Assignment Set 1

1)

Manpower Planning necessitates an assessment of the organization's current and future

demands in relation to existing workforce a. The appropriate procedures are then made to
strike an equilibrium demand and supply. The result of this planning is a well-'thought-out'
and rational personnel demand plan for varied periods in the future, which then gets
compared to the manpower supply timetables.

Steps In Manpower Planning

• Evaluate present manpower inventory

• Manpower demand forecasting

• Develop a manpower sourcing plan or retrenchment plan

• Manpower allocation

• Building requisite competencies

Evaluate Present Manpower Inventory

It is critical to assess current workforce levels before forecasting future manpower

requirements. To assess the current personnel situation, a department level analysis and a job-
role analysis are performed to determine the necessary vs available manpower. This is done at
many levels and departments within the organisation. The final report is then combined, and
the necessary manpower against available manpower is presented quantitatively. Another
qualitative study illustrates the abilities necessary against competencies available for each of
the job positions. This shows the current personnel inventory. There might be an excess or a
shortfall, or in very rare circumstances, just the correct quantity numerically. On the
qualitative front, the report may seldom have a perfect match between desired abilities and
accessible competencies.
Manpower Forecasting

Manpower projections are used in manpower planning. The following are examples of
popular manpower forecasting techniques:

Expert Forecasts: informal decisions, and the Delphi technique are all examples of
expert forecasts.

Trend Analysis: Manpower requirements may be seen by looking at previous patterns in the
company using the primary year as a base and a central tendency of measurement.

Work Load Evaluation: This is determined by the type of the work load in a firm's or
organization's branch, department, or division.

Work Force Evaluation: Production and time length must be considered, and allotments must
be created to meet the entire labour requirements.

Other Methods: A few mathematical models run on computers are also utilised to anticipate
workforce requirements.

Develop A Manpower Sourcing Plan or Retrenchment Plan

The personnel sourcing or retrenchment strategy is created when the present inventory is
compared to the prediction for future labour requirements.

The sourcing strategy comprises recruiting, selection, placement, and employing temporary
workers.outsourcing.The retrenchment strategy entails giving show-cause warnings to low-
performing employees, requesting people to leave the business by paying a severance
package, enabling employees to take a sabbatical, and lastly out-placing personnel in other
companies to reduce manpower. It is more difficult to reduce labour. The need for
retrenchment might also be reduced by approving any extra manpower objectively.

Manpower Allocation & Retention

Through promotions, transfers, and work rotations, personnel allocation serves to manage the
impact of manpower supply shortages and excesses. Improving labour utilisation necessitates
regulating the dynamics of leadership and incentive.Manpower retention entails taking the
required efforts to ensure that the firm delivers an environment favourable to performance
and keeps each person motivated.

Building Requisite Competencies

When the projected future personnel requirements are compared to the present inventory,
there may be some competency gaps among the available internal resources. Organizations
may opt to build these resources through training programmes in such instances. The training
schedule is intended to guarantee that existing staff capabilities are upgraded in order to meet
future workforce demands. When organisations diversify or expand, additional training
programmes may be developed. Training programmes may be developed to teach current
personnel on the most recent technological breakthroughs or to fulfil corporate or market
expectations. Employees are trained to increase their knowledge, skills, and capabilities.

2)

Delphi is a group forecasting approach in which specialists present to the group their
independently created forecasts. The specialists do not interact with one another. The group
continues to refine its projections until a group consensus is obtained , This approach is
simply a group process for reaching an agreement on a forecast. This strategy requires the
appointment of a panel of experts from inside or outside the organisation. A series of
questionnaires are created based on the replies to a previous set of questions in a sequential
way.

The Procedure of Delphi Technique

To begin, a coordinator and a panel of experts from within and outside the organisation must
be chosen.

The coordinator then sends written questions to each of these experts. The specialists then
record their findings in writing.
The coordinator edits and summarises those remarks, revealing the majority view in his
summary

The coordinator then creates a fresh set of questions based on his summary and distributes
them to specialists.

Experts then respond to such a series of questions.

The coordinator continues the procedure until he is able to synthesise the experts' opinions.

Like the Delphi procedure, the nominal group method employs a panel of experts. The main
distinction between the two is that, although experts are not permitted to debate among
themselves while analysing questions using the Delphi Technique, experts are allowed to
discuss among themselves when using the nominal group approach.

In this strategy, the coordinator acts as a facilitator, allowing the experts to sit together and
debate their ideas while recording the conversation.

Following this round of concept discussion, experts are asked to rate their ideas in order of
perceived priority.

Unlike the Delphi approach, the procedure encourages innovation and facilitates scientific
group consensus.

3)

COMPONENTS OF RESOURCING STRATEGY

The important components of resourcing strategy are:

• Research
• Planning
• Recruitment and Selection
• Performance Management
• Employee Retention
• Action Planning

Research
The primary goal of research is to determine the best solutions accessible to an organisation
for carrying out resourcing activities or a portion of them. It evaluates the organization's
present alternatives as well as their efficacy. It begins by examining the quality of human
resources and the accompanying procedures needed to do the task.

This includes researching the profile of human resources needed, their sources, regions where
they are easily accessible or may be obtained, alternative external/outsourcing possibilities,
and so on.

Planning

The most critical aspect of resourcing is planning. It is a step in the process through which
research findings are used to make strategic resourcing choices. Let us continue with the
example from the 'Research' section and talk about planning. According to the research
findings, there are few opportunities and the problems that come with exercising those
alternatives. Quality of communication was one of the obstacles in hiring people from smaller
cities. According to a detailed analysis, the contact was objective and repeated in nature, and
staff could be instructed on it. A few applicants from a smaller city were taught and tested,
with positive results.

Recruitment and Selection

The greatest planning tools in the world will be useless if the company lacks the proper
personnel to put them into action. Assume you have a candidate from a service business
where customer engagement is important and staff are expected to be courteous and
empathic. This applicant may be a complete mismatch in an accounting business where
compliance and accuracy take precedence above all other requirements.

Performance Management

Performance management entails efforts that guarantee organisational goals are accomplished
in an effective and efficient way on a continuous basis. It motivates employees to work
hard.better and achieve or surpass criteria of performance. An incentive or bonus is provided
if performance surpasses expectations. Employees' salaries are also increased to guarantee
that expectations are continuously met. This increases productivity and quality, resulting in a
decreased labour need. This also necessitates fewer infrastructure, administrative
expenditures, and training expenses. As a result, performance management is an important
component of resourcing strategy.

Employee Retention

Employee retention- drives initiatives that engage and retain employees. Successful
businesses recognise that a successful staff retention strategy will help them maintain their
market leadership and growth.

4)

Performance Management

Performance management entails efforts that guarantee organisational goals are accomplished
in an effective and efficient way on a continuous basis. It motivates people to perform better
and achieve or surpass performance requirements. An incentive or bonus is provided if
performance surpasses expectations. Employees' salaries are also increased to guarantee that
expectations are continuously met. This increases productivity and quality, resulting in a
decreased labour need. This also necessitates fewer infrastructure, administrative
expenditures, and training expenses. As a result, performance management is an important
component of resourcing strategy.

Performance Appraisals

According to Edwin B. Flippo, a well-known human resource professional, "performance

evaluation is the systematic, periodic, and unbiased grading of an employee's proficiency in
subjects relevant to his current work and his potential for a better one. “Performance
evaluation is a systematic method of analysing and rating an employee's performance over a
specific time period and preparing for his future. Performance assessment is a strong
instrument for regulating, improving, and rewarding employee performance, as well as
evaluating individual accomplishments and their contribution to larger corporate goals. This
technique works best when accomplishments are tracked quarterly.
Employee performance must be evaluated not just by the immediate supervisor, but also by
co-worker’s, customers, and others.

5)

SELECTION PROCESS

It is tough to plan and pick the right applicants for the proper position. Choosing the incorrect
applicant works against the company since it is time consuming for HR managers and costly
for the organisation. Choosing the correct applicant, on the other hand, benefits the business
through increased employee productivity, a successful employment relationship, and a good
influence on the overall work environment.Choosing the proper person enhances the work
culture and returns a thousand times more to the business in the form of a good employee
attitude, goal achievement, and positive thinking. These are critical phases in hiring the
appropriate person.

The selection process consists of the following steps:

1. Define the job

2. Review application/resume/CV/bio-data

3. Written examination

4. Preliminary interview

5. Business games

6. Selection tests

7. Final interview with line manager

8. Medical examination

9. Reference checks

10. Job offer

Define The Job

The process of selecting the best applicant begins with a job analysis. The job analysis
assists in gathering information about the duties, roles, and responsibilities of the job,
as well as information about the knowledge, skills, and abilities (KSA) necessary to
do the job and the work environment or culture of a certain employment. The
information gleaned from the job analysis is critical in creating the job description for
the new employee.

Review Applications

A well-written job description outlines the ideal qualities of an employee. The review
of CVs or resumes, cover letters, job applications, and so on assists in identifying
applicants who satisfy the qualifications, skills, experience, and competencies.
Shortlisted CVs and individuals are then invited to selection tests and interviews.

Written Examination