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Unit 2: Manpower PlanningUnit 2: Manpower PlanningUnit 2: Manpower PlanningUnit 2: Manpower PlanningContentsContents
ObjectivesObjectivesEstimating manpower requirementsEstimating manpower requirements
Recruitments and selectionRecruitments and selection
Retention of manpowerRetention of manpower
Succession PlanningSuccession Planning
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Books to be referred Need and Importance- CB Gupta
Process- CB Mamoria
Sources- CB Mamoria
Retention - notes
Succession -Notes
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Meaning
Manpower planning and human resource
planning are synonymous. HRP is the
process of forecasting a firm¶s future
demands for, and supply of the right type of people in the right number.
It is continuous process. It is not rigid and is
amenable to modifications, review and
adjustments in accordance with the needs of
the organization or the changing
circumstances.
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Definitions
Eric Vetter:
³MP is the process by which managementdetermines how an organization should move
from its current manpower position to itsdesired manpower position. Throughplanning, a management strives to have theright number and the right kind of people at
the right places, at the right time, to do thingswhich result in both the organization and theindividual receiving the maximum long- rangebenefit´
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Stainer
MP is the ³ Strategy for the acquisition,
utilization , improvement and preservation of
a unit¶s manpower resources´
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Dale S Beach
HRP is a process of determining and
assuming that the organization will have an
adequate number of qualified persons,
available at the proper times, performing jobsthat meet the needs of the enterprise and
which provide satisfaction for the individuals
involved´
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OBJECTIVES
To ensure optimum use of HR currently
employed
To assess and forecast future skills required
To link HRP with Organizational Planning
To assess the surplus and shortage of human
resource
To anticipate the impact of technology on HR
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OJECTIVES
To determine levels of recruitment and training
To estimate the cost of HR and housing needs
of employees
To provide a basis for management
development programmes. To facilitate productivity bargaining
To meet the needs of expansion and
diversification programmes.
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Need and Importance
Helps in filling future job vacancies
To forecast the compensation cost
Identify gaps in terms of talent and quantity
Replacement in case of retire, death,
resignation or accident
Facilitates expansion and diversification
Reduce wastage of manpower which can betackled by providing adequate training
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Need and Importance
Facilitates succession planning
Helps in planning for physical facilities like
canteen, staff quarters, dispensary and
school for children of the employees
At the national level, HRP facilitates
educational reforms, geographical mobility of
talent and employment generation.
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Stages in HRP
1. Deciding goal or objectives of HRP According to
Sikula ³ The ultimate mission or purpose of human
resource planning is to relate future human
resource to future enterprise needs so as to
maximize the future return on investment in human
resource´
2. Estimating the future Organizational structure or
forecasting manpower requirements
3. Auditing Human resources
4. Job Analysis
5. Developing Human Resource Plan
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RECRUITME NT
Meaning
Recruiting is the discovering of potential
applicants for actual or anticipated
organizational vacancies.
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DEFI NITIONS
Flippo
³Recruitment is a process of searching for
prospective employees and stimulating and
encouraging them to apply for job in anorganization´
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DEFI NITIONS
Dale S Beach
³Recruitment is the development and
maintenance of adequate manpower
resources. It involves the creation of a pool of available labour upon whom the organisation
can depend when its needs additional
employees´
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DEFI NITIONS
Yoder
³Recruitment is a process to discover the
sources of manpower to meet the
requirements of staffing schedule and toemploy effective measures for attracting that
manpower in adequate numbers to facilitate
effective selection of an efficient working
force´
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Process Of Recruitment
Planning and strategy Development: this begins
when personnel department receives requisition for
recruitment from any department
Searching : Locating required number and type of employees
Screening: Identification
Communicating : Terms and conditions of work and
information about the job given
Encouraging: attract employees to apply
Evaluating: this is evaluating the effectiveness of the
recruitment process
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Sources of Recruitment
INTERNAL
Present employees
Employee referrals
Former employees Previous applicants
EXTERNAL
Media advertising
Recommendations by
present employees Government
employment agencies
Private employment
agencies
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External sources continued
On- Campus recruitment
Labour Unions
Casual Applicants
Leasing
Head hunting
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Internal recruitment
MERITS
Less costly
Morale of employees
increase Existing employees are
more reliable as record
available
Promotes loyalty andcommitment
Retain talent
DEMERITS
X Stagnation without new
blood
X candidate may not bethe best in the market
X may cause friction
internally
Xmay not be possible for jobs requiring creativity
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EXTER NAL SOURCES
MERITS
People having requisite
skill, education and
training can be obtained Best selection possible
Expertise and
experience can be
made available
DEMERITS
More expensive and
time consuming
Orientation and trainingis necessary
Motivation and loyalty of
existing staff are
affected if higher post
are filled thru external
sources
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Selection
Procedure to be referred from
Management by Manmohan Prasad
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SELECTION
ME ANING
Selection is the process of choosing the most
suitable persons out of all the applicants.
Selection may regarded as a process of
rejection because generally more candidates
are turned away than hired.
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STEPS I N THE PR OCESS OF
SELECTION
1. Scrutiny of application forms
2. Preliminary interview
3. Application blank ± has information about
*Identification *Education
*Experience*Expected
Salaries*Community activities* References
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4.Employment Testa. Trade test
b. Psychological test: A ptitude test,
Intelligent tests, interest test, knowledgetest, projective tests, personality tests,
Judgement tests, Dexterity tests.
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5. Employment Interview
6. Physical /Medical examination
7. Reference Check 8. Final Selection
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Retention of manpower
Refer to the notes given at the photo copy
centre on the old and new methods of
retention.
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Retention of manpower
Traditional methods
1. Competitive PayRates
2. ComprehensiveBenefits
3. Performance Reviews
4. CommunicationStrategies
5. Career Development
6. Training
7. Mentoring Programs
8. Life/Work Balance
9. 9.Incentive Programs
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Manpower Retention
The new approach
1. Compensation
2. Job Design
3. Job customization
4. Social Ties
5. Location
6. Hiring
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Career Planning and Succession
Planning
Career is viewed as a sequence of positions
occupied by a person during the course of his
life time. Objective Career)
Career may also be viewed as an amalgam
of changes in values, attitudes and motivation
that occur as a person grow older. Subjective
Career)
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Career planning is important because
it helps the individual to explore,
choose and strive to derivesatisfaction with his own career
objectives.
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Succession planning
Meaning :
Succession planning is the process or activities
connected with the succession of persons to
fill key positions in the organization hierarchyas vacancies arise.
The focus of attention is WHICH person
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Why is a succession plan necessary?
Without a succession plan, every time an
employee leaves, is promoted or changes
jobs, performance of the new employee will
suffer. If a replacement needs to be foundoutside, costs go up and performance goes
down for at least one year, according to
research. A succession plan is also the core
of any program to develop high-potentialemployees.
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Succession planning
Refer to the notes at the photo copy centre+
Case study on succession at GE