MHR UNIT- II

7/31/2019 MHR UNIT- II

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By:- Asst Prof. Deepa Singh


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Definition: HRP is the process by which an organization

ensures that it has the right number and kind ofpeople, at the right place, at the right time, capable

of effectively and efficiently completing those tasksthat will help the organization achieve its overallobjectives. HRP translates the organizationsobjectives and plans into the number of workersneeded to meet those objectives. Without clear cut

planning, estimation of an organizations humanresource need is reduced to a mere guesswork.


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Future personnel needs

Part of strategic planning

Creating highly talented workforce Foundation for personnel functions

International strategies


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Increasing investment in humanresources

Resistance to change and move

Expand or contract

Cut costs


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Forecast personnel requirements

Cope with changes

Use existing manpower productively Promote employees in a systematic

manner


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Type & strategy of an organization:

Organizational growth cycles andplanning

Environmental uncertainties

Time Horizons

Type and quality of information

Nature of jobs being filled

Outsourcing


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Accuracy

Support

Numbers game


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Environmental Scanning

Organizational objectives and policies

HR Demand Forecast- Managerial Judgment

- -Ratio-trend analysis

- -Regression analysis

- Work-study Techniques

- HR Supply Forecast


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HR Programming

HR Plan Implementation

-Recruitment, Selection and Placement-Training & Development-Retaining and redeployment

-Retention Plan

Control and Evaluation:


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Steps in implementing an HRIS:

Step 1: Idea generation/inception & feasibilitystudy:

Step 2: Selecting a project team and defining

the requirements:

Step 3: Vendor analysis and Package

contract negotiation: Step 4: Training


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Job analysis is the process of

studying and collecting informationrelating to the operations and

responsibilities of a specific job. Theimmediate products of this analysis arejob descriptions and job specifications.


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Extent of employee involvement

The level of details

Timing and frequency of analysis Past-oriented versus future-oriented

Source of job data


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Job Specification: A statement of human qualifications necessary todo the job. It includes items such as:

Education

Experience Training

Judgment Initiative

Physical effort

Physical skills Responsibilities

Communication skills Emotional characteristics Unusual sensory demands such as sight, smell, hearing, etc.


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Support from top management

Single means and source

No training or motivation Activities may be distorted


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Job performance

Personal observation

Critical incidents Interview:

Questionnaire method


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Reduction of HR costs through moreeffective personnel procedures.

Ensuring timely compliance with legalrequirements.

A review of the departments information

system.

Creation of increased acceptance of thenecessary changes in the HR department.


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Audit of Human Resource Function:

Audit of Managerial Compliance

Audit of the Human Resource Climate Employee Turnover

Absenteeism


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Comparative approach:

Outside authority approach:

Statistical approach Compliance approach

Management by Objectives approach:


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: Recruitment is the process of findingand attracting capable applicants foremployment. The process begins when

new recruits are sought and ends whentheir applications are submitted. Theresult is a pool of applicants from

which new employees are selected.


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Meet the organizations social and legalrequirements regarding the composition of its workforce.

Begin identifying and preparing potential jobapplicants who will be appropriate candidates.

Increase organizational and individualeffectiveness in the short term and long term.

Evaluate the effectiveness of various recruitingtechniques and sources for all types of jobapplicants.


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Recruitment Planning:

-Number of contacts

-Type of contacts

Strategy Development-Make or buy

-Technological Sophistication:

-Where to look-How to look

-When to look


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Searching:

-Source activation

-Selling Screening:

Evaluation & Control:


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Internal sources

Present employees

Employee referrals Former employees

Previous applicants


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External sources of recruitment-Professional or trade associations-Advertisements:-Employment exchanges

-Campus recruitment-Walk-ins, write-ins and talk-ins:-Consultants:-Contractors-Displaced persons

-Radio and Television-Competitors-E-recruiting


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Selection is the process ofdifferentiating between applicants inorder to identify(and hire) those with a

greater likelihood of success in a job.


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Application Form:

Preliminary interview:

Selection Tests: Employment Interview:

One-to-one:

Sequential Panel


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Structured:

Unstructured

Mixed Behavioural:

Stressful


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The American Accounting AssociationsCommittee on Human Resource Accounting hasdefined Human Resource Accountingas theprocess of identifying and measuring data about

human resources and communicating thisinformation to interested parties. HRA, thus, notonly involves measurement of all the costs/investments associated with the recruitment,placement, training and development of

employees, but also the quantification of theeconomic value of the people in an organization.


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Recruitment costs

Selection costs:

Orientation costs Development costs


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It throws light on the strengths and weaknesses ofthe existing workforce in an organization. This inturn, helps the management in recruitmentplanning, whether to hire people or not.

It provides valuable feedback to managersregarding the effectiveness of HR policies andpractices. For example, high training costs maywarrant a change in policy, additional recruitmentexpenses in respect of a particular category of

employees may indicate the need for a bettercompensation package, high training costs maycompel managers to look at the returns over aperiod of time, etc.


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It is not easy to value the human assetsin an organization:

HRA is full of measurement problems

Employees and unions may not like theidea

There is no empirical evidence tosupport the idea:

MHR UNIT- II

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