1. MODULE – 2

2. H UMAN R ESOURCE P LANNING (HRP) According to Bruce P. Coleman ‘Manpower 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’

3. I MPORTANCE OF HRP Replacements of persons –retirement, old age, death etc Labour Turnover – need to recruit new people to take the position who left Expansion plans – whenever there is a plan to expand or diversify, the need of man power Technological Changes – Due to changing technological environment. Need to infuse fresh blood Assessing needs – Any shortage or surplus of persons in the organization

4. S TEPS IN M AN POWER P LANNING  Analysis of objective and strategic plans of the company  Preparing Manpower inventory  Manpower Forecasting Employment trends Replacement needs Productivity Absenteeism Expansion and growth Work load Analysis  Manpower Plans  Training and development programmes  Appraisal of manpower planning

5. R ECRUITMENT According to FLIPPO – ‘recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization’

6. R ECRUITMENT --METHODS Direct Methods : Representative of the organization are sent to the educational and training institutions Sending recruiters to seminars, conversations and fairs Some organization prepare the waiting list of those candidate who directly apply via companies website Ask employee to contact the public

7. R ECRUITMENT Indirect Methods : Advertisement in newspaper,journals,magzine On the radio and television Third party Methods : Public employment Exchange Management Consulting Firms Trade unions Labour contractors

8. SELECTION According to Dale Yoder Selection is the process in which candidates for employment are divided into two classes- those who are offered employment and those who are not

9. M ETHODS OF S ELECTION Evaluation of External & Internal Enviromnt Reception Preliminary Interview Blank Application form Selection tests Selection Interview Checking References Final Selection Physical examination Job offer Contract of employment Evaluation

10. Uses of TESTS and INTERVIEW : The general theory behind testing and interview in selection is that human behavior can be forecasted by sampling it. The test and interview creates a situation to which the applicant reacts, reactions are regarded as useful clues to his likely behavior in the work for which he is applying.

11. Types of TESTS  Intelligence Test : Range of abilities are measured in this test such as memory, vocabulary, verbal fluency, numerical ability, perception etc. Objective- to pick up employee who are alert and quick at learning things is that they can be offered adequate training to improve their skills for the benefit of the organizations.  Aptitude tests : To measure the specific mental abilities such as inductive and deductive reasoning. Objective- his presence of mind to tackle situation

12.  Personality Test : To discover clues to an individual’s value system,, his emotional reactions and maturity and what is sometimes is described as his characteristics mood Objective- usefulness of such tests for selection rests on the assumptions that a relationship can be found between a measurable personality trait and success on the job Interest tests : To discover a person’s areas of interest and to identify the kind of work that will satisfy him. Objective- people are most likely o be successful in jobs they like

13.  Achievement Test : o A measure of what a person has learned o Objective- knowledge and skills he/she acquires till date

14. T YPES OF INTERVIEW : A. Classification according to structure :  Unstructured or Non-directive Interview – No set of format to follow, so interview can take various directions  Structured or Direct interview – Questions and acceptable responses are specified well in advance

15. B. Classification according to the purpose of the interview  Stress Interview – purpose is to find out how a candidate behaves in a stressful situation i.e., whether he/she loses his temper, gets confused or frightened or feels frustrated. Generally S.I used for jobs wherein emotional balance or resistance to stress is required  Appraisal Interview – actually a discussion between the supervisor and employer discussing the employee’s rating and possible  Exit Interview – when a employee leaves the organization for any reason, an exit interview is often conducted to know the grievance and can have a solution for that

16. Classification According to the Interview’s content 1.Situational Interview – individual’s ability to project what is behavior will be in a given situation 2. Job related Interview – in job related interview, the interview tries to deduce what the applicant’s on-the-job performance would be. 3. Behavioral Interview – questions are asked how they have behaved in certain situation in past, and how hey will behave in future in specific situations

17. Classification According to administering the Interview  One on one Interview  Sequential Interview  Group Interview  Panel Interview

18. P LACEMENT Placement is the process of assigning a specific job to each one of the selected candidates. Sending the newly appointed to some department for work. Assigning a specific rank and responsibility to an individual

19. PROBLEMS INVOLVED IN PLACEMENT:  Employee Expectations: Employee expectations from the job are the main source for the problems in placement. If the employee expects high salary, independent and challenging and the job offers low salary dependent and routine work, the employee finds himself misfit to the job.  Job Expectations / Description: Sometimes the expectations from the employee are more than the employee’s ability or skills. Then the HR manager finds the mismatch between the job and employee.  Change in Technology: Technological changes bring radical changes in the job description and specification. These changes result in the mismatch in the employee and the job.  Changes in the organization structure: Business grand strategies like mergers, acquisitions, downsizing, etc., result in organizational structure and there by changes in jobs. These changes result in the misfit between employee and job.  Social and Psychological Factors: The social and psychological factors involved in team work or group formation sometimes results in mismatch.