Executive Summary

During the past half century, the focus of development of human resources for health (HRH) has evolved from increasing the numbers of conventional health personnel, through efforts to improve the education of all health workers, current attempts to increase their effectiveness and the quality of their work. Since 1976 the official policy of the World Health Organization (WHO) has been to encourage the integration of health services with development of health personnel. This concept, known as coordinated health and human resources development, stipulates that planning, production, and management functions for HRH should be a unified process, that human resources must serve the needs of the health system, and that the health system must serve the needs of the people.A major goal of this work was to identify the important issues in HRH development as well as the factors that impede progress. Developing countries have experienced imbalances in the numbers and types of health personnel trained as well as in their function and distribution and in the quality of their training in relation to future responsibilities. Furthermore, insufficient attention to the economic aspect of HRH planning has led, in some cases, to the training of more high-level personnel (e.g., physicians) than the economy of a developed country can support. Since the cost of training a medical auxiliary is a small fraction of the cost of training a physician, improved HRH management and planning could lead to more effective allocation of human and financial resources. Among the obstacles to HRH development in many countries are misplaced priorities, lack of coherent policies and appropriate planning processes, inadequate management capacity, poorly developed methodology, and lack of essential information. Decision makers may be overwhelmed with routine health statistics yet unaware of or unable to use results of HRH research. Thus there is need not only for research in this area but, more importantly, to make data from 1

HRH studies accessible to those responsible for HRH planning. An analytic approach to HRH development should consider supply and requirement projections as well as determination of proper staffing standards and mix. Use of modeling may facilitate making HRH projections that account for interactions among many variables. Although most of the work with modeling thus far has been done in developed countries, notably the United States and Great Britain,this technique has potential applicability as a planning tool in developing countries.2 Riitta-Liisa Kolehmainen-Aitken Recommendations for future work include increasing the visibility of HRH on national policy agendas and developing tools to improve the productivity, efficiency, and allocation of personnel. In particular, DDM collaboration with others active in this field would facilitate both the development and implementation of HRH models and of a tool kit for HRH planning, training, and management. Data for Decision Making Project

COMPANY PROFILE

Welcome to Kataria Automobiles We are Renault, Audi/Volkswagen, Peugeot specialists, however all other makes and models are catered for with equal expertise. We are a fully accredited Kataria Car Service Garage and, as such, can offer our customers the very best in terms of service, skills, technical expertise and advanced diagnostic equipment. At Auto Workshop our principal aim is to deliver quality work at a fair price and to the customers complete satisfaction. Kataria Automobiles offers all types of service and repairs as well as tyre supplies and a 24 hour recovery service. Happy to work with any make or model of vehicle they also specialize in Peugeots and Citroens as well as Vintage and Classic Cars.The business is

soley owned by Barry Garlic who has an experienced team of highly skilled mechanics. Specialists In: 1 Braketester Upgrades & Peplace Ments 2 Rooler Recoating 3 Workshop Equipment Sales 4 Work Equipment Services & Prpair

Auto Workshop was established in 1998 and in 2009 became an authorized Kataria Automoblies. This partnership has further enhanced our professionalism and the quality of service we are able to offer our customers. As a member of the Kataria Automoblies national network of independent garages we: 1 Are small enough to offer personal service 2 Are fully equipped to service and repair todays technologically advanced vehicles 3 Only use quality OE parts or parts of equivalent standard

4Invest in the latest diagnostic equipment 5 Have skilled, trained technicians 6 Represent real value for money.

Customer Care Kataria Automoiles (kam) has successfully secured approval for its consumer code of practice under the OFTs Consumer Codes Approval Scheme. Auto Workshop adheres to this Code of Practice and our aim at all times is to: * Provide our customers with a professional, efficient and friendly service * Provide knowledgeable, sound advice on technical and mechanical problems 3

* Endeavour at all times to provide the highest standards of workmanship * Provide our customers with value for money We also take part in a mandatory programme of quality and performance checks as well as an annual audit to ensure our standards are maintained at all times. Why Kataria Automoblies ? KAtaria Automoblies is the largest independent manufacturer of automotive components and vehicle systems in the world and over 90% of todays modern vehicles are fitted with KAtaria Automoblies products or technology. KAtaria Automoblies is at the leading edge of engine development and is therefore able to provide its member garages with the support and expertise needed to service and repair the modern, technologically advanced motor vehicle. Maintenance

Before starting your vehicle, just briefly walk around to visually checkTyre pressure and condition 1 Any Oil Leaks 2 Any Coolant leaks 3 Wiper Blade condition 4 Body Scratches deep enough to cause rust 4

5 Rear View Mirror condition 6 Top Wash 7 Remove any leaves, dirt etc. While doing the inspection1 Do not Touch or Open Radiator Cap when Engine is Hot.

2 Do not fit non-genuine accessories that may affect performance. 3 Do not use Non Genuine Spares. Use only Marutis Genuine Parts. 4 Do not park in sun for too long. Park under shade. 5 Start vehicle periodically if parked /unuseServicesd for long.

Auto Workshop specialises in Renaults, Audi/Volkswagens and Peugeots, but we work on all makes of cars with equal expertise. Customers can be confident that their vehicles are in good hands because: 1 Our mechanics are highly trained technicians 2 We use the latest Kataria equipment and technology in servicing cars 3 We only use genuine parts or parts equivalent in quality to the original equipment 4 We service each vehicle to the highest level of manufacturers specification 5 No work is undertaken without the customers authorisation and all our work 5

and parts are guaranteed. 6 We are covered by the OFT Consumer Codes Approval Scheme 7 When you have your car serviced at a Kataria Automoblies, your manufacturers warranty remains unaffected. Skilled and experienced technicians Our team of skilled technicians have a combined experience of over 14 years in mechanical and technical expertise. They also take part in the Kataria Training Courses where they are trained on the latest technologies, using the most up-todate diagnostic equipment to ensure their skills are maintained and updated on a regular basis.

Mot Testing

The Vehicle and Operator Services Agency (VOSA) regulate the MOT programme, which ensures that all vehicles over three years old meet minimum road safety and environmental standards. Important information: 1 All India cars 3 years old or more require a valid Kataria certificate by law. 2 4 Road Tax cannot take be renewed without 1 a current to Kataria complete 3 Vehicles may be submitted for an Kataria up to 28 days before the test is due. Katarias approximately hour 5 If your vehicle fails, we will notify you of all necessary repairs, together with the cost to correct them. We can carry out Kataria Tests on both petrol and diesel cars and are happy to provide advice on the MOT testing criteria and/or discuss any issues that arise from the results of the MOT Test. Working Time The last Kataria of the day is at Monday - Saturday and Sunday Off\

Buying Tips

I wanted to put in as much information as possible to educate my readers. I have received feedback from people telling me that they dont have time to read all of the pages so I have created this slimmed down version of the information. In order to get the best deal on a new car, you need to understand that the dealer is playing with a stacked deck. As we show in the introductory chapter of our complete article, you are basically involved in a shell game. By following the steps on this page, you will be able to take away the dealers house advantage and get the best possible deal on your new car. Determining a fair price Before you do anything else, you need to determine what a realistic, fair price is to pay for the vehicle that you want.In order to figure out the fair price, you will need the invoice pricing for the vehicle. There are two places to get invoice pricing. FightingChance sells a package (for $35) that includes the invoice pricing data as well as other valuable information like current dealer inventories and deals that others have gotten.Although they charge you $35.00, the money you spend can end up saving you 1000s. Using competition to your advantage After figuring out the fair price, the next thing you should do is fill out a free quote request from all of these web site. sIt only takes a few minutes to fill out each form and using all the sites, will guarantee that you will have the maximum number of dealers to negotiate with. The more dealers that you work with, the higher the likelihood that one will sell it to you at the lowest possible price. Getting your financing in order Most people are not aware that shopping around for financing is another way that you can save money. Lets just end one of the biggest myths of car shopping right here. The dealership is not the only place where you can get new car financing. Figure out your trade-in value It will be up to you to decide which way to go. Trading in will be simpler and easier but you will get a higher amount for your used car by selling it privately. You will also need to consider the savings on sales tax that you will receive by trading in your used car. The trade-in value of your used car will reduce the taxable amount of your new car purchase by the value of your used car trade-in. You can play with the numbers on the offer spreadsheet to help you decide what to do. Negotiating your new car purchase Now that youve determined a fair price, figured out expected trade-in value, and received new car finance rates, its time for the negotiations to begin.By this time, the forms you filled out at InvoiceDealers, Yahoo!Autos, Autos.com, Edmunds.com, Cars.com, MyRide.com and CarsDirect should have yielded many dealer contacts. The key to getting an accurate picture10 the dealers offer is to request that they of give you the out-the-door cash price excluding rebates, incentives or trade-ins. The price should include all dealer added fees. At the beginning, dont let them use your

Home > Maintenance Tips Maintenance Tips Maintenance Tips

Take care of Engine The Heart of A Vehicle Ask your auto mechanic to thoroughly check the engine every time you take your car for servicing. Check Engine Coolant Proper temperature of cars engine is important, hence you should check you engine coolant for right level. If the engine coolant is low, it results in overheating of auto engine. Check for Smooth Functioning of Timing Belt If it doesnt then, just replace it to avoid an serious engine damage that can be heavy for your pocket. Calibration of the Engine Oil

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Regular checking and calibration of engine oil ensures engine breakdown. Smooth performance of the automobile engine helps to increase the lifeline of your vehicle. Clean the Radiator Radiator debris should be cleaned with a soft brush. Whereas detergent solution can be carefully used to clean the exterior of radiator. Never Spray Water On Hot Engine his might lead to uninvited troubles and may damage your cars engine. Hydraulic Reservoir Should Also Be At An Optimum Level Keep the hydraulic reservoir at optimum level with the fluid type. Avoid Idling You will surely boost up the lifeline of your dear vehicle, if you do this. Avoid keeping your car idle for longer period as during this process, the oil is not distributed to different parts of the engine.

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Contact Us

Contact Person: First Name = Suraj Last Name = Kataria Address: Kataria Automobiles Pvt Ltd. 122, Narayanpuri Sirsi Road , Jaipur 302001 (Raj) Phone No:91-9414468024

INTRODUCTION

Manpower Planning

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Personnel management is productive exploitation of manpower resources. This is also termed as Manpower Management. Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning. Every manager in an organization is a personnel man, dealing with people. Introduction: Human resource planning means deciding the number and type of the human resource required for each job, unit and the total company for a particular future date in order to carry-out organizational activities. Personnel management is productive exploitation of manpower resources. This is also termed as Manpower Management. Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning.

Human resources may be broadly defined as the sum total of all the skills and capabilities both inherent and acquired - of an organizations entire workforce. Human Resources Management (HRM), for it to be effective, must appropriately deal with the aptitude, attitude, talent and skills of each individual employee within the organization. The objective of Human Resource Management must be to evolve a suitable process whereby employees perform optimally and the goals of each individual employee as well as the organization are met. This can be further understood by taking a closer look at the scope of Human Resource Management

Definition and importance of manpower Planning:

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Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational objectives. Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and sound judgment. It involves problem solving and decision making. Management has to prepare for short term strategy and measure the achievements, while the long term plans are prepared to develop the better and new products, services, expansion to keep the interest of the owners.

DEFINITIONS Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational objectives. 15

Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production manpower planning definition : manpower planning n a procedure used in organizations to balance future requirements for all levels of employee with th manpower planning - definition of manpower planning from BusinessDictionary.com: Estimating or projecting the number of personnel with different skills

What Is Manpower Planning? It can be used to determine how many workers are needed at any given time on a particular project, on all projects combined, or to determine the labor cost for an operation, project or projects . What is Workforce Planning? In its simplest terms workforce planning is getting "the right number of people with the right skills, experiences, and competencies in the right jobs at the right time."

SCOPE OF MANPOWER PLANNING

I. Scope of work The expert/agency would be required to carry out the activities indicated below: 16

(i) To study the existing staff strength, applicable administrative rules, vis--vis the existing Recruitment Rules(RR) of IIFM, its anomalies or shortcomings taking in to consideration, the broad guidelines/recommendations of VIth Central Pay Commission as accepted by the Government of India, and to propose a modified RR, which is free from anomalies, ensure equal and uniform carrier opportunities to maximum employees/positions. (ii) The proposal should contain proper monitoring, evaluation and rewarding system in order to inculcate motivated, committed competitive working environment within the Institute. (iii) The proposal must be commensurate with the aims, objectives and activities of the Institute as envisaged in the Perspective Plan 2006-16 and must reflect the future manpower requirement. (iv) The proposal should take into account the latest HR trends/tools for motivation for improved organizational environment and in tune with the emerging IT and e-governance applications in official working environment. (v) The proposal should be transparent to encourage fairer working environment, healthy competition and result oriented career opportunities and suggested measures should be able to remove all anomalies in the existing RRs. (vi) The farming of recruitment rules should be based on the existing HRPlan/Rules prevalent in IIFM and in similar academic Institutions having GOI pay scales for non-academic categories of employees. (vii)The approved Expert/Agency will be required to make three stage presentations during the course of preparation of draft manpower plan / report. Stage I : After feedback form the existing staff, study of existing Recruitment Rules and proposed an HR module for consideration for the propose of H R plan.Stage - II : Preparation of draft proposal as per the selected HR module at stage Iwith a detailed report of the existing Recruitment Rules, proposed Recruitment Rules with advantages envisaged with each position / identified 17

group of employees along with the procedure from monitoring, evaluation and rewarding. Stage III: Final report including the suggested and finalized modification in preparation of Final HR Plan / Report including suggested modification at stage I & II, above. (vii) Suggest appropriate organizational structure including the reporting system. The design of organizational structure should be framed based on the best suitable practices as applicable in Government Undertakings / Autonomous Organizations.

(viii) Framing of Rules, Regulations and preparation of Manual of procedures for day-to-day functioning / activities of the Institute, keeping in mind the IT enabled processes and modern Office environment. (ix) Develop a system aiming at institutional excellence, Service delivery standards and Mission statement with regard to effective manpower utilization / development. (x) Develop a Strategic Action Plan for achievement of objectives of IIFM through motivation of its employees. (xi) Draw an HRD action plan for implementation by the authority indicating structure, position description of responsibilities, competency criteria (Job Details and Job Description) and pay scales/ compensation position wise skill requirements, responsibilities output and overall accountability. (xii) Identification of projected staff requirement as per the need based on

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Plan of IIFM 2006-2016. Suggest procedure for meeting the occasional and additional man power requirement with clear terms and conditions for contractual employment / vacancies. (xiii) Suggest mechanism for pooling, manpower, facilities and resources under various related activities and redeployment plan, if need be. (xiv) The proposed Rules and Regulations in the HR Plan / Byelaws should be in consonance with GOI guidelines and keeping in view the best practices followed in other reputed government bodies / organizations. Devising suitable mechanism for interface with existing employees for feed back during drafting of Rules and Regulations along with ensuring inclusion of considered opinion, while drafting Rules and Regulations.(xv) Suggesting mechanism / procedure for delegation of authority appropriately at different level / positions as envisaged in HR Plan. II Implementation Plan : The details, as mentioned in scope of work, are indicative only. Any other item/matternot specifically indicated above, may be specified by Rules and Regulations or in respectof which a provision is to be made by Rules and Regulations, shall be deemed to havebeen incorporated with in the scope of the assigned study. The scope of work includescollection of all preparatory documents required for initiating preparation of the Rules.Omission of specific reference to any of the activities in the scope of work shall notrelieve the expert/agency of its responsibility to provide a consultancy service, as complete package, for structuring and operationalising the Plan. III Schedule for completion of the assignment The assignment is required to be completed within two months from the date of award of work. Selected Expert/Agency is expected to prepare a plan with clear strategy/procedure for structuring and operationalization of RR, in consideration with long term perspective (30-40 years) , well beyond the Perspective Plan 19

(2006-2016) period to ensure maintain continuity and consistency in H R Plan implementation in IIFM. IV Deliverables The consulting expert/agency is required to prepare and deliver the H R Plan document as per the scope of work and should clearly state the assumptions made indicating the sources of data. Progress report of work as per aforesaid stages followed with presentation (mentioned above) be made during the preparation of Byelaws /Recruitment Rules. Detailed final Plan for the complete assignment should be finalized in consultation with designated authority / officials of IIFM by 7th week from the date of award of work. Final report will be submitted at the end of 2 months period as mentioned above.

It may be difficult to write succinctly about the scope of Human Resource Management as it is rather wide and far-reaching. However, for purposes of convenience, the scope of HRM can be divided into three different segments: Personnel This pertains to recruitment, training, man-power planning, posting, performance appraisal, sustaining employee morale, transfers, promotion, disbursement of wages, retirement benefits etc. Welfare This relates to providing proper work conditions, leave, medical facilities, canteen, rest rooms, workmen safety, social security, transport, etc. Industrial relations This is a highly responsible and sensitive area and includes interacting with the unions, addressing grievances, disciplinary proceedings, dispute settlement, compliance with statutory requirements etc. MANPOWER PLANNING SYSTEMOBJECTIVES Assessing skill requirement in future. Determining training & development needsof the organisation. 20

Anticipating surplus or shortage of staff &avoiding unnecessary detention or dismissal. Controlling wages & salary casts.

OBJECTIVES OF HUMAN
RESOURCE PLANNING Ensuring optimum use of human resource in the organization. Helping the organization to cope with the technological development & modernization. Ensuring higher labour productivity. Ensuring career planning of every employee of the organization & making succession programmers. (a) (b) (c) To recruit and retain the human resource of required quality and quantity To foresee the employee turnover and make the arrangements for To meet the needs of the programmes of expansion, diversification

minimizing turnover and filling up of consequent vacancies (d) To foresee the impact of technology on work, existing employees and future human resource requirements (e) (f) (g) (h) To improve the standards, skills, knowledge, ability, discipline etc., To minimize imbalances caused due to non-availability of human resources To make best use of its human resources and To estimate the cost of human resources

of the right kind, right number in right time and right place,

IMPORTANCE

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There is no denying the fact that the continual positive development of a business is owing to its effective planning. Making preparations and arrangements on the basis of what is expected to happen and performing tasks in an organized and capable way is one of the important roles of management in that it involves effective planning process. It is through the process of planning as well as designing the organizational structure by assigning an assortment of responsibilities to the employees that business organizations may accomplish their set objectives. The concept that the right person should be employed at the right place and at the right time is vitally important to a business as it includes a wide and comprehensive range of activities in relation to the management of man while it entails man power planning, at the same time, being focused on the effective utilization of existing human element as well as fulfilling future needs of manpower in the organizations whenever the situations necessitate. Man power planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization. Man power planning is indispensable for an organization to perform the activities efficiently as well as in a way that produces desired results.

It should be apparent that the organizational development as well as the success of the business is on account of highly competent people that a business organization keeps. Man power planning is one of the key functions of human resource management that manages to maintain the good will of a business while giving duly importance to the M (for Men or human element) than that no other M (Machine, Material or Money) is more valuable. It endeavors to the organizational development in totality as well as the success of the business respecting the skills of the employees, their knowledge, experience and talents. It is concerned with effective recruitment and selection process in order that the skilled workers may be made available each and every time that a business requires. Manpower planning is of great significance for various reasons 22

necessitating the process, at the same time, contributing significantly to the achievement of organizational objectives. Many factors will continue to drive man power planning need in the organizations. It is essential when turnover of labor is to be determined and the situations become inevitable. There are times when the situations give rise to replace the employees who have grown old, who are forced to remain in bed because of illness, weakness, injury, mental disorders or a medical condition involving disturbance to usual functioning of the mind or body. While executing effectively, man power planning process entails analyzing the requirement of present and future vacancies. These situations take place when some employees get retirements, when they are transferred or they are promoted to higher positions. Similarly, it deals with the situations that arise at the time that employees avail their leaves or in case of their absences. In order that the tasks being assigned may be carried out in a way as has been planned or intended, business organizations need personnel possessing necessary qualifications and experience and that is, to all intents and purposes, accomplished through man power planning. In its positive form, it is of great importance to identify the surplus as well as the shortage of the employees so as to move the man power from one area or activity to another in case of the former, whereas latter indicates providing required personnel. Some of the important tasks concerning the process of manpower planning are man power demand, supply and manpower audit. It involves analyzing total man power requirement and planning accordingly. Subsequently, there is a need of man power supply which is done in both ways, internally and externally. It is needed internally when the employees are transferred or promoted, while the need of external supply arises from the requirement of new workers when a business goes for expansion or changing technology or adopts new methods of production. In addition, the process entails man power audit which is carried out through Skills 23

inventory. It encompasses detailed information about each employee. It is through this activity that the overall value of an employee to the organization is determined while it involves analyzing the factors such as, which type of workers need to be hired; whether the remuneration is as good as or slightly better or lesser than others. Adding emphasis on sustaining the skilled workers, man power audit also analyses the factors that interest the employees to leave the current jobs and move elsewhere in order that the necessary measures may be taken leading to the maximum utilization of human resources. Manpower planning is vital to be in employees best interests as well as organizations. In addition to undertake proper recruitment methods while implementing appropriate selection procedures for the right candidates and preserving the talents of the employees, it focuses on the requirement and the arrangement of training and development programs for the employees who need so as to equip them with their jobs requisites and activities. It is focused on the promotion procedures for those who are skilled and can take challenge of doing more advanced tasks than that are being performed currently. It is by means of manpower planning process that the inefficiencies of the employees are observed that necessary training may be provided, while it maintains morale of the employees. The process of manpower planning produces such results that improve productivity; the employees may become more efficient and their performance may be more effective. In this way, they can contribute greatly to the total organizational development and the success of a business that depends upon quantity and quality of human resources. Human resource planning is a process that identifies expectations and structure for manpower in a business. It could also be viewed as a strategic operational process that is used to address various issues such as long lags in filling positions within an organization, demographic shifts

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or changes in the economy. The actions and activities that are formulated in human resources planning impact the success of business operations. Forecasting is a way to identify the personnel necessary to perform the job duties of business today while seeking what the needs of business will be in the future. Often times this includes reviewing the skill sets, abilities as well as the experience needed to successfully perform on the job Forecasting towards the future predicts retirement trends that could occur,which increases the chances of having a supply of candidates that are able to fill these positions. Strategically, forecasting can eliminate the loss of money from possibly vacated positions or the inability to fill positions. Accountability of Inventory Understanding the vision of an organization is an avenue which is useful in outlining the requirements from a human resources perspective. Knowing the people that currently work in an organization is part of planning and looking at all aspects of the situation to make the most resourceful plan that can be executed in an efficient manner. Inventory looks at individuals and skill sets that are present in the organization. The revelations made during inventory can be used to compare current human resource requirements with future requirements that could be influenced by economic factors. (See Reference 2) Job analysis As times change and job responsibilities change in an effort to respond to the challenges in an organization, it becomes strategic to review jobs in detail. With job analysis, a methodology is used to collect information about a job which includes job descriptions, specifications or an overview of what is expected of the person that holds the position. Job analysis is a tool that develops people within the organization, which affects the bottom line of business -- effective manpower.

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Auditing looks at the past, present and future of business actions. Strategies that develop in a human resource plan review labor turnover, age, training costs, employee absences or any information that is related to human resources to predict what could possibly happen when certain elements are factored into the equation. This examination of data is a resource of information that patches together a plan of action of what works well in the organization and what may not.

MANPOWERSYSTEM Once the corporate objectives , strategies and plans are outlined, the directions are filtered down to the business units and departments, involving all levels of management in the organizational planning process. The business units management and departments management work closely with the HR management to determine the people requirements to achieve their objectives.

Manpower planning has five essential elements: Analyzing the current manpower resource Reviewing employee utilization Forecasting the demand for employees Forecasting supply Developing a manpower plan

While these can be seen as sequential steps, in practice thinking about manpower can begin with almost any of these. This is what makes manpower planning a dynamic process. For instance, a manufacturing function might want to introduce new machinery that will do a job to a better standard and more 26

quickly. To justify the expenditure, the manufacturing manager will be expected to show a saving on labour, which may translate into fewer people. In another case, a downturn in business may provoke an urgent drive to reduce overheads and cuts in office staff. The point is that manpower decisions have been triggered outside the HRM function, and most certainly outside the hands of anyone who carries the title of manpower planner.The other point that the two examples highlight is that planning can have a short, medium-, and long-term aspect. The long term is necessary to provide a framework for managing broad trends. Long-term planning should be done regularly and systematically, and plans kept under review. The short to medium term, however, is what matters to most managers.

Benefits of Manpower Planning

Manpower planning allows an organization to not only determine

the number of people it needs but also the required skills. It therefore points out the workforce that needs to be recruited and the sources for the same. If this exercise is properly done then it aids in ensuring that recruitment does not become a haphazard activity. Over staffing and under staffing can cost a lot to the company and a properly conducted 27

manpower planning exercise can help an organization to avoid the same.

Effective manpower planning helps the organization to identify and

use the right person for the right job. This can help in controlling and reducing attrition in the long run and improve the processes as well.

Manpower planning goes hand in hand with the strategic business

plan of the organization. As such a properly conducted manpower planning exercise will ensure that needs of the customers are met with consistency since this activity is conducted keeping in mind the production needs of the organization.

Competency of the workforce will improve with manpower

planning since the skill requirements are charted out properly.

Growth of the workforce will also occur as a result of this exercise

since training and development is used extensively and manpower planning also aids in having a well thought out process for career development and succession planning.

MANPOWER IS THE BACKBONE OF THE BUSINESS

Manpower is the backbone of a business enterprise and for an organization to be truly successful the human relations department needs to work in tandem with the other core business functions like operations, marketing and sales. For optimum results in business, manpower planning is extremely important since only the right mix of employees with the correct skill sets can deliver the goods for the company. Therefore 28

manpower planning is an exercise that allows the organization to identify the right kind of people needed for a particular job and these people are then brought on board. Staffing for the organization is done keeping in mind the present and future plans of the organization. Achieving an optimum employee mix is inordinately crucial to really capitalize on economies of scale and also to achieve competitive efficiency in the business. Manpower planning therefore is done to basically chart out the manpower requirements of the organization keeping in mind its short term and long term production needs. It has a cascading effect on not only the cost but also crucial aspects such as succession planning, organizational stability and growth. To effectively conduct a manpower planning exercise the present and future requirements and needs of the organization need to be taken into consideration. These are then compared with present manpower figures and predicted future resources. Appropriate steps are then taken to bridge the gap and achieve an optimum manpower figure. For e.g.: Based on future needs an organization may either hire or reduce its manpower strength or it may need employees to be trained in different skill sets. Different companies conduct manpower planning exercise for different periods ranging from a quarter to ten year plans.

The

future

staffing

needs

are

ordinarily

determined

taking

into

consideration certain factors such as:

Future production and sales figures (forecast) Any perceived changes in the technology Changes in productivity, efficiency of labor after training and

development activities

Changes in legislation and government policies Changes in employment policies 29

Steps in Manpower Planning:

Organizations usually profile the current workforce taking several

factors into consideration such are number, age, gender, skill sets, experience etc.

In

quantitative

terms

manpower

planning

starts

off

with

determining the number of people needed in the company. This is done considering aspects such as budgets, time study etc. Qualitative aspect of manpower planning includes analyzing the present skills required by the workforce and this is done through job descriptions, job analysis etc. Future needs are chalked out in terms of the number of people and skills needed.

Training needs of present workforce are determined and

promotion and succession plans are chalked out for the employees.

Changes in terms of predicted attrition and retirements are

considered and sources of manpower are identified

Human resources planning in the broadest sense includes both strategic and operational human resource planning as a continuous process rather than an activity limited to a fixed segment of the business planning process. Often HRP is considered to be a human resources program rather than a necessary business activity. Operationally driven managers often forget the real purpose of planning. By definition, the strategically driven human resource function will be devoted to finding ways to help the organization gain important advantages over its competitors.2 Those advantages are often described in 30

terms of the capacity that a business has with which to pursue its objectives. The capacity of an organization to achieve its strategic objectives is influenced by human resources in three fundamental ways: cost economics; capacity to operate effectively; capacity to undertake new enterprises and change operations.3 This discussion is divided into sections covering planning, workforce planning, management resources planning and a summary. PLANNING A BUSINESS STRATEGY There are numerous considerations that the human resources professionals must take into account. For instance: Inconsistencies between culture and strategy can severely impair the successful pursuit of a given course of action. 4 Often the political aspects of producing a viable plan are insurmountable obstacles to overcome; as are other primary factors such as the process itself or the plan measurements. Only the most seasoned corporate politician often has enough sensitivity and negotiating skill to achieve the pre-planning buy-in of the critical powers. The concept of planning boiled down is that in order to determine the direction for human resource plans you must have a series of questions that your organization needs to answer in order to predict and perhaps control some of the major change areas for the future. This means that you begin by asking the right questions the questions which, if asked regularly and systematically, will force you to produce answers of maximum value in shaping your future human resources.5 It is also important to look at the planning activity from an activity standpoint. From an operational view human resources planning is the analysis of human resource requirements of organizations and the related needs for management policies, programs and resources to satisfy these requirements. As is shown by Figure A, human resources planning is critically interdependent with all aspects of the business. A human resource strategy is a critical component of the firms corporate and business strategies, comprising a set of well-coordinated 31

objectives and action programs aimed at securing a long-term, sustainable advantage over the firms competitors. A human resource strategy should be consistent with the firms corporate and business strategies, as well as with the other managerial functional strategies.6 The primary objective of people responsible for doing human resources planning is to acquire, develop and implement the technology, tools, expertise and resources necessary to effectively do Human Resource Planning and Development as an integral part of the business planning processes. It must not be done in a vacuum. Human resource strategies should be developed within a companys strategic business planning process.7 The strategy that is often the basis for the planning process is to build networks of internal human resources professionals and external human resources professionals that will promote the sharing of information, technology and tools to be applied to the Human Resource Planning and Development activities; Collect, evaluate and implement tools, processes and resources; integrate tools and resources into a consistent strategy which uses existing resources whenever possible. Again and again it is important to make sure that the process is a legitimate piece of the company plan. Human resource strategic planning takes place within the overall corporate / total organization strategic planning model.8 They will consult with and to human resource managers and line management to achieve a high utilization of tools and resources to achieve functional goals. Those goals include creating and implementing a workforce inventory and forecasting tool customized for Line Organizations; and creating and consulting on custom management planning tools and strategies for line Organizations. The model shows the relationship of internal factors and external factors as they relate to the human resources issues. They are factors that not only create; but also shape and change the issues. The business plan usually establishes the basic environment within which other variables impact in order to determine those issues. Out of those issues grow the human resources strategies and plans that are most often developed and implemented by and with the assistance of the human resources department. 32

LONG-TERM PLANNING for SHORT-TERM SUCCESS

Often, however, operating pressures move all of the planning from a longer-term focus to a short-term one. That normally tends to create an environment within which the plan cannot be fully successful. Over-reliance on short-term planning can be quite costly. Ample lead time is required to recruit or develop talented personnel, and reaction management that responds to short term events or needs will usually limit the choices of options or endanger longer-range economic plans.9 As most planning models would indicate, the planning processes need to be circular and connected dynamically. The link between human resource planning and business strategic planning is vital if personnel programs and systems are to be attuned to the changing needs of an organization.10 The relationship between short and long-term planning goals and activities are shown in Figure B. This is a dynamic model. If you consider each of the four boxes as analogous to the legs of a four-legged stool, you can see the impact of removing one leg of the process. The impact of not doing long-term human resources planning is to cause the overall business plan to be limited to current human resources in trying to accomplish the plan. To achieve most long-term business plans requires some change in human resources from current state to the necessary state. The business goals achieved are often less that those possible with successfully implemented human resource pla

WORKFORCE PLANNING In exploring the strategic human resource issues, a basic step is to determine if the organization has the ability to execute its strategies.11 Workforce inventory and planning is an integral part of human resources planning. It is where the greatest amount of energy is usually spent because it is the most quantitative part of the planning activity. People who view workforce planning as being the total work of HRP define human resources planning as 33

planning for the corporation so as to have the right numbers of people at the right time, at the right place and with the right skill.12 Necessary to any business success are strategies, components, and tool development. Workforce planning strategies that are necessary to success are: to become a part of the business and operations planning teams; and to automate the collection, processing and analysis of quantitative data. It is apparent that any attempt at having the line management do useful and credible workforce planning is dependent upon that availability and use of automated capabilities that remove the numbers crunching aspect of the exercise and allow the manager to concentrate on the qualitative and forecasting part of the plan. The two essential building blocks for human resource planning are: a comprehensive human resource information system; and a basic business plan. Note that every aspect of the model is interdependent with every other aspect. The workforce planning components that make up the plan include a workforce forecast / business plan, current workforce inventory and adjustments, and workforce change needs. The forecast / business plan is a listing of all labor required to meet business plans. It is usually forecasted by fiscal year quarter and by job classification (long-term goals should be to do forecasts by skill needs instead of job classifications). The current workforce inventory and adjustments component is a listing of all employees by labor category, job classification anfiscal year quarter. Anticipated changes in the population and workforce due to attrition, college hiring, promotions, job The workforce change needs component is the part of the workforce plan that states the differences between employee workforce projections and planned business workforce needs by group, job classification, fiscal year quarter, etc. Human resource forecasting involves making projections of both the organizations personnel needs and the available supply of qualified and skilled people. To the extent that these projections of demand and supply are not fully compatible, detailed strategies will need to be developed to fill whatever gaps may exist.14

34

A workforce planning tools development program is usually necessary even in the most experienced organizations. It often includes steps such as: 1. Develop a capability for computer based personnel database manipulation and analysis 2. Determine inventory reporting data and format needs of organizations 3. Construct one set of reporting formats for workforce inventory and planning 4. Introduce and modify workforce-planning tools to the line organizations and consult to organizations on technology, process, tools and quality. The more different technical skills there are involved in the design, manufacture, marketing, and sales of a product, the more vulnerable the organization will be to the critical process, and the higher the interdependence among the various specialists. The higher the interdependence, the greater the need for effective integration of all the specialties because the entire process is only as strong as its weakest link.15 As can be seen in the model and suggested process in Figure C the process is continual and circular. Almost every aspect of workforce analysis and planning is subject to the change made in any other aspect. The interdependence of all parts of the process is important; but the external variables are just as important. Consider, for instance, the impact of something as unpredictable and simple as a flu epidemic on a workforce plan. The plan will need to change to reflect increased absenteeism, etc. The driving business plan will probably change

PROCESS OF HUMAN RSOURCE PLANING

35

1. Objectivesof Manpower Planning:-

The

persons

concerned

with manpower planning must be clear about goals of manpower planning because once the wrong forecast of future requirement of human resources are made, it may not be possible to rectify the errors in shortrun . 2. Current Manpower Inventory:- Assessment of demand for operating personnel presents less problems of uncertainty & current manpower supply can be adjusted accordingly. But for supervisory and managerial levels projection is complex problem because required talents are not available at a short notice. This will also help in drawing recruitment & of certain skills future. development plans to meet the needs

3. Demand Forecasting:- A proper forecast of manpower required in future say, after one year, two years & so on must be attempted. The factors relevant for manpower forecasting are as follows. (i) Employment Trends:- Manpower planning committee show examine number of employees on pay roll during past 5 year to knew trend within each group to determine whether particular group has been stable or unstable.

36

(ii)

Replacement

Needs:-

arises

due

to

death, retirement,

resignation & termination of employees. It may relate to supervisory, skilled, clarical groups and must be anticipated in advance.

(iii) Productivity:- Gain in productivity will also influence requirements of manpower. Planning for productivity has several aspects. The first aspect relates to effective utilisation of manpower. The second aspect relates to installation of more productive tools, equipments. The last aspect relates to matching of skills with requirements of jobs. (iv) Growth & Expansion:- A good organisation always tries to adopt itself to change in of method various & techniques business of Production. plans Therefore Manpower planner should take all these factors into account while studying impact expansion onmanpower requirements. (v) Absenteeism:- Means a situation when a person fails to come for work when he is scheduled to work. Due to absenteeism work get upset leading to overtime work which in turn leads to increased cost of production. The management should go into cause of absenteeism & attempt to reduce absenteeism as far as possible. (vi) Work Study:- Can be used when it is possible to apply work measurement to know how long operations should take & amount of labour required. This is also known as workload analysis. 4. Job Requirements:Job analysis is the qualitative aspect

of manpower requirements since it determines what is the quantum of

37

work which an average person can do on a job in a day. It facilitates division of work in to different jobs. 5. Employment Plans:- This phase deals with planning how organization can obtain required number of right type of personnel as reflected by personnel forecasts. 6. Training & Development Programme:- Training is essential not only for new employees but also for old employees for improving their performance. Similarly executive development programmes have to be devised for development of managerial personnel. The talent of employees are not fully productive without a systematic programme of training & development. 7. Appraisal of Manpower Planning:- After training programmes have been implemented, an appraisal must be made of effectiveness of manpower planning. Deficiencies in programmes should be pointed out & catalogue of manpower inventory should be updated periodically. Connective actions should also be taken whenever it is necessary to remove deficiencies in manpower planning.

Challenges of Manpower Development

Manpower development is the core element of a business that helps to shape and lead the future of any organization through the use of its people. Successful manpower development could result in high production and long-term future growth for business. However overcoming these challenges means understanding the vision of the business and how to best forecast future events in manpower planning. Planning helps management with the right number and the right kind of people at the right place in business. 38

Hiring the "Right Fit" The approach to developing manpower should include hiring a person who not only has the acquired skills necessary to perform the job but also is a good fit for the organization. Organizational fits are very challenging because the individual not only has to be qualified but they must be able to adapt and adopt theculture of the organization. Accepting organizational culture is critical, because it is often a determining factor in an employee remaining with the organization. Maintaining effective manpower is equally as important to recruiting right person for the job. Employee Turnover Plan of Action Employee turnover happens for various reasons and is inevitable in manpower development. Some of the causes are controllable factors, while many of them are hard to foresee. It is harder to identify or forecast the death of an employee or an illness that leaves an employee in an incapacitated state, because it can happen at any time. Developing a plan of action in manpower development that negates these factors can be difficult. Ensuring that the employee turnover does not impact the manpower in the out years of business is the biggest dilemma. Training Training can work in the favor of business in many aspects in respect to manpower development. Certain industries, such as the industrial industry, require an employee to train to learn how to do the function of a job. But other industries, such as government, may focus on people development. In either industry, making sure to invest in the development of people and making sure they feel that they are a value to the organization is viable to the future of an organization. Through training, leadership characteristics are strengthened in personnel, which attributes to the growth of manpower development through the focus on people. Leave/ Work Schedules

39

Offering work schedules that stay abreast of workforce trends is challenging, because it requires research and understanding of the workforce needs. If leave policies or work schedules are too lenient, it could impact the production of business in a negative wayManaging human relations is becoming increasingly difficult and challenging. It is part of HRM to ensure that employees stay motivated all the time and the productivity is continually enhanced. With industrial development and the ushering in of global economy, there has been a tremendous growth in job opportunities and it is becomingly increasingly difficult to retain talent. Thus, understanding the scope of human resource management in a diversified economic environment becomes extremely important and this scope helps in setting an all round, dynamic management system. HRM must focus on coping up with increasing employee expectations, changes in employee lifestyles, impact of rapidly advancing technology, shift in governments economic and labor policies, demand for workers participation in management and downsizing the employee strength to remain competitive in business. In short, HRM must ensure identification and reconciliation of individual employees goals with the objectives of the organization. Types of Manpower Planning

Manpower planning, or human resource planning, is one of the most important functions of modern management. Manpower planning is essentially the task of trying to place the right people in the right situations, depending upon where their strengths and skills are. The hope is that when put into the proper niche, these people will in turn provide the greatest positive impetus to the company's development. Manpower planning can be placed into three major categories: short-term, intermediate-term and long-term. Each of these types has its own significance and importance.

Four Phases

40

At all points, manpower planning has four "phases": gathering and analyzing data, establishing objectives, designing and implementing programs, and monitoring and evaluating these programs. These phases play an important role in every type of manpower planning, but often in different ways.

Short-Term Manpower Planning Short-term manpower planning refers to staffing needs in the near future. It mainly involves a keen awareness of demand and supply, that is, an awareness of what positions need to be filled and who in the workforce is available to fill those positions. Usually, it is much easier to establish objective at this point in manpower planning. These objectives usually involve how to attract desirable employees and how to get rid of undesirable ones. Short-term manpower planning programs include recruiting programs, selection programs and performance appraisal systems. Assessing the level of success at this point is usually very easy. Intermediate-Term Manpower Planning Intermediate-term manpower planning involves a lot more uncertainty at every phase of manpower planning. The main question that must be asked is, "What will we need?" The task becomes less about evaluating what is available now and more about forecasting. Often, a lot of these questions are answered based upon the judgment and discretion of midlevel management. Establishing objectives in this type of manpower planning usually involves trying to adjust employees' skills to match those that will be needed in the immediate future. Long-Term Manpower Planning Long-term manpower planning is becoming one of the most important tasks faced by companies that want to survive. Succession planning is a large part of this type of manpower planning. It involves judging what kinds of skills managers will need in the future and figuring out how to provide people the chance to build these skills. Also, competitive strategy plays a big role in long-term manpower planning; will the company want to focus on maintaining 41 innovation or on cutting

costs? Career development programs are often a part of the third phase of this type of planning. The success of long-term planning programs is still difficult to assess, but as time passes, more and more information becomes available.

Problems in manpower planning Accuracy of forecasts:-If the forecast are not accurate, planning will not be accurate. Inaccuracy increases when departmental forecasts are merely prepared without critical review. Identity Crisis:- Many human resource specialists & the managers do not understand the whole manpower planning process. Because of this there is generally an identity crisis. Support of Top Management:-Manpower planning requires full & wholehearted support from the top management. In the absence of this support & commitment, it would not be possible to ensure the necessary resources & cooperation for the success of the manpower planning. Resistance from Employees:-Employees & trade unions resist manpower planning. They feel that this planning] increases their overall workload& regulates them through productivity bargaining .They also feel that it would lead to wide spread unemployment, especially of unskilled labour. Activities involved in Manpower Planning: Identifying and designing current and planned organization structure of the organization. Estimating current and future workload for different functions and organizational units in the organization, and, based on that, estimating the current and future total requirement of people to fill the various positions of different types and at different levels. 42

Developing profile or specifications for people to fill the various positions identified. Taking an inventory of existing employees in the company, and their capabilities. Comparing the manpower requirements and availability to determine the additional people required in the organization at different times. While working out this requirement, suitable provision is made for likely attribution of some of the existing employees. Similarly while examining capability requirements of employees consideration is given to on the development of skill and capability of people with work experience. This activity results in identification of the total additional manpower requirements to be fulfilled by various means.

Determining, the means of acquiring the additional required manpower through various means such as external recruitment, internal transfers and promotions, and training.

Preparing recruitment plan. Preparing training plan

Manpower planning for the future

Sudipta Dev analyses how business growth and stability of an organisation depends on future workforce planning. Strategic workforce planning is not limited to hiring and retaining talent, but anticipating future manpower needs of an organisation. In a dynamic business scenario, manpower planning is critical to organisational growth and stability. It is integral to recruiting, retaining, retraining and redeployment of talent. Linked to 43

business needs of the organisation, the process is much more complicated than it seems, primarily because it also involves developing skills and competencies of existing employees to meet market demands which can change with time. Having a contingent plan in place in case of any eventuality (talent shortage) is also critical to the process. It is necessary for pharma organisations, particularly large and medium sized companies, to have a workforce plan in place. Kris Lakshmikanth, Founder and CEO, The Headhunters India, believes that while the industry will not face manpower crunch like the BPO sector, there will be a shortage of quality people. The obvious reasons are:

Entry of new MNCs which require people for production, development, sales and product management. People working in existing medium and large pharma companies will be their targets

On the retail front, all big retail groupsFuture Group, Reliance, RPG, etc, are setting up pharmacies across India. Subhiksha and Apollo already exist in the South and are set for expansion. These stores will require trained people and the best are obviously available in pharma companies

Clinical research, which requires specialists, is increasingly shifting to India. The salaries of such people have gone up significantly in the last two to three years. Most BSc graduates who were the prime source of supply will shift to clinical research/trials as it offers them better salaries and greater chances of career development. Quality young people will be lost to such companies

Finally, many of the pharma companies are expanding fast, both in India as well as abroad, further aggravating the war for talent

Alignment with business needs Future manpower plan-ning is directly linked to the strategic business plans of an organisation. The estimation on manpower and budgets are governed by 44

customers' demands. Ashwin Thacker, Managing Director, Flamingo Pharma, states, "Business needs are achieved from effective management of materials, machines, money and manpower. Manpower needs, if planned properly, in terms of profile required, numbers, time and place, will give the company mileage over competitors in terms of consistency in output. Effective human resources planning gives optimal productivity in terms of timelines and quality of deliverables." It will not only improve people competency, but will also ensure that people grow with the company. This helps arrest the attrition rate. An organisation set on the growth path needs competent people to achieve its objectives. And finding the right human resources is not an easy task. "You need educated, skilled manpower for sales, product management, research and development, production, etc. There will be a shortage of such people in the future," asserts Lakshmikanth. Significance of strategic workforce plan

What makes workforce plan very critical is the possible negative repercussions that excess and under recruitment can lead to. It is people who build in the organisation, of number, consequently skill set or any core mismatch in employee-related statistics, whether terms competencies may upset the whole organisation dynamics and its objectives

The employee head count has direct impact on cost but indirect impact is far more sensitive. Workforce planning has a direct link with employee development, multi-skilling and succession planning

An organisation must forecast its business and expansion strategy correctly and also have its 45

workforce planning in place. There are various management approaches in use for determining either shortage or surplus

Apart

from

forecasting,

an

organisation's

capability to sustain the current business and to grab the new business makes a big difference

A pharma company should consider factors like current business needs, future plans, growth areas, addition/deletion of business, change in technology, attrition trends and talent availability in the market to ensure that they recruit the right amount of workforce

Source: Oasis executive search and management consultancy The timespan The timespan of workforce planning differs from organisation to organisation, and can range from the immediate quarter to ten years. Both short-term and longterm planning is essential, varying as per the market demands. This also differs as per the level of the recruit, that is planning for junior staff is generally shortterm and than for senior positions. "Workforce planning is driven by the need at different management levels as the business evolves. At junior level/entry level it make sense to have a yearly plan broken into four quarters whereas at senior level the forecasting for professionals is over a period of two-three years," says Sampath Shetty, VP, Permanent Staffing Business Unit, TeamLease Services. Manpower planning in pharma companies requires to be designed on short-term (one-five years) and long-term (more than five years) basis, concedes Thacker. "Career progression and succession planning is drawn in such a manner that company needs and employee profile are synchronised. This way we ensure that 46

employee enriches learning and grows with company. Workforce planning is reviewed every month to check requirements, status on positions, separations, additional manpower requirements and surplus staff," adds Thacker. Plan for contingencies Organisations which have fairly evolved HR systems in place know the significance of a contingent plan for any unexpected situations. Planning for future workforce needs is not just a matter of ascertaining the right number, but how well an organisation can deal with any eventuality. The planning should be effective to avoid talent surpluses or shortages. A contingency plan is put to action when something outside the control of an organisation happens. These situations should ideally be over and above those mentioned in the main workforce plan. "The need for contingency plan would come during market fluctuations, stringent deadline, natural calamity, change in technology and may be an unexpected opportunity," states Geeta A Sundrani, Director, Oasis executive search and management consultancy. Sundrani points out that while approved/standard workforce strength as decided for the organisation is sufficient even during difficult times, existing employees should be given authority with responsibility to meet the business needs for the hour. Stretch, during crises, could lead to realising of hidden potential and loyalty of an employee towards the organisation. A buffer/pipeline of suitable candidates is necessary to prevent any last minute surprises. "The recruitment team today works along with business line managers to plan ahead of their manpower needs. Organisations which have gone on rampant panic hiring spree to manage their short-term business needs without considering the flip side of layoffs has led to negativity of the market credibility. If a company is more efficient, it can avoid such unpleasantries and image tarnishing for themselves," states Shetty.

47

The best strategy to formulate a backup plan includes grooming fresh talent and creating a second line at all functions. "Building second line personnel in the organisation, coupled with robust systems, will ensure that company gets a competitive edge over other market players," insists Thacker, adding that in the vibrant pharma market, contingency manpower planning is required to cater to the customers' expectations within the framework of required time, quality and costs. "Working closely with the business groups and keeping an active talent inventory and effective churning the internal employee database (from skills availability and referencing programme perspective.) is the key. Identifying the skill matrix of the internal talent pool and putting to good use during business exigency optimises the manpower utilisation at any given point," states Shetty. Better resource and manpower redeployment management would be one of the key to the success of future workforce planning. In the end, it is all about having the right people possessing the right skills in place at the right time. Manpower Planning For Your Restaurant The first thing you need to do is to outline the functions that your organisation needs to perform. Then determine the number of people (and their backgrounds) that are necessary to achieve this aim. This allows you to decide the possible sources of recruitment and the HR policies to be followed. Employees are the ones who actualize your goals - whether in finance, marketing or operations. Without them your vision would remain only a dream. In the hospitality industry, the interaction between customer and restaurant employee takes on a special meaning and importance, and customer satisfaction depends almost entirely on a smooth performance from the staff. A single inattentive steward could severely damage the reputation of your restaurant. It is therefore most important to attract the right kind of employees and then induct, support, motivate and retain them. 48

Make a good beginning by recognising the elements of job satisfaction from the employee's viewpoint: a) Good work conditions b) Opportunities for promotions c) Fair pay d) Opportunities for training e) Interesting work f) Reasonable level of responsibility g) Basic security h) Work appreciation i) Pleasant colleagues j) Empathetic superiors Becoming A Preferred Employer Employees, like guests, have an option to go elsewhere. Finding the right employee for the position the first time around is your most prudent choice. To attract and retain the best in the market you need to create the right work climate in your establishment. 1. Manpower Planning & Development for IT Industries. In the manpower survey, it is revealed that there is a geometric rise in the demand of IT Professionals in Orissa as shown in Annexure-I. Keeping the International manpower demand in view the National demand as per the survey report given by NASSCOM & MIT, the estimated figure goes up to 16 lakhs in the direct employment and 32 lakhs by the year 2008 in the indirect employment as The different IT and IT related courses is given in Annexure-III. The projection of manpower requirement in such fields from 2001-2007 is given in AnnexureIV.The gap analysis between the existing status and requirement projection for the professionals in IT and IT related sectors is shown in Annexure-V. To meet thegap between demand and supply capacity expansion in the Engineering 49

Colleges and Schools have been encouraged both in the Government andPrivate Sector. The intake capacity of Engineering Colleges and Schools/Polytechnics is given in Annexure-VI and the capacity expansion is given inAnnexure-VII. 2. Revision of courses and syllabus for Technical Universities and

TechnicalInstitutions as per the present requirement.The courses and syllabus of IT and IT related subjects are under regular revisionto ensure its suitability for the market requirement. The revision is done by theUniversity for the Degree level courses and by the State Council for Technical Education & Vocational Training, Orissa, Bhubaneswar for the Diploma levelcourses. Apart from this, the short term courses which are more market oriented offered by the private institutions like SQL, SSI, APTECH, NIIT, Pentasoft, IBMetc keep on changing according to the demands of the market. Such courses will enhance the skill of the students in addition to the core courses they have undergone in the Colleges and Polytechnics. In addition to this, the institutions are constantly guided to make intensive Industry Institute Interaction to develop the skill and innovativeness of the students as well as updation of the curriculum up to the market needs. 3. Quality of IT Education. The quality of IT education is a very important aspect, as, at present, market competency plays a very important role for employment. To ensure quality, steps have been taken to induct skilled people in teaching of the subject. Necessary steps have been taken to enhance the quality of the existing faculty of the Engineering Colleges and Polytechnics by way of training, exposing to Seminars and Symposiums etc. LABOUR WELFARE, MANPOWER PLANNING AND EMPLOYMENT PROMOTION Employment growth in Rajasthan during the past two decades largely followed the national employment growth rate, though the growth in the major sectors like 50

agriculture, industry and services was different. Employment grew at 2.2% per annum in the State as compared to 2.1% in the country. In Rajasthan, Agriculture & allied activities still provide over 60% of all jobs, with industry (mainly construction and manufacturing) and services (mainly trade, hospitality, Government and Community Services) accounting for the rest of employment. The rate of growth of employment is lesser than the growth of labour force, thus creating a backlog of un-employment. As a result of rapid increase in the labour force, a small percentage of persons has been absorbed in the paid employment in the organised sector. In March, 2007, only 12.21 lacs persons were engaged in organised sector in the State, comprising of 9.52 lacs under public sector and 2.69 lacs under private sector. The only solution to the problem of unemployment lies through promotion of substantial gainful employment opportunities in the unorganised sector. About 8.65 lakhs unemployed persons were registered in district employment exchanges as on 31 December, 2007. unemployment Estimates survey of NSSO on employment and unemployment conducted from July 2005 to June 2006, about 56% of rural males and 31% of rural female belong to labour force in the country. The corresponding proportions in the urban areas were 57% and 15% respectively. About 41% of the population in the country was employed under usual status (principal + subsidiary). Labour Force and

In the context of Rajasthan, about 53% of rural males and 40.3 % rural females belong to labour force. Similarly, about 52.1% of urban males and 11.8% of urban females belongs to labour force. Accordingly, labour force has been projected on the basis of projected population as on 1st March 2009 and 2010 and additional labour force has been worked out to 4.77 lakhs during the year 2009-10 as under:-

51

It is estimated that around 8 lakh livelihoods needs to be created every year to keep up with rapid growth of the labour force and increasing unemployment. It is also necessary to increase the incomes of at least 20 lakh "working poor" in order to tackle poverty. 21.7 State Government will create employment opportunities for 10 lakhs youths in public and private sector, increase rate of minimum wage, give emphasis to welfare programmes for labours and agriculture labours of unorganized sector, computerize and network the employment exchanges, establish an Overseas Placement Bureau etc. 21.8 Rajasthan Knowledge Corporation Limited (RKCL) has been set up as a joint venture with Maharashtra Knowledge Corporation Limited to create an institutional mechanism which will help in developing talented and skilled youth who can be absorbed in the IT / ITeS sector. RKCL will later expand its courses for skill development through Technology Development Programme, e-content Development Programme, Finishing School Programme etc. In order to facilitate employment opportunities and skill development of unemployed youth, Rajasthan Employment Facilitation and Skill Development Society (RAJKAUSHAL) has been established. As part of it, an Institute of Animation Academy has been established at Jaipur under the banner of RAJKAUSHAL with collaboration of Government of Madhya Pradesh and leading animation company DQEL as knowledge partner. This Institute organizes various Diploma Courses 21.3 regarding Animation/3D Animation. A 100% placement guarantee has been given to those students who complete courses successfully. Against the provision of Rs.103.79 crores for the Eleventh Five Year Plan for the Labour and Labour Welfare Sector, Rs. 23.51 crores were spent during the year 2007-08 and Rs. 24.39 crores are likely to be spent during the year 2008-09. A sum of Rs.16.62 crores is proposed for the year 2009-10. Craftsman Training (I.T.I.) The craftsman training envisages skill development in the youths to enable them to work on industrial machines as also to equip them to venture into self-employment. Non-engineering training is also provided through the ITIs in certain areas. 21.12 At present 134 Govt. I.T.I.s and 514 52

Private I.T.I.s are running with the sanctioned seats of 63114 to provide technical training in the State. One Leather Craft Institute is also running in Jaipur. There are Craftsmen Training Institutes at each district head quarter. Under the Craftsmen Training Scheme, District Rural Crafts and Entrepreneurs Training Centres have also been established in Jaipur, Jodhpur, Kota and Udaipur to provide technical facilities in 11 trades. Most of these I.T.I.s are located in remote areas at panchayat samiti level. A sum of Rs.6.80 crores is proposed for the year 2009-10 to meet the committed liabilities. Employment Directorate The Department provides various services to the job seekers like registration of applicants, assimilation and dissemination of occupational information and vocational guidance to the aspirants, assistance to candidates opting selfemployment, collection of job market information, placemen of educated unemployed youth with private companies through Rozgar Sahayata Shivir (JobFairs) organized in Public Private Partnership mode, survey and research regarding manpower potential, etc. Employment Exchanges are functioning in all the districts.21.15 An amount of Rs. 950.00 lakhs is proposed for the year 2009-10 for various activities including Rs.901.68 lakhs for Akshat Yojana. Rozgar Melas 21.16 Keeping in view the felt need of the rural masses in getting exposure to suitable job opportunities, the department has joined hand with RMoL for organizing Rozgar Melas in all the districts of the State for which the mission contributed Rs. 1 lakh for each Mela for each district in which 44928 candidates were benefitted during the year 200708 and more than 35000 candidates have been benefitted so far during this year. Rajasthan Unemployment Allowance - Akshat Yojana Under this scheme graduate unemployed youths are being benefited whose yearly parental income does not exceed Rs. 1.00 lacs. In this scheme unemployed male is given Rs. 400 per month, unemployed female is given Rs.500 per month and unemployed physically handicapped applicant is being given Rs. 600 per month as unemployed 53

allowance respectively. An amount of Rs.901.68 lakhs is proposed for this scheme for the year 2009-10.Rajasthan Mission on Livelihood (RMoL) The State Government has set up the Rajasthan Mission on Livelihoods (RMoL) with a view to generate maximum number of job opportunities in the State so as to combat the unemployment situation. The thrust areas of RMoL include rural farm and non-farm sector, urban informal sector, natural resources, out-of-state migration and skill building. It is a State level coordinating body for all livelihood related interventions and performs more of the role of a planner facilitator; using the latest management tools and working against the focused time bound plan. Rs. 800 lakhs is proposed for the year 2009-10 for various activities. LABOUR WELFARE (LABOUR COMMISSIONERS OFFICE) The important aspect in the process of economic development of the state is the maintenance of good industrial relations and industrial peace. Labour department is responsible for the maintenance of industrial peace and enforcement of labour laws in the State. 21.20 An amount of Rs.30 lakhs is proposed for the year 2009-10 for labour court and Vishwakarma Contributory Pension Scheme. Vishwakarma Contributory Pension Scheme21.21 The Vishwakarma Contributory Pension Scheme has been launched on 1st Sept., 2007. The beneficiaries of the scheme have been envisaged as 20 categories of unorganized sector workers excluding the agriculture occupations, small and marginal farmers and the workers who are being benefited by other pension scheme. The contribution of the State Government is equivalent to the contribution of the workers with the highest limit of 1000 rupees per worker per year. This scheme is being implemented through a private sector company Invest India Micro Pension Services (IIMPS). By the end of December, 2008, 20216 workers have joined the scheme by depositing their first contribution. Rs. 14.05 lacs is proposed for the year 2009-10. FACTORIES AND BOILERS

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There is a separate Inspector, Factories and Boilers department in the State. Its activities relates to ensuring industrial safety and health 21.5 amongst the industrial workers, promoting labour welfare through industrial hygiene in the organized sector and enforcing effectively the statutory provisions relating to industrial safety and health. Rs. 1 lakh is proposed for the year 2009-10. BONDED LABOUR The Bonded Labour System (Abolition) Act, 1976 prohibits the system of bondage in the country. Identification and the release and rehabilitation of bonded labour work are being done under bounded labour scheme. After identification, the bonded labours are being released and rehabilitated by providing financial assistance (shareable in the ratio of 50:50 between the Ce

To create a good work climate you need to: 1. Give clear directives 2. Offer adequate materials and equipment to support the tasks to be achieved 3. Recognise and reward good work 4. Offer fair wages - low wages dissatisfy employees though high wages do not necessarily satisfy them 5. Develop a spirit of participation so an employee can see himself as a person whose opinions matter 6. Create meaningful jobs so an employee can see how his work contributes to the 'end product' of the establishment 7. Talk to staff about their progress 8. Extend opportunities to learn and grow 9. Create a team whose commitment to excellence is visible to new employees

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10. Treat your staff well since that is the way they will generally treat your guests 11. Support good local causes Innovative reward and recognition programmes generally boost morale and sustain interest over longer periods. You may provide perks such as overtime, medical allowance, staff transport, incentives on increased volumes of business, flexible schedules, an annual picnic, a prize for employee of the month, educational assistance, Diwali bonus etc. A high staff turnover is common in this business. This can disastrously affect your reputation, service, and of course your bottom line. It also results in additional costs in terms of new recruitment and training. We must understand that turnover in itself isn't the problem; it is only a symptom of poor human resource management! Good management entails good recruitment practices backed by a detailed induction programme to reduce the learning curve. Ensuring continuous personal and professional growth through training opportunities improves employee commitment to your establishment.

Some policies and practices:

When you disagree with an employee at your workplace, remind each other why you are there in the first place and consider what is in the best interests of the business.

In the event of a mistake, fix the system rather than the employee. Pointing a finger at the employee will discourage him from showing you the loopholes in the system.

Considering and actually acting upon employee suggestions encourages the spirit of contribution. Make sure your employees have their meals before the beginning of each service. This will reduce the likelihood of guest meal pilferage and support the focus of staff effort towards their work. 56

Get the staff to align their behaviour with restaurant objectives using examples they can relate to. For e.g. why should they work towards achieving greater sales when they get paid anyway? Because more sales mean more tips.

Organise programmes which may be improvement-based - linked to breakages and losses or attendance. For e.g. organise a monthly raffle for the staff. Eliminate participants who do not meet your requirements every day. Of those left in the end, draw lots for the winners.

Offer your staff some degree of insight into the workings of your restaurant. They are more likely to empathise with your needs when they can see for example previously invisible bills or the macro challenges you encounter during the course of the day.

Promote internally whenever possible - this gives your team a tangible measure of growth prospects within the organisation. External recruitment, unless absolutely necessary, may affect staff morale.

Regularly update your candidate databank through networking with colleagues and consultants with a keen eye for people who could add value to your enterprise.

Develop a good stress management programme for your employees. Remember the compounded effect of long work hours, improper meals / rest and irate guests definitely takes its toll.

Overtime pay: Being part of an industry that works tirelessly to serve a customer, a 12-hour shift and sometimes even more is considered normal. Employees often work without even so much as proper weekly offs. Overtime is offered as an incentive over and above 'normal' work hours. It may be for working during a scheduled leave period, for more than one shift, or even as a reward for a job well done. Different establishments offer different rates ranging from 1.5 to two times of the hourly wages. Some believe that paying overtime is a sign of either bad rostering or poor planning. On the other hand the absence of overtime payments could well

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mean that you are overstaffed. Both possibilities should be evaluated before coming to any conclusions.

Dissent or dissatisfaction: If an employee displays anger or dissatisfaction, take a moment to assess the situation rather than reacting immediately. Understand his intentions - if they are good, he may not be the problem. In fact, such behaviour in itself is not a setback. Rather, it is the symptom of a crisis at hand. You need to diagnose it, get to the root cause and eliminate it. This leads to a more permanent solution.

Manpower planning and analysis: An issues paper Introduction The notion of manpower planning reflects many levels and types both of analysis and of government intervention. Controversy and conflict has long surrounded analytical methods which economy in terms of skills and occupations at a future date. The form of such a balance (or imbalance)might in principle be expected to be a major determinant of large investment decisions in the education field with the potential of accelerating or restricting economic and employment growth rates by many direct and indirect mechanisms. In practice, however, one can be fairly sure that major decisions on the quantity and quality of education, and even publicly provided vocational training, will never be taken purely on the basis of such calculations however respectable the methodology used. But manpower planning should be able to contribute to many other decisions on whether and how to intervene in the manpower field. "Planning", with its suggestions of central mobilization and disbursement of resources, is increasingly a misnomer. Manpower planners are analysts who may feel that equity and efficiency objectives in economic development require additional public investment, or may consider that the full utilization of current manpower (in productive and freely chosen employment) 58

on the one hand and the maximization of future manpower's contribution to output and employment, on the other, depend more crucially on other quite distinct forms of action. International agencies increasingly see their role as helping create a framework in which decisions on manpower utilization and means of skill development can be taken. Manpower analysts will need to be as conscious of the need to evaluate the effects of the pattern of educational expansion on labour market functioning as they are of the need to draw lessons for educational expansion from labour market behaviour. Issues susceptible to labour market analysis include those relating manpower to economic growth, through action to overcome distortions in access to new skill training, or through arguments for "outguessing the market" of the infant industry or inefficient capital markets variety; there are equity issues of access to better eduction and of overcoming social segmentation; there are issues of improving labour market functioning both by removing obstacles to mobility and by improving information flows; and there are issues of planning whatever training courses are to be offered. But one problem should be signaled right away, that there is generally no one institution within a government structure which can take responsibility for all of these issues. MANPOWER PLANNING IN WIPRO Overview Wipro started as a vegetable oil company in 1947 from an old millfounded by Azim Premji's father. When his father died in 1966, Azim, agraduate in Electrical Engineering from Stanford University, took on the leadership of the company at the age 21. He repositioned it and transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. At that time, it wasvalued at $2 million.

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In 1977, when IBM was asked to leave India, Wipro entered the information technology sector. In 1979, Wipro began developing its own computers and in 1981, started selling the finished product. This was the firstin a string of products that would make Wipro one of India's first computer makers. The company licensed technology from Sentinel Computers in the United States and began building India's first mini-computers. Wipro hired managers who were computer savvy, and strong on business experience. In 1980 Wipro moved in software development and started developing customized software packages for their hardware customers. This expandedtheir IT business and subsequently invented the first Indian 8086 chip.Since 1992, Wipro began to grow its roots off shore in United States and by2000 Wipro Ltd ADRs were listed on the New York Stock Exchange. With over 25 years in the Information Technology business, WiproTechnologies is the largest outsourced R & D Services provider and one ofthe pioneers in the remote delivery of IT services. Being a global provider ofconsulting, IT Services, outsourced R&D, infrastructure outsourcing andbusiness process services, we deliver technology-driven business solutionsthat meet the strategic objectives of our Global 2000 customers. Wipro todayemploys 96,000 people in over 50 countries. A career at Wipro means tolearn and grow continuously, opportunities to work on the latest technologies

The leader candidates must receive management, leadership, and all relevant knowledge and skill straining. Plans should also be created to leverage the knowledge of thoseleaving todays leadership roles so that future leaders are fully informed. Securing future policing operations requires careful planning and a clear implementation strategy. When I look at where we have come, what gives me tremendous satisfaction is not so much the success, but the fact that we achieved this success without compromising on the value we defined for ourselves. Values combined with a

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powerful vision can turbo-charge a company to scale new heights and make it succeed beyond ones wildest expectations. Azim Premji The basic purpose of having a manpower plan is to have accurate estimate of required manpower with matching skills requirements. The main objectives are: Forecast manpower requirements. Cope with changes environment, economic, organizational. Use existing manpower productively. Promote employees in a systematic way.

Human Resource Planning(HRP)Wipro is the first People Capability Maturity Model (PCMM) Level 5, SEI Capability Maturity Model(CMM) Level 5 and version 1.1 of CMMi certified ITServices Company globally. Wipros people processes are based on the current best practices in human resources, knowledge management and organization development, giving a great focus to match changing business needs with development of employee competencies. Capability Maturity Model(CMM)

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Wipro has expertise inSix-Sigma methodologies, which have been putin use to streamline and enhance existing people processes in organizations, enabling decision making based on metrics and measurements. The central idea behind SixSigma is that ifyou can measure how many defects you have in a process, you can systematically figure out how to eliminate them and get as close to zero defects as possible. Six Sigma starts with the application of statistical methods for translating information from customers into specifications forproducts or services being developed or produced. Six Sigma is thebusiness strategy and a philosophy of one working smarter not harder. Human Resource Planning(HRP)Wipro is the first Indian company to adopt Six Sigma. Today, Wipro has one of the mostmature Six Sigma programs in the industry ensuring that 91% of the projects are completed on schedule, mush above the industry average of 55%. As the pioneers of Six Sigma in India, Wipro has already put around ten years into process improvement through Six Sigma. Along the way, it has scaled Six Sigma ladder, while helping to roll out over 1000 projects. The Six Sigma program spreads right across verticalsandimpactsmultipleareassuchasprojectmanagement,marketdevelopment and resource utilization 62

Performance Appraisal Promotion, Transfer, & Demotion Administration Section Grievance Handling Kaizen suggestion Welfare Activities

Recruitment Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in avolunteer-based organization or community group. While generalistmanagers or administrators can undertake some components of therecruitment process, midand large-size organizations and companies oftenretain professional recruiters or outsource some of the process torecruitment agencies. External recruitment is the process of attracting andselecting employees from outside the organization. A.Internal Sources : Promotions and Transfer Job postings Employee Referrals B.External Sources : Advertisement Employment Agencies On campus Recruitment Employment exchanges Education and training institute The exciting world of Wipro Technologies, India is looking at hiring candidates with expertise in areas like Recruitment WIPRO recruitment process :WIPRO recruitment process consists of three rounds. Round 1 : Written test 63

1.Verbal: This section will have 15 questions related to synonyms,antonyms, Analogies, SC, Prepositions and reading comprehension. 2.Aptitude: This sections will have 15 questions related to aptitudetopics like Time & Work, Time & Distance, Blood Relations, Series Completion, Puzzles, Calendars, Clocks, Percentages, Ratio proportions, Ages, Pipes and Cisterns etc. 3.Technical: This section will have 20 questions related to basic technical concepts from C, C++, Java, Linux, UNIX, DBMS, SQL, Programming fundamentals, Hardware, Software Engineering, Microprocessors etc .Candidates are informed to brush up their technical skills which were covered intheir regular academic curriculum. Round 2: Technical Interview This is a major elimination round. Candidates should be thorough with their basic technical skills to clear this round. Candidates are here by informed to be prepared with their core subjects. Round 3: HR Interview Candidates can expect basic HR interview questions like Tell me aboutyour self, Why should I hire you, Why only WIPRO, What is SIX sigma level.Candidates will be tested in their communication and vocabulary duringtechnical and HR interviews. Round 4: Placement Upon Joining, the incumbent shall be given an employee code number by Manager(HR) and he shall fill up the joining forms and shall submit the same to the Manager(HR) for further course of action. Wipro recruit 40% employees from campus recruitment. Another popular source forWipros Recruitment is the Online Placement through NSR (NationalSkill Registry). Training The term refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.

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Training & Development of individuals is a key focus area at Wipro.

OurTalent Transformation Division handles this. For those with less than one year of experience a well-structured induction training programs conducted. This will cover all aspects of software development skills that are required. As a PCMM Level 5 organization, there is also high focus on Competency Development. Talent Transformation has a mandate to provide technical & business skill training based on the departmental and divisional need. All employees are eligible to take training based on the competency gapidentified or Project need. In addition to class room training one can take e-Learning with outwaiting for class room training. Compliance and Regulatory and training is is an important aspect as part in of todaysregulated environment often implemented

corporateinitiatives. All large companies have mandatory trainings be it in the Information System In the present day scenario, in the corporate sector the companies have adopted hire and fire policy whereby any employees who creates trouble in the working of the organization is removed immediately from the job. The management in the Jivraj Tea is quite friendly with the employees and they always try to satisfy the demands of the employees. The relationship between the management and the workers are quite cordial and if any dispute is there it is sorted out mutually. HRIS Objectives Human Resources Information Systems (HRIS) is an integration of HRM and Information Systems (IS). HRIS or Human resource Information system helps HR managers perform HR functions in a more effective and systematic way using technology. It is the system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information regarding an

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organization's human resources. A human resource information system (HRIS) is asystem used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information about an organization's human resources. Employee Welfare According to the Oxford dictionary, employee welfare or labour welfare means the efforts to make life worth living for workmen. Labour Welfare means anything done for the comfort and improvement, intellectual or social, of the employees over and governmental , which is not a necessity of the industry. Welfare A ctivities :1.Education Wipr has its own institute, where the education is given to the employeeschildren absolutely free. The school has classes from JR. kg to class-XIIin English medium. Free transportation facility is also provided to them. 2.Medical Companys philosophy is Nobody should die without fund.Company believes its responsibility towards health services to provideto the employees go beyond the statutory provision. Being the petrochemical industry and some of their process are considered Hazardous. Company recognizes the importance of good occupational health services. Therefore, at the manufacturing sites, they have well equipped, full fledged medical centre, which are manned round the clock. 3.Housing Company has its own township at different location in Bangalore. If house is available, the new employees are allotted the house otherwise the company can also hire house. All the maintenance in houses provided to employees by company is done by the company. 4.Canteen The company gives canteen facility under which food is provided to the employees but it is not compulsory for them. They get the allowance in their salary. The Contract Cell at Wipro invites tenders and the Contract cell signs

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detailed agreement with the contractor. The operation of the canteen is given on the contract. Employee Welfare 5.Sports To motivate the employees of the company organizes different sports tournaments i.e. Cricket, Volleyball, Table Tennis, Badminton Etc. 6.Recreation activities For the recreation of the employee, company organized gets to gather once in a year with their family. And also arranged short distance picnic. For picnic they get Rs. 100/- and free transportation once in a year. 7.Club membership The purpose of the club membership is to meet the other members of the industrial community and interact with them for relation personnel leisure. This facility is provided only to the SMC and above. 8.Insurance Policy Wipro provides personal accident insurance policy of Rs 100000 for employees. Premium of the company is half pay by employee and other will pay by Wipro. Historical Cost Approach This approach was developed by Brummet, Flamholtz and Pyle. According to this approach, the actual cost incurred on recruiting, selecting, training, placing and developing the human resources of an enterprise are capitalized and written off over the expected useful life of human resources. The procedure followed for human resource asset is the same as that of other physical assets. Any amount spent on training and developing human resource increases its efficiency, hence capitalized. The amortization of human resource assets is also done in the same way as that of other physical assets. The asset is written off over its useful life. If the asset is liquidated prematurely, then it is underwritten and the amount is charged to revenue account. On the other hand, if it has a longer life than expected, its amortization is rescheduled. Merits

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This method has the following merits: This method is simple to understand and easy to work out. The traditional accounting concept of matching cost with revenue is followed in this method. It can help a firm in finding out a return n human resource investment. Limitations: This method has the following limitations: It is very difficult to estimate the number of years an employee will be with the firm. It is difficult to determine the number of years over which the effect of investment on employees will be realized. The extent to which the employee will utilize knowledge acquired is also subjectively estimated. It is also difficult to fix a rate of amortization. A number of methods have been derived to write off depreciation on fixed assets but in the case of human asset, it will generally be on a constant basis. The value of an asset decreases with amortization. In case of human resources, the situation is just the reverse. With the acquisition of experience and training in the course of time, the utility of employees increases rather than decreasing. It is easy to find out the total of human factor but it is difficult to see the contribution of each person. Had there been one person in the organization, then his contribution to the enterprise could be measured. But this is not the case. There are large numbers of people working in different positions and their contribution cannot be measured separately. No solution to this problem has been found so far. Replacement Cost Approach This approach was developed by Rensis Likert & Eric G. Flamholtz. The cost of replacing employees is used as the measure of companys human resources. The human resources of a company are to be valued on the assumption as to 68

what it will cost the concern if existing human resources are required to be replaced with other persons of equivalent experience and talent. This approach corresponds to the historical cost approach mentioned earlier except that it allows for changes in the cost of acquiring and developing employees in place of taking their historical cost. Merits This method has the following merits: This approach has the advantage of adjusting the human value of price trends in the economy and thereby provides more realistic value in inflationary times. It has the advantage of being present-oriented. Limitations This method has the following limitations: It may not always be possible to obtain such a measure for a particular employee. It is not always possible to find out the exact replacement of an employee. This method does not reflect the knowledge, competence and loyalties concerning an organization that an individual can build over time. Process of Manpower Planning The process of human resource planning is one of the most crucial, complex and continuing managerial functions which, according to the Tata Electrical Locomotive Company embraces organization development, management development, career planning and succession planning. The process has gained importance in India with the increase in the size of business enterprises, complex production technology and the adoption of professional management technique. It may be rightly regarded as a multi-step process, including various issues, such as: a) Deciding goals or objectives b) Estimating future organizational structure and manpower requirements 69

c) Auditing human resources d) Planning job requirement and job descriptions and e) Developing a human resource plan. a) Deciding goals or objectives: Human resource planning fulfils individual, organizational and national goals; but, according to Sikula, The ultimate mission or purpose is to relate future human resource to future enterprise needs so as to maximize the future return on investment in human resources. In effect, the main purpose is one of matching or fitting employee abilities to enterprise requirements, with an emphasis on the future instead of present arrangements. The objectives may be laid down for a short-term (i,e, for one year). For example, the short-term objective may be to hire 25 persons from schedule tribes or backward class for the purposes of training. The long- term objective may be to start a new industry, to expand the market, to produce a new product, to develop its own sales force rather than depend on distributors, or to have minority group members eventually in position of middle and upper management cadres. b) Estimating the future organizational structure or forecasting

the manpower Requirements: The management must estimate the structure of the organization at a given point in time. For this estimate the number and type of employees needed must be determined. Many environment factors affect this determination. They include business forecasts expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix and competition. Forecasting provides the basic premises on which the manpower planning is built. Forecasting is necessary for various reasons which have been stated below: (a) The eventualities and contingencies of general economic business cycle (such as inflation, wages, prices, costs and raw materials supplies) have an influence on the short- range and long-run plans of all organizations. 70

(b)

An expansion following enlargement and growth in business involves the

use of additional machinery and personnel, and a re-allocation of facilities, all of which call for advance planning of human resources. (c) Changes in management philosophies and leadership styles. (d) The use of mechanical technology (such as the introduction of automatic controls, or the mechanization of materials handling functions) necessitate changes in the skills of workers, as well as a change in the number of employees needed. (e) well. After estimating what the future organization structure should be, the next step is to draw up the requirements of human resources, both for the existing department and for new vacancies. For this purpose, a forecast of labour force is needed, and requisition should be obtained from different departments, i,e., forecast has to be made in returns of functional category; the members needed; and the levels at which they are required. Vacancies, occurring in any department, should be notified in writing by different department heads to the personnel department, stating clearly the number of vacancies to be filled, job or category-wise types of personnel needed, their technical qualification and experience and the reasons for acquisition (I.e., whether for replacement or addition); a statement of duties, type of jobs pay scales, age, and previous experience should also be made. Requisitions should be based on accurate job specifications by first line supervisor. They should, as for as possible, state the exact demands of a job In determining the requirements of human resources, the expected losses which are likely to occur through labour turnover- quits, retirements, death, transfers, promotions, demotions, dismissals, disability, resignations, lay-off and other separations- should be taken into account. Very often, changes in the quantity or quality of products or services require changes in the organization structure. Plans have to be made for this purpose as

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Changes in the human quality resulting from the experience gained in the jobs during the period and the training achieved also need to be considered. The addition of new lines of production and new projects also influence the demand estimates of human resources. The basic fact to remember is that the human resource in an organization constantly changes in terms of its present and future size. Additional human resources are gained through new employment of personnel, promotions, through transfers and demotions; but personnel is lost through voluntary quits, death dismissals, termination and retirements. After making adjustments for wastage, anticipated and expected losses and separations, the real shortage or surplus may be found out. If a shortage is there, efforts are made to meet it either by new recruitments or promotion from within, or by developing the existing staff. If there is a surplus, it is to be decided how it will be dealt with, i.e., whether there should be transfers, lay-offs, retrenchment or reduction in the hours of work of all. Underestimation of the quality and number of the employees required would lead to shortfalls in performance, while overestimation would result in avoidable cost to the organization. According to Dr. Ram Tarneja, Management can ensure control of labour costs by avoiding both shortages and surpluses of manpower through proper manpower planning. It may be noted that for purposes of manpower planning, the main dimensions to be taken into consideration are: (i) The total number of personnel available: This could be obtained from the payrolls and other personnel records, such as the applications for employment. The total number has to be classified on some basis, such as manual workers (i.e., daily-rated, weekly-rated or monthly-rated); clerical employees, ministerial staff, managers and other executives; specialists and skilled and unskilled workers; sex-wise distribution, etc. (ii) The job-family: A detailed job-description for each position such as stenographers who may belong to various departments, e.g. finance, marketing, personnel, public relation, general administration, etc. 72

(iii) Age distribution of the employees, available in the present departments, say in the age-group 20-29 years; 30-45 years, 46 years and above. (iv) Qualification and experience desire, such as a person with 5 years or 10 years experience in a particular branch/ job; and whether under-graduate, postgraduate or MBAs or gradates in Science, Commerce, Arts, Engineering, Professional Diploma- holders, etc; or with specialized knowledge in the field of marketing, finance, computer programming or engineering work. (v) The salary range etc.

c) Auditing Human Resources: Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called Skills inventory. A skills inventory contains data about each employees skill abilities, work preference and other items of information which indicate his overall value to the company. A sample skill inventory proforma is been below: Skill Inventory Performa Personnel factors Name Birth Place.... Occupation of parents.. Present address Permanent address.. Telephone number (if any) . Age Sex Dependants Marital status Education and Training School .. Degrees/Diplomas obtained. Training undergone Experience and Skills Job areas Special skill (such as ability to speak write foreign languages).. 73

Job titles. Job

Reasons for leaving dates

Supervisory responsibility.. Additional Information Salary Grade Absenteeism record Disciplinary record . Career plans Test results . Performance ratings . Location of relatives .. Appraisal data . Any other information

The above facts are usably recorded by an employee in some forms from which the information is fed into a computer. Other data pertaining to his performance ratings and his superiors evaluation of his potential for promotion may also be fed into the computer. The result may either be kept in a file (on tape or otherwise stored) containing information as to the number of employees in the organization, and other data about each employee, and an indication of his fitness for promotion. A specimen employee information card is given below: Employee Information Card Employee No. Dept.. ` Address Town Code. .

Position.. Exp. Date Employee status Shift : 1/2/3 Marital No. of dependent children Relatives in company Union membership : : : status : Married/Single/Widowed/ Separated/Divorced 1/2/3/4/5 Yes/No. If yes, who? (which one) 74 : Regular/ Part-time/Co-operative

Experience of skill Special training Accidents : Hospitalization Absenteeism Date Operator.. : :

Clerical/mechanical/sales/supervisory/ others Departmental/on-the /vestibule

Loss time Yes/No : Yes/No Days.

Member of the credit union

Some organizations do not compile a skills inventory but prepare organization charts to determine how many people, at what level, in what position and what kind of experience and training would be required to meet the objectives. These charts show a persons age, the number of years he has been in a particular position, and his fitness for promotion. These charts or skill inventories help in determining and evaluating the quantity and qualityofthe present human resources of an organization. They tell us what exist in stock and what is needed to be added to that stock, taking into account the capability qualification, experience a Manning table which into account the employees. Some companies maintain a manning table which lists all the jobs in the unit and the number of workers holding each job. Other companies also use Replacement charts, which show the present performance of each position holder and the promotional potential of possible replacements. d) Planning job requirement and job descriptions

Once the present manpower resources are determined, the personnel department can estimate what changes will occur in the present labour force in the next few years, say 5 years. Job Analysis: After having decided how many persons would be needed, it is necessary to prepare a job analysis, which records details of training, skills, qualification, abilities, experience and responsibility, etc. which are needed for a

75

job. Job analysis includes the preparation of job descriptions and job specifications. e) Developing a Human Resource Plan: This step refers to the development

and implementation of the human resource plan which consists in finding out the sources of labour supply with a view to making an effective use of these sources. The first thing, therefore, to decide on the policy is- whether the personnel should be hired from within through promotional channels or should it be obtained from an outside source. The best policy which is followed by most organizations is to fill up higher vacancies by promotion and lower level position by recruitment from the labour market. The labour market is a geographic area from which employers recruit their work force and labour seeks employment. Here the force of demand and supply interact. A labour market generally has the following characteristics: (a) It highly unstructured and unorganized, for a majority of workers are illiterate and ignorant and do not have any information about available job opportunities. (b) The procedures by which companies recruit workers and the methods by which workers go about getting jobs are highly variable. (c) A great range of wage rates for the same occupation exits in the labour market depending upon the attitude of the management towards wage levels, the employers ability to pay and the productivity of labour. (d) Labour is mostly not mobile either because it has incomplete or inaccurate knowledge of job opportunities and available wages or because of lack of job security. (e) The supply of labour fluctuates and is influenced by the population in the labour market the attractiveness of job (benefits, service wage, rates, and the reputation of a company), the extent of unemployment and the particular skills that are in demand.

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(f) Manual labour for unskilled jobs has been replaced by activities that require skills, scientific knowledge, technical acumen and professional training. Various external factors influence the outflow and inflow of manpower resources. A few such factors that operate at local level are: (i) Population density at various distances from the factory or work place: (ii) Local unemployment level, particularly of the categories which are relevant for the operation of the organizations (iii) Availability of part time labour (iv) Current competition for similar categories of manpower from other organizations: (v) Output from the educational system (general as well as technical); (vi) Pattern of in-migration and out-migration within the area and between it (vii) Transport facilities and communication pattern. At the corporate level, other factors operate, viz., (i) Trends in the growth of the working population; (ii) Government training schemes and system of technical, vocational, professional, and general education, and their out-turn; (iii) Impact of social security measures on manpower supply; (iv)Mobility of the products of the technical, professional and vocational institutions; (v) Cultural factors and customs, social norms, affecting school leaving age, labour force participation of women, children and young persons. Information System Applications in Human Resource Management A unified data model provides a single, accurate view of HR activities ranging from recruitment, employment, training, performance management, compensation management and real time management. Oracle human resource 77

leverage workflow and internet-based processes optimize various HRM activities. The system maintains global HR data in case of Trans-national companies and total organizational human resource data in case of national companies in a single location for accurate and easy availability. The system of applications of Information Technology (IT) in HRM is referred to as Human Resource Module. HRIS merges some of HRM functions with the IT field, wherein the planning and programming of data processing systems have evolved into standardized routines and packages of Enterprise Resource Planning (ERP) software. ERP integrates the human resource module with finance, production, and sales and administration modules. Generally, traditional HRM functions are common to all organizations. They consist of tracking data regarding personal histories, family details, skills, capabilities, experiences, pay, benefits and grievances. Performance of these functions are increasingly complex, must be performed at the lowest possible cost and also at a fast rate, which pose increased challenges for HR professionals. Organizations have started to automate these functions by introducing HRIS technology. Development of client -server HRIS enables HR executives to assume responsibility and ownership of their systems compared to client-server architecture, which came largely in the form of mainframe computers and necessitated heavy capital investment to purchase program proprietary software. HRIS is developed around six main areas of human resource management viz., e-recruitment/applicant tracking, e-training, epayroll, e-benefits, e-self service and e-time and labour management. E-recruitment / Applicant Tracking E-recruitment manages job descriptions and job vacancies, search for candidates and the interview process. It is also referred to as an applicanttracking system; this is a web-based application that enables the electronic handling of organizational employment needs. 78

These activities include posting job advertisement on web sites to stimulate and attract candidates, known as job boards. Job boards allow candidates to apply on-line and the candidates data are stored on a database that allows searching, screening and filtering of applications. The application tracking system shortlists the candidates and arranges for interview and recruitment-related activities. E-recruitment maintains profiles, searches for and refers jobs to colleagues and follows the recruitment process. It integrates resume extraction capabilities using the Magnaware / Mohomine extraction engine to search for potential candidates. It uses event-driven applicant tracking and manages positions on multiple external websites. E-recruitment/applicant tracking system reduce administrative tasks, cost and time required to perform recruitment activities. E-training E-training provides a complete, scalable and open infrastructure that allows organizations to manage, deliver, and track employee training participation in online or classroom-based environments. Trainees interact with content and/or trainers at their own pace. Managers set the business flow from order processing to delivery and performance management to training output automatically. Etraining systems deploy content to global learners; make use of mixed media and multiple discrete sites on a single instance of the application, define competencies attained by trainees, and update the trainees competency profiles. It aims to ensure that HRM provides the right resources, competent and experienced trainers, and consolidate training initiatives on a scalable and cost effective basis. In addition, it aims to measure training effectiveness. E-training, provides learning opportunities not only to employees, but to customer and all other stakeholders by providing one-stop administration, automated catalogue distribution and enrollment and collaborative sites with other strategic partners. E-payroll E-payroll models automatically collect data regarding employee attendance and work record for the purpose of evaluating work performance, they calculate 79

various deductions including tax, and generate periodic pay cheques and tax reports. Payroll modules in turn send data and accounting information to the general ledger for posting and subsequent operations and they frequently integrate e-payroll with e-finance management. Payroll systems can define standard rules for automatically assigning and changing employee salary by using simple formulae. They are able to control processing rules and calculations using fast formula and use logic for complex cases. They can manage global compensation with one application by implementing a core payroll engine and installing local extensions to add the necessary functionality, reporting and process for individual countries. E-payroll is able to process from data, simultaneously, fully reconciled results and multiple employee groups. By preparing paperless online pay slips, the system is able to reduce administrative costs and time for the total operations. Employees too can view their exclusive data and get personalized reports. E-benefits E-benefits administration models enable HR professionals to track and administer diverse and complex benefit plans, employee benefit programs which may involve transpiration medical and health care, insurance, pension, profitsharing, and stock option benefits. Such modules, through internet-based automation, can enable HR to improve benefits support and analysis whilst reducing time and costs involved in the administration, while increasing the consistency decisions on compliance issues at various levels across the organization. E-self service human resource E-self service HR modules collect process and manage all other kinds of data and information. For example, employees demography profiles and addresses recruitment, selection training, development, promotions, capabilities, skill mapping and compensation planning. Such a module would allow individual employees to update and use employee-specific information, personalized to an 80

individuals role, experience, work content, language and information needs. Thus, individual employee and managers are empowered to update information in order to streamline business processes, reduce costs and errors, increase speed, and enhance service. This module helps employees in managing everything from profiles including skills, resumes, contact details, self-appraisal data, bank data, learning, benefits and payroll. It empowers managers to operate transfers, employee training enrollment, performance appraisals, competency mapping, career planning and development and terminations. Scenario Planning Scenario planning is sometimes described as a formal strategic planning technique, but it can also be regarded as an informal approach to thinking about the future in broad terms, based upon an analysis of likely changes in the internal and external environment. A scenario can be defined as an imagined sequence of future events (Oxford English Dictionary). Scenario planning is a simple, more or less formalized process for establishing a view about any changes that can be foreseen to the scale and type of activities in the organization and to its structure, and for identifying any external environment changes that are likely to affect it. The aim is to obtain a better understanding of the possible situations that may have to be dealt with in the future. It is described by Reilly (1999) as follows: Scenario planning tries to open minds to a range of possibilities that organizations may have to confront. These possibilities are then ordered to produce a series of internally consistent postures of alternative futures it is an intellectual process that seeks to identify issues and examine the possible consequences of events. The creation of a scenario involves making broad assessments of likely internal developments in the direction in which the organization is going and the implications this has on people requirements. The assessments may have to be made in the absence of any articulated business plan, and thus involve questioning top management and key line managers on how they see the future, 81

and asking them to interpret what this means in terms of their human resource needs. Assessments also have to be made on likely changes in the external environment as it may affect the labour market. Estimating Future Human Resource Requirements Scenario planning is in some situations as far as it is possible to go in estimating future people requirements, but where it is feasible and appropriate, attempts can be made to produce demand and supply forecasts, and to determine what action needs to be taken if the forecasts indicate the possibility of a human resource deficit or surplus. Demand forecasting Demand forecasting is the process of estimating the future numbers of people required and the likely skills and competences they will need. The ideal basis of the forecast is an annual budget and longer term business plan, translated into activity levels for each function and department, or decisions on downsizing. In a manufacturing company the sales budget would be translated into a manufacturing plan giving the numbers and types of products to be made in each period. From this information the number of hours to be worked by each skill category to make the quota for each period would be computed. Details are required of any plans or projects that would result in demands for additional employees or different skills: For example, setting up a new regional organization creating a new sales department, carrying out a major project or developing new products or services. As far as possible, plans should also be reviewed that could result in rationalization, and possibly downsizing, as a result of a cost reduction drive, a business process re-engineering exercise, new technology leading to increased productivity , or merger or acquisition. The demand forecasting techniques that can be used to produce quantitative estimates of future requirements are described below. Managerial or expert judgment 82

This is the most typical method of forecasting and may be linked to some form of scenario planning. It simply requires managers or specialists to sit down, think about future workloads, and decide how many people are needed. This can be no more than guesswork unless there is reliable evidence available of forecast increases in activity levels or new demands for skills. Ratio trend analysis This is carried out by studying past ratios between, say, the number of direct (production) workers and indirect (support) workers in a manufacturing plant, and forecasting future ratios, having made some allowance for changes in organization or methods. Activity level forecasts are then used to determine (in this example) direct labour requirements, and the forecasts ratio of indirect to direct would be used to calculate the number of indirect workers needed. Work study techniques Work study techniques can be used when it is possible to apply work measurement to calculate how long operations should take and the number of people required. Work study techniques for direct workers can be combined with ratio trend analysis to calculate the number of indirect workers needed. Forecasting skill and competence requirements Forecasting skill requirements is largely a matter of managerial judgment. This judgment should, however, be exercised on the basis of a careful analysis of the impact of projected product market development and the introduction of new technology either information technology or computerized manufacturing. The Elements of Talent Management Talent management starts with the business strategy and what it signifies in terms of the talented people required by the organization. Ultimately, its aim is to

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develop and maintain a talent pool consisting of a skilled, engaged and committed workforce. Its elements are described below: The resourcing strategy: The business plan provides the basis for human resource planning, which defines human capital requirements and leads to attraction and retention policies and programmes for internal resourcing (identifying talent within the organization and developing and promoting it). Attraction and retention policies and programmes: These policies and programs describe the approach to ensure that the organization both gets and keeps the talent it needs. Attraction policies lead to programmes for external resourcing (recruitment and selection of people from outside the organization). Retention policies are designed to ensure that people remain as committed members of the organization. The outcome of these policies is a talent flow that creates and maintains the talent pool. Talent audit: A talent audit identifies those with potential and provides the basis for career planning and development, ensuring that talented people have the sequence of experience supplemented by coaching and learning programmes that will fit them to carry out more demanding roles in the future. Talent audits can also be used to indicate the possible dangers of talented people leaving (risk analysis) and what action may need to be taken to retain them. Role development: Talent management is concerned with the roles people carry out. This involves role development- ensuring that roles provide the responsibility, challenge an autonomy required to create role engagement and motivation. It also involves taking steps to ensure that people have the opportunity and are given the encouragement to learn and develop in their roles. Talent management policies 84

also focus on role flexibility- giving people the chance to develop their roles by making better and extended use of their talents. Talent relationship management: Talent relationship management is the process of building effective relationships with people in their roles. It is concerned generally with creating a great place to work but giving them a voice and providing opportunities for growth. The aim is to achieve talent engagement ensuring that people are committed to their work and the organization. As Sears (2003) points out, It is better to build an existing relationship rather than try to create a new one when someone leaves. Performance management: Performance management processes provide a means of building relationships with people, identifying talent and potential, planning, learning and development activities and making the most of the talent possessed by the organization. Line managers can be asked to carry out separate risk analysis for any key staff to assess the likely hood of their leaving. Properly carried out performance management is a means of increasing the engagement and motivation of people by providing positive feedback and recognition. This is part of a total reward system. Total reward: Total reward strategies provide for both financial and non-financial rewards, can contribute to the engagement and commitment of talented people by demonstrating that they are devalued for their contribution and by operating fairly and consistently. Paying competitive rates will affect the ability of organizations to attract and retain people but there is a limit to the extent to which companies can compete with the pull of the market as Cappelin (2000) points out. Retention or loyalty bonuses (golden handcuffs) are used by some companies but again, as stressed by Cappelin, there is limit to their effectiveness as bribes. If talented people want to go they will go. 85

Learning and development policies and programmers are essential components in the process of developing talent ensuring that people acquire and enhance the skills and competencies they need. Policies should be formulated by reference to employees success profiles which are described in terms of competencies and define the qualities that need to be developed. Employee success profiles can be incorporated in role profiles. Learning and development activates are also important means of developing managers and gaining the engagement and commitment of talented staff by giving them opportunities to grow in their present roles and to progress to higher level roles. Career management: Career management consists of the processes of career planning and management succession. Career planning shapes the progression of individuals within an organization in accordance with assessments of organization needs, defined employee success profiles and the performance, potential and preferences of individual members of the enterprises. Management succession planning takes place to ensure that, as far as possible, the organization has the managers it requires to meet future business needs. Due to the recent recession, FinPlus Finance company has to downsize the current employees. In this scenario what are the responsibility of an HR professional?. What kind of plan can they prepare?. [ Answer: Managing Organizational Release The Role of the HR Function The HR function is usually given the task of managing organization release and, in its involuntary form; this is perhaps the most distasteful, onerous and stressful of all the activities with which HR people get involved. In effect, the function is being asked to go into reverse. Having spent a lot of positive effort on 86

employees resourcing and developing, it is now being placed in what appears to be an entirely negative position. HR people are indeed acting, however unwillingly, as the agents of the management who made the downsizing decisions or want to let someone go (there are more euphemisms in this area of management than the rest of the areas put together). Being placed in this often invidious position means that there are ethical and professional considerations to be taken into account, as discussed below. A more positive aspect of the functions involvement in organizational release is the part HR people can play in easing retirement and analyzing the reasons given by employees for leaving the organization so that action can be taken to correct organizational shortcomings. Ethical and professional considerations: HR professionals may have no choice about taking part in a downsizing exercise that is, if they wish to remain with the organization. But they can and should make an important contribution to managing the process in order to minimize the distress and trauma that badly handled redundancies can create, or the distress and bad feeling that unfair or uncouth disciplinary practices can engender. They can press for policies and actions that will minimize, even if they cannot eliminate involuntary redundancy. They can emphasize the need to handle redundancies sensitively, advising line managers on the approach they adopt, helping them to communicate the decision to employees, advising generally on communication within and outside the organization and laying on counseling and outplacement services. Professionally, they should ensure that there are proper redundancy procedures (including those relating to consultation) which are in line with codes of practice and legal requirements, and they must see that these practices are followed. Similarly, a professional approach to discipline means that HR specialists should ensure that there are disciplinary procedures which confirm to codes of practice and take into account legal implications. They have to communicate these procedures to line mangers, provide training in how they are applied and advice

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on their use. Ethically, personnel professionals should do their best to see that people are treated fairly in accordance with the principles of natural justice. Redundancy Downsizing is one of the most demanding areas of people management with which HR professionals can become involved. Their responsibilities, as discussed below, are to: Plan ahead to achieve downsizing without involuntary redundancy; Advise on and implement other methods of reducing numbers or avoiding redundancy; Encourage voluntary redundancy, if other methods fails; Develop and apply a proper redundancy procedure; Deal with payment arrangements for releasing employees; Advise on methods of handling redundancies and take part as necessary toensure that they are well-managed.

The need for Manpower planning in a company

The employment process begins with manpower planning i.e. the forecasting and determination of the exact personnel requirements and a company and the specification of the strategies and tactics for the acquisition, utilization, improvement and preservation of its human resources. The aim of manpower planning is to avoid shortfalls and surpluses of labour. Shortages lead to over utilization while surpluses lead to redundancy and underutilization of manpower. With manpower planning, a firm does not react to each new set of circumstances on the basis of the short-term personnel needs which they present. Rather, the systematic steps that are taken provide overall co-ordination, direction, and logic for its personnel decisions. The main steps involved in manpower planning are as follows: 1. Ascertain objectives and operating plans: The first step in manpower planning is to ascertain the objectives and operating plans of the company. This is because it is the companys plans and anticipated levels of production and 88

activity that will determine the specific quantity and quality of manpower that will be required. 2. State the manpower implications of projected operations: The second step is to specify the manpower implication of the companys projected operations and plans. This exercise which is an assessment of manpower demand might show the need for more labour in certain areas while showing the need for reduction of labour in others. 3. Make an inventory of the firms manpower: The third step is to take an inventory of the manpower resources within the firm. This involves the physical counting of employees (a form of census) to know the number of workers that are available in each occupational category. If the numbers of workers available are not enough to cope with the planned future operations, then more staff will be needed. If there is going to be an excess of employees, then plans have to be made to reduce the present staff strength. 4. Match resources with requirements: The fourth and final step is to match resources with requirements. If there is going to be a shortage of particular categories of personnel in future then arrangements have to be made to recruit more of such workers from the external labour market. Some workers in the company may of course be trained and upgraded to fill some of the expected vacancies. The main benefits or purposes of manpower planning are: (i) To control labour costs and enhance efficiency by ensuring that only the most essential and required personnel are hired and retained (ii) To increase productivity by matching people with jobs that truly exists and is adequate for them. (iii) To provide a lead time to recruit and train workers ahead of need. Required skills are thus provided for in advance (iv) To provide a basis for other plans, such as plans for facilities, desks and office accommodation, and assist in their formulation. 89

(v) To anticipate and overcome redundancies. The information provided about future manpower surpluses and redundancies in particular area could be used by management to plan a retraining programme for those who would be rendered redundant by changes in technology and company reorganization. Such people can then be made available for jobs in which they are needed. (vi) To show the implications of retirements and promotion plans in terms of management development and succession planning.

Barriers to effective manpower planning

(a) Insensitivity of line managers to manpower problems and their negative implications for achieving organizational objectives. (b) Absence of precise criteria for measuring the effectiveness of manpower utilization (c) Lack of support of top management for manpower planning efforts. (d) Unpredictable nature of employees and the problem of labour turnover which often thwart planned objectives and programmes because of labour force instability (e) Concern of managers with short-term profit objectives, whereas manpower plans have long-term perspectives. (f) Resistance to planned changes in manpower composition by union members especially where such plans are seen as a threat to the security of jobs and vested interests of employees. (g) Inadequate communication and rapport between manpower planning executives and other managers. Such other managers often see manpower planning as the exclusive responsibility of the personnel department hence they do not support and contribute to it adequately. 90

HOSPITAL

FACILITY

MANPOWER

PLANNING

AND

COMMISSIONING OF PROJECTS/ HOSPITAL PLANNING

Using hospital design architects and hospital design interior designers, we create hospital designs and plans and execute it keeping in mind all hospital planning standards. We provide experts for hospital commissioning and start up to device a complete hospital design process management system. We make sure that all systems, protocols, services are in place, the hospital has obtained all required regulatory approvals and licenses, operational policies are well laid out and most importantly the marketing campaign is rolled out.

Hospital planning and designing Policy and procedure development Manpower planning Formulating guidelines and processes 91

Conceptualization and execution of Services Hospital Administratio

PRAXIS AT HEALTHCARE WORLD CONFERENCE JAN 2010 Dr Rashi Agarwal, Director, PRAXIS spoke on salary, attrition and retention of staff in hospitals. "When less productive employees leave the organisation, such attrition can be considered as healthy or good attrition. When your high performers are leaving which has direct impact on your productivity, it can be considered as bad attrition. Strategies for retention of employees are to induce the feeling of 'being looked after' by the organisation. Work environment should foster an environment of teamwork, communicate openly, train your frontline, supervisors and administrators, show your employees that you value them, make room for fun, give people the best equipment and supplies possible," said Dr Agarwal. She also emphasised on giving the employees career advancement opportunities which will include an effective orientation programme, training programmes which will encourage learning, objective performance management systems. "It is also important to evaluate key result areas twice a year and make a place for rewards and recognition," she added.

HOW TO RETAIN YOUR BEST MANPOWERS

The cost of employee turnover adds hundreds of thousands of rupees to a company's expenses, says Dr Rashi Agarwal Now that so much is being done by organisations to retain its employees, why is retention so important? Is it just to reduce the turnover costs? Well, the answer is a definite no. Average attrition rate in hospitals is about 15 to 25 per cent. Apart from turnover costs, there are several other reasons why the process of employee retention will benefit an organization.HR costs are about 30 per cent of the total hospital cost. Salaries 92

increase anything from 12-14 per cent every year. With increasing demand for talent both within the country and internationally, the challenge for any human resource department is attraction and retention of staff. A major challenge for the healthcare industry would be not only to retain the workforce but also to develop an environment which would attract those abroad to return.

QUALITY ACCREDITATION IN HOSPITALS Leaders of quality assurance programmes must be able to generate interest and commitment without burdening clinical and administrative staff with an activity they neither understand nor believe in. Hospital accreditation has been defined as 'A self-assessment and external peer assessment process used by healthcare organizations to accurately assess their level of performance in relation to established standards and to implement ways to continuously improve'. Hospital quality assurance systems are operational control systems intended to fulfill specific expectations for treating patients. :

NURSING JOB SATISFACTIONDIRECTLY PROPORTIONAL TO HOSPITAL SAVINGS Angels in comfortable shoes but uncomfortable emotions- partners at bedside, caregiver, emotional pillar, mother etc. There can be little doubt that nurses form the fabric of medical care. They not only play the role of caregiver, but must assume a medley of other roles including but not limited to technician, waitress and mother. They are the front line of surveillance and play the prime element in early detection of potentially life-threatening problems. There are no qualms about the fact that nursing as a 93

profession is truly respected. Day in and day out, nurses not only take care of a patient's basic needs, they act as the constant pillar of support during difficult times, both physically and emotionally. But is nursing really understood?

HEALTHCARE AND MARKETING AND USE OF MANPOWER PLANNING Consumerism driving a change to result in healthcare marketing. "Who are the most commanding people in the healthcare industry today?" It's actually the 28-year-old young woman who is contemplating whether to get a cosmetically fitting white ceramic crown versus a silver one for her dental treatment. It's also a 40-year-old man who can get his blood test at the local diagnostic centre or get the phlebotomist to come home and collect his sample while he still unwinds in the comfort of his house on a lazy weekend. These two examples illustrate the emerging trend of healthcare consumerism. Though the healthcare field is characterised by complexity, rapid change, evolving distribution, consumer-purchasing behaviour, and pricing and reimbursement pressure; awareness and technology now empower patients to make their own healthcare choices, rather than simply accepting the options lay down by a traditional health system.

Global Impact The two key result areas of HRM are - personnel management and development activity. However, most HR managers tend to focus too much on personnel management and pay scant attention to developmental activities. With the advent

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of global economy, HRM must bestow serious attention to developmental functions. HRM must address some of the pertinent questions with regard to human resources from a global perspective. Employees must be trained in multiculturalism and the ability to interact with foreign associates. HRM must accept responsibility for creating revised methods of management systems as many of the fundamentals on which management polices were earlier based are now proving to be outdated. Foreign competition and international trade have compelled HRM to train and reorient the employees to become more global-minded. Human resource is today perceived by many corporate houses as an invaluable asset that needs to continually developed and well preserved. Employees must be made to develop a sense of involvement and identify themselves with their companys core philosophy and stated objectives. For optimal utilization of employee strength in the organization, it would be beneficial to introduce the concept of six sigma into the HRM strategy.

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OBJECTIVE

1. To study the manpower planning procedure followed in copmany 2. To study the various sources of manage the manpower followed in company 3. To learn what is the process of planning of manpower planning that should be

followed. 4. To search or headhunt people whose skill fits into the companys values. 5. To understand the meaning of human resource 6. Determine present and future manpower requirements of the organization in coordination with planning and job analysis activities. 7. Obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. 8.Increase the pool of candidates at minimum cost

96

RESEARCH & METHODOLOGY

Research methodology deals with the various methods of research. the purpose of the research methodology is to describe the research procedure used in the research. Research methodology overall includes the research design, data collection method and analysis procedure which are used to explore the insight information from the research problem.

Research methodology helps in carrying out the project report in by analyzing the various research findings collected through the data collection methods. Research is one of the most effective tools that help organizations excel in the marketplace. Obtaining necessary information about customers tastes and preferences is the key to business success. research provides information about consumers and their reactions to various products, prices, distribution abd promotion strategies.

Title of study : TALENT RETENTION DURATION :15day Research objective To enhance the knowledge about the Kataria automobiles pvt.ltd

Sampling:

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Sampling procedure:

The sample was selected of them who are the owner and employee of The Company KATARIA AUTOMOBILES PVT.LTD .. It was also collected through personal visits to persons, by formal and informal talks and through filling up the questionnaire prepared. The data has been analyzed by using mathematical/Statistical tool. Sample size:

The sample size of my project is limited to 24 people only. Out of which only 17 people are satisfied with organization and. Other 7 people are not satisfied Sample design:

Data has been presented with the help of bar graph, pie charts, line graphs etc.

SAMPLE SIZE :Sample size =24

DATA COLLECTION In this section of my project the requirement is to describe the sources of collecting primary and secondary data. For collecting primary data method adopted was focus group method. SOURCE OF PRIMARY DATA 1.Natural Market 1. Friends 98

2. questioneries 2.Surveys

SOURCE OF SECONDARY DATA 1. MAGAZINES 2. WEBSITES 3. JOURNALS

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FINDINGS

In the company. most of the employees feel thats the HR department is good. About 75% of the managers says that they prefer both internal as well as external source for recruitment. About 65% of the mangers go for direct recruitment and less number for mangers prefer indirect or third party. Mostly the manpower planning is done Quarterly and 20 % do not follow any pattern they dont have any fixed time. Most of the organization prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies. Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where as only 20% go for video conferencing and rest 10% adopt some other means of interviews.

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SUGGESTION

Manpower requirement for each department in the company is identified well in advance.

If the manpower requirement is high and the recruitment team of the HR department

Use advertisement for good and talented manpower Give rewards according to the employee performance Fair to every one

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Conclusion

Manpower planning plays a vital role in Human Resource activity of an organization. Human Resource is an asset to every organization. Manpower planning mainly involves determining the needs and supply of human resource and the available sources.

The organization should make Manpower Planning in such away that it should satisfy both organization and employer at a higher level. It result in creating working environment and maintain better employee and employer relationship. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company.

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QUETIONNARIE
To get a better insight about the advisor;s satisfaction level the various improvement to be done in the company

Name: Age:

Profession: Qualification

Q1.Why do we want to do Manpower planning ?

. .

Q2.Why do we want to fulfill HR requirements?

. .

Q3. What is the present of KSA(Knowledge/Skills/Ability)? 103

Exellence Very Good Good Satisfactory

Q4. Are we able to fulfill present project requirement with the present work force? YES NO

Q5. How many project do we have exactly?

1-3 3-5 More than 5

Q6. Are your woekforce formation fits the companys business objectives?

. .

Q7. Does the company have a manpower plan?

104

YES NO Q8.How do you create a manpower plan?

. .

Q9. What should be the ratio or percentage of hiring at all levels? 10%-30% 30%-50% 50%-70% 70 & above Q10. Do you develop a competency based approach to staffing? YES NO

Q11. Do every employees understand competency /requirement needed to perform a jpb/position? YES NO Q12. What is the total number of all employees(headcount)at all the business unit? 105

Managerial level Supervisory level Staff/Operator level

Q13. Who develop the HR strategy?

. .

Q14. Please describe the Human Resource Program of your company?

. .

Q15. Are we able to fulfill present project requirement with the present work force? A) yes B) No

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DATA ANALYSIS

Q. What is the present of KSA(Knowledge/Skills/Ability)? Exellence Very Good Good Satisfactory

10% 30% Excellence Very Good 35% Good Satisfactory

25%

Interpretation
In the organization 10% people are excellent,25% are good,35% are very good and30% are satisfactory 107

Q Are we able to fulfill present project requirement with the present work force? YES NO

45% 55%

Yes No

Interpretation
55% manpower are agree with this statement and 45% are not

108

Q Does the company have a manpower plan? YES NO

45% 55%

Yes No

Interpretation
55% employees are and 45% are not with this statement

Q Do you develop a competency based approach to staffing? YES NO

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40% Yes No 60%

Interpretation
60% manpower are satisfied with this statement and 40% are no satisfied Q. Do every employees understand competency /requirement needed to perform a job/position? YES NO

45% 55%

Yes No

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Interpretation
55% employees are understand the importance of competency and 455 are not Q What is the total number of all employees(headcount)at all the business unit? Managerial level Supervisory level Staff/Operator level

10%

20%

Managerial level Supervisory level Staff/Operator

70%

Interpretation
10% are at managerial level,20% at supervisory level and 70% at staff/operator level

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BIBLIOGRAPHY
BOOKS:-

Human Resource Management, (2005), Dr.P.C. Pardeshi Henderson slain (Human resource management)university press

publication first edition 2009 page no.-87

WEB: www.google.com www.wipro.com www.manpower planning.com www.humanresource wikipedia.com

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