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JOSEPH KURIAN

Diploma in Strategic Management & Leadership (7DI)

Human Resource Planning

Course Work

Strategic Capability of Human Resource Planning

Attracting, Recruiting & Selecting Talents

Organisational Culture, Changing Working Patterns and


Importance of Work Life Balance

Legal Requirements, Disciplinary & Grievance Procedures


and the Role of External Agencies
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HUMAN RESOURCE PLANNING

Introduction:
This topic concern with how an organisation utilises the potential and skill of a human
workforce of human workforce to achieve its goals. This essay also discussing about an
organisation which attract and analyse various skills of workforce and recruit those to attain
the matching pattern and retain them with attractive schemes and provide the workforce
appropriate training and retraining in order to compete with the changing and challenging
conditions of the market and environment and also point out the benefits of work life balance
of an employee.

Human Resource Planning (HRP) used by the organisations to attract the right person to
perform the right job matching to organisational needs and it is an essential part of Human
Resource Management. As per Hannigan (2008) in his book Management defines HR
Planning as “The comparison of an organisation’s recourses which forecasts labour demand
and hence the scheduling of activities for acquiring, training, redeploying and possibly
discarding labour”. Planning is the outcome of the interaction between concerned Managers
and planners to negotiate with the right solutions to solve the changing environmental and
market condition for the benefit of the organisation. This process also forecasting the business
planning and make sure the available work force to compete the current citations by providing
them appropriate training and multi tasks to improve their potential to work, development of
their skills in order to the boost the productivity and quality of an organisation.

Malayala Manorama : For further study relating the above aspects I have choose an
organisation where I had worked earlier which a publishing group is named as Malayala
Manorama. This industry having more than 110 years of experience in printing & publishing
media founded by Kandathil Varghese Mappilai in the year 1888 becomes one of the leading
and versatile news paper industry in India and their regional language daily news paper from
the state of Kerala having circulation of more than 15 million copies a day and they have
more than 26 various leading publications such as Weekly Magazine, Child books, Political
focus, Year Book, Woman Magazine, Educational Books, Calendars etc... The company is
now a day’s running under the guidance of Human Resource Development department and
they got excellence certificate like ISO 2000 and they have adopted systems like Standard
Operating Procedure to attain their unmatchable reputation not only in India but around the
world among other similar industries.
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1) Human Resource Plan supports Strategic Capabilities


Resource based view of an organisation

Resources and competence : The resource based view of the firm (in short RBV) helping the
organisation to give right directions to forecast and identify the needs as per the market
conditions. Mintzberg and Torrigton (2007) suggest that it involves strategic thinking and
strategic planning and is all about collecting the relevant data to stimulate the visioning
process and also programme the vision into what needs to be done to get there. In this aspect
Malayala Manorama has followed a professional method to compete with other similar
organisations. They have got worldwide distribution of news from leading news agencies such
as Reuters, UNI, PTA etc. to collect and deliver the relevant news in time to time to satisfy its
readers.

Elements of Uniqueness: This term described as the organisational character is unique and not
easy to imitate by other competent organisation. The value, rareness, substitutability factors of
Manorama has got uniqueness in their activities and to attain this they have introduced new
methods such as insurance scheme for their readers and various promotional schemes, also
they have introduced free insurance policies to their regular customers, and their threshold
resources like historical library which is another attraction. They have introduce a charitable
trust which helping deprived and victims of natural disaster with compassion (Latur earth
quake rehabilitation project, Bhuj Earthquake rehabilitation project, Free heart surgery, Free
medical aid to Staff and family etc.)

Core competencies (Skills and Technologies): This term is defined as the unmatchable, in
other words attain supremacy among other competence. According to Prahalad and Hamel
(1999) core competencies arise from the integration of multiple technologies and
coordination of diverse production skill there are three tests useful to identify BY Provide
access to wide variety of Market, Contribute significantly to the end-product benefits and Be
difficult for competitors to imitate. In this regard Manorama have implemented new strategies,
systems and skilled work force to attain the domination in their field and currently no other
similar organisations can match with their reputation and style in the field of journalism.
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Dynamic Capabilities: Collis (1994) Defining ordinary or “zero- level” capabilities as those
that permit a firm to “make a living” in the short term, one can define dynamic capabilities
as those that operate to extend modify or create ordinary capabilities. Logically, one can then
proceed to elaborate a hierarchy of higher-order capabilities.
Organisations take new strategies which is an activity of Human Resource Development to
attain dynamic capabilities from zero level capabilities, through new technologies and training
adoption of new methods to boost the potentiality of the firm. It is also considered strategy to
prepare workforce to compete with the current market conditions more flexible approach and
reviewing the situation to overcome the challenges and also adapting external and internal
skills of the organisation. According to Winter (2000) An organizational capability is a high
level routine (or collection of routines) that, together with its implementing input flows,
confers upon an organization’s management a set of decision options for producing
significant outputs of a particular type. Manorama developed a culture of implementing new
technologies in and trainings programmes to achieve dynamic capabilities and this benefited
the whole organisation a competitive advantage among other similar firms. The goodwill of
the company reach sky limit and it became a trademark.

Developing strategic capabilities

Targeted Training and development: VISION that emerges to achieve GOALS. Manorama
always empowered with new technologies and strategies to negotiate challenges in their
environment overcome the issues they have adopted the way that training of their
management and non management staff with task oriented, multi tasking training programmes
to develop the skills and potentiality of their management and workers. For example : The
new printing machine has made with new technologies therefore the operating staff must get
the awareness of new technology to perform without any hitches so the specific staff should
go for appropriate training and method of implementing new strategy of the company enrich
further development of the company.

Staffing Policies: An important factor behind every successful organisation is its staffing
policies such as collecting skilled workforce, Training workforce to develop skills, efficiency
and productivity. Manorama having a well-built resource management who dealing with
Workforce planning, Job Specifications, Staff selection, Training, Outsourcing, Legal and
Safety management of staff and moreover forecasting the future needs of the company.
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Organisational learning: Behind every successful organisation had a hard past experience and
learning from the past mistakes and planning for the future strategies became significant to
the progress and success of organisation. Organizational learning may be within the
organisation or outside such as individual learning, learning market changes, learning of new
technologies, learning people behaviour and learning from other competent organisational
strategies or learning from social, political and financial changes. The emphasis of
organisational learning very much influence in the success of Manorama management, They
took initiative to learn from their past mistakes and adopted new technologies in time to time
not only in the style of journalism but also other part of the company’s procedures.

Developing People's Awareness: Any business run on people trust so to develop awareness of
the people is one of the focusing features to compete the market conditions. Management’s
vision to develop the regional language Malayalam got a significant role in education and
people awareness to the language and to press journalism and that became the culture of
Malayala Manorama these days.

Link between Business and HR Strategy


Management of Short & Long term Resource Strategy: Small scale companies such as shops,
small industries and small business enterprises having flexibility and adaptability in their
approach but big organisations like Reliance, Malayala Manorama, MRF tyres have an
approach of Advanced planning strategy to compete for a stable positions of their own.

In this diagram deriving Gap Analysis is that the determination of an organisation’s future
destination from where that standing currently and Malayala Manorama is a typical example
of Long Term strategies.
Leadership
Developments
People Trend People Strategy
LONG TERM
Strategies Performance
Gap Analysis

Current Capabilities SHORT TERM Short Term business

Objective Settings
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Each and every person having different nature and trends and dealing with various staff, the
management monitoring and identifying each person behaviour and skills and thereby able to
plan and overcome the issues in future. Under Human Resource Development plan Malayala
Manorama also monitors the staff behaviour and research wing working on it to find out
effective solutions whenever necessary.

Major issues dealing by the Human Resource Division in Malayala Manorama is to find out
talents to suite to organisational needs and also they have dealing to find out the right solution
for internal & external issues like news agents complaints, readers complaints, staff
complaints so on. To tackle these issues company top management given power to HR
division to find out the reason and solutions as per the conditions to follow by standard
procedures. This move effect very high impact to solving the issues with sufficient data and
facilitate smooth running of the company.

Organisational Culture of Malayala Manorama


Top Management

Directors

Senior Management
Div
HR&Administration
Marketing Division

Materials Division
Editorial Division
Finance Division

Div
IT & Electronics

Middle Management
Divisional Heads
Supervisors
Workers
Clerical
Field Staffs
HR DIVISION

As we can see the prevailing culture of Manorama is a typical example of Task Culture. All
functions based on HR planning and this advantages to minimise the communication
difficulties within the organisation and efficiency and productivity to boost and they acquire a
well built organisational control over each and every part of the organisation.
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The process of HR Planning


A workforce plan can be as simple or as complex as the organisational requires. Workforce
planning can be conducted for a department, division or for the organisation as a whole.
Whatever the level or approach being adopted, it must nevertheless be integrated with broad-
based management strategies. In addition to workforce planning, ensure that organisational
structure and jobs ensure the efficient delivery of services and effective management of the
organisation as a whole. (Source: www.work911.com).
Analysing demand for the company is the essential part of survival. Without a proper
diagnose any firm cannot move further in the changing market conditions. So that forecasting
demand and measuring supply is essential. Demand is up then quantity of production should
be increased and the workload of the staff may rise this may resulted the demand for more
workforce satisfy adequate supply in order to this roll of forecasting workforce is come in to
play, which is also an important factor. If volume of production meets the target as per the
demand with minimum number of workforce shall be an advantage to the organisation.
Function of HR Planning is actually a forecasting operation which identifies the quantity of
workforce to balancing production to satisfy supply as per the demand. Data analyse might be
essential for the forecasting process and that can be extracted and recorded within the
organisation.

Components of HR Plan are HR supply plans, Organisation and Structural plans, Employee
utilization plan, Learning and Development plan, Performance Management and motivation
plan, Reward plans Employee relations plans and Communications plan. Manorama HR
division always performing based on this aspect of Demand-Supply-Staff policy.

Reward strategies aim to align the performance of the organisation with the way it rewards
its people, providing the necessary incentives and motivation to staff. Its components can be a
combination of base pay, bonuses, profit sharing, share options, and a range of appropriate
benefits, usually based on market or competitor norms and the organisation's ability to pay.
(Source : www. www.workinfo.com)
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2) The process of Attracting, Recruiting and Selecting talents


Attracting Talents

Workforce planning is a systematic process that is integrated, methodical, and ongoing. It


identifies the human capital required to meet organisational goals, which consists of
determining the number and skills of the workers required and where and when they will be
needed. Finally workforce planning entails developing the strategies to meet these
requirements, which involves identifying actions that must be taken to attract (and retain) the
number and types of workers the organisation needs. (Source: http://www.work911.com.)

A major function of HRP is Talent searching, recruiting, Selecting and retain them suitable to
organizational needs. One of the important factors in the modern world is diversity which
mean apart from looking on issues like age, cast, colour, gender and racial background the
selection has been done in respect of skills and ability of a person.

To find out right candidates HR division conducting talent search exams, campus interview,
Viva-voce and personal interviewing to find out right talents to match with company’s needs
and this eliminate any discrimination of any sort in the selection process.

The selected staff may undergo an extensive training to those candidates to understand the
company’s nature and how a new staff can perform well to satisfy its needs. Initially
company having only male workers but now a day’s more than 40% of its workers are
woman, Also lot of young people along with old person from various part of the country
and abroad with different back ground like culture, language, colour etc. working
together as the company having more than 100 bureaus in india and all over the world
this shown the impact of diversity after introducing the HR policies in the organization.

As per performance and skills, company giving those staff that performed better rewards and
attractive packages to retain them for the future benefit. Company giving year performance
awards, attendance awards, travelling allowances, free food, free medical aids, Pension plans
after retirement and other presents like household appliances, interest free vehicle loans etc.

Recruiting Talents
There are so many advantages in good recruitment process such as time management,
utilization of skills, customer satisfaction and value for money. The real asset of an
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organization is its professional & skilled workforce. If talents searching and recruiting process
done in a professional manner then company get much more advantage to utilize them for
their organizational needs. Manorama’s professional team of HR Division did a remarkable
job in this aspect. Recruiting Method of the company can show in a diagram for better
understanding.

Advertisement

CV scrutiny (Profile)

Skill Testing (Examination & Interview)

Top Management Approval

Selection and Declaration

(The whole process are conducting by Human Resource Development Division)

Advertisement procedures are significant to search of talents, there shall be variety of media:
such as Local press, Recruitment agencies, Web sites, Job centre plus, National news papers,
Employees references, Posters & Sign boards, Radio & TV, Professional associations,
Family& Extended, Seminars, Job Fairs and campus interview. Manorama most cases
publishing advertisements in their own News paper and TV Channels and sometimes in Web
also. They also conducting seminars and Job fairs in some cases they go thru with employees
references also.

Comparison of Person & Job description

Person Job Description


Personal Profile Job Security
Educational data Multi Task
Skills Career Development
Multi Task Flexible approach
Experience Attractive salary packages
References Benefits & Allowances
Enthusiasm Legal Aspects

As a research by Chartered Management institute asses that effectiveness in Local press


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(79%), Recruitment agencies (76%), Web sites (75%), Job centre plus (50%), National news
papers (45%), Employees references (45%), Posters & Sign boards (10%), Radio & TV (7%),
Professional associations (6%), Family& Extended (6%), Seminars (4%), Job Fairs (25%) and
campus interview (12%)

Selecting and Inducting Talents


Recruiting the efficient and productive candidate is not an easy job. First upon the selectors
should get the correct outline of the particular candidate after examining the personal profile
HR make a indirect relationship with the client to measure the potentiality of the candidate
and on personal interview the selection board shall find out the talent, skill, interests are
matching with the organisational strategies and may be fit for the job. Another way of
recruiting is hiring the talents but it is risky way so that the company may not get the suitable
person to the right job .Malayala Manorama HR division is very keen on this aspect most of
the core job recruitments are made with direct interviews for external jobs such as required
security recruitments made by hiring from other agencies.
Interview procedures may be varies from each organisation some companies are looking for
most experience candidates for their core working operations mainly managerial level and for
the other low level placements the company giving much more attention on personal interest
and flexibility. On the process of interview these aspects came to effect on the time of asking
questions. Manorama have a highly professional panel for interviewing in the making of new
skilled staff. There are some other methods also adopted by the company such as giving
flexible timings, enquiries and total number of candidates, number of candidate shall be
retained after 6 months or one year, exit interview method so on each and make sure that
every part thoroughly checked.
Training and Induction programmes giving to the new employees before they actually taken
over their responsibilities. There may be outsourcing programmes also came into effect. HR
department always make these types of induction and training programmes to both fresh
candidates and experienced staff to get more potentiality in their approach to suit with current
market conditions.
Company always like to interview potential candidates to suit their needs and for the
effectiveness of the interview there are questions may be ask contained by legal and ethical
view point. The screening of the candidate to find out the right candidate may take little time
but selecting a right talent always benefits future.
3) Organisational Culture, Changing Working Patterns and Work Life Balance
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Basic difference in the culture can be affected of every organization based upon the
organisational nature and the internal and external approach may be differentiating with each
and every organisation. There are four different cultures in operation as we see below in the
diagrams
1) Power Culture

This culture also known as Spider web culture which is most common to most of the
companies at the beginning stage core controlled is operated and most of the time sole
proprietor himself making final decisions as an operational changes. In the begin stage
Manaorama had followed the same culture then subsequently changed its approach as
to roll culture as the company grown up.

2) Roll Culture or Greek temple style,

Power may be divided to its core management and them taking decisions to their
divisional advantages to the benefits of the whole company. There shall be a group of
well qualified and well experienced professionals may stand as pillar of the
organisation and they are very much essential for the continuity of the organisation.
Manorama after the renaissance followed this culture and theirs Divisional
Management became the pillars of the company to move to success in today’s world.
3) Task Culture

This culture known as Net pattern and defined as those who worked for a specific job
and only stand for a short tenure and we can call them as seasonal or part timers. They
shall be call upon on particular Task.
. .*.
* .. .
4) Person Culture *
* . . ..
..

The fourth one is known as clusters and they act as contractual strings that the work is
outsourced to subcontract

Prevailing culture of Manorama is task culture. Each division has an independent roll of
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administration, the power divided in different sections and introduced standard operating
procedure and this pattern helped the company to communicate internally as well as
externally it’s also benefited the company to growth into a wide range and overcome the
challenges such as staff controlling, forecasting demand and supply, political, social and legal
issues, a strong financial control, customers satisfaction, excellence in service and adoption of
new technologies and come out with a very successful organisation in India as well as abroad.
The fresh staffs of Manorama going under new technologies and them get better trainings to
improve their skills. The skilled and trained workforce always benefits of the development of
the company.

Flexible working pattern and Work Life Balance


The method of Flexible working patterns followed by most of the major companies all over
the world recently in order to boost the potentiality and enthusiasm of a skilled worker. That
indeed benefits the company in a wide range. The organisational approach to be flexible in
working hours or work that suit to a worker shall be increased productivity of the worker. If
companies treated the staff in a flexible and caring manner then the stress of work may not be
affect the potentiality of a worker. There are various types of flexible working patterns we can
discuss such as Reduced hours, Sharing job with other staff, Term Time working, variable
hours, compressed working, home working and so on.
On staff request Manorama also giving flexible timing to those who are genuine. The field
staff and sales staff getting much flexibility in their working hours if they achieve their
targets. There are more positive effects on Flexible working practices are Retention,
Motivation, Productivity, Team working, Knowledge sharing etc.
Key issues of flexible timing is work may suffered due to unavailability of an experienced
worker can effect operational pressure, essential customer service requirement, change in
attitude, existing culture of organisation, lack of higher management support and financial
constraints. But these are common issues and it can be solved by better planning, continues
trainings and appropriate work schedule plan.
Along with flexible working hours, the work life balance is also an important factor. The
productivity of an employee shall be increased if he or she having a better life balance and in
effect its benefits the company. Manorama also adopted the same principle of family friendly
approach to their employees and giving their employees a decent work life balance by
providing them essential infrastructure like better salary, housing, insurance, vehicle etc.
4) Legal requirements, Disciplinary & Grievance procedures and External Agencies
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Legal requirements for HR : Legal aspect may play a significant role after recruitment of a
staff in an organisation. There are many legislations are supports staff and protect against any
form of discrimination, unfair treatment, violation of fundamental rights, constructive
dismissal etc. HR planning the process of recruiting staff considering with all these aspects of
legal requirements and this process helps the employee to develop a career without much
concern. Manorama Management also gave higher priority in this aspect.
The various elements of Legal Requirements are
• Fairness in recruitment and Selection: HR Planning considering the legal protection of
the staff in recruitment and this protection covers an employee-employer relationship
from source to end.
• Discrimination : Law is protected the staff from any kind of discrimination such as
gender, race, nationality, ethnic origins, colour, disability, religion, culture etc. all
these aspect should take in to account at the time of recruitment.
• Fairness and protection during employment: Much legislation came in to power to
protect employee from unfairly treatment whatsoever by India Government after the
independence HR should consider these aspects.
• Fundamental rights: Protection from violating fundamental right should be considered.
• Reasons for dismissal: Without genuine reason with solid proof no one can dismissed.
• Constructive dismissal: This is an offence if it is revealed with proof.
• Leaving the organisation: A fair and descent procedure must be needed.
Development of New technology of visual evidence (like CCTV) shall be considered as an
improving factor to protect fairly with legal aspect within the organisation. New visual
cameras and Standard Operating Procedures Malayala Manorama become very significant to
protect staff and also simplify the stress of management for a fair treatment.

Legislations : Under the Health and safety at Work Act 1974 the employer has a duty of care
towards employees and anyone else who may be affected by their business and its activities.
Under the Data Protection Act 1988 the employer must comply with eight principles to
protect personal information.

Disciplinary and Grievance Procedures : Disciplinary and Grievance procedures is a part


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of Standard Operating Procedure in Malayala Manorama and that help HR Management as


well as Top Management to take very strict disciplinary actions against any staff with an
authentic case without harming the goodwill of the company. Law is protecting employees as
well as employer if follow with right documentation and Procedures to keep the fairness in the
legal matters.

The role of External Agencies


ACAS : This agency established in year 1896 as a voluntary conciliation and arbitration
services in UK providing help and advices to employees and employer to deal with any
employment dispute with clear, confidential, independent and impartial manner.
Employment Tribunals (ETS) are independent judicial body under UK government to
resolve disputes on employment rights with free of service (replay your claim in 28 days and
judgement in 30 weeks)
Equality and human rights commission (EHRC) is a unified body dealing with all related
matter of equality and discrimination and taking action behalf of individual.
Information Commissioners office is an independent authority which promote access to
official information and protect personal information.
Health and safety Executives (HSE) has the mission to prevent death, injury and sick in UK,
which providing written guidance to implement health and safety and new regulations and
also providing press release and news.

Conclusion: Malayala Manorama have developed their staffing policies supported by their
Human Resource Department and Family Friendly approach with its employees from time to
time an institution founded on 1888 negotiate and compete with all type of social, political
and financial hazards to achieve its goals and compete with other similar industries and
achieved very high reputation in all over the globe. It is just like a saga more over 110 years
by adopting change in their organisational culture according to the relevant marketing
conditions and introduction of new policies in terms of staff relations, business forecasting,
time management, flexibility in working pattern, flexibility in working hours, skill
development training, retraining of their core employees to achieve their new challenging
tasks and become an model of Uniqueness in the field of journalism.
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Bibliography

Hannigan T, 2008, Management concepts and Practices, FT Prentice Hall.

Human Resource Plan supports Strategic Capabilities.

Torrigton D Hall, L., and Taylor, S., 2007, Human Resource Management FT Prentice Hall.

Gregory John Lee Reading 4: HR PLANNING (HRP).

Prahalad and Hamel source www.quickemba.com 1999-2000 .

Collis D. J. (1994). “Research note: How valuable are organizational capabilities?”


Strategic Management Journal 15 (Winter special issue: 143-152).

Winter, S. G. (2000). The satisfying principle in capability learning. Strategic Management


Journal 21 (Oct-Nov (special issue)): 981-996.

Books

Slocombe, M., 2006, Employment Law made easy, Lwapack Publishing Ltd

Lewis, D., and Sargeant, M., 2007, Essentials of Employment Law, CIPD

Painter, R., and Holmes, A., 2008, Cases and Materials on Employment Law, OUP

Weblinks

www.acas.org.uk, www.employmenttribunals.goc.uk, www.equalityhumanrights.com,


www.ico.gov.uk, www.hse.gov.uk , www.tuc.org.uk, , www.work911.com/planningmaster,
www.workinfo.com, www.equalityhumanrights.com, www.hse.gov.uk, www.ico.gov.uk,
www.berr.gov.uk, www.businesslink.gov.uk, www.direct.gov.uk, www.agepositive.gov.uk,
www.efd.org.uk, www.caselaw.me/managing-the-credit-crunch-part-1-4-july-2008