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Final HR Assignment

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Assignment On Human Resource Planning (HRP) Submitted to: Md. Delwar Hossain Khan, Lecturer Department of Business Administration Institute of Science and Technology Submitted by: Group- Provati BBA 7 th semester Group members: Tanvir Ahmed (0630) Mazharul Islam (0619) Mahabubur Rahaman (0618)
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Page 1: Final HR Assignment

Assignment On

Human Resource Planning (HRP)

Submitted to:

Md. Delwar Hossain Khan, Lecturer

Department of Business AdministrationInstitute of Science and Technology

Submitted by:

Group- ProvatiBBA 7th semester

Group members:

Tanvir Ahmed (0630) Mazharul Islam (0619) Mahabubur Rahaman (0618) Halima bin-te Jaman (0617) Solaiman Hossain (0608) Shahanur Islam (0604

7th March, 2010

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Letter of transmittal

7th March, 2010Md. Delwar Hossain KhanLecturer, Dept. of BBAInstitute of Science and Technology (IST)

Dear Sir,

We, the students of BBA, Institute of Science and Technology, members of Group-Provati, were asked to submit an Assignment on Human Resource Planning. Here we select a Company named “Provatiphone” and submit this Assignment thereon.

The information related to our Assignment was available. However, we tried our best to collect the information and represent our Assignment as realistic as possible based on the collected information.

Dear Sir, it is necessary to mention here that it was the second analytical task for us. So there may be some mistakes. We hope that you will take them as our mistake of learning efforts. And we also hope that you will encourage us to conduct such study in future that will improve our efficiency in professional career.

Yours truly,

Tanvir AhmedOn behalf ofThe group members of Group-ProvatiBBA, 7th SemesterInstitute of Science and Technology (IST)

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Acknowledgement

First of all, we are grateful to our almighty Allah for keeping us able to conduct this Assignment and to submit this paper at last.

Then we would like to thank Md. Delwar Hossain Khan our honorable teacher of “Human Resource Management”, for encouraging us to conduct such an extra curriculum activity as an essential part of our academic study and also for helping us by providing necessary materials supportive to conduct the study.

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Executive Summary

Being the largest cellular phone company in the country, Provatiphone has to have a huge number of human assets. To deal with those gigantic numbers of employees Provatiphone has a well-established Human Resource Division. They are 54 in number and they are being divided In to four different department. The duties of Human Resource Operation are to ensure the proper employee management after a person joins in the Provatiphone family. Operation has five different units. Among those units, Regular Employee Service ensures the service of regular employee. All the legal aspects also being look after by Regular Employee service unit. Consisting of one deputy manager, one regular employee, one contractual employee and one internee, this unit is working hard to perform their duties and responsibilities. Externally Provatiphone HUMAN RESOURCE division looks like a very powerful division. But Internally there are some dilemmas. Some decisions that were supposed to take by HUMAN RESOURCE, taken by the respective division. Internally Provatiphone most powerful division are Sales & Distribution and Customer Management Division. For the recruitment and selection process GP has a different department under HUMAN RESOURCE division. Recruitment & Selection department. But S&D and CMD run this process of their own. The problem is created by this lots of less qualified employee are recruited and performance is below the standard. These types of employees are hard to handle. HUMAN RESOURCE operation is facing problem to ensure the proper employee service and motivation. HUMAN RESOURCE Operation has a tool name IVC (Internal value Creation). HUMAN RESOURCE uses this tool to motivate the employee. With this tool some internal values that are parallel with the organizational vision, mission and value. Provatiphone has high salary levels that also motivate the employee a lot. Overall Provatiphone HUMAN RESOURCE division is the most active HUMAN RESOURCE division of Bangladesh among all Local Company.

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To make an effective Human Resource Plan We need to consider Those Matters:

DevelopingProcedures/Processes

Tasking

Budgeting

Developing Objectives

Activities of

Planning

Forecasting

Scheduling

Developing Strategies

Developing

Policies

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Forecasting: Estimating and predicting future conditions & Events and the needs & opportunities associated with them. Now our companies Forecasting is given below:

We are taking this plan for the next year. Now some other company try to give better customer service and to

meet that they are interested to get manpower from university mid level student, this would be less cost able for them.

Our govt. also tries to use its own organization to give unique service to the people and for that they demand a huge manpower.

Besides of that market condition is so good for business. Now a days 4% potential customer transfer into customer. To meet this

demand we also need to get more manpower. By our Human Resources department, Surveyor & Marketing

department we try to get more reliable information about the predicted environment.

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Developing specific Objective: increase the profit of the company. satisfy the partners of the company finding new customers by providing new attractable promotion

offer. developing quality products and tools. eliminate the non-profitable measures. Get the 100% afford of existing staff. Increase of 20% manpower of companies present strength. To create a service-based company whose primary goal is to

exceed customer's expectations.

To increase our number of clients served by 20% per year through superior performance and word-of-mouth referrals.

If we fail to achieve this goal then we changed our work style and that’s would be customer oriented.

Besides of that we try to increase our present customer loyalty to our company.

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Tasking:

Job Analysis Job Analysis is: the procedure through which you determine

the duties of positions and the characteristics of people to hire for them.

Fig: Use of Job Analysis Information

Job analysis

Job description and Job specification

Recruiting & selection decision

Performance Appraisal

Job Evaluation- Salary decision

Training Requirements

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Job analysis process

Methods of Collecting Job Analysis Information 1. Interviews 2. Questionnaires 3. Observations 4. Diary Logs Our company mainly uses interviews for identifying job

responsibilities. Interview Guidelines: 1. The Job Analyst & Supervisor should work together to identify

which employees know their job best. 2. Establish rapport with interviewee.

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3. Follow a structured Guidelines or Checklist that lists questions and leaves space for answers.

4. When duties are not performed in a regular manner, ask employee to list his duties in order of importance.

5. Review and verify the data after the interview.

Example of Job Analysis Questionnaire

Job Analysis Information Sheet

Job Title: ______________________________________ Date: ____________________ Job Grade: ___________________________ Dept: ______________________________ Supervisor's Title: ________________________________________________________ Hours worked: _____________ AM to:______________ PM Employee's Name: ________________________________________________________

1. What is the job's overall purpose? _____________________________________________________________________

2. Kindly list the number of subordinates you supervise list their job title. _____________________________________________________________________ 3. Check the activities that are part of the employee's supervisory duties:

Training Performance Appraisals Inspecting work Budgeting Coach and/or counselling Others (please specify)_________________________________________

4. Describe the type and extent of supervision received by the employee._________________________________________________________

5. JOB DUTIES: Describe the duties of your current job as following:

A. Daily duties:___________________________________________________________________________________________________

B. Main Duties:__________________________________________________________________________________________________

C. Periodic Duties:__________________________________________________________________________________________________

D. Duties performed at irregular intervals:_________________________________________________________________________________________________

6. Are you performing duties that you see as unnecessary? If so, please

describe:___________________________________________________________________________________________________________________________

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Job Specification

Job Specifications answers the question of "What human traits and experience are required to do this job well? It shows what kind of person to recruit and for what qualities that person should be tested.

Our company's job specifications include: 1. Required Knowledge for a certain position 2. Required Skills for a certain position 3. Required Mental Abilities for this position

Job Description

There is no standard format for writing a job description. However, most descriptions contain sections that cover:

1. Job Identification 2. Job's Purpose 3. Responsibilities and Duties 4. Job Specifications

Recruitment & Process

Recruitment Definition:The process of discovering potential candidates for organization vacancies, it requires forecasting and comparing labor supply and demand.

Labor Supply: availability of workers with the needed skillsIn the organization (internal labor marker)Outside the organization (external labor market)

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Labor demand: number of workers an organization needs.

Recruitment

We use both Internal & External recruiting but when no internal candidate exist from the job posting, determine the appropriate advertising media & advertise the position externally as appropriate

Pre-Internal Activity to initiate the recruitment process: Raise staff requisition which records the reason for the vacant

position & Summary of the key attributes sought against which recruitment decision will be made & ensure a clear job description exists prior to recruitment & if the position has been formally evaluated, prepare a job description.

Recruitment & sourcing

Purpose:To decrease the selection ratio( number of opening divided by number of applicants)A lower SR( more applicants per opening) is desirable because the lower SR, the higher the average performance.To lower SR, have two options:

• Increase recruitment

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• Decrease the number of opening

Recruitment & sourcing

Internal VS external: Moral:Internal builds morale, external creates resentment Learning Curve: Internal candidates already familiar with

organization, external not. Knowledge of candidates: internal candidates are better known Skills: Internal perpetuates old ways of doing things are

perpetuated; external brings new ideas, connections. External candidates may have more skills than internal candidates.

Expense: Internal less costly than external.

Need to do more to attract applicant in tight labor marker, ways to attract:

Friendly recruitment: applicants assure positive things about the organization when recruiter is friendly and as a result are more attracted to the organization.

Additional company perks, benefits Sign on bonuses Method must match market (e.g., don’t go to state

employment office for high education positions; advertise

Page 14: Final HR Assignment

in appropriate media that the type of candidate you are seeking reads)

Methods differ in effectiveness in terms of quality of applicants and quantity of applicants.

Methods have hidden costs (e.g., time of recruitment committee).

Affirmative Action in recruiting: Actively recruit minorities and women because they tend to respond only to active recruit efforts (probably due to past experiences of discrimination).

Methods of Recruitment used:

Referrals: Asking employees in the similar position to find suitable candidates.

Job Posting: Using the Job description and job specification to extract the data to be used in the job posting. This data includes a job summary for that position and the mandatory specifications that should exist in the person taking up this position

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Selection

The second major step involved in managing human resources for the organization is selection _ choosing an individual to hire from all those who have been recruited . Hence , selection is dependent on and follows recruitment . The cartoon below light- heartedly illustrates the importance of selecting the right people for an organization.

The selection process typically is represented as a series of stages through which prospective employees must pass to be hired. Each stage reduces the total group of prospective employees until,finaly,one individual is hired . figure 11.6 lists the specific stages of the selection process, indicates reasons for eliminating prospective employees at each stage , and illustrates how the group of potential employees is narrowed down to the individual who ultimately becomes the employee . Two tools often used in the selection process are testing and assessment centers.

Stages of the selection process

Preliminary screening from records , data sheets , etc. Preliminary interview. Intelligence tests Aptitude tests Personality tests Performance references Diagnostic interview

Page 16: Final HR Assignment

Physical examination Personal judgment

Interviews Interviews are extremely important in the selection process

because of the information exchange they allow. It is a time when both the job applicant and potential employer

can learn a lot about one another. However, interviews are also recognized as potential stumbling

blocks in the selection process . sometimes interviewers ask the wrong things, sometimes they

talk too much , sometimes the wrong people do the interviewing , and other times the interviewer falls prey to personal biases and makes a judgement that fails to fully consider the applicant's capabilities.

Employment tests :

Testing is often used in the screening of job applicants . Some common employment tests are designed to identify intelligence, aptitudes, personality, and interests.

Whenever tests are used and in whatever forms , however , the goal should be to gather information that will help predict the applicant's eventual performance success.

Like any selection device , an employment test should meet the criterion of validity and measure exactly what it intends to reative to the job specification_ for example , written communication skills or manual dexterity. It should also meet the criterion of reliability by yielding approximately the same

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results over time if taken by the same person . Any employment test used in the selection process , furthermore , should be legally defensible on the grounds that it actually measures an ability required to perform the job .

New developments in testing extend the process into actual demonstrations of job_relevant skills and personal characteristics .An assessment center evaluates a person's otential by dialy work .

computerized testing is becoming more common today , aided by specialized software that includes interactive and multi_media approaches .

such computerized tests often ask the applicant to indicate how he or she would respond to a series of job_relevant situations. Another form of this testing approach is work sampling , which directly assesses a person's performance on a set of tasks that directly those required in the job under consideration . Here , applicants are asked to work on actual job tasks while being graded by observers on their performance.

Reference and Background Checks :

Reference checks are inquiries to previous employers , academic advisors , co-workers , and/or acquaintances regarding the qualifications , experience , and past work records of a job applicant .

Although they may be biased of friends are prearranged " to say the right things if called " , reference checks can be helpful . They can reveal important information on the applicant that was not discovered elsewhere in the selection process .

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The Society for Human Resources Management (SHRM) , for example , estimates that 25 percent of job applications and resumes contain errors . The references given by a job applicant can also add credibility to an application if they include a legitimate and even prestigious list of persons .

Physical Examinations :

Many organizations sak job applicants to take a physical examination .

This health check helps ensure that person is physically capable of fulfilling job requirements .

It may also be used as a basis for enrolling the applicant in tealth-related fringe benefits such as life , health , and disability insurance programs .

A recent and controversial development in this area is the emerging use of grug testing . This has become part of pre employment health screening and a basis for continued employment at some organizations .

At a minimum , care must be exercised that any required test is job relevant and dose not discriminate in any way against the applicant

Final decisions to Hire or Reject

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The best selection decisions are most likely to be those involving extensive consultation among the manager or team leader , potential coworkers , and human resource staff. Importantly , the emphasis in selection must always be comprehensive and focus on all aspects of the person's capacity to perform in a given job .

After all , the selection decision poses major consequences for organizational perfoemance and for the internal environment or work climate . Just as a " good fit " can produce long term advantage , a " bad fit " can be the source of many and perhaps long term problems . sometimes the people who know this lesson best are those that run small businesses . Says one dairy store owner who knew the importance of customer service in retail sales , " If applicants have a good attitude , we can do the rest …… but if they have a bad attitude to start with , everything we do seems to fail.”

Scheduling:

In previous our planning achieved 80% success, so for that we need to careful about our current planning.

This plan needs minimum 10 months. Maximum can take 12 months.

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Budgeting:

To implement this plan we need finance properly. Most part of this finance we get from retained earnings of the company. Other finance would be getting from sale new share.

In this plan we need to employ our two senior HR office and four junior officers.

Developing process:

In future we need to expand our business and we try to collect more capital by sale share. In this work we need manpower.

To get proper solution of that problem we use our survey department and marketing department and human resource department to job analysis and fix the number of required manpower.

We also collect valuable advice from our previous HR department Head and from Mother Company.

After six month we would be form a committee to evaluate our plan and would be getting proper recommendation to solve the fault of plan.

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Then we take proper step by the recommendation.


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