Answer: - 1

The pandemic underscores the urgency for a more dynamic talent and work model. Human-
resources leaders can help by focusing on identity, agility, and scalability.

Techniques for Forecasting of Human Resources are;

1. Delphi technique.
2. Nominal technique.
3. Brainstorming.
4. Ratio Analysis.
5. Trend Analysis.
6. Scatter plot.
7. Work study method

1. Delphi technique
Delphi technique is based on the principle that forecasts (or decisions) from a
structured group of individuals are more accurate than those from the unstructured
group. Delphi is a structured approach for reaching a consensus judgment among
experts about future developments in any area that might affect a business, for
example, a firm’s future demand for labour. In the Delphi technique, a panel of relevant
people is chosen to address an issue. It facilitates group decision-making.
Experts are chosen based on their knowledge of internal factors that might affect a
business (e.g., projected retirement), their knowledge of the general business plans of
the organization, knowledge of the external factors that might affect demand for the
firm’s product and service, and hence its internal demand for labour. Experts may
range from first-line supervisors to top-level managers. Sometimes, outside experts
are also used.

The main objective of the Delphi technique is to predict future developments in a

given area by integrating the independent opinions of experts. Face-to-face group
discussion among the experts is avoided to eliminate criticism and compromise on
good ideas. To avoid these problems, an intermediary is used. The intermediary’s job
is to pool, summarize, and then feedback to the experts on the information generated
independently by all the other experts during the first round of forecasting. The cycle is
then repeated so that the experts can revise their forecasts and the reasons behind
their revised forecasts.
 The following are the key characteristics of the Delphi method: the anonymity of the
participants, the structuring of information flow, regular feedback, and the role of the
facilitator.

Guidelines to make the Delphi process most useful:

 Give the experts enough information to make an informed judgment.
 It does not require precision.
 Keep the exercise as simple as possible.
 Be sure that the classification of employees and other definitions are
understood in the same way by all experts.
 Enlist top management’s expert’s support of the Delphi process by showing
how good forecasts will benefit the organization and affect profitability and
workforce productivity.
Advantages
 Elimination of interpersonal problems among panellists,
 Efficient use of experts’ time,
 Adequate time for reflection & analysis by respondents,
 Diversity & quantity of ideas generated, and
 Accuracy of predictions & forecasts made.
Limitation
 It must be realized that in an area such as human resource forecasting, the
degree of uncertainty is so great that exact and always correct predictions are
impossible.
 Hence, a high degree of error is to be expected. Another particular weakness
of the Delphi method is that future developments are not always predicted
correctly by the consensus of the experts.
 Another problem is the inability of the experts to make complex forecasts with
multiple factors.

2. Nominal technique
A nominal group exists in name only, with members having minimal interaction before
producing a decision. Participants are asked to write their ideas anonymously. Then
the facilitator collects the ideas, and the group votes on each idea. The group should
be prepared and encouraged to embrace the process.
 Here are the steps that nominal groups often follow:
 Individuals are brought together & presented with a problem.
 They develop solutions independently, often writing them on cards.
 Their ideas are shared with others in a structured format,
 Brief-time is allotted so that questions can be asked – but only for clarification,
ask the kinds of questions a unit manager can answer.
 Group members individually designate their preferences for the best
alternatives by secret ballot.
 The group “decision” is announced.

3. Brainstorming
Brainstorming is a popular method for encouraging creative thinking in groups of about
five to eight people. Brainstorming is a group or individual’s creativity technique by which
efforts are made to conclude a specific problem by gathering a list of ideas spontaneously
contributed by its member(s). Good ideas may be combined to form a single better idea,
as suggested by the slogan “1+1=3”. It is believed to stimulate the building of ideas by the
process of association.
It is built around four basic guidelines for participants:
 Generate as many ideas as possible.
 Be creative, freewheeling & imaginative.
 Build upon extending or combine earlier ideas,
 Withhold criticism of others’ ideas.

The success of this technique depends on: each member’s capacity, willingness to hear
thoughts, use the thoughts as a stimulus, spark new ideas of their own, and feel free to
express them.

4. Trend Analysis
Trend analysis means studying a firm’s past employment needs over the years to predict
the future. The purpose is to identify trends that might continue. It provides an initial
estimate.
In this method, it is assumed that past trends of employee movement in an organisation
are steady and suggest future trends of employee movement. This analysis is based on
information related to employee trends, such as trends of hiring, retirements, productivity,
turnover, etc. HR personnel determine the future trends by analysing the past trends. For
example, as per the past employee records of an organisation, 10 per cent of its
 employees retire, 5 per cent of its employees resign, and 5 per cent of its employees get
sacked every year. Using these trends, the HR personnel can forecast future HR
demands of employees.

5. Ratio Analysis
Ratio Analysis is a forecasting technique for determining future staff requirements by
using ratios between, for example, sales volume and number of employees needed.
It means making forecasts based on the ratio between any causal factor and the number
of employees required. Ratio analysis assumes that productivity remains the same.

6. Scatter plot
A scatter plot is a graphical method used to help identify the relationship between two
variables. If an HR manager can forecast the level of business activity, he should also
estimate personnel requirements.

7. Work study method:

This method, also called work-load analysis, is used to estimate total production and
predict activities for a certain period in the future. This method is used when the
estimated workload is easily measurable. This method involves considering the capability
of human resource and converting the workload into number of man hours required to
produce each unit. Therefore, this method helps to forecast HR demand through
estimated total production and each employee’s contribution in producing each unit item.
Answer: -2

Broad steps for Induction for new employees

 Introduction to team leader or direct manager

 Explain performance standards and expectations of new employee
 Office/work times
 Introduction to team members
 Team roles and responsibilities
 Organisational chart
 Layout of office – I use a hand drawn map where people sit, and put their names and
roles on there too.
 Security issues and access to the office
 Safety procedures
 Make them feel welcome

It’s quite easy to become so fixated on getting your new employee up-to-speed that you
forget to encourage them to feel welcome.

An innovative way to let the employee feel a part of office

 Get the team together and go around in the group and ask each individual to
tell everyone something unique about themselves.
 Buy a couple of helium balloons and tie them to the new employee’s desk. Get
everyone to sign a ‘welcome to the team’ card.
 Enjoy a team lunch on their first day
 Post a welcome on your company social media accounts.

When many people think of employee induction, they have a vision of sitting in a conference
room while a single presenter delivers a long-winded PowerPoint presentation for hours on
end.
One should encourage a different approach. However, encourage different topic experts to
deliver each segment, and spread it over a few days, to avoid overwhelming your new
employee all in one day.
  Discuss your company values and vision
In the first few days, it is vital that you sit down with the new employee, and take them
through your company values and vision and what they all mean. Ask your recruit what the
values mean to them, and if they have any questions. one will find this a lot easier if you
prepare a good document that helps explain your company values beforehand.
 Encourage social interaction with your team
If you can, ensure that your new person has a team member or two that they can rely on to
ask questions and help them settle in. It’s a good idea to encourage the team to all pitch in
and help with the small things, such as good places nearby to eat, etc.
One activity we can try to do is have a Friday drink at the end of the new employees
first week. This gives the team a chance to unwind together, and interact with their
new colleague in a relaxed and friendly environment.
 Outline your expectations clearly
Although your role description will carry some of the detail, it is important to lead each
employee through the expectations you for them, along with why they are important to the
company success.
There are many situations that policies or at least documentation could be created for the
benefit of communication. Anything you expect, you cannot just assume that new hires, or
even existing employees, will just know by instinct.
 Look for creative ways to welcome your new hire
For example
 An Australian startup, Appbot, they give all new employees a gift of a ‘cubebot’.
 At Blinds.com they create a custom welcome video (here’s an example) before their
first day on the job. They also get a tour of the entire business with the CEO, Jay
Steinfeld.
 At Bonobos, the hiring manager sends out an e-mail to the entire company
introducing a new employee. The e-mail includes a brief biography and a photograph
of the employee. It also includes a trivia game that is called “Two truths and a lie.”
 Follow up regularly
Don’t just complete your first week’s induction and leave it! Schedule a face to face with the
new employee after a few weeks, and find out what is going on with them, what challenges
they have found integrating with your team, etc.
It is vital in those early days that you are easily accessible by any new employee, so they
can learn and understand your expectations and vision for the team.
  Ask your new employee for feedback
The best way to improve your employee induction process is to ask your recent hires about
their experiences.

The Induction process can be streamlined if one follows these steps: -

Between appointment and the first day

 Send out contract and confirmation letter of employment.
 Supervisor/Manager to call employee to welcome the new employee to
the organisation.
 Inform other colleagues within the department when the new employee is to start and
their responsibility to support the new inductee.
 Invite the new employee to any social outings before the first day so
they can form a social connection with other employees

First Day
 Meet and greet the new employee.
 Give them a tour of the building and introduce to staff.
 Show the new employee where all the facilities are and where their desk is.
 Provide the new starter with a "buddy".
 Provide training on the office systems such as how to use the phones, computers
and faxes.
 Provide the new employee with relevant stationery, phone lists, business cards.
 Provide the new employee with a copy of the company induction pack to read.   
                                                                     
First week
 Supervisor/ manager to sit down with the new employee and outline the day-to-day
responsibilities and set Key Performance Indicators (KPI's) for the first three months
in line with the organisational performance management process.
 Supervisor/ manager to assess within the week if any training is required and arrange
if necessary.
 Supervisor/ manager to outline the personal development plan and how this will be
measured.
First month
 Supervisor/ manager to review employee's progress and performance against
agreed Key Performance Indicators.
 Discuss positives and areas for improvement and plan remedial action if necessary.

Third month
 At the end of the three-month probation period, supervisor/ manager is to consult and
review the new employee's contribution to date and performance against agreed Key
Performance Indicators.
 If employee has performed to agreed standards, supervisor/ manager will confirm
appointment.
 Employee will be requested to provide feedback on the induction process so
organisations trainers can work at continually improving the program for all
employees.
Answer: - 3 A

Career development involves being aware of one’s personal goals and values as well as
work goals. It involves continuously learning and applying new knowledge, taking advantage
of opportunities, and taking risks in order to help the organization be productive and effective
chieving one’s career and personal goals
.
The purpose of career development is to:
 Enhance each employee’s current performance
 Enable individuals to take advantage of future job opportunities
 Fulfil their employer’s goals for a dynamic and effective workforce.

Factors outside of the employee and employer’s control may affect the outcome of career
actions. But one thing is true – the best career development move is to perform well in one’s
current position.
Consistent, high-quality performance along with thoughtful career planning will help ensure
continued success on the job.

Career planning uses all the information generated by the succession plans, performance,
and potential assessments and self-assessments to develop programs and procedures
which are designed to implement career management policies, achieve succession planning
objectives and generally improve motivation, commitment and performance. The procedures
used are those concerned with:
1. Career counseling
2. Personal development planning
3. Training and management development.
4. Mentoring

 Career counseling
Performance management processes, should provide for counseling sessions
between individuals and their managers. These sessions should give the former the
opportunity to discuss their aspirations and the latter the chance to comment on
them.
 Personal development planning
Personal development planning is carried out by individuals with guidance,
encouragement and help from their managers/HRM as required. A personal
development plan sets out the actions people propose to take to learn and to develop
themselves. They take responsibility for formulating and implementing the plan, but
they receive support from the organization and their managers in doing so. The
purpose is to provide a ‘self-organized learning framework’.

 Management Development
Development on the job through coaching, counseling, monitoring and feedback by
managers on a continuous basis associated with the use of performance
management processes to identify and satisfy development needs, and with
mentoring; Development through work experience, which includes job rotation, job
enlargement, taking part in project teams or task groups, ‘action learning’, and
secondment outside the organization; Formal training by means of internal or
external courses; Structured self-development by following self-managed learning
programs agreed as a personal development plan or learning contract with the
manager or a management development adviser – these may include guidance
reading or the deliberate extension of knowledge or acquisition of new skills on the
job.

 Mentoring

Mentoring is the process of using specially selected and trained individuals to provide
guidance and advice which will help to develop the careers of the ‘proteges’ Allocated
to them.
Mentoring is aimed at complementing learning on the job, which must always be the
best way of acquiring the particular skills and knowledge the job holder needs.
Mentoring also complements formal training by providing those who benefit from it
with individual guidance from experienced managers who are ‘wise in the ways of the
organization’.
Mentors provide for the person or persons allocated to them: advice in drawing up
self-development programs or learning contracts; general help with learning
programs; guidance on how to acquire the necessary knowledge and skills to do a
 new job; advice on dealing with any administrative, technical or people problems
individuals meet.

Answer: - 3B

Succession planning can be broken down in these three phases

 Assessment phase
Step 1: Identify significant business challenges in the next 1–5 years.
Step 2: Identify critical positions that will be needed to support business continuity.
Step 3: Identify competencies, skills, and institutional knowledge that are critical success
factors.
 Evaluation phase
Step 4: Consider high potential employees.
Step 5: Select the competencies individuals will need to be successful in positions and to
meet identified business challenges.
 Development phase
Step 6: Capture the knowledge that individuals possess before departing the organization.
Step 7: Develop a pool of talent to step into critical positions through targeted career
development strategies.

The key objectives of succession planning are to ensure continuity, identify critical

positions, understand the organization’s competency levels, recognize the potential and
workforce development, and get valuable insights into the workforce and departments.

 Ensures Continuity
One of the main objectives of succession planning in an organization is ensuring all-round
business continuity. Building a leadership pipeline by shortlisting or developing the skills
needed to maintain a forward-looking trajectory automatically makes your company future-
ready. It ensures that you are less likely to make wrong decisions during crises.
 Succession Planning Identifies Critical Positions in an Organization
 A perfect succession plan identifies mission-critical front-line positions that are crucial to a
company’s success. With a succession plan, companies can outline a defined structure with
role-specific job descriptions and strategic contributions that offer clarity to the executives
and board members. Concurrently, you also identify obsolete or declining positions within
the organization.
  Underlines the Organization’s Competency Levels
Implementing competency mapping criteria in an organization is another key objective
of succession planning. When you’re eyeing sustenance and growth in a competitive
environment, critical competencies help you understand the attributes already possessed by
your organization. It offers a detailed understanding of competencies in the talent that is to
be recruited, promoted or developed for long-term stability. Competency mapping is a
practical and comprehensive matrix for succession planning’s learning objective. 
 Identifies Potential and Promotes Development
Not all employees are leaders. However, their talent can be honed to ensure they have the
desired qualities to meet, if not exceed, business demands. By understanding their strengths
and vulnerabilities, HR identifies existing employees’ latent talents or untapped potential.
They undertake designed employees’ cross-disciplinary training, mentoring and skill
development to enhance their existing capabilities. Hence, this succession planning training
objective ensures an improved understanding of the talent pipeline available internally while
creating awareness of the strengths of the current individuals. It also keeps the company a
step ahead of its talent needs.
 Gives Valuable Insight into Workforce and Departments
High-potential identification is an ideal succession planning strategic objective. It is also the
first step to any succession planning exercise. HRs must gain valuable insights on a plethora
of issues. For example, which employee is nearing retirement? Is an individual donning
several hats? Is the employee a perfect asset and, therefore, must be retained? Which
employee is a misfit and needs to be given a different role? Whose expertise requires a
departmental shift? Several such critical insights must be considered. Hence, gaining
valuable insights becomes a goal and objective of succession planning in an organization,
that cumulatively enables creating successful transitions without causing intermittence. 

Consider the ongoing pandemic, having a succession planning strategy has never been
more critical. Businesses are overwhelmed with challenges of succession planning that are
making them increasingly sustainable to losses and consequential closures. We don’t
profess that leader can predict crises and avert them. However, the right successor will know
how to steer the company in times of exigencies. 
Uncertainties are expected to challenge businesses for the next few years. Seismic shifts in
the way businesses are being operated require a thorough re-evaluation of dormant
succession plans. This would ensure a talented pipeline of leaders to withstand current and
unforeseen challenges.