Beruflich Dokumente
Kultur Dokumente
Pilani Campus
Date 17/08/2015
By : Jayashree Mahesh
BITS
Pilani
Pilani Campus
BITS
Pilani
Pilani Campus
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Time
Horizons
HRP
Type and
Quality of
Forecasting
Information
Environmental
Uncertainties
Outsourcing
Nature of
Jobs being
Filled
HRP Process
1. Environmental scanning
2. Forecasting & analyzing demand for HR
3. Forecasting & analyzing supply of HR
4. Developing action plans to match HR demand & supply
HRP Process
Environment
Organisational Activities
and Policies
HR Needs Forecast
HR Supply Forecast
HR Programming
HRP Implementation
Shortage
Recruitment
Selection, etc
nvironmental Scanning
Systematic process of studying & monitoring the external environment of the
organization in order to pinpoint opportunities & threats.
Involves long range analysis of employment.
Factors include economic factors, competitive trends, technological changes,
socio-cultural changes, politico-legal considerations, labour force composition &
supply, & demographic trends.
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nvironmental Scanning
Ex., competitive pressures are likely to increase resulting in enhanced productivity requirements &
HRP objective may be to increase employee productivity by 5% in 2 yrs. which will require the firm
to determine current employee productivity (output / employees)
Attempts to answer 2 questions:
Which jobs need to be filled (or vacated) during the next 12 months?
How & where will we get people to fill (or vacate) these jobs?
Forecasting HR Demand
FORECASTING makes use of information from the past & present to identify expected future
conditions.
Forecasts are not perfectly accurate & as the planning scope becomes shorter the accuracy of
forecasts increases
HR demand forecasts may be internal / external
External factors as competition (foreign and domestic), economic climate, laws and regulatory bodies,
change in technology and social factors.
Internal factors include budge constraints, production levels, new product and services, organizational
structure etc..
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Management Judgment
Top-Down Approach
Bottom Up Approach
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Eg., revenue per employee, sales vol. per salesperson, service contract per engineer, units produced
per employee, etc.,
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Statistical relationship between no. of patients (business factor) & employment level of nurses in
a nursing home may be useful in forecasting the no. of employees that will be needed if the no.
of patients increases by say 20%
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X
x
x
x
x
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: 20000 units
:5
: 100000
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: 2000
: 50
Internal supply forecasts relate to conditions inside the org. such as age
distribution of workforce, terminations, retirements, etc. Example- employee
replacement chart
3.
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1. Present Employees
2 types
Skills inventory: describes the skills & knowledge of non-managerial employees & is used
primarily for making placement & promotion decisions
Management inventory: contains the same information as in skills inventory, but only for
managerial employees which describes the work history, strengths, weaknesses, promotion
potential, career goals
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Skills Inventories
Turnover Analysis
Absenteeism Analysis
Restructuring Costing
Internal Job Matching
Job Description Tracking
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HRIS
Equal Employment
Affirmative Action Plan
Applicant Tracking
Workforce Utilisation
Availability Analysis
Staffing
Recruitment Sources
Applicant Tracking
Job Offer Refusal Analysis
HR Development
Employee Training Profiles
Training Needs Assessments
Succession Planning
Career Interests and Experience
2. Internal Supply
Techniques are:
1. Inflows and Outflows
2. Turnover rate
3. Conditions of work and absenteeism
4. Productivity level
5. Movement among jobs
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2. Turnover rate:
LABOUR WASTAGE ANALYSIS
Traditionally LW is measured by the employee turnover index (% wastage index)
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Technological shifts
Industrial shifts
Economic forecasts
Government regulations & pressures such as job reservations for certain groups
HR Plan Implementation
Strategy HR Initiative
Strategies for Managing
Shortages
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Hiring freeze
Do not replace those who leave
Offer VRS schemes
Reduce work hours
Leave of absence
Across the board pay-cuts
Layoffs
Reduce outsourced work
Employee training
Switch to variable pay plan
Expand operators
the firm to prepare them for assuming senior & top-level positions in future.
Eg., SAIL poaching from global players & preparing a defence system wherein 2 nd & 3rd
line of command is being prepared; IBM, ExxonMobil, GE, etc., have already hired its
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Summary
Human Resource Planning
Methods of Forecasting
HR Demand and Supply methods
Succession planning
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BITS
Pilani
Pilani Campus
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Job
Job
- Generally defined as a set of closely related activities carried out for pay.
- The world Development Report 2013, define jobs as are labour activities that generate
income, monetary or in kind, without violating fundamental rights and principles at work.
Job Analysis
- Refers the process of collecting information about a job.
- It involves collection of information that should include knowledge, skill and ability (KSA).
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Job description
- A list of a jobs duties, responsibilities, reporting relationships, working conditions, and
supervisory responsibilitiesone product of a job analysis.
Job specifications
- A list of a jobs human requirements, that is, the requisite education, skills, personality,
and so onanother product of a job analysis.
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Job Analysis
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2. Information Gathering:
type of data
Methods to use
Who should collect the data?
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3. Information Processing:
Job Description
Job Specification
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Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
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: Observation Method
Advantages
Information source
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 sources
- Individual employees
- Groups of employees with same job
- Supervisors with knowledge of the job
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Advantages
Quick and efficient way to gather
information from large numbers of employees
Disadvantages
Questionnaire formats
-
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Structured checklists
Opened-ended questions
questionnaire
V: Participant Diary
Information source
Workers keep a chronological diarylog of
what they do and the time spent in each
activity
Advantages
Distortion of information
Depends upon employees to
accurately recall their activities
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V:Quantitative techniques
I: Management position description
Position analysis questionnaire
http://www.paq.com/
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Caselet summary
Large quantity of liquid split by machine operator on the floor
around the machine
Machine operators job description include keeping machine in
clean operating order
Service worker to assist the operator in various ways such as
getting the tools and materials
Sweeper to execute various cleaning jobs, but his duties
commence after the shift ends.
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Job Design
Job design is the conscious efforts to organize tasks, duties and
responsibilities into one unit of work. (the way tasks are combined to form
complete jobs)
Impact on organisations and employee objectives
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Characteristics of Task
Work Flows
Work Practices
Environmental Factors:
Behavioural factors:
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Feedback
Autonomy
Use of Abilities
Variety
Refers to the expansion of the number of different tasks performed by employee in a singl
- Job enrichment
Redesigning jobs in a way that increases the opportunities for the worker to experience fe
of responsibility, achievement, growth, and recognition.
- Job rotation
Moving a trainee from department to department to broaden his or her experience and identify strong and
points to prepare the person for an enhanced role with the company
Systematically moving workers from one job to another to enhance work team performance.
Flexibility in scheduling, adapting to changes, vacancies .
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Job Rotation
Tasks
Drill holes
Week 1
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Tasks
Assemble
Parts
Week 2
Tasks
Test
Component
Week 3
Job Enlargement
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Employee 1
Employee 2
Employee 3
Tasks
Drill holes
Assemble Parts
Test
Tasks
Drill holes
Assemble Parts
Test
Tasks
Drill holes
Assemble Parts
Test
Job enrichment
Task 2
(controlling)
Task 1
(doing)
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Ordering
materials
Planning
workload
Drill holes
Assemble
Parts
Test
Job Reengineering
Pattern breaking
Realignment with corporate goals
Abolition of power structure
Work flow redesigning
Enhancing IT applications
Redefining titles and positions
Establishing learning organization
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Dejobbing
- Broadening the responsibilities of the
companys jobs
- Encouraging employee initiative.
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Describing the job in terms of the skills, knowledge, and competencies the worker need
more strategic.
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Measure performance
Measurable skills, knowledge, and competencies are the heart of any companys
performance management process.
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Definition
Teamwork
A cooperative attitude between those working together on a task/series of tasks and jobs
Initiative
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Job Evaluation
It is the process of analyzing and assessing the various jobs systematically to
ascertain their relative worth in the organization.
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Job Evaluation
Job Appraisal
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Job-evaluation Process
Objectives of Job
evaluation
Job Analysis
Job description
Job evaluation
programme
Wage survey
Employee
classification
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Job specification
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NonAnalytical
Methods
Ranking
Method
Job-Grading
Method
Ranking Method
This is the simplest and the most inexpensive method of evaluation. The
evaluation is done by assessing the worth of each job on the basis of its title
or on its contents, if the latter is available. The job is not broken down into
elements or factors. Each job is compared with others and its place is
determined
Drawbacks - Job evaluation may be subjective, as the jobs are not broken
into factors. It is hard to measure whole jobs.
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Under this method the number of grades if first decided upon, and the factors
corresponding to these grades are then determined
Facts about jobs are collected and are matched with the grades, which have been
established.
The essential requirements of this method are to frame grade descriptions to
cover discernible differences in degree of skill, responsibility and other job
characteristics.
Job grades are arranged in the order of their importance in the form of a schedule.
The lowest grade may cover jobs requiring greater physical work under close
supervision, but carrying little responsibility. Each succeeding grade reflects a
higher level of skill and responsibility, with less and less supervision
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Point Method
This system starts with the selection of job factors, construction of
degrees for each factor, and assignment of points to each degree.
Different factors are selected for different jobs, with accompanying
differences in degrees and points. The range of grades and scores is
also predetermined- for example, from 210 to 230 points, the 5th
grade; 231 to 251 points the 6th grade and so forth. A given fob is
placed on a particular grade, depending on the number of points it
scores.
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Select Job Cluster - Assume we are going to develop point system for the
administrative job cluster
2.
3.
- In
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Points
90
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continuity.
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Performs work where only general methods are available. Independent action and
judgment are required regularly to analyze fact, evaluate situations, draw conclusions,
make decision, and take or recommend action.
Some independent action and judgment are required to decide what to do, determine
permissible variations from standard procedures, review facts in situations, and
determine action to be taken, within limits prescribed.
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Job Knowledge25
Contacts18
Complexity of Duties17
Initiative5
The percent total is 100%
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Point method
Advantages A job is split into a number of factors. The worth of each job is determined on the basis of its factors and not by
considering the job as a whole.
The procedure adopted is systematic and can easily be explained to the employees.
The method is simple to understand and easy to administer.
Disadvantages Employees may disagree with the points allotted and to factors and their degrees identified.
Serious doubts are expressed about the range of points allotted and matching them with the job grades, for
example- a score range of 238 to 249 is grade seven and the next range of 250 to 271 is grade six. A
variation of one point makes all the difference.
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