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MS-23 JAN JUNE 2016 SOLVED ASSIGNMENT

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Dharmendra Sikarwar

MS-09 JAN JUNE 2016 IGNOU MBA SOLVED ASSIGNMENT

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ASSIGNMENT FIRST SEMESTER 2016 Course Code MS - 23 Course Title Human Resource Planning Assignment Code MS-23/TMA/SEM - I/2016 Assignment Coverage All Blocks MBA Help Material Provided by Unique Tech Publication Unauthorized copying, selling and redistribution of the content is prohibited. This Material is provided for your reference only. The utility of this content will be lost by sharing. Please do not share this material with others. To know price of this assignment & For more inquiry visit: http://ignousolvedassignmentsmba.blogspot.in/ Dharmendra Kumar Singh Mail us- ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
This is sample copy, Only for viewing. You cannot copy or take print of this copy. 1. Explain the forecasting demand for employees. Describe various issues in demand forecasting with suitable examples from an organization you are familiar with. Demand forecasting is ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------- methods. Forecasting human resource demand is the process of ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------of organisation; absenteeism and labour turnover are the relevant factors for human resourced forecasting. Demand forecasting is affected by a number of external and internal factors. Job analysis and forecasting about the quality of potential human resource facilitates demand forecasting. So, existing job design must be thoroughly evaluated taking into consideration the future capabilities of the present employees. HR plans depend heavily on forecasts, expectations---------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------for planning are threefold:  Planning involves ------------------------------------------------------------ plans.  As long as survival ------------------------------------------------------------------------------------------------------------- future is no excuse for not trying.  Science has developed a lot of -------------------------------------------------------------------------------------------------- operations research techniques and statistical methods to predict the future with accuracy and reliability. FORECASTING DEMAND FOR EMPLOYEES Economic factors: As business --------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------, cost and price of raw materials, inflation rate, etc. Fiscal policies and liberalisation of trade will also influence requirements. ---------------------------------------------------------------------------------------- employees on wages, working condition and government regulations and future trends in political influences and public opinions. Demographic factors: --------------------------------------------------------------------------------------------------------------- facilities, women in the active labour force, sex ratio, facilities for professional education, income level, education/literacy, etc. Competition: Competitors strategies, including advertising, quality of product, pricing, and distribution influence future staffing in a variety of ways. For example, if ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------ engineers to tackle the product design. Technological factors: Technology has to be ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------has become a specialist field in modern management.
Growth and expansion of business: Future growth and expansion plans will affect future staffing requirements. Growth is possible through:  ---------------------------------------  Increased --------------------------------------------. Expansion plans are executed through:  -------------------------------------  ---------------------------------------  Joint venture participation  Formation of ---------------------------------------------------  Establishment of ------------------------------- value chains. All these activities require additional staffing with right qualities in the right numbers at the right times. Management philosophy/Leadership: Top management ultimately ------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------, determined by economic and entrepreneurial considerations than by social policy, try to employ the optimum number of employees. Innovative management: As competition -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------- management that need to be adopted. Future staffing needs will be influenced by these innovative practices. Managerial Dilemma Questions that always confront the managers are: why should I worry about future needs when the future is uncertain? Why should I spend my time in human resource planning when I know for sure that the forecast made today will not survive over the long term? Examples of giants like IBM and Digital -------------------------------------------------------------------------------- ----------------------------------------------- The answer to these and such ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------face possible changes in a proactive manner. Another issue, which often confronts managers, is the ------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------but is also inaccurate and unrealistic. The mangers generally have a tendency to overestimate their departmental needs during such an exercise.
An annual budgeting exercise ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------popularly known as “headcounts” is aimed at projecting and controlling employee costs rather than at the finer aspects of the quality of workforce, its deployment, long-term utility, long-term adequacy, ability to retain and hire etc. In most enterprises, managers spend a -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------- opportunities, employee development issues, training etc., get side-tracked. The enterprise’s inability or refusal to focus, beyond the short term, which in turn leads to non-recognition of the long term demands of the business, scarcity of the right resources, ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------for such a mismatch is lack of planning. ISSUES IN DEMAND FORECASTING Before discussing possible techniques of human resource demand estimation it is worth examine related factors that influence the process. In this section some such factors are discussed, with a view to trigger readers to consider other similar issues that may influence their own enterprises. Social Factors- It is common experience that a number of well-conceived projects either do not take off or get delayed due to social pressures. For example, ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------. If careful, conservative hiring is not done by the enterprise, when such major changes occur, there is a possibility that the enterprise will be saddled with surplus staff right at the beginning of the project. A change of location or of technology may result in the non-availability of planned resources and therefore further delay the activities. More examples can ---------------------------------------------------------------------------- of religious or cultural reasons, such as the unacceptability in the Indian market of food products using fat extracted from beef. Technological Factors- Rapid ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------have to quickly catch up with new technology in order that the losses are minimized. Several examples of this can be found in the electronic industry. Political Factors- Unforeseen political factors might make considerable impact on the business plans of enterprises. This is true especially for those organisations which depend mostly only on international markets either for the sourcing of their raw materials or for selling of their products and services. Several examples can be ------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------that part of the world. Economic Factors- Economic factors often result in several planned activities being forced to undergo considerable change. Recent examples are found in India----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------- This resulted in major changes in business strategies and for some enterprises, even the threat of closure.
Demand Generation- Before dwelling on demand forecasting techniques, it is essential to examine the reasons for the creation of employee demands. This will help us focussing only on those factors that create demands. Growth- Growth, in ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------future manpower needs of an enterprise. Employee Turnover- Employee turnover or attrition is another reason for generation of manpower demands in an organisation. While it is necessary to look at the trends of employee attrition, it might not be appropriate to simply make a forecast based on the trends. Changing business scenario and environment have to be considered before any assumptions on future turnover of employees can be made. -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------. Such changes in employee turnover trends vary from profession to profession and skill to skill depending on the demand and supply position. Technological Shifts- Changes in technology makes an impact on an enterprise in more than one fashion. This may change the methods of manufacturing, processes ---------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------with similar technology or on the basis of the experience of other enterprises, a demand forecast can be made of the skills that might soon be in short supply internally. There are several good reasons to conduct demand forecasting. It can help: (i) quantify the jobs necessary for producing a given number of goods, or offering a given amount of services; (ii) determine what staff-mix is desirable in the future; (iii) assess appropriate staffing levels in different parts of the organisation so as to avoid unnecessary costs; (iv) prevent shortages of people where and when they are needed most; and (v) monitor compliance with legal requirements with regard to reservation of jobs. The Organization I am referring to you is for analysis of forecasting human resource planning IDBI Bank To forecast that the ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------------- needed than the aggregate method does. Forecasting human resources is done using ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----in the organization, because from those there can be no promotions to a higher level. Based on this analysis, a decision rule for ------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---example, forecasts for the need for customer service tellers and personal bankers also have to be developed. The overall purpose of this analysis is to develop a forecast of the needs for human resources by number and type for the forecasted period.
2. What do you mean by job evaluation? Describe the methods of job evaluation being used in an organization you are familiar with. Discuss advantages and disadvantages of the job evaluation methods. Job evaluation is the ---------------------------------------------------------------------------------------------------------------------- ----- their relative worth in an organization. --------------------------------------------------------------------------------------------------------of a consistent set of job and personal factors, such as qualifications and skills required. The objective of job evaluation --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------the basis for wage and salary negotiations. For Example, Beth is a human ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------- people that perform the job. Beth's employer will use job evaluations to determine the comparative worth of each job, which will then help determine the basis of the wages and salaries offered for each job. It helps ensure that everyone is paid fairly relative to one another based upon the value they bring to the organization. For example, if --------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------- more value than a mail clerk. Criteria used in job evaluations can ----------------------------------------------------------------------------------------------------------- --------------------------------------------------------------- available for Beth to use. Let's take a look at some of her options. The Organisation I am referring here is Tata Steel ----------------------------------------------------------------. ------------------------------ are: 1. ----------------------- 2. --------------------------- ---------------------------- are: 1. ---------------------------------- 2. ------------------------------- --------------------- Method- Perhaps -------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------bottom of the list will have the lowest value. Jobs are usually ----------------------------------------------------------------- to develop an organizational ranking. The following table is a hypothetical illustration of ranking of jobs. Table: Array of Jobs according to the Ranking Method ------------------ -------------------- 1. Accountant Rs 3,000 2. ------------------ Rs ----------- 3. ------------------- Rs 1,700 4. -------------operator Rs 1,400 5. Typist Rs 900 6. Office boy Rs 600 The variation in --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for. ---------------------------- or grading According to this method---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------in an office. (a) Class I - Executives: ------------------------------------------------------------------------------------ manager, Office superintendent, Departmental supervisor, etc. (b) Class II - -----------------------------: ------------------------------------------- clerk, etc. (c) Class III - ------------------------------------------------------------------------------------, Machine-operators, Switchboard operators, etc. (d) Class IV - -------------------------------------------------------------------------- Daftaris, File clerks, Office boys, etc. The job classification -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------------can be effectively used for a variety of jobs. The weaknesses of the job classification method are:  Even when ------------------------------------------------------------------- category, depending on the status a job carries.  It is difficult ------------------------------------------------------------------- of a grade.  The method ------------------------------------------------------------------ jobs and different grades.  When individual job ----------------------------------------------------------------------------------------------- have the tendency to classify the job using their subjective judgments. --------------------------------------- A more systematic and ------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------each job, i.e., the present wages paid for key jobs may be divided among the factors weighed by importance (the most important factor, for instance, mental effort, receives the highest weight). In other words, wages are assigned to the job in comparison to its ranking on each job factor. -------------------------------------------------------- method at Tata Steel may be briefly stated thus:  Select key jobs (say 15 to 20-------------------------------------------------------------------- jobs must represent as many departments as possible.  Find the factors -----------------------------------------------------------------, physical effort, working conditions, etc.).  Rank the --------------------------------------------------------------------------------------------- evaluation committee) independently.  Assign money ------------------------------------------------------------------------ for each key job.  The ---------------------------------------------------------------------------------------------------------- factors.  All other jobs are compared ----------------------------------------------------------------------- are determined. Point rating or assessment This method is widely ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------involved may be explained thus: (a) Select key jobs. -------------------------------------------------------------- skill, effort, responsibility, etc. (b) Divide each major ------------------------------------------------------------------------------------------------------ order of importance, preferably along a scale. The most frequent factors employed in point systems are: I. Skill (key factor): Education ------------------------------------------------------------, Social skills required, Problem-solving skills, Degree of discretion/use of judgment, Creative thinking; II. Responsibility/Accountability: Breadth --------------------------------------------------------------------------- --------------------------------------------------------------------------------------------of accountability for equipment/plant, Extent of accountability for product/materials; III. Effort: Mental --------------------------------------------------------------------- potential stress. The educational requirements (sub factor) under the skill (key factor) may be expressed thus in the order of importance. Degree Define 1. Able to ------------------------------------------------------------------------ educated 2. Does all --------------------------------------------------------------------; graduate 3 Handles mail, ---------------------------------------------------; post graduate Assign point ------------------------------------------------------------------------------------- factor. Table: --------------------------------------------------- --------------------------------------s Total Factor 1 2 3 4 5 Skill 10 20 30 40 50 150 Physical effort 8 16 24 32 40 120 Mental effort 5 10 15 20 25 75
Responsibility 7 14 21 28 35 105 Working conditions 6 12 18 24 30 90 --------------------------------------------------------------------------------- = 540 The point method is a --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------” (Robbins, p.361). It accounts for differences in wage rates for various jobs on the strength of job factors. Jobs may change over time, but the rating scales established under the point method remain unaffected. Job evaluation is a process of determining the -------------------------------------------------------------------------------------- ---------------------------------------------- as a process is advantageous to a Tata Steel company in many ways: 1. Reduction in inequalities in salary structure - It ------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------- is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. 2. Specialization - ----------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------- should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. 3. Helps in selection of employees - The job --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------ 4. Harmonious relationship between employees and manager - -------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------- all kinds of salaries controversies can be minimized. 5. Standardization - The process of determining the ------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------- into salary structure. 6. Relevance of new jobs - ------------------------------------------------------ value of new jobs in a concern. According to Kimball and Kimball--------------------------------------------------------------------------- in a plant and to determine what the fair basic wage for such a job should be.” Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in performance appraisal, the worth of employee is rated. Advantages of Job evaluation Job evaluation is a ------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- as a process is advantageous to a company in many ways: 1. Reduction ------------------------- structure - It is -------------------------------------------------------------------------------- ----------------------------------------------------- evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. 2. Specialization - Because --------------------------------------------------------------------------------------------------- got hundred jobs and many employees to perform them. Therefore, an attempt should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. 3. Helps in selection of employees - ------------------------------------------------------------------------------------------------- --------------------------------- can be taken into account while selecting the employees. 4. Harmonious ------------------------------------- and manager - ----------------------------------------------------------------- --------------------------------------------- all kinds of salaries controversies can be minimized. 5. Standardization - The process of determining ---------------------------------------------------------------------------------- ------------------------------------------ into salary structure. 6. ----------------- new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern. Limitations:
1. Though --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------- problems of adjustment that may need further study. 2. When job evaluation ------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------- by the financial limits within which the firm has to operate. 3. When there --------------------------------------------------------------------- and acceptable structure of relative earnings. 4. The process of job rating is, to ------------------------------------------------------------------------------------------------------ measured with accuracy. 5. Job evaluation takes a -------------------------------------------------------------------------- and is quite expensive. 3. Explain the meaning of orientation, objectives, policy and contents of orientation. Describe the orientation programme of any organization you are familiar with. Orientation Meaning- Orientation is the ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------new employees about the goals and responsibilities of the position and company, as well as to answer any questions they may have about HR, benefits and payroll information. Orientation requires ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------, managers and supervisors, as well as the HR department, should work as a team in employee orientation. Performance -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------to perform the job. Orientation Objectives- Employers have to realize that orientation isn't just a nice gesture put on by the organization. It serves as an important element of the recruitment and retention process. Some key purposes are: - 1. To Reduce Start-up- ---------------------------------------------------- speed" much more quickly, thereby reducing the costs associated with learning the job. 2. To --------------------------------------------------------------------------------------------------------------------------- the job. Proper orientation helps to reduce anxiety that results f rom entering into an unknown situation, and helps provide guidelines f or behavior and conduct, so the employee doesn't have to experience the stress of guessing. 3. To Reduce Employee Turnover- ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.
4. To Save ------------------------------------------------------------------------------------------- the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee. 5. To Develop Realistic Job Expectations, ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------, they will make many mistakes that are unnecessary and potentially damaging. Policy of orientation- 1. That the ------------------------------------------------------------------ for all new entrants. 2. That every new -------------------------------------------------------------------------------------------- orientation programme. 3. That as a part of the -------------------------------------------------------------------------- training plan to meet agreed needs. 4. That every entrant would -------------------------------------------------------------------------- meeting and exit interviewing. 5. That all those -------------------------------------------------------------------- to carry it out. 6. That a review team would be set up to monitor all aspects of the orientation policy. Contents of orientation- Formal orientation ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------schedule, conduct and evaluate formal orientation programmes. The information provided in orientation programmes typically covers things like: 1. The ------------------- of the organisation; 2. ---------------------- and practices; 3. Company ----------------------------- 4. Company ---------------------------------------------; 5. ---------------------------------------- (in general); 6. Employee responsibilities to company; 7. ----------------------------------------- to employee; 8. Employee --------------------------------------; 9. Personnel policies; 10. Work schedules; 11. ---------------------------------------------------; and 12. Safety measures and regulations. Another -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------programme’s effectiveness. Exit interviews are also a good source of evaluation data. ORIENTATION PROGRAMME- The orientation ----------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------new employee’s background. A new employee should be met by the responsible line and staff manager at the beginning and end of the programme. The initial meeting is necessary with a view to:  Explain the aim, ------------------------------------------ programme;  Inform the new -------------------------------------------------------------------------------- wherever needed;
 Encourage him - -------------------------- arises; and  Ascertain whether there ----------------------- queries that need to be dealt with. A meeting at the end of the -------------------------------------------------------------- employee and decide on the future plans. The human resource department has to follow-up the programme from the beginning to the end. An orientation programme may not succeed due to several reasons. Some of them are:  Supervisor who ------------------------------- or is too busy.  Employee is ----------------------------------------------- in a short time.  Employee is --------------------------------- complete.  Employee is pushed into the ------------------------------------------------------------------------------------------- work at the work place is the best orientation.  Employee is forced to fill in the gaps -------------------------------------------------------------------------------- and a narrow orientation at the department level. Orientation programme is on telecommunication service and we have taken Orientation Programme of BSNL Employee orientation Programme in BSNL is given below in following steps. Stage 1: ---------------------------------- The human resources ---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------given a tour of the firm's facilities, introduced to procedures, policies and job-specific information (such as employee activities, services, incentives, benefits, employee relations, fair employment practices and overtime provisions). The general introduction stage can be a one-day program or take longer, depending upon the size of the firm and the number of employees undergoing orientation. Stage 2: -------------------------- Specific orientation follows the general introduction stage. In this stage, an employee is given job- or task-specific orientation typically by her immediate supervisor. Information about a particular department, its facilities (lunchroom, lavatory, coatroom) and employees, ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------devices and equipment, fire protection procedures and smoking regulations, states Courtney Price in her book "Group Practice Personnel Policies Manual." Stage 3: Follow-up Perhaps the most --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------employee queries and cover topics the general and specific orientation stages overlooked. The follow-up stage typically ensues one week to one month after employee induction. 4. What is career planning? Discuss the aims and objectives of career planning. Describe the benefits of career planning with suitable examples from any organization you are familiar with.
Career planning is the focal ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------should act as catalysts in the process. The key ingredients of an effective career-management programme are: (1) ----------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------are combined in the appropriate sequence, a comprehensive career management system is created. Clearly, organisations must use career planning programmes carefully to ensure positive results. Aims and objectives of career planning Effective HRM encompasses career planning, career development and succession planning. An organization without career planning and career development initiatives is likely ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------of good performers, it is now a well established fact that normal employment span for key performers remains awfully short. Career planning aims at matching individual potential for promotion and individual aspirations with organisational needs and opportunities. Career planning is making sure that the organisation has the right people with the right skills at the right time. In particular, it indicates ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------The principal objectives of career planning are: 1. To secure the ------------------------------------- right time; 2. To -------------------------------------------------------------------------------------------; 3. To provide adequate career --------------------------------------------------------------------------------------; and 4. To strengthen the retention programme of the organisation. An effective career management plan takes care of an individual’s interest, aptitude, specialization and expertise while deciding on the placement. An organization which believes in a sound career management programme is not only committed to and conscious of the development of human resources but also provides structural facilities for manpower research, manpower training and development. Career planning is the --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------. Among the techniques to aid individual career planning are career counseling, career and life planning, and self development activities. Career planning involves four fundamental elements which, when taken together, represent the career planning process. Direction: This involves ----------------------------------------------------------- to act favourable upon these goals, especially in the light of business objectives and realities. --------------------------------------------------------------------------- to go in an organisation or on the career path and how fast that person expects to get there. Transition: This is the ---------------------------------------------------. Transition relates to the changes expected, say, in knowledge, skill and attitude en route to a career goal. Outcomes: This relates to the ------------------------------------------------- for career progress will pay off.
The important influences -----------------------------------------------------------------------. Both the organisation and the individual are important and career planning can be seen from the perspective of both parties. Career Planning and their benefits in L&T Infotech The organization I am -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------found in us a right-size partner who combines scale, stability and customer-centricity. At L &Ts parent company is ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------corporate heritage has given us many inherent advantages that we translate into tangible benefits for our clients. L &T’s policy for ------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------the organization. At L&T Infotech, ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------, satisfaction and, most importantly, a sense of professional fulfillment. Recruitment and Selection at L&T Infotech:  Believe --------------------------------------------------------the-right-job"  Believe in the phrase --------------------------------------------------------------------- Engineer Trainees and Management Trainees from --------------------------------------------------, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them. Induction: The new entrants - ------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------of inputs on the following:  -------------------- Philosophy  ------------------------------  Work Culture  Quality ------------------  Project ------------------------  ------------------------------------ and Future Plans  Information on Organization Structure  -------------------------------------  Performance ------------------------ Emphasis on building lasting Relationships & Team Effectiveness:  Team Development -------------------------------------------- cohesion  Believe that it helps the ---------------------------------- one another and build lasting relationships & sense of belonging to the organization.  Believe that it’s the --------------------------------------------------------------------------------- in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority. Job Rotation  Job rotation at ---------------------------------------------- organization. they believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
At L&----------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's L&T Infotech- "A software force that's driving relationships globally." At L&T Infotech you -------------------- is shared by a highly motivated group of over 7200 people who choose L&T Infotech because they believe that it's all happening here.Theye provide: Opportunities for Entrepreneurship  -----------------------------------------------------------------------------  In-house --------------------------------------- professional growth  Infinite access to ----------------------------------------------  ------------------------------------------------------------------------------ career  Freedom to ---------------------------------------------------------------  Compensation that is benchmarked with the leaders in the industry  HR polices that are -------------------------------------------------------------------------------- Variable Compensation Schemes The compensation policy of L&T Infotech is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive IT business scenario. The total compensation ------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year. The compensation ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------unit and various other factors They Care... They believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care. They care for :  People's ---------------------------------------------------------------------- plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)  Self-worth of --------------------------------------------------------- Plan)  Collective excellence (-------------------------------------------------------------------------- orientation)  People development (-------------------------------------------------------------, Higher Study Plan)  People's opinion (-------------------------------------------------------, climate surveys)  People's need to know (---------------------------------------------------, News Flash) Policy Profile The High ------------------------------------- Policy: As per our High --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------in a competitive environment.
Performance Appraisal Policy At L&T appraise -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------of the appraisal. Their Performance Appraisal System has several salient features :  An ------------------------------------------------------------------- Assessment  A clear and equal ----------------------------------------------------- the Process  --------------------------------------------------------------------------  Distribution of incentives in an objective, value based manner Recognition & Motivation They believe that our people are our --------------------------------------------------------------------------------- our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help them to recognize performance at work. Recognizing Individuals and Teams They understand the ---------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------------an established formal ‘Employee Award Plans’. So if you're an ------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------and give spot rewards to individuals and team in pursuit of excellence. Recognizing Collective Excellence In addition to the -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------achieve better performance through higher standards in project management. To encourages and foster the ---------------------------------------------------------- unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service. Training for Development… They believe in a learning --------------------------------------- room for those driven by the zeal to surpass their peers and most importantly, themselves. They mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. They realize the value that people add to their organization and formulate policies that take into consideration individual needs and benefits. Some of the activities that make learning a continuous process at L&T Infotech are  An extensive ------------------------------ for Software Engineer Trainee at our well-equipped Training Center  Conduct Focused -------------------------- Development Center  Continuous skill up-gradation on new emerging technologies  Behavioral Training ------------------------------------ project groups viz.  Customer orientation  ----------------------------------------------------------  ---------------------------------------------------------------
 ------------------------------------------------------  They engage the best ----------------------------------------------- make use of training events offered by premium management institutions like IIM, Administrative Staff College of India etc. 5. Explain the concept, need and the scope of the Human Resource audit. Describe the essential steps being used in the auditing process of any organization you are familiar with. Concept and Need of HRD Audit HRD audit is a ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------driven HR function. Since it incomprehensive, it uses a variety of methods including interviews, observation, secondary data workshops. It has to be business-driven and comprehensive. The human resource audit --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------providing insights into possible causes for current and future problems. The findings -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------which the Audit is conducted could vary from self-directed surveys to interventions by outside consultants. Human --------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------essential for sustaining organisational health and growth. The need for such assessment is even greater in today’s dynamic and, at times, turbulent, environment, where human resource management needs continuous up-gradation and re-alignment. Moreover, with ---------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------- Whether it is adding tangible value to the organisation through its strategies, policies, processes and practices;  Whether it is ---------------------------------------------------------------; and  Whether it is --------------------------------------------------------------------- to the society and the law, and, from a long term perspective, sustainable. Answers to all these questions need regular HR Audit. Scope:- To can get the ---------------------------------------------------------------------- business plans The audit------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------programmes, have been initiated. Changes -----------------------------------------------------------------------.
Any successful HRD ---------------------------------------------------------- of HRD is to create a learning organisation. A learning culture can be created only if the ----------------------------------------, ability to convert and use mistakes, conflicts and problems as learning opportunities and so on. Role clarity of ------------------------------------------------------- in HRD In almost all -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------- depending on various factors, this exercise has favorable impact on employee productivity. Improvements in HRD systems HRD audit has ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------as a result of HRD audit. Increased ---------------------------------------------------- competencies One of the results ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------accountability. Better --------------------------------- more professional staff HRD audit proposes the competence base required by the organisation. It gives direction for competency requirements of employees at various level, -------------------------------------------------------, in some companies, new recruitment and retention strategies have been worked out. In other companies, the audit has led to strengthening recruitment policies and procedures. -------------------------- cost-effective training HRD audit has ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------of the management and HRD managers to review the training function with relative ease. Strengthening ------------------------------- and other mechanisms HRD audit can give significant -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------. HRD audit has led to the chaining of appraisal systems. Streamlining of other management practices ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------the information systems ad sharing of information are some of the resultant activities. TQM interventions
Quality improvements and establishing TQM systems require a high degree of involvement of employees. In a number of of cases HRD audit has pointed out to the linkages between TQM and other quality programmes, and helped in strengthening the same. Due to ---------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------- It can enhance the ------------------------------- of the HR function In addition to all the above -----------------------------------------------. In the process it eliminates non-value adding HR systems, activities and processes and enhances the value-adding activities and processes. It reduces nonproductive assets of the HR department. METHODOLOGY OF HRD AUDIT AN OVERVIEW HRD audit requires ---------------------------------------------------------------. These methods are used in combination and a good audit requires the use of all the methods. Individual Interviews The auditors -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------of the top management. Group Interviews ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------same or similar levels. In workshops a large number of participants ranging ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------been found to be very good. Organization I am referring to you is of the Audit of the Local HR Department of a Multinational Bank at Ranchi The bank to --------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------of the HR department. The local HR ------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------of the audit, so that he/ she can identify areas to focus upon, share the information with the area specialist in his team, and formulate a more accurate audit plan. The team leader will have considerable experience in setting overall status of the audit plan, an understanding of the business areas and dynamics of the country in question. Upon arrival, the -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------of the scope and depth of the audit to be conducted. The HR head then meet with ---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------------------------the questions that may be brought up. However the auditors should have a free hand in contacting the area specialists regarding a particular function or responsibility for explanation, clarification or query. It will strengthen the understanding and perspective of the functional area executives and broaden their horizons from a management and audit point of view. The HR department in question has been divided into the following functional areas: 1. ----------------------------------- 2. Policies, ---------------------------- Aspects 3. ---------------------------------------------------------- 4. -------------------------------------------------------- 5. Management of the -------------------------------------------------------) and Data Feeds 6. Employee Loans Thus there are six --------------------------------------------------------------- turn reports to the Country Business Manager, with dotted line reporting to the Regional and Divisional HR ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- I am sending sample of MS-23 assignment. If you like then you can buy this assignment. We provide excellent assignments. Assignments Code Assignment Name Price (Rs.) MS-23 Human Resource Planning 130 Following options are available in our below mentioned Account. 1. Click on below link and purchase online from web store This method is very simple. In this method you can purchase assignments like anything you purchases online. Here you can directly pay using your debit card/ credit card/ net banking within seconds. This is a faster method and you will get assignments faster than any other method. https://www.payumoney.com/store/buy/mba-jan-june-2016-solved-assignments
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MS-23 JAN JUNE 2016 SOLVED ASSIGNMENT

  • 1. ASSIGNMENT FIRST SEMESTER 2016 Course Code MS - 23 Course Title Human Resource Planning Assignment Code MS-23/TMA/SEM - I/2016 Assignment Coverage All Blocks MBA Help Material Provided by Unique Tech Publication Unauthorized copying, selling and redistribution of the content is prohibited. This Material is provided for your reference only. The utility of this content will be lost by sharing. Please do not share this material with others. To know price of this assignment & For more inquiry visit: http://ignousolvedassignmentsmba.blogspot.in/ Dharmendra Kumar Singh Mail us- ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
  • 2. This is sample copy, Only for viewing. You cannot copy or take print of this copy. 1. Explain the forecasting demand for employees. Describe various issues in demand forecasting with suitable examples from an organization you are familiar with. Demand forecasting is ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------- methods. Forecasting human resource demand is the process of ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------of organisation; absenteeism and labour turnover are the relevant factors for human resourced forecasting. Demand forecasting is affected by a number of external and internal factors. Job analysis and forecasting about the quality of potential human resource facilitates demand forecasting. So, existing job design must be thoroughly evaluated taking into consideration the future capabilities of the present employees. HR plans depend heavily on forecasts, expectations---------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------for planning are threefold:  Planning involves ------------------------------------------------------------ plans.  As long as survival ------------------------------------------------------------------------------------------------------------- future is no excuse for not trying.  Science has developed a lot of -------------------------------------------------------------------------------------------------- operations research techniques and statistical methods to predict the future with accuracy and reliability. FORECASTING DEMAND FOR EMPLOYEES Economic factors: As business --------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------, cost and price of raw materials, inflation rate, etc. Fiscal policies and liberalisation of trade will also influence requirements. ---------------------------------------------------------------------------------------- employees on wages, working condition and government regulations and future trends in political influences and public opinions. Demographic factors: --------------------------------------------------------------------------------------------------------------- facilities, women in the active labour force, sex ratio, facilities for professional education, income level, education/literacy, etc. Competition: Competitors strategies, including advertising, quality of product, pricing, and distribution influence future staffing in a variety of ways. For example, if ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------ engineers to tackle the product design. Technological factors: Technology has to be ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------has become a specialist field in modern management.
  • 3. Growth and expansion of business: Future growth and expansion plans will affect future staffing requirements. Growth is possible through:  ---------------------------------------  Increased --------------------------------------------. Expansion plans are executed through:  -------------------------------------  ---------------------------------------  Joint venture participation  Formation of ---------------------------------------------------  Establishment of ------------------------------- value chains. All these activities require additional staffing with right qualities in the right numbers at the right times. Management philosophy/Leadership: Top management ultimately ------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------, determined by economic and entrepreneurial considerations than by social policy, try to employ the optimum number of employees. Innovative management: As competition -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------- management that need to be adopted. Future staffing needs will be influenced by these innovative practices. Managerial Dilemma Questions that always confront the managers are: why should I worry about future needs when the future is uncertain? Why should I spend my time in human resource planning when I know for sure that the forecast made today will not survive over the long term? Examples of giants like IBM and Digital -------------------------------------------------------------------------------- ----------------------------------------------- The answer to these and such ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------face possible changes in a proactive manner. Another issue, which often confronts managers, is the ------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------but is also inaccurate and unrealistic. The mangers generally have a tendency to overestimate their departmental needs during such an exercise.
  • 4. An annual budgeting exercise ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------popularly known as “headcounts” is aimed at projecting and controlling employee costs rather than at the finer aspects of the quality of workforce, its deployment, long-term utility, long-term adequacy, ability to retain and hire etc. In most enterprises, managers spend a -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------- opportunities, employee development issues, training etc., get side-tracked. The enterprise’s inability or refusal to focus, beyond the short term, which in turn leads to non-recognition of the long term demands of the business, scarcity of the right resources, ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------for such a mismatch is lack of planning. ISSUES IN DEMAND FORECASTING Before discussing possible techniques of human resource demand estimation it is worth examine related factors that influence the process. In this section some such factors are discussed, with a view to trigger readers to consider other similar issues that may influence their own enterprises. Social Factors- It is common experience that a number of well-conceived projects either do not take off or get delayed due to social pressures. For example, ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------. If careful, conservative hiring is not done by the enterprise, when such major changes occur, there is a possibility that the enterprise will be saddled with surplus staff right at the beginning of the project. A change of location or of technology may result in the non-availability of planned resources and therefore further delay the activities. More examples can ---------------------------------------------------------------------------- of religious or cultural reasons, such as the unacceptability in the Indian market of food products using fat extracted from beef. Technological Factors- Rapid ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------have to quickly catch up with new technology in order that the losses are minimized. Several examples of this can be found in the electronic industry. Political Factors- Unforeseen political factors might make considerable impact on the business plans of enterprises. This is true especially for those organisations which depend mostly only on international markets either for the sourcing of their raw materials or for selling of their products and services. Several examples can be ------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------that part of the world. Economic Factors- Economic factors often result in several planned activities being forced to undergo considerable change. Recent examples are found in India----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------- This resulted in major changes in business strategies and for some enterprises, even the threat of closure.
  • 5. Demand Generation- Before dwelling on demand forecasting techniques, it is essential to examine the reasons for the creation of employee demands. This will help us focussing only on those factors that create demands. Growth- Growth, in ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------future manpower needs of an enterprise. Employee Turnover- Employee turnover or attrition is another reason for generation of manpower demands in an organisation. While it is necessary to look at the trends of employee attrition, it might not be appropriate to simply make a forecast based on the trends. Changing business scenario and environment have to be considered before any assumptions on future turnover of employees can be made. -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------. Such changes in employee turnover trends vary from profession to profession and skill to skill depending on the demand and supply position. Technological Shifts- Changes in technology makes an impact on an enterprise in more than one fashion. This may change the methods of manufacturing, processes ---------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------with similar technology or on the basis of the experience of other enterprises, a demand forecast can be made of the skills that might soon be in short supply internally. There are several good reasons to conduct demand forecasting. It can help: (i) quantify the jobs necessary for producing a given number of goods, or offering a given amount of services; (ii) determine what staff-mix is desirable in the future; (iii) assess appropriate staffing levels in different parts of the organisation so as to avoid unnecessary costs; (iv) prevent shortages of people where and when they are needed most; and (v) monitor compliance with legal requirements with regard to reservation of jobs. The Organization I am referring to you is for analysis of forecasting human resource planning IDBI Bank To forecast that the ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------------- needed than the aggregate method does. Forecasting human resources is done using ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----in the organization, because from those there can be no promotions to a higher level. Based on this analysis, a decision rule for ------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---example, forecasts for the need for customer service tellers and personal bankers also have to be developed. The overall purpose of this analysis is to develop a forecast of the needs for human resources by number and type for the forecasted period.
  • 6. 2. What do you mean by job evaluation? Describe the methods of job evaluation being used in an organization you are familiar with. Discuss advantages and disadvantages of the job evaluation methods. Job evaluation is the ---------------------------------------------------------------------------------------------------------------------- ----- their relative worth in an organization. --------------------------------------------------------------------------------------------------------of a consistent set of job and personal factors, such as qualifications and skills required. The objective of job evaluation --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------the basis for wage and salary negotiations. For Example, Beth is a human ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------- people that perform the job. Beth's employer will use job evaluations to determine the comparative worth of each job, which will then help determine the basis of the wages and salaries offered for each job. It helps ensure that everyone is paid fairly relative to one another based upon the value they bring to the organization. For example, if --------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------- more value than a mail clerk. Criteria used in job evaluations can ----------------------------------------------------------------------------------------------------------- --------------------------------------------------------------- available for Beth to use. Let's take a look at some of her options. The Organisation I am referring here is Tata Steel ----------------------------------------------------------------. ------------------------------ are: 1. ----------------------- 2. --------------------------- ---------------------------- are: 1. ---------------------------------- 2. ------------------------------- --------------------- Method- Perhaps -------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 7. --------------------------------------------------------------------------------------------------------------------------bottom of the list will have the lowest value. Jobs are usually ----------------------------------------------------------------- to develop an organizational ranking. The following table is a hypothetical illustration of ranking of jobs. Table: Array of Jobs according to the Ranking Method ------------------ -------------------- 1. Accountant Rs 3,000 2. ------------------ Rs ----------- 3. ------------------- Rs 1,700 4. -------------operator Rs 1,400 5. Typist Rs 900 6. Office boy Rs 600 The variation in --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for. ---------------------------- or grading According to this method---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------in an office. (a) Class I - Executives: ------------------------------------------------------------------------------------ manager, Office superintendent, Departmental supervisor, etc. (b) Class II - -----------------------------: ------------------------------------------- clerk, etc. (c) Class III - ------------------------------------------------------------------------------------, Machine-operators, Switchboard operators, etc. (d) Class IV - -------------------------------------------------------------------------- Daftaris, File clerks, Office boys, etc. The job classification -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------------can be effectively used for a variety of jobs. The weaknesses of the job classification method are:  Even when ------------------------------------------------------------------- category, depending on the status a job carries.  It is difficult ------------------------------------------------------------------- of a grade.  The method ------------------------------------------------------------------ jobs and different grades.  When individual job ----------------------------------------------------------------------------------------------- have the tendency to classify the job using their subjective judgments. --------------------------------------- A more systematic and ------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 8. ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------each job, i.e., the present wages paid for key jobs may be divided among the factors weighed by importance (the most important factor, for instance, mental effort, receives the highest weight). In other words, wages are assigned to the job in comparison to its ranking on each job factor. -------------------------------------------------------- method at Tata Steel may be briefly stated thus:  Select key jobs (say 15 to 20-------------------------------------------------------------------- jobs must represent as many departments as possible.  Find the factors -----------------------------------------------------------------, physical effort, working conditions, etc.).  Rank the --------------------------------------------------------------------------------------------- evaluation committee) independently.  Assign money ------------------------------------------------------------------------ for each key job.  The ---------------------------------------------------------------------------------------------------------- factors.  All other jobs are compared ----------------------------------------------------------------------- are determined. Point rating or assessment This method is widely ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------involved may be explained thus: (a) Select key jobs. -------------------------------------------------------------- skill, effort, responsibility, etc. (b) Divide each major ------------------------------------------------------------------------------------------------------ order of importance, preferably along a scale. The most frequent factors employed in point systems are: I. Skill (key factor): Education ------------------------------------------------------------, Social skills required, Problem-solving skills, Degree of discretion/use of judgment, Creative thinking; II. Responsibility/Accountability: Breadth --------------------------------------------------------------------------- --------------------------------------------------------------------------------------------of accountability for equipment/plant, Extent of accountability for product/materials; III. Effort: Mental --------------------------------------------------------------------- potential stress. The educational requirements (sub factor) under the skill (key factor) may be expressed thus in the order of importance. Degree Define 1. Able to ------------------------------------------------------------------------ educated 2. Does all --------------------------------------------------------------------; graduate 3 Handles mail, ---------------------------------------------------; post graduate Assign point ------------------------------------------------------------------------------------- factor. Table: --------------------------------------------------- --------------------------------------s Total Factor 1 2 3 4 5 Skill 10 20 30 40 50 150 Physical effort 8 16 24 32 40 120 Mental effort 5 10 15 20 25 75
  • 9. Responsibility 7 14 21 28 35 105 Working conditions 6 12 18 24 30 90 --------------------------------------------------------------------------------- = 540 The point method is a --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------” (Robbins, p.361). It accounts for differences in wage rates for various jobs on the strength of job factors. Jobs may change over time, but the rating scales established under the point method remain unaffected. Job evaluation is a process of determining the -------------------------------------------------------------------------------------- ---------------------------------------------- as a process is advantageous to a Tata Steel company in many ways: 1. Reduction in inequalities in salary structure - It ------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------- is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. 2. Specialization - ----------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------- should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. 3. Helps in selection of employees - The job --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------ 4. Harmonious relationship between employees and manager - -------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------- all kinds of salaries controversies can be minimized. 5. Standardization - The process of determining the ------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------- into salary structure. 6. Relevance of new jobs - ------------------------------------------------------ value of new jobs in a concern. According to Kimball and Kimball--------------------------------------------------------------------------- in a plant and to determine what the fair basic wage for such a job should be.” Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in performance appraisal, the worth of employee is rated. Advantages of Job evaluation Job evaluation is a ------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- as a process is advantageous to a company in many ways: 1. Reduction ------------------------- structure - It is -------------------------------------------------------------------------------- ----------------------------------------------------- evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. 2. Specialization - Because --------------------------------------------------------------------------------------------------- got hundred jobs and many employees to perform them. Therefore, an attempt should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. 3. Helps in selection of employees - ------------------------------------------------------------------------------------------------- --------------------------------- can be taken into account while selecting the employees. 4. Harmonious ------------------------------------- and manager - ----------------------------------------------------------------- --------------------------------------------- all kinds of salaries controversies can be minimized. 5. Standardization - The process of determining ---------------------------------------------------------------------------------- ------------------------------------------ into salary structure. 6. ----------------- new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern. Limitations:
  • 10. 1. Though --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------- problems of adjustment that may need further study. 2. When job evaluation ------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------- by the financial limits within which the firm has to operate. 3. When there --------------------------------------------------------------------- and acceptable structure of relative earnings. 4. The process of job rating is, to ------------------------------------------------------------------------------------------------------ measured with accuracy. 5. Job evaluation takes a -------------------------------------------------------------------------- and is quite expensive. 3. Explain the meaning of orientation, objectives, policy and contents of orientation. Describe the orientation programme of any organization you are familiar with. Orientation Meaning- Orientation is the ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------new employees about the goals and responsibilities of the position and company, as well as to answer any questions they may have about HR, benefits and payroll information. Orientation requires ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------, managers and supervisors, as well as the HR department, should work as a team in employee orientation. Performance -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------to perform the job. Orientation Objectives- Employers have to realize that orientation isn't just a nice gesture put on by the organization. It serves as an important element of the recruitment and retention process. Some key purposes are: - 1. To Reduce Start-up- ---------------------------------------------------- speed" much more quickly, thereby reducing the costs associated with learning the job. 2. To --------------------------------------------------------------------------------------------------------------------------- the job. Proper orientation helps to reduce anxiety that results f rom entering into an unknown situation, and helps provide guidelines f or behavior and conduct, so the employee doesn't have to experience the stress of guessing. 3. To Reduce Employee Turnover- ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.
  • 11. 4. To Save ------------------------------------------------------------------------------------------- the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee. 5. To Develop Realistic Job Expectations, ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------, they will make many mistakes that are unnecessary and potentially damaging. Policy of orientation- 1. That the ------------------------------------------------------------------ for all new entrants. 2. That every new -------------------------------------------------------------------------------------------- orientation programme. 3. That as a part of the -------------------------------------------------------------------------- training plan to meet agreed needs. 4. That every entrant would -------------------------------------------------------------------------- meeting and exit interviewing. 5. That all those -------------------------------------------------------------------- to carry it out. 6. That a review team would be set up to monitor all aspects of the orientation policy. Contents of orientation- Formal orientation ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------schedule, conduct and evaluate formal orientation programmes. The information provided in orientation programmes typically covers things like: 1. The ------------------- of the organisation; 2. ---------------------- and practices; 3. Company ----------------------------- 4. Company ---------------------------------------------; 5. ---------------------------------------- (in general); 6. Employee responsibilities to company; 7. ----------------------------------------- to employee; 8. Employee --------------------------------------; 9. Personnel policies; 10. Work schedules; 11. ---------------------------------------------------; and 12. Safety measures and regulations. Another -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------programme’s effectiveness. Exit interviews are also a good source of evaluation data. ORIENTATION PROGRAMME- The orientation ----------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------new employee’s background. A new employee should be met by the responsible line and staff manager at the beginning and end of the programme. The initial meeting is necessary with a view to:  Explain the aim, ------------------------------------------ programme;  Inform the new -------------------------------------------------------------------------------- wherever needed;
  • 12.  Encourage him - -------------------------- arises; and  Ascertain whether there ----------------------- queries that need to be dealt with. A meeting at the end of the -------------------------------------------------------------- employee and decide on the future plans. The human resource department has to follow-up the programme from the beginning to the end. An orientation programme may not succeed due to several reasons. Some of them are:  Supervisor who ------------------------------- or is too busy.  Employee is ----------------------------------------------- in a short time.  Employee is --------------------------------- complete.  Employee is pushed into the ------------------------------------------------------------------------------------------- work at the work place is the best orientation.  Employee is forced to fill in the gaps -------------------------------------------------------------------------------- and a narrow orientation at the department level. Orientation programme is on telecommunication service and we have taken Orientation Programme of BSNL Employee orientation Programme in BSNL is given below in following steps. Stage 1: ---------------------------------- The human resources ---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------given a tour of the firm's facilities, introduced to procedures, policies and job-specific information (such as employee activities, services, incentives, benefits, employee relations, fair employment practices and overtime provisions). The general introduction stage can be a one-day program or take longer, depending upon the size of the firm and the number of employees undergoing orientation. Stage 2: -------------------------- Specific orientation follows the general introduction stage. In this stage, an employee is given job- or task-specific orientation typically by her immediate supervisor. Information about a particular department, its facilities (lunchroom, lavatory, coatroom) and employees, ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------devices and equipment, fire protection procedures and smoking regulations, states Courtney Price in her book "Group Practice Personnel Policies Manual." Stage 3: Follow-up Perhaps the most --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------employee queries and cover topics the general and specific orientation stages overlooked. The follow-up stage typically ensues one week to one month after employee induction. 4. What is career planning? Discuss the aims and objectives of career planning. Describe the benefits of career planning with suitable examples from any organization you are familiar with.
  • 13. Career planning is the focal ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------should act as catalysts in the process. The key ingredients of an effective career-management programme are: (1) ----------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------are combined in the appropriate sequence, a comprehensive career management system is created. Clearly, organisations must use career planning programmes carefully to ensure positive results. Aims and objectives of career planning Effective HRM encompasses career planning, career development and succession planning. An organization without career planning and career development initiatives is likely ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------of good performers, it is now a well established fact that normal employment span for key performers remains awfully short. Career planning aims at matching individual potential for promotion and individual aspirations with organisational needs and opportunities. Career planning is making sure that the organisation has the right people with the right skills at the right time. In particular, it indicates ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------The principal objectives of career planning are: 1. To secure the ------------------------------------- right time; 2. To -------------------------------------------------------------------------------------------; 3. To provide adequate career --------------------------------------------------------------------------------------; and 4. To strengthen the retention programme of the organisation. An effective career management plan takes care of an individual’s interest, aptitude, specialization and expertise while deciding on the placement. An organization which believes in a sound career management programme is not only committed to and conscious of the development of human resources but also provides structural facilities for manpower research, manpower training and development. Career planning is the --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------. Among the techniques to aid individual career planning are career counseling, career and life planning, and self development activities. Career planning involves four fundamental elements which, when taken together, represent the career planning process. Direction: This involves ----------------------------------------------------------- to act favourable upon these goals, especially in the light of business objectives and realities. --------------------------------------------------------------------------- to go in an organisation or on the career path and how fast that person expects to get there. Transition: This is the ---------------------------------------------------. Transition relates to the changes expected, say, in knowledge, skill and attitude en route to a career goal. Outcomes: This relates to the ------------------------------------------------- for career progress will pay off.
  • 14. The important influences -----------------------------------------------------------------------. Both the organisation and the individual are important and career planning can be seen from the perspective of both parties. Career Planning and their benefits in L&T Infotech The organization I am -------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------found in us a right-size partner who combines scale, stability and customer-centricity. At L &Ts parent company is ------------------------------------------------------------------------------------------------------------------ ------------------------------------------------corporate heritage has given us many inherent advantages that we translate into tangible benefits for our clients. L &T’s policy for ------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------the organization. At L&T Infotech, ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------, satisfaction and, most importantly, a sense of professional fulfillment. Recruitment and Selection at L&T Infotech:  Believe --------------------------------------------------------the-right-job"  Believe in the phrase --------------------------------------------------------------------- Engineer Trainees and Management Trainees from --------------------------------------------------, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them. Induction: The new entrants - ------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------of inputs on the following:  -------------------- Philosophy  ------------------------------  Work Culture  Quality ------------------  Project ------------------------  ------------------------------------ and Future Plans  Information on Organization Structure  -------------------------------------  Performance ------------------------ Emphasis on building lasting Relationships & Team Effectiveness:  Team Development -------------------------------------------- cohesion  Believe that it helps the ---------------------------------- one another and build lasting relationships & sense of belonging to the organization.  Believe that it’s the --------------------------------------------------------------------------------- in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority. Job Rotation  Job rotation at ---------------------------------------------- organization. they believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
  • 15. At L&----------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's L&T Infotech- "A software force that's driving relationships globally." At L&T Infotech you -------------------- is shared by a highly motivated group of over 7200 people who choose L&T Infotech because they believe that it's all happening here.Theye provide: Opportunities for Entrepreneurship  -----------------------------------------------------------------------------  In-house --------------------------------------- professional growth  Infinite access to ----------------------------------------------  ------------------------------------------------------------------------------ career  Freedom to ---------------------------------------------------------------  Compensation that is benchmarked with the leaders in the industry  HR polices that are -------------------------------------------------------------------------------- Variable Compensation Schemes The compensation policy of L&T Infotech is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive IT business scenario. The total compensation ------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year. The compensation ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------unit and various other factors They Care... They believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care. They care for :  People's ---------------------------------------------------------------------- plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)  Self-worth of --------------------------------------------------------- Plan)  Collective excellence (-------------------------------------------------------------------------- orientation)  People development (-------------------------------------------------------------, Higher Study Plan)  People's opinion (-------------------------------------------------------, climate surveys)  People's need to know (---------------------------------------------------, News Flash) Policy Profile The High ------------------------------------- Policy: As per our High --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------in a competitive environment.
  • 16. Performance Appraisal Policy At L&T appraise -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------of the appraisal. Their Performance Appraisal System has several salient features :  An ------------------------------------------------------------------- Assessment  A clear and equal ----------------------------------------------------- the Process  --------------------------------------------------------------------------  Distribution of incentives in an objective, value based manner Recognition & Motivation They believe that our people are our --------------------------------------------------------------------------------- our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help them to recognize performance at work. Recognizing Individuals and Teams They understand the ---------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------------an established formal ‘Employee Award Plans’. So if you're an ------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------and give spot rewards to individuals and team in pursuit of excellence. Recognizing Collective Excellence In addition to the -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------achieve better performance through higher standards in project management. To encourages and foster the ---------------------------------------------------------- unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service. Training for Development… They believe in a learning --------------------------------------- room for those driven by the zeal to surpass their peers and most importantly, themselves. They mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. They realize the value that people add to their organization and formulate policies that take into consideration individual needs and benefits. Some of the activities that make learning a continuous process at L&T Infotech are  An extensive ------------------------------ for Software Engineer Trainee at our well-equipped Training Center  Conduct Focused -------------------------- Development Center  Continuous skill up-gradation on new emerging technologies  Behavioral Training ------------------------------------ project groups viz.  Customer orientation  ----------------------------------------------------------  ---------------------------------------------------------------
  • 17.  ------------------------------------------------------  They engage the best ----------------------------------------------- make use of training events offered by premium management institutions like IIM, Administrative Staff College of India etc. 5. Explain the concept, need and the scope of the Human Resource audit. Describe the essential steps being used in the auditing process of any organization you are familiar with. Concept and Need of HRD Audit HRD audit is a ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------driven HR function. Since it incomprehensive, it uses a variety of methods including interviews, observation, secondary data workshops. It has to be business-driven and comprehensive. The human resource audit --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------providing insights into possible causes for current and future problems. The findings -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------which the Audit is conducted could vary from self-directed surveys to interventions by outside consultants. Human --------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------essential for sustaining organisational health and growth. The need for such assessment is even greater in today’s dynamic and, at times, turbulent, environment, where human resource management needs continuous up-gradation and re-alignment. Moreover, with ---------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------- Whether it is adding tangible value to the organisation through its strategies, policies, processes and practices;  Whether it is ---------------------------------------------------------------; and  Whether it is --------------------------------------------------------------------- to the society and the law, and, from a long term perspective, sustainable. Answers to all these questions need regular HR Audit. Scope:- To can get the ---------------------------------------------------------------------- business plans The audit------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------programmes, have been initiated. Changes -----------------------------------------------------------------------.
  • 18. Any successful HRD ---------------------------------------------------------- of HRD is to create a learning organisation. A learning culture can be created only if the ----------------------------------------, ability to convert and use mistakes, conflicts and problems as learning opportunities and so on. Role clarity of ------------------------------------------------------- in HRD In almost all -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------- depending on various factors, this exercise has favorable impact on employee productivity. Improvements in HRD systems HRD audit has ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------as a result of HRD audit. Increased ---------------------------------------------------- competencies One of the results ------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------------accountability. Better --------------------------------- more professional staff HRD audit proposes the competence base required by the organisation. It gives direction for competency requirements of employees at various level, -------------------------------------------------------, in some companies, new recruitment and retention strategies have been worked out. In other companies, the audit has led to strengthening recruitment policies and procedures. -------------------------- cost-effective training HRD audit has ----------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------of the management and HRD managers to review the training function with relative ease. Strengthening ------------------------------- and other mechanisms HRD audit can give significant -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------. HRD audit has led to the chaining of appraisal systems. Streamlining of other management practices ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------the information systems ad sharing of information are some of the resultant activities. TQM interventions
  • 19. Quality improvements and establishing TQM systems require a high degree of involvement of employees. In a number of of cases HRD audit has pointed out to the linkages between TQM and other quality programmes, and helped in strengthening the same. Due to ---------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------- It can enhance the ------------------------------- of the HR function In addition to all the above -----------------------------------------------. In the process it eliminates non-value adding HR systems, activities and processes and enhances the value-adding activities and processes. It reduces nonproductive assets of the HR department. METHODOLOGY OF HRD AUDIT AN OVERVIEW HRD audit requires ---------------------------------------------------------------. These methods are used in combination and a good audit requires the use of all the methods. Individual Interviews The auditors -------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------of the top management. Group Interviews ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------same or similar levels. In workshops a large number of participants ranging ---------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------been found to be very good. Organization I am referring to you is of the Audit of the Local HR Department of a Multinational Bank at Ranchi The bank to --------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------of the HR department. The local HR ------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------of the audit, so that he/ she can identify areas to focus upon, share the information with the area specialist in his team, and formulate a more accurate audit plan. The team leader will have considerable experience in setting overall status of the audit plan, an understanding of the business areas and dynamics of the country in question. Upon arrival, the -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 20. -------------------------------------------------------------------------------------------------------------------------------------of the scope and depth of the audit to be conducted. The HR head then meet with ---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------------------------------------------------the questions that may be brought up. However the auditors should have a free hand in contacting the area specialists regarding a particular function or responsibility for explanation, clarification or query. It will strengthen the understanding and perspective of the functional area executives and broaden their horizons from a management and audit point of view. The HR department in question has been divided into the following functional areas: 1. ----------------------------------- 2. Policies, ---------------------------- Aspects 3. ---------------------------------------------------------- 4. -------------------------------------------------------- 5. Management of the -------------------------------------------------------) and Data Feeds 6. Employee Loans Thus there are six --------------------------------------------------------------- turn reports to the Country Business Manager, with dotted line reporting to the Regional and Divisional HR ---------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- I am sending sample of MS-23 assignment. If you like then you can buy this assignment. We provide excellent assignments. Assignments Code Assignment Name Price (Rs.) MS-23 Human Resource Planning 130 Following options are available in our below mentioned Account. 1. Click on below link and purchase online from web store This method is very simple. In this method you can purchase assignments like anything you purchases online. Here you can directly pay using your debit card/ credit card/ net banking within seconds. This is a faster method and you will get assignments faster than any other method. https://www.payumoney.com/store/buy/mba-jan-june-2016-solved-assignments
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