krishna 1

Strategic Human Resource Management 1-B

Strategic Human Resource Management 1-B

Human Resource Planning

Factors affecting HRP

Training and Development

krishna 2

Job AnalysisJob Analysis

Job analysis -The procedure for determining the duties and skill requirements of a job. The kind of person to be hired for it.

Steps involved in JA methods a. Collecting and recording job information.b. Checking the job information for accuracy.c. Writing job descriptions based on the information.d. Using the information to determine ,abilities and

knowledge required for the job.e. Updating the information from time to time. JA data serve as the foundation for most of the HRM

practices.

krishna 3

Job Analysis MethodsJob Analysis Methods

Popular job analysis methods Observation - analyst watches employees

directly/indirectly. ( films , CC TV ) on the job. Individual Interview - selected candidates are extensively

interviewed and the results of a number of these interviews are combined into a single job analysis.

Group Interview Structured Questionnaire Diary Method Technical Conference Method

krishna 4

Uses of Job Analysis Information

krishna 5

Job Description

Job description -A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of job analysis.

Job specification: A statement of the minimum acceptable qualification that an employee must possess to perform a given job successfully.

krishna 6

Job Descriptions

Job description - A written statement of what the worker actually does, how it is done, and working conditions.

Sections of a typical job description

– Job identification

– Job summary

– Responsibilities and duties

– Authority of potential candidate

– Standards of performance

– Working conditions

– Job specifications

krishna 7

Job Design

Job design - decides the fit between individual skills and the demands of the job. Aligns task demands and individual capabilities. Has great influence on the productivity and level of satisfaction. Jobs have to be designed To fit new techniques or organization structures. To provide opportunities, challenges and avenues for

creativity. To give authority , responsibility and discretion. To improve relationship between employer and

employees.

krishna 8

HR PlanningHR Planning

Planning - A decision making process. Provides basis for economical and effective action in the future.

Effective planning …. Helps integrated action. Reduces the number of unforeseeable crisis. Promotes use of more efficient methods. Provides basis for managerial function of control. Assures focus on organizational objective.

krishna 9

Balancing supply and demandBalancing supply and demand

HRP What and HOW ??

HRP - getting the right number of qualified people into the right jobs at the right time.

HRP - Deciding the number and type of HR required for each job, unit and the total company for a particular future date in order to carry out organizational activities

HRP How - HRP is a process of comparing HR supply with HR demand. 

krishna 10

Factors that determine HR Plans

krishna 11

HRP -ObjectivesHRP -Objectives

To Recruit and retain HR of required quantity and quality Foresee employee turnover-- make arrangements to

minimize it -to fill up consequent vacancies Meet needs of the expansion, diversification programmes. Assess surplus or shortage of HR and take necessary

measures to make best use of HR Estimate cost of HR training – Foresee the impact of technology On work - On existing employees - On future HR

requirements

krishna 12

HRP -ObjectivesHRP -Objectives

To improve: Standards/ Quality , Skill , Knowledge, Ability

To minimize imbalance caused due to non-availability of HR of

Right kind Right number In right time Right place

krishna 13

HR planning process

krishna 14

External Govt Policies Level of Economic

Development. Business Environment Level of Technology Natural factors International Factors

Internal Strategies & HR Policy of

the firm Formal & Informal groups Job analysis Time Horizons Type & Quality of info Production & Operation

policy Trade Unions

Factors affecting HRP

krishna 15

krishna 16

The Planning Process

Analyze environment(forecasts, benchmarks, contingencies,

competitor analysis, scenarios)

Set objectives

Determine requirements

Assessresources

Develop action plans

Implement plans

Monitor outcomesFeedback Feedback

krishna 17

Planning Options during surplus

Don’t replace employees who leave Offer incentives for early retirement Transfer or reassign excess employees Use slack-time for employee training or equipment

maintenance. Reduce work hours. Freeze hiring Lay off employees

krishna 18

Planning Options during shortagePlanning Options during shortage

Recruit new full time employees Offer incentives for postponing retirement Rehire retired employees part/ Full time Attempt to reduce turnover Work present staff overtime Subcontract work to another firm Hire temporary employees Reengineer to reduce needs Outsource an entire function Use/ improve technology to increase Productivity.

krishna 19

HR Forecasting TechniquesHR Forecasting Techniques

Important forecasting methods : i. Managerial judgment – Based on experience

Eg: Experts value variables and use these values in prediction equations or

Experts integrate the results of mathematical methods with less quantifiable information into a final subjective forecast.

Most organizations use combination of Judgmental and Mathematical methods.

krishna 20

HR forecasting techniques

ii. Statistical Technique A. Ratio-trend analysis –Ratios are calculated from the past

data. These ratios are used for the estimation of the future HR requirements.

B. Econometric models – Built for HRP - by analyzing the past statistical data and by bringing the relationship among variables

C. Work study techniques : Total production and activities in terms of clear units are

estimated in a year. Human hours required to produce each unit is calculated. Then the required number of employees is calculated.

krishna 21

HR ForecastingHR Forecasting

Delphie Technique Is a decision making tool. Estimates received from managers. HR experts summarize and report back to experts.

Analyzed again and decided.

New Venture Analysis - new ventures complicate employment planning.

Compare HR needs in line with other similar companies. Eg. A steel plant going into coal mines determine from

other coal mines

krishna 22

HR ForecastingHR Forecasting

Key Predictive factors - To locate key indicators with which total manpower correlates highly.

HR department must examine - Eg; sales volume, units produced, clients served.

These factors yield a good co-relation between number of employees and changes in business factors.

krishna 23

Recruitment & SelectionRecruitment & Selection

Recruitment Precedes the selection. Finding, developing the

sources of prospective employees . Attracting them to apply for jobs in an organization .

Positive activity - attracts & coaxes people to apply.

Selection Process of finding out the

most suitable candidate. Negative activity as

it rejects more candidates

krishna 24

Orientation & placementOrientation & placement

Orientation - Providing new employees with basic information about the employer, work rules, culture, policies.– Orientation or induction is introducing new employees to – an organization– to their specific jobs and departments– in some cases to their community.

Socialization -The final step in the staffing process. Orienting new employees to:– The firm. The work units, The firm’s policies and

procedures, organizational culture.–

krishna 25

AssignmentAssignment

1. What are the functions and objectives of HRM? 2. What is Strategic HRM?3. What do you understand by (a) Job Analysis (b) Job

Design © Job description? 4. Explain factors affecting HRP.5. Why is recruitment important? What are the sources of

recruitment?6. Why is selection called a negative activity? What are the

tools used for selection?7. Due date Next class 1st session

krishna 26

Training and DevelopmentTraining and Development

Kuan Chung Tzu – 7th century BC Chinese Philosopher. If you wish to plan for a year –sow seeds If you wish to plan for 10 years – plant trees If you wish to plan for a lifetime – develop human

beings (HR)

krishna 27

Training and Development

(T&D) Training –Improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g. Employee orientation, – Skills & technical training, Coaching– Training - teaching lower-level employees how to

perform their present jobs.– Developing - teaching managers and professional

employees broad skills needed for their present and future jobs. Preparing for future responsibilities.

– Increasing the capacity to perform well at a current job

krishna 28

Training NeedsTraining Needs

Training Need - the gap which exists between the required and the actual standards of performance.

Need Assessment - Identification of any special problem of the job and analysis of any particular skill needed to meet the problem.

krishna 29

Training Needs

Assessment of needs Organizational / departmental requirements & weakness Identifying specific problems-employee/ job specification Management requests / observation Interviews / group Conference Questionnaire survey - Test or examination Check lists - Performance appraisal

krishna 30

Training methods

On- the- job Methods Job Rotation Coaching Job Instruction Step-by-step training Committee assignments Expanded Responsibilities Job Rotation or cross-

training

Off-the-job Methods Vestibule training Role Playing Lecture methods Conference / discussion Programmed instruction

krishna 31

Training Programme Evaluation (TPE)

Process of TP Evaluation- Any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.

5 levels at which TPE can take place1. Reactions -Immediate assessment of reaction to TP.

Knowing trainees expectation in advance and collecting his/her views regarding attainment of expectation

2. Learning3. Job Behaviour4. Organization5. Ultimate Value

krishna 32

5 levels at which TPE can take place5 levels at which TPE can take place

4. Organization --Use of training, learning and change in job behaviour of department / organization

Increased productivity, quality , morale ,Sales turnover

5. Ultimate Value - the measurement of the ultimate result of the TP to

A. company goals -Survival, Growth, profitability

B. Individual goals - Personality development

C. Social goals – maximizing social benefit

krishna 33

Methods of TPEMethods of TPE

Observation & measurement of job behaviour, attitudes before and after TP.

Cost benefit analysis- Measurement of absenteeism, turnover, wastage, accident, breakage and maintenance of machinery.

Seeking opinion of trainee’s colleagues and subordinates on job performance.

krishna 34

krishna 35

Training - conclusion

Training is designed to provide practice in recognizing and solving the types of problems-

Focusing not only on What happened in other projects but Why ?.

krishna 36

Final Thought –T&DFinal Thought –T&D

Training is not a cure for everything- - Problems can be due to

Poor quality of raw material Faulty equipments, Defective design Poor organizational climate /culture Unhygienic / unpleasant environment All these cannot be created / included in vestibule or any

method of training.

The conventional definition of management is getting work done through people, but real management is developing people through work.