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HRM
Human Resources Planning is the process by which an organization ensures that it has the right number and kinds of people at the right places , at the right time, capable of effectively and efficiently undertaking and completing those tasks that will help the organization achieve its overall objectives
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HRM
The case study is in two parts. We will do it one part at a time. Some terms:
Offshore : Employees / Projects based out of India Onsite : Employees / Projects based overseas normally at client location Blended Rate : It is the weighted average billing rate that the company gets between offshore and onsite, e.g. if there are 80 employees offshore getting billed at $25 per hour (average) and 20 employees onsite getting billed at $60 per hour (average), then the blended rate = (25*80+20*60)/(80+20) per hour or $32 per hour. Billed Nos. : the no. of employees who are getting billed Billable Nos. : No. of employees who can get billed Utilisation = Billed man-hours/Billable man-hours Attrition Rate : Rate of employees leaving the organisation. In a month if the average no. of employees is 100 and if 3 people leave during the month, the attrition % for that month is 3% Voluntary Attrition (VA) : % of employees who leave on their own accord. Involuntary Attrition (IVA) : % of employees who are asked to leave Lateral : An employee with work experience Fresher : An employee with no work-ex.
HRM
Having studied the HRP exercise versions 1 & 2 what needs to be done to make the planning more accurate:
Revenue planning needs to be done at the vertical/geo levels Within that at client level including expected new clients, new projects Offshore/Onsite breakups to be considered new projects will have higher onsite components to start with Revenues to be classified at EE/EN and NN categories Manpower computations to be done at drilled down levels Manpower to be classified by assuming offshore ratios at 1 PM : 3 PLs : 8 SW engineers. Onsite ratios would have to computed on case to case basis Close monitoring of plans on a quarterly basis needs to be done Process needs to be automated
HRM
Importance of HRP
1)Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude .
HRM
Importance of HRP
1)Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude .
HRM
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Delphi Technique
In this technique the experts do not meet face to face Each is given questionnaire for forecasting and reasons thereof The responses are collated and recirculated with another set of questions Process is done anonymously and within a few rounds the responses tend to converge
HRM
Staffing Ratios
Based on direct manpower deriving the indirect manpower
Multiple Regression
Can be applied when sufficient historical data exists to determine regression weights
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Most companies use an HRIS Larger Companies use ERPs like SAP, Peoplesoft etc. MIS relating to HRIS are built around the HRIS Some organizations also do succession planning using HRIS for expected seperations (retirements/ resignations) and planned internal movements HRIS is also used for determining training needs
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Revenue Projections Products and Services Mix in the projection Location based mix of the projections Sometimes limitations in skill supply also determines the revenue projections and product/services mix R & D Projections of the company Non revenue generating Human resources Projections
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Necessary to perform an analysis for every significant job level and type on a Year-by-Year, Quarter-by-Quarter or Month-by-Month basis Has to be done on skills basis Need to identify the type of demand, e.g., if for a short duration of 3 -6 months we can look at temporary hires Companies policies and philosophy on FTEs & Contractors
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Increasing Supply
New Hires Transfers In Long Leave Returnees
Decreasing Supply
Voluntary & Involuntary Attritions Retirements Transfer- Outs Sabbaticals
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Internal Supply
Inflows & Outflows - The number of losses & gains of staff is estimated.
Turnover/Attrition Rate - refers to rate of employees leaving. = ( No. of separations in a year / Avg no. of employees during the year ) x 100 Absenteeism - unauthorised absence from work. = ( total absentees in a year / Avg no. of employees x No. of working days) x 100 Productivity Level = Output / Input. Change in productivity affects no. of persons per unit of output. Movement among Jobs - internal source of recruitment, selection and placement
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External Supply
External recruitment, selection & placement Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals, e-recruitment, Yield ratios - are estimated in the process of hiring applications.
Hiring Process Ad generates 2000 applications. 200 are potential Out of 200, 40 attend interview Out of 40, 30 were offered jobs Out of 30, 25 accepted Out of 25, 20 joined Overall Yield Ratio (2000:20)
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JOB ANALYSIS
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Job Analysis
The process of getting detailed information about jobs.
Job Analysis
Job Descriptions
Job Specifications
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Job Descriptions
Job Description: a list of tasks, duties, and responsibilities (TDRs) that a particular job entails. Key components:
Job Title Brief description of the TDRs List of the essential duties with detailed specifications of the tasks involved in carrying out each duty
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Job Specifications
Job Specification: a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
Knowledge: factual or procedural information necessary for successfully performing a task. Skill: an individuals level of proficiency at performing a particular task. Ability: a more general enduring capability that an individual possesses. Other Characteristics: job-related licensing, certifications, or personality traits.
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Job context
Performance standards
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Compensation
Performance Appraisal
Training
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Decide how youll use the information. Review relevant background information. Select representative positions. Actually analyze the job. Verify the job analysis information. Develop a job description and job specification.
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Information Sources
Individual employees
Groups of employees Supervisors with knowledge of the job
Interview Formats
Structured (Checklist)
Unstructured
Advantages
Quick, direct way to find overlooked information
Disadvantages
Distorted information
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The job analyst and supervisor should work together to identify the workers who know the job best. It is advisable to quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists openended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.
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Information Source
Have employees fill out questionnaires to describe their job-related duties and responsibilities Structured checklists Open-ended questions
Advantages
Quick and efficient way to gather information from large numbers of employees Expensive and time consuming in preparing and testing the questionnaire
Questionnaire Formats
Disadvantages
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Information Source
Observing and noting the physical activities of employees as they go about their jobs
Advantages
Provides first-hand information Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity
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Information Source
Workers keep a chronological diary/ log of what they do and the time spent on each activity
Advantages
Produces a more complete picture of the job Employee participation
Disadvantages
Distortion of information Depends upon employees to accurately recall their activities
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Job Specifications
Job Summary
Working Conditions
Standards of Performance
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Job Identification
Job title Preparation date Preparer
Job Summary
General nature of the job Major functions/activities
Relationships
Reports to: Supervises: Works with: Outside the company:
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Select personal traits that you believe should predict successful performance.
Test candidates for these traits.
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Job Enlargement
Job Rotation
Job Enrichment
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3.
Skill variety the extent to which a job requires a variety of skills to carry out the tasks involved. Task identity the degree to which a job requires completing a whole piece of work from beginning to end. Task significance the extent to which the job has an important impact on the lives of other people.
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5.
Autonomy the degree to which the job allows an individual to make decisions about the way work will be carried out. Feedback - the extent to which a person receives clear information about performance effectiveness from the work itself.
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Job Extension Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.
Job Rotation Enlarging jobs by moving employees among several different jobs.
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schedule work hire team members resolve team performance problems perform other duties traditionally handled by management
Job Sharing
A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization. A work schedule that allows time for community and family interests can be extremely motivating.
A work option in which two part-time employees carry out the tasks associated with a single job. Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters.
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Telework
Telework the broad term for doing ones work away from a centrally located office. Advantages to employers include:
less need for office space greater flexibility to employees with special needs
Easiest to implement for managerial, professional, or sales jobs. Difficult to set up for manufacturing workers.
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Competencies
Demonstrable characteristics of a person that enable performance of a job.
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What is a Competency?
A competency is an underlying characteristic of a person, which enables him to deliver superior performance in a given job, role or a situation This characteristic may be called an attribute bundle consisting of knowledge, skills, traits, social role, self image and motive. The underlying characteristic manifests itself in the form of behaviour, which helps identification and measurement of the competency
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Personality
(Traits, Motives, Attitudes & Values) Hidden
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Difficult to Develop
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KNOWLEDGE
Relates to information
Cognitive Domain
Set of SKILLS
Relates to the ability to do, Physical domain
Attribute
Relates to qualitative aspects Personal Characteristics or traits
COMPETENCY
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Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job.
Use off-the-shelf competencies databanks
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