HUMAN RESOURCE PLANNING

The starting point in attracting qualified human resource is planning.. Human

resource planning in turn involves job analysis and for casting the demand and supply of
labour.
1) Job analysis:-
Job analysis is a systemic analysis of jobs within an organization. A job analysis
is made up of two parts.

a) Job description: - This lists the duties of a job, the job’s working condition
and the tools materials and equipment used to perform it.
b) Job specification: - This lists the skills, abilities and other credentials needed
to do the job.
2) Forecasting human resource demand and supply:-
After managers fully understood the job to be performed within the organization,
they can start planning for the organizations future human resource needs. The manager
starts by assessing trends in past human resources usage, future organizational plans and
general economic trends. A good sales forecast is often the foundation, especially for
small organization. Historical ratios can then be used to predict demand for employees
such as operating employees and sales representatives.
At higher levels of organizations, managers plan for specific people and positions.
The technique most commonly used is replacement chart, which lost each important
managerial position, who occupies it how long he or she will probably stay on it before
moving on and who is now qualified or soon will be qualified to move into the position.
To facilitate both planning and identifying persons for current transfer or
promotion, some organization also have employee information system or skills
inventory .Such system are usually computerized and contain information on each
employees education, skills, work experience and career aspirations.
3) Matching human resource supply and demand:-
After comparing future demand and internal supply, mangers can make plans to
manage predicated short falls or over staffing. If a short fall is predicted, new employees
can be hired, present employees can be retrained and transferred into the under staffed
area, individuals approaching retirement can be convinced to stay on or labour saving or
productivity, enhancing system can be installed.
4) Recruiting Human Resources:-
Once an organization has an idea of its future human resource needs, the next
phase is usually recruiting new employees. Recruiting is the process of attracting
qualified persons to apply for the job that are open.
i. Internal recruiting: - This means considering present employees as candidates
for openings. Promotion from within can help build morale and keep high
 quality employees from leaving the firm for higher level positions, a skills
inventory systems may be used to identify internal candidates or mangers may
be asked to recommend individuals who should be considered.
ii. External recruiting: - involves attracting persons outside the organization to
apply for jobs. External recruiting methods involve advertising, campus
interviews, employment agencies or executive search firms, referrals by present
employees.
5) Selecting human resources:-
Once the recruiting process has attracted a pool of applications, the next step in
select whom to hire. The intent of the selection process is together from applicants
information that will predict their job success and then to hire the candidates likely to be
most successful. The following steps are there in selecting human resource.
a) Application banks: - The first step in selection is usually asking the candidate to
fill out an application bank. Application banks are an efficient method of
gathering information about the applicant’s previous work history, educational
bank ground and other job related demographic data. They should not contain
questions about areas not related to the job.
b) Tests: - Tests of ability, skill, aptitude or knowledge that is relevant to the
particular job are usually the best predictors of job success, although tests of
general intelligence or personality are occasionally useful. All candidates should
be giving the same direction, should be allowed the same amount of time and
should experience the same testing environment.
c) Interviews: - In a structured interview, questions are written in advance and all
interviewers follow the same question list with each candidate they interviewed.
d) Assessment centers – Assessment centers are popular method used to selected
managers and particularly good selecting current employees for promotion. The
assessment center is a content valid stimulation of major part of the managerial
job. A typical center lasts two to three days, with group of six to twelve persons
participating in a variety of managerial exercises. Centers may also include
interviews, public speaking and standardized ability test.
e) Other techniques – depending on the circumstances. Polygraph test, once popular
are declining in popularity.
TRAINING AND DEVELOPMENT:-
Meaning:-
Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.
Development means growth of an individual in all aspects.
Benefits of training to employee:-
Training helps the employees or workers in the following ways:
a) Confidence: - Training creates a feeling of confidence in the minds of workers. It gives
safety and security to them at the workplace.
b) New skills – Training develops skills which serve as a valuable personal asset of the
worker. It remains permanently with the worker himself.
c) Promotion – Training gives the way for promotion and self development.
d) Higher earnings – By imparting skills, training facilitates higher remuneration and
other monetary benefits to the workers
e) Adaptability – Training develops adaptability among workers
f) Increased safety – Trained workers handle the machines safely. They also know the use
of various safety devices in the factory. Thus, they are less prone to industrial accidents.
Types of Training:-
Some of the more common types of training programmes are given below:
1) Induction or orientation training – Induction is concerned with introducing or
orienting a new employee to the organization and its procedures, rules and
regulations. When a newly appointed employee reports for work, he must be
helped to get acquainted with the environment and the follow employees. It is
advisable to give him a friendly welcome when he joins the organization, get him
introduced to the organization and help him introduced to the organization and
help him to get a general ideal about the rules and regulations, working
conditions, etc of the organization.
Aims of induction program are:
a) To buildup the new employee’s confidence in the organization and in himself so
that he may be come an efficient employee.
b) To ensure that new employees may not form false impressions regarding their
place of work because first impression is the last impression in many cases.
c) To promote a feeling of belonging and loyalty to the organization among the new
comers.
d) To give the new employees the information they need such as location of locker
rooms, cafeteria and other facilities, time to break off, leave rules etc.
The orientation training course should not be too lengthy. The range of
information that can be covered under orientation training may relate to the
following. Matters: history of the company, product of the company, company’s
organization structure, location of departments and employee’s services personnel
polices and practices, rules and regulations, standing orders, grievance procedure,
safety measures.
2) Refresher Training;-
The refresher training is meant for the old employees or the enterprise. The basic
purpose of refresher training is to acquaint the existing workface with the latest methods
of performing their jobs and improve their efficiency. Factors influencing refresher
training are.
a) Rapid technological changes make even the most qualified workers obsolete in course
of time because new technology is associated with new work methods and job
 requirements. Existing workers need to learn new work methods to use new
techniques in doing their jobs.
b) Workers require training to bring them up to date with the knowledge and skills and
to relearn what they have forgotten.
c) Refresher training becomes necessary because many new jobs which are created due
to changes in the demand for goods and services are to be manned by the existing
employees.
The existing talented employees may also be given adequate training to make them
eligible for promoting to higher jobs in the organization. It is known as training for
promotion.
3) Apprenticeship training:-
Apprenticeship training programme tends more towards education than merely on
the vocational training. Under this, both knowledge and skills in doing a job or a series of
related jobs are involved.
The trainees receive wages while learning and they acquire valuable skills which
command a high wage in the labour market. Apprenticeship training is desirable in
industries which require a constant flow of new employees expected to become all –
round craftsmen. It is very much prevalent in printing, building and construction and
crafts like mechanics, electricians, welders etc.
4) Internship training:-
Internship training programmes have become popular these days. Because of
cooperation between employers and vocational and professional, institutes. Under this
method, the vocational or professional institutes enter into arrangement with a big
business enterprise.
For example: Engineering students are sent to big industrial enterprises for
gaining practical work experience and medical students to big hospital to get practical
knowledge. The period of such training varies from six months to two years.
METHODS OF TRAINING:-
The important methods of training to the employees:-
1) on the job training
2) vestibule training
3) Special courses or class room training.
1) On the job Training:-
The worker is given training at his workplace by his immediate – superior who
knows exactly what the trainee should learn to do on the job training may take anyone or
more of the following forms:
i) Coaching: - On the job coaching is a procedure by which a superior teaches job
knowledge and skills to a subordinate. The emphasis in the job coaching is
learning by doing.
ii) Understudy: - Superior gives training to a subordinate as his understudy. The
subordinate chosen for under study is designed as their apparent and his future
 depends upon what happens to his boss. The purpose of understudy is to prepare
someone to fill the vacancy caused by death, retirement promotion or transfer of the
superior.
ii) Position rotation: - The purpose of position rotation is to broaden the background
of the trainee in various positions. The trainee is periodically rotated from job to job
instead sticking to one job so that he acquires a general background of different jobs.
2) Vestibule training:-
In vestibule training, employee are taken through a short course under working
conditions that approximate actual shop, sales or office conditions. It gets its name from
the resemblance of the school to a vestibule through which one passes before entering the
main hall of a house.
Vestibule training is suitable where it is not advisable to put the burden of training
on line supervisors and where a special coaching is required. The staff of the vestibule
school consists of expert and specialist instructors.
3) Classroom training or special course:-
Classroom instruction is useful when concepts, attitudes, theories and problem
solving abilities are to be taught. It is associate with more knowledge than skill.
Orientation about organization and safety training can be accomplished more effectively
in the classroom. The standard instructional method to employees is a formal lecture by
an instructor. The lecture method can be used for large groups. The other classroom
methods are conference, case study and role playing.
TRAINING PROCESS:-
In HRM, training usually refers to teaching operational or technical employees
how to do the job for which they are hired.
Development refers to teaching mangers and professional the skills needed for
both present and future jobs. Most organizations provide regular training and
development programs for managers and development programs for managers and
employees.

Assess training needs.

- Who needs to be trained?
- What do they need to know?
Develop training program
Plan training evaluation - What do they already know? - Content
- Did trainee like the - Methods
training? Set training objective - Duration
- Can they meet the  Specific - Location
training objectives? - trainers
 measurable
- Do they perform better
on their job Conduct training
 Evaluate training

Modify training program

based on need

There are so many steps are there in training process.

1) Assessing training needs: - The first step in developing a training plan is to
determine what needs exist. For example, if employees don’t know how to operate
the machinery is clearly needs, on the other hand a group of office workers are
performing poorly; training may not be the answer. The problem could be
motivation, aging equipment, poor supervision, inefficient work design or
 deficiency of skills and knowledge. As training set specific and measurable goals
specifying what participants is to learn.
2) Develop training program: - Many different training and development methods
are available. When the training content is factual material, assigned reading,
programmed learning and lecture relations or group decision making, however
firms must use a method that allows interpersonal contact such as role playing or
case discussion groups.
3) Conduct training:-
After developing the training programme the training should be conducted with any
one of the method.
4) Evaluations of Training
Training and development programs should always be evaluated. Typical
evaluation approaches include measuring one or more relevant criteria before and after
the training and determining whether the criteria changed. Evaluation measures collected
at the end of training are early to get but actual performance measures collected when the
trainee is on the job are more important.