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This involves applying the basic planning process to the human resource needs of the
organization .Once organizational plans are made and specific objectives set, the HRP process
attempts to determine the human resource needs to meet the organization͛s objectives.p

 
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 systematic way of gathering and analyzing information about the

content, context, and the human requirements of jobs.

a)p Work activities and behaviors

b)p Interactions with others

c)p Performance standards

d)p Financial and budgeting impact

e)p Machines and equipment used

f)p Working conditions

g)p Supervision given and received

h)p Knowledge, skills, and abilities needed

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Identification of the tasks, duties, and responsibilities

of a job
 
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The knowledge, skills, and abilities (KSs) an individual

needs to perform a job satisfactorily

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This consolidates information about the organization͛s current
human resources. The skills inventory contains basic information
about information each employee of the organization, giving a
comprehensive picture of the individual. Through analyzing the
skills inventory, the organization can assess the current quantity
and quality of its human resources.

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Human Resource forecasting is a process that attempts to determine the
future human resource needs of the organization in light of the
organization͛s objectives.Somer of the many variables considered in
forecasting human resource needs include sales projections ,skills
required in potential business ventures , compositions of the presents
working force , technological changes and general economic conditions.

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The transition, the organization determines how it can obtains the
quantity and quality of human resources it needs meet its objectives as
reflected by the human resource forecast. These activities include
recruiting and selecting new employees, developing current or new
employees, promoting or transferring employees, laying off employees
and discharging employees.

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n organization that has been doing an effectives job of selecting employees has
one of the best sources of supply for filling job openings: its own employees.
Promoting from within is very popular with growing and dynamic organizations.
If internal sources prove to be inadequate, external sources are always available.


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 i.p Morale of promote
ii.p Better assessment of abilities
iii.p Lower cost for some jobs
iv.p Motivator for good performance
v.p Causes a succession of promotions
vi.p Have to hire only at entry level
 
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i.p Inbreeding
ii.p Possible morale problems of those not
promoted
iii.p Political infighting for promotions
iv.p Need strong management development
program

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i.p New blood bringing new
perspectives
ii.p Cheaper and faster than training
professionals
iii.p No groups of political supporters in
organization already.
iv.p May bring industry insights

 
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i.p May not select someone who will fit the job or
organization
ii.p May cause morale problems for internal candidates
not selected
iii.p Longer adjustment or Orientation time

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Recruitment involves seeking and attracting a supply of people from which
qualified candidates for job vacancies can be selected.
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p"  is the posting of notices of available jobs in central
locations throughout the organization; this is to make employees
aware of job vacancies.

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, employees bid on a job based on seniority, job skills,

or other qualifications.

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 widely used method of obtaining operatives personnel is
through the ͞Help Wanted͟ ads.

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Since individuals must register with the state employment
services before receiving unemployment compensation, these
agencies generally have up-to-date lists of unemployed persons.

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 of using employment agencies is that the applicants
may be already screened for the hiring organization.

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Under cooperative education, the student works for the business
for a quarter/semester and then goes to school for a
quarter/semester. n internship program normally involves works
for a student during the summer. Under both an internship and
Co-op program, the business can see the work of potential
employees before they are hired permanently.

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 This is recruitment through employee͛ referrals are normally
informal and by word of mouth .E.g. an employee might tell a
neighbor about a job opening.

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The purpose of selection process is to choose individuals who are most likely to
succeed from those who have been recruited.

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In most large Organizations, the human resources department
does the initial screening of applicants, with the immediate
supervisor making the final selection decision. It is not unusual for
the supervisor to make the final selection subject to the approval
of higher levels of management.

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The steps used in the selection process vary from organization to
organization.

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 person who applies for an operative job usually
completes an employment application form.
Employment application forms are screened by the
human resources department to eliminate
unqualified people.

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p
fter the initial screening of employment
application forms, applicants are interviewed by
specialist from the human resources department.
 This interview is used to eliminate additional
unsuitable and unqualified applicants.

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Testing is commonly used tool in medium and large
organizations. Many types of tests are in the selection
process.

 
p measure a person͛s capacity or potential
ability to learn and perform a job.

"#p measure a person͛s strength, dexterity,

and coordination.

p0-
p are measure the applicant͛s job-
related knowledge.

"  p measure how well the applicant can do a

sample of the work that is to be performed.

p are designed to determine how a person͛s

interests compare with the interests of successful people
in a specific job.

"# p measure personality characteristics.

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Background and reference check usually fall into three
categories: Personal, academic, and past employment.
Contacting personal and academic reference unless they
feel that person will give them a positive recommendation.
Previous employers are in the best position to supply the
most objective information.

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 The supervisor becomes actively involved in the selection
process. The purpose of the job interview is to use all of
the information obtained in the previous steps and
determine the best person for the job.

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p  -, supervisor knows in advance what
questions are going to be asked, asks the questions, and
record the results.


: It provides the same information on all
interviewees, ensuring that all questions are covered with
all interviewees and minimizing the personal biases of the
supervisor.

3  
p  - have no definite checklist of
questions or preplanned strategy. Much more
participations by the interviewee are required in the
unstructured interview.

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  p
t this point, all of the data from the previous steps in the
selection should be used. Finally the supervisor should
remember that in most cases the decision to hire a person
is subject to the approval of his or her own supervisor.

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Many organizations require a person to take a medical
examination. Medical examinations should take place after
a conditions offer of employment.

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    involves the acquisitions of skills, concepts, rules, or attitudes by
employees in order to increase their performance. The supervisor͛s primary role
as a trainer falls in the area of $#p67p  p8%
 or in the area of job
rotation.

In
p , sometimes called $p  , an employee͛s learns several

jobs and performs each job for a specific length of time.

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Supervisors are often required to train employees to perform the skills required
in a particular job.

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The desire to learn comes from the trainee. The supervisor cannot force a
person to want to learn. But the supervisor can show an interest in the
person and point out why it is advantageous to learn to perform a
particular job. Talk trainee. Find out something about her or his
experience, ambitions, like, and dislikes.

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This breakdown consists of determining the parts making up the
total work. In each part, something is accomplished to advance
the work toward completion. The operations break-down can be
viewed as a detailed road map that helps guide the trainee
through the entire work cycle in a rational, easy-to-understand
manner , without injury to the trainee or damage to the
equipment.

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Simplify telling a person how to do a particular task is usually
insufficient. How to perform work seems difficult when we merely
hear it described-and some work is not easy to describe. Let the
 trainee ask questions. Be reasonably certain that a component is
fully understood before going on to the next step.

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The trainee is now ready to try doing the job under young
guidance. Let the trainee tell you what she is going to do. If she is
correct, permit her to proceed. If not, correct her mistake and
then permit her to proceed. Give the trainee encouragement
when she is progressing correctly. Be firm in any corrective action
that must take place. Be patient.

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When you are reasonably sure that trainees can do the work, let
them go ahead without you. But return periodically ʹperhaps four
times the first day-to answer any questions and see if all is going
well. bove all, don͛t turn trainees loose and forget them. Trainee
is going to have important questions, and he or she will feel
better knowing that you are around to help and that you have an
interest in the progress made.

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