unit i manpower planning

CONSTRUCTION CONSTRUCTION PERSONNEL PERSONNEL

MANAGEMENTMANAGEMENT

MANAGING YOURSELFMANAGING YOURSELF

““Self-knowledge is the Self-knowledge is the beginning of self-beginning of self-

improvement”improvement”


Think… there must be a BETTER way!Think… there must be a BETTER way! Do it NOWDo it NOW ASK for itASK for it The future is NOWThe future is NOW A POSITIVE attitude paysA POSITIVE attitude pays THINKING is hard workTHINKING is hard work Problems are only SOLUTIONS in disguiseProblems are only SOLUTIONS in disguise Most problems are really the ABSENCE of ideasMost problems are really the ABSENCE of ideas Learn by LISTENING. Understand by Learn by LISTENING. Understand by

REFLECTINGREFLECTING


SIMPLIFY your lifeSIMPLIFY your life There is NO RIGHT WAY to do something wrongThere is NO RIGHT WAY to do something wrong Making excuses does not hurt anybody but Making excuses does not hurt anybody but

YOURSELFYOURSELF A liar is NOT believed when he speaks the truthA liar is NOT believed when he speaks the truth Think, decide, do what YOU think is rightThink, decide, do what YOU think is right The key to success is knowing YOURSELFThe key to success is knowing YOURSELF The greatest loss is the loss of SELF-CONFIDENCEThe greatest loss is the loss of SELF-CONFIDENCE Learn to say “NO”Learn to say “NO” PRACTICE makes perfectPRACTICE makes perfect

ATTITUDEATTITUDE

What is ATTITUDE?What is ATTITUDE? Factors affecting Attitude:Factors affecting Attitude:

Environment: home, school, Environment: home, school, cultural,…cultural,…

ExperienceExperience

EducationEducation

IMPORTANCE OF ATTITUDEIMPORTANCE OF ATTITUDE

Balloon Balloon vendorvendor – balloon flies, NOT by its – balloon flies, NOT by its colour but by what is INSIDE?colour but by what is INSIDE?

Success of individuals? They THINK and Success of individuals? They THINK and ACTACT

Human Resource – most valuable asset; Human Resource – most valuable asset; unfortunately, is most wastedunfortunately, is most wasted

People can be biggest asset and/or liabilityPeople can be biggest asset and/or liability

ATTITUDE…ATTITUDE…

TQP – Total Quality PeopleTQP – Total Quality People People smile at you when you go to People smile at you when you go to

shopping and in aeroplanes – artificiallyshopping and in aeroplanes – artificially If you desire – it will come automaticallyIf you desire – it will come automatically French philosopher Pascal was asked – if I French philosopher Pascal was asked – if I

had your brain I would be a better person, had your brain I would be a better person, he replied be a better person and will have he replied be a better person and will have my brainmy brain


Acres of diamonds:Acres of diamonds: If your attitude is right, you have acres of If your attitude is right, you have acres of

diamondsdiamonds Other side is always greeneryOther side is always greenery The same opportunity never knocks twice. The same opportunity never knocks twice.

The next one may be better or worse.The next one may be better or worse.


David and Goliath:David and Goliath: He is too big to hit; he is too big to missHe is too big to hit; he is too big to miss Great organisations not measured by Great organisations not measured by

wages and working condition, but by wages and working condition, but by feelings, attitude and relationshipsfeelings, attitude and relationships

Two reasons for an employee to be idle:Two reasons for an employee to be idle: Don’t know – trainingDon’t know – training Don’t want to do – attitudeDon’t want to do – attitude

UNIT IUNIT I

MANPOWER MANPOWER PLANNINGPLANNING

INTRODUCTIONINTRODUCTION

Manpower…Manpower… Manpower = Human ResoursesManpower = Human Resourses Construction Manpower…Construction Manpower… Manpower Planning…Manpower Planning…

CONTENTSCONTENTS

Unit I Unit I – – MANPOWER PLANNINGMANPOWER PLANNINGManpower Planning, Organising, Manpower Planning, Organising,

Staffing, Directing, Controlling, Staffing, Directing, Controlling, Personnel PrinciplesPersonnel Principles

MANPOWER PLANNING MANPOWER PLANNING DEFENITIONDEFENITION

Defenition / What is Manpower Planning?Defenition / What is Manpower Planning?

… … a strategy for the acquisition, a strategy for the acquisition, utilisation, improvement and retention of utilisation, improvement and retention of an enterprise’s human resourses…an enterprise’s human resourses…

NEED FOR MANPOWER PLANNINGNEED FOR MANPOWER PLANNING

Manpower Planning is needed for:Manpower Planning is needed for: recruitment of sufficient and stable staffrecruitment of sufficient and stable staff their retention in the organisationtheir retention in the organisation the optimum utilisation of the staffthe optimum utilisation of the staff the improvement of the staff performancethe improvement of the staff performance the disengagement of staff, as necessarythe disengagement of staff, as necessary

MANPOWER PLANNING TYPESMANPOWER PLANNING TYPES

Types and decisions made by managers:Types and decisions made by managers:

TypeType Decision requiredDecision required

Existing staffExisting staff Performance appraisalPerformance appraisal

ProductivityProductivity

DeploymentDeployment

Equal oppurtunitiesEqual oppurtunities

TrainingTraining

RemunerationRemuneration

Promotion / Career developmentPromotion / Career development

New recruitsNew recruits Recruitment methodsRecruitment methods

Selection proceduresSelection procedures

InductionInduction

TrainingTraining

Terms of contractTerms of contract

MANPOWER PLANNING TYPESMANPOWER PLANNING TYPES

Table contd…Table contd…

TypeType Decision requiredDecision required

Potential staffPotential staff Recruitment methodsRecruitment methods

Public relationsPublic relations

Wage / salary levelsWage / salary levels

Employee benefitsEmployee benefits

LeaversLeavers Dismissal for poor performanceDismissal for poor performance

RetirementsRetirements

Redundancy proceduresRedundancy procedures

Labour turnoverLabour turnover

PERSONNEL FUNCTION’S ROLEPERSONNEL FUNCTION’S ROLE

According to Institute of Personnel According to Institute of Personnel Management, the personnel function’s role Management, the personnel function’s role in human resourses planning are:in human resourses planning are:

To simulate awareness amongst To simulate awareness amongst management of the importance of planning management of the importance of planning human resourse policies and programmes human resourse policies and programmes for the future well being of the enterprisefor the future well being of the enterprise

To encourage the allocation of appropriate To encourage the allocation of appropriate resources to training, retraining and resources to training, retraining and development of staff to meet development of staff to meet organisational and individual needs, rather organisational and individual needs, rather than relying mainly on external than relying mainly on external recruitment or on ‘ad hoc’, unplanned recruitment or on ‘ad hoc’, unplanned internal moves.internal moves.

PERSONNEL FUNCTION’S ROLEPERSONNEL FUNCTION’S ROLE

To work closely with management and To work closely with management and advise on the development and advise on the development and implementation of up-to-date approaches implementation of up-to-date approaches to planning the human resourceto planning the human resource

To monitor and adapt plans on a To monitor and adapt plans on a continuing basis with corporate and line continuing basis with corporate and line managementmanagement

LINE MANAGEMENT’S ROLELINE MANAGEMENT’S ROLE

According to Institute of Personnel According to Institute of Personnel Management, the line management’s role Management, the line management’s role in human resourses planning are:in human resourses planning are:

To give systematic consideration to the To give systematic consideration to the factors likely to affect their part of the factors likely to affect their part of the organisation over coming years and the organisation over coming years and the likely impact of these factors on the likely impact of these factors on the numbers and skills of the people numbers and skills of the people employed.employed.

To identify the training and development To identify the training and development needs of staff in the light of performance, needs of staff in the light of performance, potential and likely positions to be filled.potential and likely positions to be filled.

LINE MANAGEMENT’S ROLELINE MANAGEMENT’S ROLE

To ensure that employees clearly To ensure that employees clearly understand the standards of performance understand the standards of performance required of them and how these link to the required of them and how these link to the reward system.reward system.

To discuss training and development To discuss training and development needs with employees in the light of the needs with employees in the light of the organisation’s objectives and to organisation’s objectives and to implement the human resource plan.implement the human resource plan.

To establish regular and relevant systems To establish regular and relevant systems of communication with employees and to of communication with employees and to monitor their effectiveness.monitor their effectiveness.

MANPOWER PLANNING PROCESSMANPOWER PLANNING PROCESSCorporate objectives

Assess personnelsupply

Existing Potential

Market demand Labour market

Demand for personnel

Training plansRecruitment plans Promotion / succession plans

Retirement / redundancyprogrammes

Pay / productivityproposals

Periodic reviews

Personnel estimates

ASSESSING DEMAND FOR LABOURASSESSING DEMAND FOR LABOUR

Three question raised at this stage Three question raised at this stage are:are:

Should we train our own staff for selected Should we train our own staff for selected key posts?key posts?

Should we buy in experienced people from Should we buy in experienced people from outside?outside?

How much time is required to staff this How much time is required to staff this procedure?procedure?

GROSS DEMAND FOR LABOURGROSS DEMAND FOR LABOUR

Corporate objectives

Organisation’s demand for labour

Demand for the organisation’s

goods / services

Intentions and plans

External pressure

s

NETT DEMAND FOR LABOURNETT DEMAND FOR LABOUR

Corporateobjectives

Organisation’s netdemand for labour

Demand for thegoods / services Existing staff nos.

and skills available

Trade union pressures

Technologyavailable Short-term

contract staff

Recruitment

Externalconsultancies

ESTIMATING PERSONNEL ESTIMATING PERSONNEL REQUIREMENTSREQUIREMENTS

Estimating the no. of personnel is Estimating the no. of personnel is done in the following ways:done in the following ways:

By exercising managerial judgementBy exercising managerial judgement By using Work Study techniquesBy using Work Study techniques By using statistical techniquesBy using statistical techniques

ASSESSING THE SUPPLY OF ASSESSING THE SUPPLY OF LABOURLABOUR

The major areas to be reviewed are:The major areas to be reviewed are: The existing workforce (the internal labour The existing workforce (the internal labour

market)market) The supply of potential employees (the external The supply of potential employees (the external

labour market)labour market)

A typical analysis of supply will focus on the A typical analysis of supply will focus on the following:following:

Existing staffExisting staff NumbersNumbers CategoriesCategories SkillsSkills PerformancePerformance FlexibilityFlexibility PromotabilityPromotability

Potential staffPotential staff LocationLocation CategoriesCategories SkillsSkills TrainabilityTrainability AttitudesAttitudes CompetitionCompetition

Less leaversLess leavers RetirementsRetirements Wastage ratesWastage rates RedundanciesRedundancies DismissalsDismissals

ASSESSING INTERNAL LABOUR ASSESSING INTERNAL LABOUR MARKETMARKET

Managers need to ask typical questions as:Managers need to ask typical questions as: What What categoriescategories of staff do we have? (engineers, of staff do we have? (engineers,

workers, etc.,)workers, etc.,) How manyHow many people do we have in each category? people do we have in each category? What What skillsskills are available among existing workers? are available among existing workers? What is the What is the level of performancelevel of performance of various employee of various employee

categories?categories? How easyHow easy is it to transfer employees between jobs? Are is it to transfer employees between jobs? Are

individual skills individual skills transferabletransferable? What is ? What is trade union viewstrade union views on this point?on this point?


How many of our employees are How many of our employees are ready forready for promotionpromotion into more demanding roles? What into more demanding roles? What training could be reasonably provided to training could be reasonably provided to assist assist promotionspromotions??

Do we have any Do we have any age relatedage related problems due to problems due to imbalances between experienced and imbalances between experienced and inexperienced staff?inexperienced staff?

Is there Is there balance between sexesbalance between sexes, as required?, as required? Are Are minority groupsminority groups properly represented? properly represented? What is What is labour turnover ratelabour turnover rate? How many are ? How many are to to

retireretire? Any ? Any redundanciesredundancies? How many ? How many dissatisfactory leaversdissatisfactory leavers? Any ? Any trendstrends, if any?, if any?


Answers to the questions are in Answers to the questions are in categories:categories:

The supply available more or less matches The supply available more or less matches the forecast of demand by staff categorythe forecast of demand by staff category

The supply exceeds forecast requirements The supply exceeds forecast requirements in one or more categoriesin one or more categories

The supply falls short of requirements in The supply falls short of requirements in one or more categoriesone or more categories

LABOUR PERFORMANCE INDICESLABOUR PERFORMANCE INDICES

Labour Turnover Index:Labour Turnover Index:

No. of employees leaving during the yearNo. of employees leaving during the yearX 100X 100

Average numbers employed during the yearAverage numbers employed during the year

Labour Stability Index:Labour Stability Index:

No. of leavers with more than 1 year’s serviceNo. of leavers with more than 1 year’s service X 100X 100

No of employees employed one year agoNo of employees employed one year ago

STAFF TURNOVERSTAFF TURNOVER

Advantages:Advantages: It provides incentive to recruit fresh staffIt provides incentive to recruit fresh staff It enables organisations to shed staff more It enables organisations to shed staff more

easily when redundancies are plannedeasily when redundancies are planned It opens up promotion channel for longer-It opens up promotion channel for longer-

serving staffserving staff It introduces an element of ‘self-selection It introduces an element of ‘self-selection

among new employees, which may save among new employees, which may save dismissals at a later datedismissals at a later date

STAFF TURNOVERSTAFF TURNOVER

Disadvantages:Disadvantages: Additional cost of replacement recruitmentAdditional cost of replacement recruitment Disruptions to production of goods or Disruptions to production of goods or

services caused by leaversservices caused by leavers Additional training costs, especially Additional training costs, especially

induction and initial job traininginduction and initial job training Wasted investment in peopleWasted investment in people May lead to difficulties in attracting new May lead to difficulties in attracting new

staffstaff

EXTERNAL LABOUR MARKETEXTERNAL LABOUR MARKET

Factors affecting external Labour MarketFactors affecting external Labour Market

Organisation’s abilityto make full use ofthe labour market

Trade unionattitudes Population

changes

Education /Training

oppurtunities

Wage / salarylevels

Newtechnology

Level of economicactivity

Nature ofCompetitionFor labour

Governmentpolicies

BENEFITS OF PLANNED APPROACHBENEFITS OF PLANNED APPROACH

The possible benefits from a planned The possible benefits from a planned approach to the acquisition, use and deployment approach to the acquisition, use and deployment of people throughout the organisation include:of people throughout the organisation include:

Appropriately skilled and flexible workforceAppropriately skilled and flexible workforce Ability to respond to changeAbility to respond to change Stability in the core of the workforceStability in the core of the workforce Reduced need to recruit externallyReduced need to recruit externally Improved morale and employee relationsImproved morale and employee relations Improvement in quality of product / servicesImprovement in quality of product / services Higher productivityHigher productivity

ORGANISINGORGANISING

Defenition Defenition … … the process of ordering and the process of ordering and

coordinating activities…coordinating activities… … … the process of forming an Organisationthe process of forming an Organisation

Organisation is a social entity formed by a Organisation is a social entity formed by a group of peoplegroup of people

IMPORTANT POINTSIMPORTANT POINTS

… … in the process of Organising:in the process of Organising: Defining specific purpose/goals (mission Defining specific purpose/goals (mission

statements, organisation policies and statements, organisation policies and strategies)strategies)

Composing of people (knowledge, skills and Composing of people (knowledge, skills and competencies… in groups and individuals)competencies… in groups and individuals)

Having a degree of structure (corporate Having a degree of structure (corporate structures like functions/divisions… task structures like functions/divisions… task structures and roles allocated)structures and roles allocated)

……contcont

Utilising technology (machines, information Utilising technology (machines, information processing)processing)

Operating in the context of an external Operating in the context of an external environment (social, technical, political, environment (social, technical, political, market and economic…)market and economic…)

Developing an own dominant value system Developing an own dominant value system or culture (organisation values, management or culture (organisation values, management style and sub-cultures like R&D, Marketing, style and sub-cultures like R&D, Marketing, etc.)etc.)

STAFFINGSTAFFING

The process of staffing or staff selection The process of staffing or staff selection is:is:

… … to attract sufficient numbers of to attract sufficient numbers of relevant applicants relevant applicants

… … to identify the most suitable applicants to identify the most suitable applicants and persuade them to join the organisation and persuade them to join the organisation

SALIENT FEATURESSALIENT FEATURES

APPLICATIONS• Application forms• CVs• Letters

REFERENCES

SELECTION TESTS• Intellectual ability• Aptitude• Personality

INTERVIEWS• One-to-one• Two-to-one• Panels

SELECTION DECISION

SHORT LISTING PROCESS

KEY STAGESKEY STAGES

Sifting through application forms or CVsSifting through application forms or CVs Drawing up a shortlist of candidatesDrawing up a shortlist of candidates Inviting and conducting interviews (including Inviting and conducting interviews (including

selection tests)selection tests) Making a decision about choice of Making a decision about choice of

candidatescandidates Making an attractive offer and confirming itMaking an attractive offer and confirming it Writing to successful candidatesWriting to successful candidates Notifying appropriate managers of decisionNotifying appropriate managers of decision

DIRECTING AND DIRECTING AND CONTROLLINGCONTROLLING

PERSONNEL PRINCIPLESPERSONNEL PRINCIPLES

PERSONNEL DEFENITIONPERSONNEL DEFENITION

Defenition / What is Personnel?Defenition / What is Personnel?

As per the former Institute of As per the former Institute of Personnel and Development described the Personnel and Development described the personnel function as follows:personnel function as follows:

It is that part of management which is It is that part of management which is concerned with people at work and with concerned with people at work and with their relationships within an enterprise. their relationships within an enterprise.

PERSONNEL AND MANPOWERPERSONNEL AND MANPOWER

Comparison between Personnel – Manpower:Comparison between Personnel – Manpower:

Personnel Management impliesPersonnel Management implies HRM impliesHRM implies

Reactive, servicing roleReactive, servicing role Proactive, innovative roleProactive, innovative role

Emphasis on implementation of Emphasis on implementation of proceduresprocedures

Emphasis on strategyEmphasis on strategy

Specialist departmentSpecialist department General management activityGeneral management activity

Focus on employees’ needs in their Focus on employees’ needs in their own rightown right

Focus on employee requirements Focus on employee requirements in the light of business needsin the light of business needs

Employees seen as cost to be Employees seen as cost to be controlledcontrolled

Employees seen as investment to Employees seen as investment to be nurtured as well as cost to be be nurtured as well as cost to be controlledcontrolled

Presumption of union-management Presumption of union-management conflictsconflicts

Conflicts dealt with by team Conflicts dealt with by team leaders within their teamsleaders within their teams

PERSONNEL AND MANPOWERPERSONNEL AND MANPOWER

Comparison contd…Comparison contd…

Personnel Management impliesPersonnel Management implies HRM impliesHRM implies

Preference for collective Preference for collective bargaining of pay and conditionsbargaining of pay and conditions

Management-led planning of Management-led planning of people resources and employment people resources and employment conditionsconditions

Emphasis on settling pay more in Emphasis on settling pay more in terms of the organisation’s internal terms of the organisation’s internal marketmarket

Emphasis on competitive pay and Emphasis on competitive pay and conditions to stay ahead of conditions to stay ahead of competitorscompetitors

Serving other departments / unitsServing other departments / units Contributing ‘added value’ to Contributing ‘added value’ to businessbusiness

Supporting changeSupporting change Stimulating changeStimulating change

Challenging business goals in light Challenging business goals in light of effects on employeesof effects on employees

Total commitment to business Total commitment to business goalsgoals

Less flexible approach to staff Less flexible approach to staff deploymentsdeployments

Completely flexible approach to Completely flexible approach to staff deploymentsstaff deployments

ROLE OF PERSONNEL / HRM ROLE OF PERSONNEL / HRM TODAYTODAY

In the contemporary situation, the prime In the contemporary situation, the prime role of personnel / HR practitioners is that role of personnel / HR practitioners is that of developing the organisation’s staff of developing the organisation’s staff resources so as to enable people to make resources so as to enable people to make a flexible, multi-skilled contribution to the a flexible, multi-skilled contribution to the overall aims of the organisation, be it a overall aims of the organisation, be it a business or in the public sector.business or in the public sector.

VIEW OF PERSONNEL/HRMVIEW OF PERSONNEL/HRM

A stakeholder view of personnel/HRM A stakeholder view of personnel/HRM (the contemporary situation)(the contemporary situation)

Personnel / HRDirector

Shareholders / Community

Competitors for labour

Customers / end-users

Suppliers

Personnel / HR colleagues

Existing workforce

Government state bodies

Top management

Personnel employees

Trade unions

Line managers

Direct Link

Indirect Link

DIRECT INFLUENCEDIRECT INFLUENCEDirectly influential relationships on the personnel / Directly influential relationships on the personnel / HR practitioner are:HR practitioner are:

Top management – to devise and implement Top management – to devise and implement effective human resource policies effective human resource policies

Line managers – expectations for recruitment, Line managers – expectations for recruitment, training, competitive salaries, advice on training, competitive salaries, advice on employment law and effective personnel employment law and effective personnel administrationadministration

Personnel / HR colleagues – expectations of clear Personnel / HR colleagues – expectations of clear direction and effective leadership of HR functiondirection and effective leadership of HR function

Existing workforce – fair treatment at work, chances Existing workforce – fair treatment at work, chances for training and development, and better pay, etc., for training and development, and better pay, etc.,

INDIRECT INFLUENCEINDIRECT INFLUENCEIndirectly influential relationships on the personnel / Indirectly influential relationships on the personnel / HR practitioner are:HR practitioner are:

Customers / end-users – their reaction bring great Customers / end-users – their reaction bring great pressures on those responsible for staff training and pressures on those responsible for staff training and competence; customers can affirm a business’s competence; customers can affirm a business’s reputation, or can destroy it; all they want is an reputation, or can destroy it; all they want is an effective and reliable service at an attractive price, effective and reliable service at an attractive price, in which personnel / HR function ahs a key role to in which personnel / HR function ahs a key role to playplay

Shareholder / the Community – apart from positive Shareholder / the Community – apart from positive outcomes such as healthy balance report, etc., the outcomes such as healthy balance report, etc., the shareholders, as the community expect some shareholders, as the community expect some facilities such as health and education, etc.,facilities such as health and education, etc.,

INDIRECT INFLUENCEINDIRECT INFLUENCEIndirectly influential relationships contd.:Indirectly influential relationships contd.:

Government / State bodies – expect performance as Government / State bodies – expect performance as per standards, legal path and public accountabilityper standards, legal path and public accountability

Trade unions – expect better working conditions, etc., Trade unions – expect better working conditions, etc., and also recognition of unions with no independent and also recognition of unions with no independent representation of employees, etc.,representation of employees, etc.,

Potential Employees – expect training and Potential Employees – expect training and promotions, fair treatment, etc., which have direct promotions, fair treatment, etc., which have direct bearing on reputation of employer in labour marketbearing on reputation of employer in labour market

Competitors for labour – their staff-poaching actions Competitors for labour – their staff-poaching actions ends in costly-improvement of existing arrangementsends in costly-improvement of existing arrangements

MATRIX OF PERSONNEL / HRM MATRIX OF PERSONNEL / HRM CARECARE

Employees and customers – a matrix of Employees and customers – a matrix of personnel / HRM care:personnel / HRM care:High

HighLow

Pampered workforce / Angry customers

Motivated workforce / Highly satisfied customers

Stressed, unhappy workforce / Satisfied customers

Minimal staff motivation / High level of customer complaints

Inconsistent employee commitment / patchy customer service

Level of care for customers

Level of

care

for

em

plo

yees

INFLUENCING FACTORS INFLUENCING FACTORS

On standing of personnel / HRM specialists:On standing of personnel / HRM specialists:

Strengthening factorsStrengthening factors Weakening factorsWeakening factors

Political / visionary skills possessed Political / visionary skills possessed by personnel / HR practitionersby personnel / HR practitioners

Inept personnel / HR practitionersInept personnel / HR practitioners

Perceived competence of Perceived competence of personnel / HR staffpersonnel / HR staff

Personnel / HR function performing Personnel / HR function performing only a servicing roleonly a servicing role

Top management supportTop management support Lack of top management supportLack of top management support

Involvement in strategy-makingInvolvement in strategy-making Personnel / HR managers not Personnel / HR managers not involved in strategy processinvolved in strategy process

Ongoing need for staff Ongoing need for staff development and trainingdevelopment and training

Training undertaken by line unitsTraining undertaken by line units

INFLUENCING FACTORSINFLUENCING FACTORS

Factors contd…:Factors contd…:

Strengthening factorsStrengthening factors Weakening factorsWeakening factors

Large-scale recognitions in Large-scale recognitions in trainingtraining

Stable organisation with little Stable organisation with little demand for changedemand for change

Expansion of business requiring Expansion of business requiring emphasis on recruitment and emphasis on recruitment and trainingtraining

Static business conditionsStatic business conditions

Crisis in employee relations, Crisis in employee relations, especially trade unions involvedespecially trade unions involved

No change from workforce No change from workforce

Business critically reliant on Business critically reliant on people as opposed to technology people as opposed to technology (e.g. services)(e.g. services)

Role of people less important than Role of people less important than that of technical considerationsthat of technical considerations

ON THEIR OWNON THEIR OWNPersonnel / HR specialists come into their own, when:Personnel / HR specialists come into their own, when:

They have encouragement and support of top They have encouragement and support of top managementmanagement

They are fully involved in the strategy process (i.e., They are fully involved in the strategy process (i.e., they become part of top management)they become part of top management)

They are perceived as fully competent in their They are perceived as fully competent in their specialismspecialism

There is a high level of movement of people There is a high level of movement of people throughout the organisationthroughout the organisation

There is continuing staff-development need at all There is continuing staff-development need at all levelslevels

The function is headed by manager who has good The function is headed by manager who has good grasp of policies of corporate role of management grasp of policies of corporate role of management and can exploit itand can exploit it

STANDARDS IN STANDARDS IN EMPLOYEES EMPLOYEES RELATIONRELATION

CIPD (Chartered Institute of Personnel and CIPD (Chartered Institute of Personnel and Development, a professional body for personnel Development, a professional body for personnel managers in the UK) members are expected managers in the UK) members are expected (under the Code of Professional Practice, 1996) to (under the Code of Professional Practice, 1996) to respect some standards respect some standards in relation to employeesin relation to employees::

……maintain high standards of accuracy in the maintain high standards of accuracy in the information and advice they provide to employers information and advice they provide to employers and employees…and employees…

……must be prepared to act as counsellors to must be prepared to act as counsellors to individual employees, pensioners and dependents individual employees, pensioners and dependents or to refer them… to other professionals or helping or to refer them… to other professionals or helping agencies…agencies…

……maintain fair and reasonable standards in their maintain fair and reasonable standards in their treatment of individuals…treatment of individuals…

STANDARDS IN STANDARDS IN EMPLOYEES EMPLOYEES RELATIONRELATION

An analysis of personnel management roles An analysis of personnel management roles undertaken by Storey (Developments in the undertaken by Storey (Developments in the Management of Human Resources, 1992) Management of Human Resources, 1992) resulted in the following types*, out of resulted in the following types*, out of dominant stylesdominant styles##::

StrategicStrategic## InterventionistInterventionist##

Non-Non-

interventionistinterventionist##TacticalTactical##

Changemakers*

Advisers* Regulators*

Handmaidens*

FACTORS INFLUENCING ROLESFACTORS INFLUENCING ROLESThe range of roles exercised by personnel / HR The range of roles exercised by personnel / HR practitioners depends, in the final analysis, on the practitioners depends, in the final analysis, on the following factors:following factors:

The nature of the competitive business environmentThe nature of the competitive business environment The nature and extent of other external factors, such The nature and extent of other external factors, such

as the legal frameworkas the legal framework The extent to which top management is prepared to The extent to which top management is prepared to

involve them in organisation’s business planninginvolve them in organisation’s business planning The degree of skills possessed by the seniorsThe degree of skills possessed by the seniors The way in which power and authority is dealt withinThe way in which power and authority is dealt within The extent of change as organisation’s consistent The extent of change as organisation’s consistent

featurefeature

INTERNATIONAL ASPECTSINTERNATIONAL ASPECTS

Japanese OrganisationsJapanese Organisations American OrganisationsAmerican Organisations

Offer lifetime employment Offer lifetime employment ((core core workersworkers))

Generally offer short-term Generally offer short-term employmentemployment

Promote from withinPromote from within Recruit from outsideRecruit from outside

Career paths are non-specialisedCareer paths are non-specialised Generally specialised career pathsGenerally specialised career paths

Shared decision makingShared decision making Individual decision makingIndividual decision making

High degree of mutual trust / loyalty High degree of mutual trust / loyalty between managers and employeesbetween managers and employees

Varying degrees of trust / loyalty Varying degrees of trust / loyalty between managers and staffbetween managers and staff

Importance of collective Importance of collective responsibilityresponsibility

Individual responsibility for resultsIndividual responsibility for results

Long term performance appraisalLong term performance appraisal Short-term performance more Short-term performance more importantimportant

Success seen in terms of co-Success seen in terms of co-operative effortsoperative efforts

Success seen in terms of individual Success seen in terms of individual achievementsachievements

unit i manpower planning

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