HRM-301

- MBA SEMESTER 3 SUBJECT CODE & NAME HRM301  – MANPOWER PLANNING & RESOURCING

Set –I

Q.1.What are the key human resource elements? Explaining the key human resource elements

Answer:Every firm or organization needs to weak itself up to the changing times in order to achieve its goals and objectives and to be successful. Every manager must have an understanding of these elements and how it functions. f unctions. There are nine key HR elements that every human resource manager needs to practice or pay attention to when making decisions. They are:

I) Planning and Evaluating Employees: - Organizations need to articulate the vi sion, mission, goals and objectives. These goals need to cascade down to every employee in the organization based on the job role. Employee performance is evaluated against documented goals to decide action steps in terms of rewards, training and development. II) Job Design: - Some organizations have categorized jobs into 3 categories: Individual contributor:-Individual contributors need to be excellent in their domain area. People developer & Business operator:-In people developer job roles and business operator job roles, interpersonal skills, communication skills, ability to build rapport and working in teams is a critical requirement. III) Job Analysis: - Job analysis is a procedure to collect information or data about the job duties, responsibilities, required skills, and work environment or atmosphere of a particular kind of job. IV) Individual and Team Development: - Organizations have to identify the needs for employees’ skill development, competency development, and educational needs. Organizations also identify t he growth needs and aspirations of employees. This is done at the individual level and at the team level. V) Career Planning and Career Path: - Organizations should aim to help employees recognize their strengths and weakness and to apply these strengths, weaknesses, aptitudes and abilities to their future work. If an organization shows the career path to each eac h and every employee and enables employees with potential then these employees climb up the co rporate ladder fast. Career planning brings clarity and allows for employees to get promoted or earn more.

VI) Hiring:-Hiring is the first step of bringing a person into the organization. The major responsibility begins thereafter in keeping the employee gainfully engaged.

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VII) Succession Planning: - A variation of career planning is succession planning which is conducted not for all employees in the organization by only for some selected vital roles and positions in the organization. VIII) Job Classification: - An organization develops a process for evaluating the level and appropriate salaries for different jobs and roles. An industry benchmarking exercise is undertaken every year. The salary ranges for each job role are decided. IX) Compensation, Recognition & Rewards: - Every organization follows their own strategy in terms of compensation, benefits, rewards, recognition and promotions. Motivators Recognition Rewards Benefits (Bonus) Compensation (Salary) Promotion

Type of performers One of the high performers deserve recognition Consistent high performers deserve a reward Consistent high performers creating extra value for the organization deserves a bonus Inconsistently exceeds expectations with potential for growth or high performer receives increment greater than inflation. Consistently exceeds expectations (Best)

Q.2. what do you mean by Human Resource Accounting (HRA)? Discuss the objectives and advantages of HRA. Definition of Human Resource Accounting Describing the objectives of HRA Describing the major benefits of HRA

Answer:According to, The American Accounting Association’s committee (1973), Human resource accounting is “the process of identifying and measuring data about human resources and communicating this information to interested parties”.

Human resource accounting is capable of helping the management in various ways it can support managerial decisions involving human resource allocation, projection and scheduling in the organization. The purpose of human resource accounting is to facilitate the managers in planning, supervising and controlling human resource in the most effective manner.

The objectives of Human Resource Accounting:-

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iii. Provide methods and standard for evaluating the worth of people to the organization effectively. iv. Enable effective management and monitoring of resources v. To report progress or retardation of human assets vi. Form the base for developing management principles by reporting financial outcomes of decisions taken

The major benefits of HR accounting:It checks the corporate plan of the organisation. The corporate plan aiming for expansion, diversification, changes in technological growth etc. has to be worked out with the availability of human resources for such placements or key positions. If such manpower is not likely to be available, HR accounting suggests modification of the entire corporate plan. It offsets uncertainty and change, as it enables the organisation to have the right person for the right job at the right time and place. It provides scope for advancement and development of employees by effective training and development. It helps individual employee to aspire fo r promotion and better benefits. It aims to see that the human involvement in the organisation is not wasted and brings high returns to the organisation. It helps to take steps to improve employee contribution in the form of increased productivity. It provides different methods of testing to be used, interview techniques to be adopted in the selection process based on the level of skill, qualifications and experience of future human resources. It can foresee the change in value, aptitude and attitude of human resources and accordingly change the techniques of interpersonal management.

Q.3. what is Manpower Planning? Mention five essential elements/steps of manpower planning.

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Manpower planning:The manpower planning function ensures there is a balance struck between the generated manpower demand forecast and the manpower supply forecast to ensure hiring the right number and the right kind of people at the right place at the right time for doing the right things. The manpower planning function is a key part of the HR function. Manpower planning function conducts an orientation program for fo r the representatives of each department engaged in developing the manpower demand forecast at the department level. The HR function enables the manpower planning function to obtain all the relevant inputs that would constitute the contents of the orientation.

The five essential elements/steps of manpower planning:Step 1

Manpower Planning Steps Evaluate present manpower inventory

2

Manpower forecasting

3

Develop a manpower sourcing plan or retrenchment plan

4

Manpower allocation

5

Building requisite competencies

Inputs provided by HR Current inventory levels and inputs for orientation of representatives involved in manpower planning at the departmental level. Goals, controllable variables, uncontrollable variables, business projections, uncontrollable variables, maturity level of the organization, changed organization structure if any. Previous years plan versus actual, inputs regarding offers to joining ratios, target resource pool, challenges of recruitment and challenges of retrenchment. Meeting headcount target based on budgets by allocation techniques used previously. Manpower training and development processes, challenges and costs.

SET-I

Q.1. Discuss in details the Employee Exit Process. Explaining the Employee Exit process in detail. Answer:-

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Submits his resignation to his Manager. The Manager should put his comments on the resignation letter and forward it to HR. (these comments can be to be relieved by dd/mm/yyyy, or some other special comments) HR on receipt of the Resignation letter, enters in the software, the date of receipt of resignation letter, terms and conditions of resignation if any special is there. and comments of Manager, the payroll changes are made accordingly accor dingly as per the relieving date decided , the software generates the receipt of resignation letter, along with a no dues format, with employee name, roll no, dept already preprinted on the no dues format. These letters and format are handed over by HR to employee, + details of PF transfer forms, withdrawal forms as applicable. All the payroll changes, PF changes are scheduled to take action on the relieving date in software. HR prepares the matter of Relieving letter and gives it to the Manager for suggestions / comments. The relieving letter is kept ready. Usually before / on the relieving day or some 2 days ago, the employee submits all no dues, and other forms to the HR and takes his relieving letter. The sample questions below will help to facilitate these goals. They must be used as soon as the employee and the organization are aware that the employee will be leaving. It is only appropriate not to leave these questions until the exit interview. “How will the employees knowledge be advantageous to the organization; their opinions, experience, introductions to their contacts, col leagues etc., before the employee leaves?” “Will the employees meet up happily with managers or successor or colleagues to advise them so that the organization will benefit from their knowledge and experience before their departure?” “How to help the employees to pass on knowledge and experience to their successor before they leave the organization?” “How and when will the employee prefer to pass on knowledge to the successor?” How does the organization agree for this knowledge to be transferred?” Are employees happy to

help the organization by naming a successor?” Employer’s or HR managers will get the most for the organization and be able to best help to the

departing employee by being positive, constructive, understanding and helpful, prior to and during the exit interview process. Treat people with respect and dignity, and usually they will respond in kind.

Q.2.What are the benefits of setting up a training academy? Benefits of setting up a training academy Answer:-

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lesser experience are also considered. The candidates are charged fees for this course and are hired on successful completion of the course.

Benefits of setting up a training academy:i. Reduced Hiring Costs – As lesser number of employees are hired through consultants and more number of students are hired from the training academy, the hiring cost is reduced. Also the organization generates revenue on every candidate trained. ii. Reduced Training Cost – During the training period the candidates are not paid salary, so the cost of salaries paid during the training period is saved. The cost of salaries is a big component of training costs. For a BPO offering an average salary of INR 10,000 per month and a training duration of 2 months. Salary costs are INR 20,00 0 per employee during training. For e.g. if the BPO have hired 1000 employees last year and trained them for 2 months, then it borne the cost of 2 Crores towards their salaries during those 2 months training period. If it sets up an academy, it does not have to pay salary during training period and hence can save 2 crores in terms of salary costs. iii. Reduced Training Period – Train to Hire process completely concentrates on training the new candidates. Only the selected candidates are paid at the end of the training. As a large chunk of the training is conducted by the academy, the training period of the company reduces substantially. Their go-live time is the shortest. iv. Improved Bench Strength  – Through “Train to hire” model, the organization has ready replacements available in case of employee turnover or in case of requirement of additional manpower for expansion. The academy always has excess people than what the organization requires. This gives the organization the flexibility to backfill at short notice and expands the business in the shortest possible time. The c andidates ready in waiting to join the organization is called the bench strength. Training Academy is either situated in the existing part of the organization’s premises or a low cost

area where the cost of land is relatively cheap. Organizations set up the Training Academy in the existing premises because it saves them any additional cost and makes it easier to make resources available to the candidates. Sometimes, the organization is reluctant to use its office space to avoid any administrative issues, maintain safety, and to avoid information leakage about their products or schemes etc.

Q.3. Write short notes on the following: a) Competency Mapping b) Succession Planning Answer:a) Competency Mapping:-

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The competency mapping process needs to be strongly integrated with these aspects. Competency models should be developed using behavioral interview methods so that the organization creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Competency is the ability of a person to perform a particular job in the best possible manner. Competency is a combination of skills, ski lls, knowledge, behavior, motivation and values. Competency is a product of and not a sum of the above factors, i.e. Competency = Hard Skills x Soft Skills x Domain Knowledge x General Knowledge x Behavior x Motivation x Values. Competency mapping requires a systematic process to be f ollowed. A large set of assessments need to be created or exi sting assessment tools need to be used. The exi sting assessment tools could include psychometric analysis and are available by paying a license fee per person who needs to be assessed.

b) Succession Planning:One of the types of career planning is succession planning. Succession planning is a technique for identifying and developing internal employees with the potential to fill important organizational positions. Succession planning ensures the availability of experienced, skilled and competent employees that are prepared to assume these roles as they become available. Succession planning increases the progress of qualified employees from individual contributors to managers and leaders. Thus: It prepares present employees to undertake key roles It develops talent and long-term growth of employees It improves workforce capacities and performance of employee It improves employee commitment and thus enables retention of employees It ensures its support to employees throughout their employment term It meets the career development requirements of existing employees