INDEX

Sr.no Title Page no.

1. 4-16
Introduction

17-24
2. Company Profile

3. 25-29
Research Methodology

4. 30-32
Literature Review

33-44
5. The report

45-47
6. Conclusion and Suggestions

7. 48-49
Bibliography
EXECUTIVE SUMMMARY

1
 EXECUTIVE SUMMMARY

Human resource planning is recognized as a vital HR function as the success of

an organization depends on its employees. It is the responsibility of all
managers. It focuses on the demand and supply of labour and involves the
acquisition, development and departure of people.

The purpose of HR planning is to ensure that a predetermined number of

persons with the correct skills are available at a specified time in the future.
Thus, HR planning systematically identifies what must be done to guarantee
the availability of the human resources needed by an organization to meet its
strategic business objectives. To achieve this HR planning cannot be
undertaken in isolation. It must be linked to the organization’s overall business
strategy, and concentrate on the organization’s long-range human resource
requirements.

TIMES OF INDIA Industrial Systems Ltd., Bhopal, is a leader in heat transfer

technology, specializing in the design, manufacture, fabrication, erection,
commissioning and maintenance of air cooled heat exchangers and steam
condensers for the oil, gas and power industries.

The quality of its products and services is managed, controlled, and assured by
a registered ISO 9001-2000 Quality Management System and its welding and
fabrication shop is ASME-U Stamp certified.

2
TIMES OF INDIA recognizes the fact that Human resource planning is
particularly important for emerging, rapid-growth and high tech businesses.
Mature businesses in need of new products, services, markets, acquisitions or
divestitures must also plan to identify, attract or reallocate the talent necessary
for revitalization and continued competition.

This project aims to provide useful information on Human resource planning

and suggest some methods of implementing it effectively in the organization.

3
 CHAPTER 1

INTRODUCTION

4
 INTRODUCTION
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.

Human resource 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.

According to Times of indiasler, “Manpower 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”.

Wickstrom very beautifully summarizes the features of HRP, viz., •

Forecasting future manpower requirements, where we use mathematical
projections you might have studied in ‘business economics’ and
‘quantitative techniques’ paper, to project trends in the economic
environment and development of the industry.

5
IMPORTANCE OF HRP

Now a days there is a demand of exceptional intellectual skills while the

existing staff becomes redundant, the HR manager has to attract and
retain qualified and skilled personnel and also required to deal with issues
like career development, succession planning for which he takes the help
of HRP. Human resources planning anticipate not only the required kind
and number of employees but also determine the action plan for all
functions of personnel management. The major payoffs of human
resources planning may be catalogued in the following way.

 a) Human resource planning is necessary of all organization .The

cooperate plan of the organization regarding expansion, diversification,
technological change, should be backed up by the availability of human
resources. It suggests modification in the plan when the expected
manpower is not available.

 b) It offsets uncertainty and change. Sometime the organization may

have machines and money but not men and consequently the production
cannot be started. It offsets such uncertainly and changes to the maximum
possible and enables the society to have right men at right time and in the
right place.

 c) It provides scope for advancement and development of employees

through training, development etc.

 d) It helps to satisfy the individual needs of the employees for the
promotions transfers, salary enhancement, better benefits etc.

6
 e) It helps in anticipating the cost of salary, benefits and all the cost of
human resources facilitating the formulation of budgets in a society.

 f) It helps to foresee the need for redundancy and plans to check of
human resources and to change the techniques of management.

 g) It helps in planning for physical facilities, working conditions, the

volume of fringe benefits like canteen, schools, hospitals, conveyance,
child care centers, quarters, company stores etc.

 h) It causes the development of various sources of human resources to

meet the organizational needs.

 i) It helps to take steps to improve human resource contributions in the

form of increased productivity, sales, turnover etc.

j) HRP provides valuable and timely information for various designing

and execution of personnel functions like recruitment, selection, transfers,
promotions, It helps in the layoffs, training and development and
performance appraisal. It helps organization to anticipate imbalance in
human resources, which in turn will facilitate reduction in personal costs.

k) It facilitates the control of all functions, operations, contribution and

cost of human resources.

l) HRP helps in tackling with the factors like competition, technology,

government policies etc. that generates changes in the job content, skill
requirements and number and types of personnel required.

Thus HRP is considered to be very essential for the success and growth of
any organisation.

7
FACTORS AFFECTING HUMAN RESOURCE PLANNING

HRP is a dynamic and on going process. The process of updating is not

very simple, since HRP is influenced by many factors, which are as
follows:

o The type of organization determines the production process and

number and type of staff needed.
o The human resource needs of an organization depend on the strategic
plan adopted by it. For e.g. the growth of a business calls for hiring of
additional labor, while mergers will need a plan for layoffs.
o Organization operates under different political, social environment
and has to carefully formulate the HR policies and so the HR manager
has to evolve suitable mechanism to deal with uncertainties through
career developments, succession planning, retirement schemes etc.
o HRP also depends on the time periods and accordingly the short and
long-term plans are adopted. And this time span is based on the degree
of environmental uncertainties.
o The type and quality of information used in making forecasting is an
important factor influencing HRP.

8
9
PROCESS OF HRP

The three key elements of the process are

1. Forecasting the demand for labor,
2. Performing a supply analysis, and
3. Balancing supply and demand considerations.

A careful attention given to each step is beneficial to top managers and

supervisors to meet their staffing requirements. Each of these elements
can be blended with the overall

1. Forecasting the demand for labor

A key component of HRP is forecasting the number and type of people
needed to meet organizational objectives. Since it’s an open system that
we exist in, a variety of organizational factors, including competitive

10
strategy, technology, structure, and productivity can influence the
demand for labor. For example, utilization of advanced technology is
generally accompanied by less demand for low-skilled workers and more
demand for knowledge workers.

FORECASTING TECHNIQUES

Qualitative Techniques
 MANAGERIAL JUDGEMENT
 DELPHI TECHNIQUE
Quantitative Techniques
 WORKSTUDY TECHNIQUES
 STATISTICAL TECHNIQUE

Managerial Judgment
In this technique the managers sit together, discuss and arrive at a figure
which would be the future demand for labour.The technique may involve
‘bottom-up’ or ‘ top down’ approach’.
Managerial judgment considers the following factors that may influence
forecasts:
 Projected turnover
 Quality and skills of employees
 Strategic decisions to upgrade quality or enter new markets
 Technological and other changes resulting in increased
productivity
 Financial resources available to the department

11
Delphi Technique
It seeks estimates of personnel needs from a group of experts. The HRP
experts act as intermediaries, summarize the various responses and report
the findings back to the experts. Summaries and surveys are repeated
until the experts opinion begins to agree. The agreement reached is the
forecast of the personnel needs. No Interaction among experts

Work study Technique

This technique can be used when it is possible to apply work
measurement to calculate the length of operations and the amount of
labour required.
For example
If Planned output for Next year = 50,000 Units
Standard hours per unit = 2
Planned hours required 50,000*2=1, 00,000
Productive hours per worker in the year=2,000
Number of workers required= 1, 00,000/2,000=50

Ratio Trend Analysis

Example-: level of production in present yr = 2000 unit
Present no. of employees = 50
Ratio is 1:40
Estimated production for next yr = 3000 unit
Employees required relative to present ratio = 3000 / 50
No. of employees = 60

12
2. HR SUPPLY FORECAST
Once an organization has forecast its future requirements for employees,
it then goes on to the next search that is from where can it fulfill its
requirements. It therefore needs to determine if there are sufficient
numbers and types of employees and how many are eligible for the
plausible positions. Supply analysis thus, involves planning for
procurement: who, from where, how and when of recruitment. It scans
the internal and external environment for the best-fit candidate for the
positions in question. Thus, there are two source of supply- internal and
external. The supply analysis covers:
(1) Existing Human Resources
(2) Internal sources of supply
(3) External sources of supply

Existing Human Resources

Analysis of present employees is greatly facilitated by HR audits. HR
audits summarizes each employee’s skills and abilities. The audits of non
managers are called skill Inventories and those of the management are
called management Inventories.

INTERNAL SUPPLY
Internal sources: The most popular approach to be followed by all
managers is to look within the organization among its cadre first. Until
and unless the opening is not related to immensely diversified field of
which the existing workforce might not possess requisite skills, and the
cost of training may be working out to be high, it is easier to go in for an

13
internal source for recruitment. Because it is cost saving in many ways to
utilize what is already available to the organization.

An internal supply analysis is done with

1. Staffing tables/manning charts, which are pictorial representations of
all
Organizational jobs, along with the numbers of employees currently
occupying
those jobs and future employment requirements.
2. Markov analysis, which shows the percentage (and actual number) of
employees who remain in each job from one year to the next, thus
keeping track of the pattern of employee movements through various
jobs. Thus this analysis results in a composite matrix of supply.
3. Skill inventories that list each employee's education, past work
experience, etc.
4. Replacement chart that helps us derive the profile of job holders,
department-wise and reveals those who could be used as replacements
whenever the need arises.

EXTERNAL SUPPLY
It can be done by recruiting prospective candidates with the help of
sources like Colleges and Universities, Consultants, Advertisements-
applications etc.

3. DETERMINING MANPOWER GAPS

The final stage is to balance out the demand and supply gap. The closer
the gap the better it is for the company when it actually goes into
procuring.

14
 A comparison chart can be developed to find what is available and to
what extent it can fulfill the demand forecast. This exercise helps us have
an idea of the quantitative and qualitative gaps in the workforce. A
reconciliation of demand and supply forecasts will give us the number of
people to be recruited or made redundant as the case may be. This forms
the basis for preparing the manpower plan.
In this process a company always needs to keep repeating this step as it
operate in a changing environment. Changes in product mix, union
agreements, and competitive action are some of the important things that
need special attention.

The human resource requirements thus identified are translated into a

concrete Manpower Plan, backed up by detailed policies, and other
human resources instruments and strategies (for example, recruitment,
selection, training, promotion, retirement, replacement, etc.).
The manpower plan is further divided into the following resultant
operational plans:

Recruitment, selection& placement plan to show how many and what

type of people is required and when they are needed;

Redeployment plan to help chart out the future movement in terms of

training and transfers.

Redundancy plan will indicate who is redundant, when and where; the
plans for retraining, where this is possible; and plans for golden
handshake, retrenchment, lay-off, etc.

15
 Training plan to chart out if training is required. If yes, when and to
which level; whether it will be done in-house, done in phases or included
as part of a formal induction program. This includes the cost and benefit
analysis of all the options available.

Productivity plan: Will indicate reasons for employee productivity or

reducing employee’s costs through work simplification studies,
mechanization, productivity bargaining, incentives and profit sharing
schemes, job redesign, etc.

Retention plan: Will indicate reasons for employee turnover and show
strategies to avoid wastage through compensation policies, changes in
work requirements and improvement in working conditions.

Downsizing plan- that is laying off the employees

Managerial succession planning-which provides the organisation's

future managers with the necessary preparation to successfully fill
potential vacancies.

Check/reviews points: The success of the entire exercise is dependent

upon frequent reviews so that none of the factors are left out and changes
are constantly taken care of. The important thing is to clearly demarcate
point for periodical checks to incorporate deficiencies and periodic
updating of manpower inventory based on training and performance
reviews, in the light of changing circumstances.

16
 CHAPTER 2
COMPANY PROFILE

17
 Company Profile

Name of the Unit : The Times of India

Address of the Unit : The Times of India

Star complex,
Opp. Alfred High School,
Rajkot-360001

Registered Office : The Times of India

RMD, Sakar-1,
Opp. Gandhigram Railway Station,
Ahemdabad

Address of Production Unit : The Times of India

Bijalpur
Ahmedabad.

Established Year : 1838

Form of Organization : Proprietary Concern

Size of Organization : Large Scale Industry

Promoter : Bannet & Coleman

Bank : HDFC Bank Ltd.

18
 A Brief History

The first edition of The Bombay Times and Journal of Commerce, later to
be called The Times of India, was launched in Bombay in 1838. After
several years of changes, evolution and growth in the paper’s character,
Bennet, Coleman & Co. Ltd., the proprietors of The Times of India
Group, was established with the principle objective of publishing
newspapers, journals, magazines and books.

Today, Bennet, Coleman & Co. Ltd. is India’s largest media

house. The times group is a multi-edition, multi-product, multi-
media organization and has to its credit several leading
publications. Among the publications are The Times of India, The
Economic Times, Navbharat Times, Maharashtra Times, Femina
and Filmfare. The group also has interested in the entertainment
and media industry in the form of Radio Mirchi, Planet M, Times
Music, Times Multimedia and Times Zoom Channel.

Size & Form of Organization

In every country, Government adopts different policies in

measuring the size of the unit. The Indian Government has adopted
the basis of investment to measure the size of a business.

The unit can divided into three categories:

 Small Scale Industry

 Medium Scale Industry

19
  Large Scale Industry

The unit having investment up to 3 crore is known as Small

Scale unit. The unit having investment between 3 crore and 5 crore
is known as Medium Scale Unit. So the Times of India comes
under Large Scale category. The business can be mainly classified
as under:

 Sole Proprietorship
 Partnership Firm
 Joint Stock Company
 Private Limited Company

As per the form of the organization Times of India comes

under. Proprietorship Private Limited Company.

Location Justification

Any industry which is established at a particular place where

it funds less cost of production than the other places is known as
industrial location.

Location means a place where raw material, labor power,

transportation, capital etc. are easily available.

The unit is located near Ahmedabad. Industry is an activity

which converts raw material and semi-finished goods into finished
goods for sale.

20
 The success of business depends on the process of
organization and planning.

Any entrepreneur has to consider this entire factor requires

careful analysis because the location is once chosen can’t be
changed often. Frequently changes in location leads to losses.

Why this company is located at Sarkhej-Gandhinagar

Highway?

There are some particular reasons which are given below

NATURAL FACTORS:-
 WATER:
Water is a very important factor of any types of industry.
 POWER:
Power is a important factor for any types of industry. As
THE TIMES OF INDIA having fully automatic process so power
is very important for them, Their machines are very large and
running with the help of power. So they want power at low cost.
 RAW MATERIAL:

For most of the industry cost of raw material is the main

cost. If raw materials are available from the nearest area them the
cost of production will be less and this ultimately affects profit.

 ECONOMICAL FACTROS:-

Cheap and skill supply of labor is necessary for every

industry. The company is free to take labor area but the labors are

21
available in nearly area, it is direct affects to the profit of the
company. This plant is fully automatic so they have required
workers. There are many workers working in the industry.

TRANSPORTATION

The industry must be located at a place where cost of transportation

becomes less. Transportation facility is easily available for TIMES
OF INDIA. The location about TIMES OF INDIA is good about
transportation

Production is the basic activity of all industrial units. All

over activities revolve around this activity. The end product of the
production activity is the creation of the goods and service for the
satisfaction of human wants. The production activity is nothing but
the step by step conversion of one form of material into another
either chemically or mechanically. In a chain of manufacturing
activities, the finished product of the processor sometimes becomes
the raw material for the other manufacturing firms falling in the
next sequence.

MEANING:

The meaning of the term “Production” and production

management” should be noted carefully.

According to E.S. Butta

Production is a process by which goods services are created”.

According to H.A. Harding

22
 “Production Management is concerned with those processes
which convert the inputs into outputs. The inputs are various
resources like raw material, men, machine, method etc. and the
outputs are goods and services.

23
 Organization Chart

General Manager

Manager

Assistant manager

Supervisor/ Incharge (Machine)

Machine Operator

24
 Chapter-3
RESEARCH METHODOLGY

25
 RESEARCH METHODOLOGY

A research design is the arrangement of conditions for the collection and

analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.

RATIONALE OF PROJECT
The purpose of human resource planning 'is to assure that a certain
desired number of persons with the correct skills are available at the
specified time in the future'. Human resource planning thus identifies
what must be done to ensure the availability of the human resources
needed by an organisation to meet its objectives. The other HRM
activities are then enacted to achieve the human resource plan that has
been developed.

HR planning is an important part of an organisation’s HR information

system. This is because a HR plan affects all HR activities and acts as the
strategic link between organisational and HRM objectives. An effective
planning process is essential to optimising the organisation’s human
resources. The alternative is reactive decision making in a climate of
increased risk and uncertainty, with the HR department contributing less
to the achievement of the organisation’s strategic business objectives.
An effective HR planning system is essential for an organisation to be
proactive, because such information allows managers to make strategic
decisions that ensure optimum performance. The true measure of the
effectiveness of the HR function ‘is whether the right human resources of
the organisation have been in place and properly deployed to do what is
necessary to implement the corporate strategy.’ This can only be achieved

26
when HR planning is fully integrated into the organisation’s strategic
business plan, but studies consistently show that little integration has
occurred. HR managers still have to successfully demonstrate that HR
planning is relevant to the needs of line managers.

TIMES OF INDIA Industrial Systems Ltd., Govindpura, Bhopal, is a

large organisation with over 800 employees. TIMES OF INDIA operates
in an industrial environment where accurate human resource requirement
and retention is a must for its success and growth.
TIMES OF INDIA is an ISO 9000 certified company and maintains that
Human Resource is the engine for business growth. The company makes
sure that it makes effective HR Plans and is sincerely committed to make
further improvements on it.

This research project will help to provide valuable information to human

resource planning and how human resource planning is/can be undertaken
at TIMES OF INDIA Industries. It will help to highlight its purpose and
the need for TIMES OF INDIA to consider environmental trends and
issues in developing strategic human resource planning. It will also help
them to know about the different approaches to forecasting the demand
and supply of human resources. It will also help them to make their
human resource planning more effective.

OBJECTIVES

 To understand the need for HR PLANNING within the

organization.
 To seek staff/ managers opinion on the need for HR PLANNING.

27
  Examine the impact of HR planning on the acquisition,
development, reward, maintenance of human resources,
performance and employee motivation
 Appreciate the importance of HR planning
 Identify the key environmental influences on HR planning
 Understand the basic concept of HR planning
RESEARCH METHODOLOGY
It is a way to systematically solve the research problem. It includes the
way in which the data is collected for the research purpose. It may be
understood as a science of studying how research is done scientifically. It
includes the various steps that are adopted in studying the research
problem along with the logic behind them.
The present research is exploratory in nature. Both primary and
secondary data has been collected.
Primary Data
The primary data collection source was questionnaires which contains 14
close ended questions and 1 open ended question. Observation and
interviews have also been included for data collection in the study.

Secondary Data
The secondary data has been collected from books, journals, and internet
and company database.

TYPE OF RESEARCH.
The research undertaken in this study is a descriptive type of research.
A descriptive research includes surveys and fact findings enquiries of
different kinds. The researcher has no control over the variables in this
type of research.

28
SAMPLING METHOD
In this project non-probability sample has been chosen. The method used
is judgment sampling coupled with convenience sampling.

SAMPLE SIZE
For the collection of data a sample size of 50 employees at TIMES OF
INDIA was chosen.

TOOLS USED

For analysis of the data collected through questionnaires, statistical charts

and graphs have been used.

LIMITATIONS

 Number of respondents is less, and cannot be treated as the whole

population. So accurate conclusions can’t be drawn.
 Employees of the organization may be unwilling to provide the
information.
 Limitation of non- probability sampling may arise and creep in.
 Time pressure to complete the project within the specified time
allotted.

29
 CHAPTER 4

LITERATURE REVIEW

30
 LITERATURE REVIEW

Previous decades have seen considerable changes within implementation

of human resource planning. The following report has been devised in
order to analyse occurrence and reasoning of these changes. The
following points shall be reviewed:

The above information shall be gathered by review of corporate literature,

scholarly texts and Internet resources. Andrew Carney of the School of
Management and Business Enterprise, St Mary's University College,
requested the report to be submitted as an individual business report on
4th May 2007.

The shift in the U.S. economy from manufacturing powerhouse to a

service-driven economy has placed a great emphasis on human capital
planning within organizations in order to remain competitive in a new
global economy. The link between critical business strategy and the
successful implementation of strategy has been well documented in the
literature. This article examines the literature surrounding human capital,
human capital planning, and the implications for human resource
development (HRD). The results of the review and synthesis of the
literature are provided, and the implications for HRD scholars and
practitioners are reported in detail. The research reports an in-depth
justification and rationale for the incorporation of human capital planning
into practice and research to determine the impact on HRD interventions
and organizational performance through the use of a model and process
for human capital planning. (Articles citing this article- Merit
Determinants of ADA Title I Allegations Involving Discharge:

31
Implications for Human Resources Management and Development
Advances in Developing Human Resources August 1, 2010 12: 466-483)

The Institute for Employment Studies is an independent, apolitical,

international
centre of research and consultancy in human resource issues. It works
closely with employers in the manufacturing, service and public sectors,
government departments, agencies, and professional and employee
bodies. For over 35 years the Institute has been a focus of knowledge and
practical experience in employment and training policy, the operation of
labour markets and human resource planning and development. IES is a
not‐for‐profit organization which has over 60 multidisciplinary staff and
international associates. IES expertise is available to all organizations
through research, consultancy, publications and the Internet.

A review of the relevant literature throws up lengthy lists of

characteristics considered to exemplify a ‘good’ HR function. A wide
range of generic skills are seen as important for those working within the
department: analysis, planning and influencing, change management,
project management, risk assessment, talent identification, relationship
management, negotiation, leadership, teamwork and communication are
commonly mentioned (Vere, 2005).

32
CHAPTER 5

THE REPORT

33
 HRP AT TIMES OF INDIA INDUSTRIAL SYSTEMS LTD.

TIMES OF INDIA Industries recognize the importance of human

resource planning and makes sure to effectively implement it.
The HRP process at TIMES OF INDIA is as follows:
1. FORECASTING THE DEMAND FOR LABOUR
The demand for labour is forecasted using the technique of Managerial
Judgment. The HOD of various departments makes an estimate annually,
of the number of employees required and informs the HR department
about it. The HR department then makes plans to fulfill these
requirements through the recruitment process.

2. HR SUPPLY FORECAST
The HR department at TIMES OF INDIA plans for procurement that is
how, when, from where and who will do the recruitment.
The HR audit helps it to make analysis of the existing employees in terms
of their skills and abilities. Employees are also recruited by means of
Internal Sources wherein they are either transferred or promoted on the
basis of merit or seniority.
External Sources of supply include Colleges and Universities,
Consultants, Advertisements-applications.

3. MANPOWER PLAN DETERMINATION

The HR department has a well defined manpower plan which includes the
following:

34
Recruitment plan
TIMES OF INDIA adopts the following methods of recruitment after it
gets the HOD from various departments tell them about their
requirements:
Internal Sources- Here employees already working in the company are
either transferred or promoted on the basis of merit or seniority.
External sources- It includes
 Campus drives (made once in a year in the month of May or June)
 Advertisements
 Consultancies
 Direct recruitment at the factory gate of the unskilled employees

Training Plan
TIMES OF INDIA has a well defined training plan wherein a training
calendar is released quarterly to assess the need and development of
training programs. The company provides 4 hours of training in a
calendar year.
The trainees are given 14 days induction training and 4 days of HR
training.
The trainers are both Internal and External.
The training process involves the following steps:
1. Training need identification: Formats are distributed to the various
departments to assess the need for training.
2. Preparation of quarterly calendar
3. Deciding about the training objective and plan
4. Implementation of plan.
5. Evaluation of the plan and getting feedback.

35
 DATA COLLECTION

The method adopted for data collection in this project was questionnaire.
The A questionnaire consists of a number of questions printed or typed in
a definite order on a form or set of forms.

A questionnaire was sent to 50 respondents (Managers and engineers at

TIMES OF INDIA Industrial Systems Ltd.) with a request to answer the
questions and return the questionnaire. The respondents were expected to
read and understand the questions and write down their replies in the
appropriate space in the questionnaire itself.

36
 DATA REPRESENTATION

1. Does the company reviews the organization’s human resources requirements?

Employees
Options No. of Respondents Percentage of employees
Yes 42 84%
No 4 8%
Sometimes 4 8%
TOTAL 50 100%

Interpretation
100
From the above %
data,
80 it is clear that 84% employees feel that the company
reviews
Percentag %
the organization’s
60
human resources requirements, 8% not at all and
e
8% to some extent.
Of %
40
84
Employee %
s %20the above data that TIMES OF INDIA should make up to
Thus it is clear from
date revision of its%0 8
organization’s human resources 8
requirements to achieve
% %
its Human Resource%PlanningYe
objectives. N Sometime
s o s
Option
s
2. How often is this analysis updated (e.g., yearly, every two years, three years
or more)?

Employees
Options No. of Respondents Percentage of employees
Yearly 47 94%
Every 2 years 0 0%
3 Years 0 0%
Can’t say 3 6%
TOTAL 50 100%

37
 Can't say, 2
6%
3 Years,
0%
Every 2
year, 0%
Yearly
Every 2 year
3 Years
Can't say
Yearly,
94%

Interpretation

The data reveals that 94% of the employees are aware of the fact that TIMES OF
INDIA conducts its Human resource requirements yearly.

This above data reveals that management’s efforts at GIE Industrial Systems Ltd.
in the direction of analyzing its human resource requirements on regular intervals
are quite commendable.

3. Does your future needs for manpower include considerations of availability of

outside workforce characteristics like age, sex, minority classification,
education, skills level, occupations, etc.?

Employees
Options No. of Respondents Percentage of employees
Yes 34 68%
No 5 12%
To some extent 11 20%
TOTAL 50 100%

38
 3

To some 22
%
extent
10
Option
N %
s o
68
Yes %

0 20 40 60 80
% % % % %
Percentage of Employees

Interpretation

From the above data, it is clear that 68% employees feel that the future needs
for manpower include considerations, 10% not at all and 22% to some extent.

TIMES OF INDIA should include such considerations like availability of

outside workforce characteristics like age, sex, minority classification,
education, skills level, occupations, while projecting its future manpower
needs.

4. Does your future workforce requirements include considerations of

anticipated changed in your organizations technology, processes,
products/services and markets?

Employees
Options No. of Respondents Percentage of employees
Yes 33 68%
No 6 12%
To some extent 11 20%
TOTAL 50 100%

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 12
70%
60%
Percentage 50%
Of
Employees
40% 66%
30%
20%
22%
10% 12%
0%
Yes No To some
extent
Options

Interpretation

From the above data, it is clear that 66% employees feel that the future
workforce requirements include considerations, 12% not at all and 22% to
some extent.

TIMES OF INDIA should include such considerations like anticipated changed

in the organizations technology, processes, products/services and markets
while
estimating its workforce requirements.
5. Is this future forecast of workforce requirements used for planning training and
development programs for the workers?

Employees
Options No. of Respondents Percentage of employees
Yes 34 68%
No 6 12%
To some extent 10 20%
TOTAL 50 100%

40
 5

To some
extent, 20%
Yes
No
No, 12%
Yes, 68% To some extent

Interpretation
From the above data, it is clear that 68% employees think that this future
forecast of workforce requirements is used for planning training and
development programs for the workers, 12% not at all and 20% to some
extent.

TIMES OF INDIA should use this forecast more on planning training and
development programs for the workers using the future forecast of workforce
requirements in their organization.

6. Is this forecast of future workforce requirements used for career planning

(matching organizational and individual skills, abilities and needs)?

Employees
Options No. of Respondents Percentage of employees
Yes 28 56%
No 13 26%
Still in Progress 9 18%
TOTAL 50 100%

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 6

60%
50%
Percentage
of 40%
Employees% 30% 56%
20% 26%
10% 18%
0%
Yes No Still in
Progress
Options

Interpretation
From the above data, it is clear that 56% employees think that this forecast of
future workforce requirements is used for career planning, 18% it’s still in
progress and 26% not at all.

Thus the above data reveals that TIMES OF INDIA Industrial Systems Ltd.
should use the forecast of its future workforce requirements for career
planning in its organisation.

7. Is there a formal career planning process in the company?

Employees
Options No. of Respondents Percentage of employees
Yes 22 44%
No 11 22%
Still in Progress 17 34%
TOTAL 50 100%

42
 7
50%
40%
Interpretation
Percentage 30%
Of 44%
It was found that 44% employees feel that there is a 34% formal career planning
Employees 20%
process in the company, 34% think it’s still in22%
progress and 22% not at all.
10%
0%
Yes No Still in
Ans. The various measures suggested for an effective Human Resource
Progress
Planning and Options
development and retention of employees in the company are as
follows:

 Better HR policies and hi tech HRIS (Improved and revised) should be

implemented.
 There should be no biasing in the recruitment process especially in case of
internal recruitment.
 Employees who are retired from some other workplace should not be
taken into consideration and only TIMES OF INDIA employees should be
promoted for higher post.
 The performance appraisal system should be reviewed and revised.
 The planning should be need and departmental based.
 There should be proper training, job rotation and job enhancement.
 Good increment and salary hikes should be given for more retention.
 More advertisements should be published for recruitment and selection
because choosing from a few pools of candidates may not result in making
the right selection.
 Proper and timely feedback system from the various HOD should be
developed and taken into account

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 CHAPTER 6

CONCLUSION AND SUGGESTIONS

44
 CONCLUSION

TIMES OF INDIA Industrial Systems Ltd. indeed recognizes the

importance of effective human resource planning for the company’s
success. TIMES OF INDIA maintains that Human resource is the
main driver of it’s growth. The human resource planning done at
TIMES OF INDIA reaffirms its commitment to achieve the optimum
use of human resources and to have the correct number and types of
employees needed to meet organizational goals.

The following are the major findings of this research project.

 Most of the employees are aware of the fact that the company
annually reviews the organization’s human resources requirements.
 The company while estimating its future workforce requirements
includes considerations of anticipated changed in organizations
technology, processes, products/services and markets and
availability of outside workforce characteristics.
 TIMES OF INDIA plans its training and development programs for
the workers based on the future forecast of workforce
requirements.

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  Career planning need to be based on the forecast of future
workforce requirements.
 The development of a formal career planning process in the
company is still in progress.
 A proper career counseling system, to identify individual skills,
interests and needs, and which offers in placement and/or
developmental assistance, is still in its developmental stages.

SUGGESTIONS

On the basis of my research project, I would like to give the following

suggestions for HR planning to be a success:-

o Top management should be more supportive

o The communications between HR personnel and line management

should be good.
o The HR plan should be integrated with the corporate plan.

o There should be a balance between the quantitative and qualitative

approaches to HR planning.
o Succession planning provides the organization’s future managers

with the necessary preparation to successfully fill potential

vacancies and should be effectively implemented.
o A formal career planning process should be developed in the

company.
o There should be a better and improvised human resource

information system.

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o Use of Replacement Charts can be done which lists current

jobholders and persons who are potential replacements if an

opening occurs. It would help in Internal Supply forecast.
o Participation from all the levels should be encouraged.

o More advertisements should be published in the media for

recruitment and selection purposes.

o Proper and timely feedback system from the various HOD should

be developed and taken into account

BIBLIOGRAPHY

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 BIBLIOGRAPHY

Books:
 Kothari C.R, Research Methodology Methods and Techniques, New
age international Publishers, New Delhi.

 Mamoria C.B., Personnel Management, Himalaya Publishing Home,

Bombay.

 Davar R.S., Personnel Management and Industrial Relations in India,

Vikas Publishing House, New Delhi.

Websites:
 www.Times of indiaind.com
 www.wikipedia.com
 www.answers.com
 www.w3c.org

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