerns to management. Whether something wrong is happening to them or someone else.com User Agreement | Privacy Policy | Kids' Privacy Policy | Help Copyright © 2008 About.Shine. there is a way to make them do so). Inc. and About.in/L&T_Jobs UBS Wealth ManagementTailored Advice and Investment Services. Find a Financial Advisor.com.iactglobal. Managers fear firing poor performers due to litigation exposures. .t Work Performance Management is NOT an Annual Appraisal! Performance Appraisals Don&#39.com are registered trademarks of About. (Fortunately.t Work .17 L PA Upload Resume & Get a Pay Hike Now!TimesJobs.Past issues of features and articles Performance Appraisals Don&#39. -------------------------------------------------------Additional Considerations COST -absenteeism.com/Wealth-Management Submit Your ResumeTop Companies Hiring on Shine Register & Apply Now!www. All rights reserved.com/High_Paying_Jobs Job Openings in L&TBest Jobs in Top Companies in India Upload your Resume for FreeHTCareers.15 Yrs.Human Resources -06/11/00 Are You Ready for an Agile Future? Sponsored Links HR & IR courses IndiaInternational certification in HR Limited time offer at Rs 5515www. this is severity exposure.UBS. What is the cost of keeping on dead weight because someone at your company fears a lawsuit? Remember.in Jobs In Wipro InfotechExp: 2 . AllExperts. Inc. -attrition cost etc etc ============================== WHEN YOU ADD UP ALL SUCH ''HR WASTAGES'' COST -cost of poor hires.Sal : 4 L . -customer dissatisfaction. ########################################################### Add to this Answer Ask a Question Related Articles • • • • • Human Resources . not a frequency one. -health care abuse. AllExperts.