Manpower Planning and Resourcing Unit 3

Unit 3 Role of Human Resources in

Manpower Planning
Structure
3.1 Introduction
Objectives
3.2 Inputs Provided by HR for Manpower Planning
Rewards & Recognition
Performance Feedback
Performance Appraisals
Knowledge Sharing
Publicize Good Performances of Employees
Discussions with Employees
The Surprise Factor
3.3 Key Human Resource Elements
3.4 Changing Role of HR Manager
New HR Role
HR as a Business and Strategic Partner
HR Role as an Employee Advocate
HR Role as a Change Agent
3.5 Summary
3.6 Glossary
3.7 Terminal Questions
3.8 Answers

3.1 Introduction
In unit 1 we learnt that 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 of people 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. In unit 1
you learnt that the manpower planning function conducts an orientation
program for 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.

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HRM techniques when properly practiced express the goals and operating
practices of the organization. HR plays a key role in risk reduction within
organizations. One of the biggest ways of reducing risk in organizations is
through manpower planning.
Many a time people tend to work in silos. The best practices within an
organization do not get shared with other work units, departments or other
locations. Here departments such as HR which by nature of their work,
interact with all departments for their business needs, can create a forum for
learning and share between units or departments in the same and different
locations.
HR organizes an all hands meet (one representative from each department)
at the same location on a weekly frequency or as suits the business to learn
about issues, identify solutions and share solutions. This can be held
between locations as well. This is where HR can play a great role of linking
departments in an organization
The role of the human resource manager is getting very specialized in large
corporates. Human resource managers may be responsible for one of the
specialized roles in large corporates such as manpower planning, hiring,
compensation and benefits, training & development, employee relations,
performance appraisals, statutory compliance, administrative and business
HR.
Objectives
After studying this unit you will be able to:
 List the inputs provided by HR for manpower planning
 Summarize the nine key human resource elements
 Describe the role of HR in manpower planning

3.2 Inputs Provided by HR for Manpower Planning

Some of the relevant inputs provided by HR for manpower planning are:
 Specific business goals of the organization drawn from the vision and
mission statement for the period for which manpower planning is to be
done.
 The controllable variables such as the productivity data, productivity
incentives, cost of training and cost of benching (if any). Benching here
refers to a state of having excess staff, mostly as a result of preparation
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for anticipated business requirements and occasionally as a result of

business process reengineering or some reduction in planned business.
 Which departments will grow and by what percentage?
 Which are the new confirmed clients likely to be added or withdrawing
during the course of the year?
 Which are the unconfirmed clients likely to be added or withdrawing the
business during the course of the year?
 The uncontrollable variables modifying the scenario for the year under
consideration (PESTLE). PESTLE stands for Political, Economic, Social,
Technological, Legal and Environmental Scenario.
 The maturity level of the organization in terms of people capability
between 1-5 wherein:
o level 1 is Initial (inconsistent management)
o level 2 is Managed (people management)
o level 3 is Defined (competency management)
o level 4 is Predictable (capability management)
o level 5 is Optimizing (change management)
 The changed organization structure at a high level in terms of the
business verticals and the support horizontals if any.
Apart from providing inputs for the orientation program, the HR function
provides the requisite inputs in each of the 5 steps of manpower planning.

Manpower
Step Inputs provided by HR
Planning Steps
1 Evaluate present Current inventory levels and inputs for orientation of
manpower representatives involved in manpower planning at the
inventory departmental level.
2 Manpower Goals, controllable variables, uncontrollable variables,
forecasting business projections, uncontrollable variables, maturity level
of the organization, changed organization structure if any.
3 Develop a Previous years plan versus actual, inputs regarding offers to
manpower joining ratios, target resource pool, challenges of recruitment
sourcing plan or and challenges of retrenchment.
retrenchment plan
4 Manpower Meeting headcount target based on budgets by allocation
allocation techniques used previously.
5 Building requisite Manpower training and development processes, challenges
competencies and costs.

Table 3.1: Inputs provided by HR

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Therefore it is safe to say that HR plays an important role in the manpower

planning process.
Human resource management is the strategic and coherent approach to the
management of an organization's most valued assets - the people working
there who individually and collectively contribute to the achievement of the
objectives of the business according to Michael Armstrong. Human resource
management (HRM) means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the job
and organizational requirements.
3.2.1 Rewards & Recognition
Employee reward systems refer to programs set up by an organization to
reward performance and motivate employees at individual or group level.
Reward is normally considered separate from salary but could be monetary
in nature or in kind. Employee recognition programs are often combined with
reward programs but they have a different purpose. Recognition is more of a
psychological benefit offered to the deserving employee.
Best practice # 1:
Companies provision for a budget to reward and recognize employees. A
member of the HR team ensures they seek from each department the list of
nominees for the rewards. The detailed performance report and contribution
is studied of the nominees by a selected panel. The panel decides which of
the nominees are deserving of the rewards and recognition. This process is
conducted monthly, quarterly, half-yearly and annually. The rewards
categories are pre-decided and a rewards and recognition event is held.
Employees are rewarded and recognized and positive energy is created.
3.2.2 Performance Feedback
Performance feedback enables employees to know how close they are
performing to the expected performance levels or how far they are from the
expected performance levels. Specific instances of lack of knowledge, skill
or behavior are noted. These instances if they are recurring in nature
particularly, then they are shared with the employee. This is done from an
improvement perspective and not to threaten or victimize employees. This
allows employees to understand that they need to work upon improving their
knowledge, skill or behavior.

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Organizations share performance feedback with employees at a regular

frequency. In some organizations it is shared fortnightly, monthly, quarterly,
half-yearly.
Employee performance feedback is collected from peers, colleagues,
seniors, subordinates, clients and the management.
Best practice # 2:
In some organizations the importance given to performance evaluation and
performance feedback is not really high. It is an activity that just needs to be
completed somehow. Then there are other organizations which give
performance evaluation and performance feedback the highest importance.
Not only is it important to complete the process, the leaders ensure that the
process is completed for all employees as per the frequency decided.
Leaders also ensure that the performance evaluation and feedback is
objective. Leaders review the feedback forms and the feedback comments.
Leaders sit in the performance feedback meetings to ensure appropriate
feedback is communicated in a positive manner to promote improvements.
3.2.3 Performance Appraisals
According to Edwin B. Flippo, a prominent personality in the field of Human
resources, "performance appraisal is the systematic, periodic and an
impartial rating of an employee’s excellence in the matters pertaining to his
present job and his potential for a better job." Performance appraisal is a
systematic way of reviewing and assessing the performance of an employee
during a given period of time and planning for his future.
Performance appraisal is a powerful tool to regulate, improve and reward
the performance employees. Performance appraisal helps evaluate
individual achievements and contribution to achieve overall organizational
goals.
Employee evaluation is done in every organization. It is a good practice that
links individual employee performance to their goals and to the objectives of
the organization. This system works well when achievements are traced on
a quarterly basis. For an honest review of each and every employee, the
evaluation should also be done not only by the supervisor but by another
employee at a higher level to whom the employee’s contribution is essential.
Ratings can also be taken from other employees. This ensures an honest

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and precise rating of each and every employee. In the corporate world, it is
often said, “perception is reality”. Therefore ensure the perception that you
allow others to create of you and your performance is excellent.
Example: An employee was given feedback at the end of 6 months that his
performance was poor for 3 months out of the last 6 months and needs
improvement for 3 months out of the last 6 months. Hence the employee
was asked to put in his papers and leave the organization. The employee
was very young and shocked to realize one fine day the manager asking
him to leave the organization. He said to the manager, I wish you had given
me my feedback monthly and made me understand, the importance of
getting a good performance rating. He said he had been casual about his
work, but did not expect this. He said he did not know what to go back and
tell his parents, about why he would stop going to work from the next day.
He requested the manager to ensure feedback was given at a higher
frequency and clearly the repercussions of poor performance were spelled
out so that no other employee would have to go through the depressing
phase of life that he would be now undergoing, post submitting his
resignation. At least, if they did end up being asked to leave, it would not be
a surprise, but a natural progression as the individual would have put in very
little effort to improve. He or she would have found an alternative job and not
suffer a loss of face with parents who had high hopes on him to pull the
entire family out of their woeful condition.
Best practice # 3:
Performance appraisals need to be objective. Objectivity comes in primarily
from linking the personality of the person to his/her performance. If the
personal traits of the employee score better than the performance, then
there is a challenge. Usually the personal traits drive performance. Some
organizations believe that personal traits should be scored equal to
performance. Higher personal traits score and lower performance scores
encourages employees to sustain in the organization without demonstrating
performance.
3.2.4 Knowledge Sharing
Sharing your knowledge and experiences is a wonderful way of improving
the employees and their work. Keeping all the important information in a
central database that can be easily accessed by each and every employee

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is a method of knowledge sharing. For example, if an employee is sent for a

particular training, the knowledge that is acquired by that employee can be
saved in these databases for future use and others to learn from it.
Innovative ideas that management feels is essential for employees, can be
saved here for all the employees.
Best practice # 4:
Organizations encourage the culture of sharing and knowledge
management. Many organizations have set up processes and dedicated
teams in an organization for knowledge management. Higher knowledge
leads to higher performance. According to knowledge management
research, even after employees put in a huge effort to share their
knowledge, they can only share 5% of their total knowledge in their life time.
But this 5% of knowledge sharing is instrumental in helping organizations
minimize costs, rework, enhance customer satisfaction and innovate.
3.2.5 Publicize Good Performances of Employees
Each and every organization has some employees who perform better than
the others. Such performances need to be recognized in meetings or
displayed on notice boards and posted on the intranet. This motivates the
high performing employee and also motivates other employees to give their
best performance. A good system would be to recognize high performers at
specific times in a year.
While recognition of talent is highly important, this recognition has to be
made public and what better way than holding ceremonies and announcing
to the whole world (the employees), the achievements of a fellow employee.
There can be nothing better for an employee than the heady feeling from a
resounding applause.
Best practice # 5:
Many companies publish the star of the month employees. Such employees
are recognized in public. Remember recognize in public and not in private.
Reprimand in private and not in public. There is no point recognizing
individuals in private, it is as good as not recognizing the performance of the
individual. Organizations actually hold a major celebration or event to
recognize the stars of the month or quarter.

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3.2.6 Discussions with Employees

Successful organizations nurture ideas of employees because the
employees are the closest to the business operations and customers. They
know the business better than any management would ever know it.
Employees can provide the best ideas. The management should seek
employee ideas.
Best practice # 6:
Suggestion boxes should be placed to receive ideas. Through this system,
the management can find good talented employees and develop them.
3.2.7 The Surprise Factor
Everyone likes surprises? The employees deserve a surprise – when they
are least expecting it. It could be a gift voucher or a small reward. Surprises
don’t have to be limited only to the best performers, but it can be given to
other employees as an incentive too. Any employee in the organization can
be given this surprise reward.
Such healthy HR practices encourage growth of the organization as it is the
employees after all who play a major role in the well-being of an
organization. Making an employee feel important proves to be of success to
the firm or organization.
Self Assessment Questions
1. A happy ________ makes the employees feel good about being there.
2. Successful organization’s nurture _______ of employees because the
employees are the closest to the business operations and customers.
3. ___________ don’t have to be limited only to the best performers, but it
can be given to other employees as an incentive too.

Activity 1:
Meet two employees of different reputed organizations and ask them to
state one of the best HR practices of their organization, along with an
example. Ask them to state the benefits of the best HR practice to the
employees and the organization. Share this information in the EduNxt
Discussion form for this subject.

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3.3 Key Human Resource Elements

Every firm or organization needs to be 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. 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 vision, mission, goals and objectives.
These goals need to be cascaded down to every employee in the
organization based on the job role. Performance targets are achieved
through strategic initiatives, operational excellence and adherence to core
values of the organization. Organizations implement interventions of
employee development to achieve higher standards of performance.
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
 People developer
 Business operator
The individual contributor job roles do not require too much in terms of team
working skills. However the people developer job roles and business
operator job roles require extensive team working skills. Based on the job
role category, hiring of candidates is decided. Individual contributors need to
be excellent in their domain area. They are expected to manage their role
independently most of the times.

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. These skills are required over and above the domain
area competencies.

Organizations allow for people to grow in the areas of their interest and
motivate them to develop competencies in all three categories to become a
versatile general management leader. This allows such a leader to be

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flexible and deployable on literally any challenging assignment in any

department. In difficult times, such leaders can be counted upon to deliver.
Also they gain by virtue of their deployment in different functions, an
understanding of different departments and their challenges. This enables
them to eventually lead SBU’s (strategic business units) or the entire
organization.
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. You require as much knowledge as possible to put
together a job description, which is the outcome of the actual job. Therefore,
job analysis refers to various methodologies for analyzing the requirements
of a job.
Activities involved in Job Analysis
Job analysis may include activities such as:
 Questioning the importance of doing each of the activities currently
done by the job role holder
 Identify ways to eliminate or minimize time on non value added
activities if any
 Evaluate the workload and therefore reconsider the job responsibilities
of the job role holder
 Research, study and observe sample job descriptions
 Analyze duties, tasks and responsibilities required for a job role
 Research and share with other retailers that have similar jobs
 Articulating important outcomes or contributions required from the job
role holder
IV) Individual and Team Development
Organizations have to identify the needs for employees’ skill development,
competency development, and educational needs. Organizations also
identify the growth needs and aspirations of employees. This is done at the
individual level and at the team level. Interventions are planned to enhance
the skill, competencies of employees. Other initiatives encourage
employees to undertake further education along with work. This enables the
employees to gain relevant competencies so as to be able to contribute to

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their organization far more effectively. Managers and HR is the critical link to
ensure employee aspirations and growth needs are met.
V) Career Planning and Career Path
Organizations aim to help employees recognize their strengths and
weakness and to apply these strengths, weaknesses, aptitudes and abilities
to future work. If an organization shows the career path to each and every
employee and enables employees with potential then these employees
climb up the corporate ladder. Career planning builds stickiness and allows
for employees to get promoted or earn more.
Managers need to ensure once a stipulated time period of service is
completed by the employee, then the employee must be shown his career
path based on his/her potential without wasting an extra day. The employee
should be made to feel special and valued. His/her growth should be the
interest of the organization as well.
Sometimes employees feel they are in a one way relationship with the
organization. That is employees are contributing, but the organization does
not care much about them. By ensuring such career planning exercises are
conducted without delay as per a schedule, employees feel valued and
wanted. Then they see the relationship as a two way relationship of give and
take. Career planning leads to employee stickiness with the organization. It
also creates a sense of belonging and a sense of ownership.
Some organizations work out a career path for employees in each of the job
roles. Each job role holder could eventually climb up the career path which
could lead to one or more jobs in one or more departments at a higher level
or with greater competencies. Candidates for the next job role are identified
by HR and the respective line managers. An updated list of such probable
candidates is always readily available with HR and the line managers. In the
event of an opening, such candidates apply and are evaluated for the job
role. The best candidate is promoted.
Some organizations work out a career path for employees in each of the job
roles. Each job role holder could eventually climb up the career path which
could lead to one or more jobs in one or more departments at a higher level
or with greater competencies. Candidates for the next job role are identified
by HR and the respective line managers. An updated list of such probable

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candidates is always readily available with HR and the line managers. In the
event of an opening, such candidates apply and are evaluated for the job
role. The best candidate is promoted
VI) Hiring
Organizations may define job roles and fills positions and roles with qualified
and competent people from within and/or outside the organization. How
does an organization conduct orientation and induction for these new
employees? Many employees join an organization eager to start contributing
from day one. To their utter dismay employees find that nobody is having
the time to enable them to start contributing from day one. This leads to
employees forming the first opinion that the organization is not keen for
employees to contribute from day one. Hiring is the first step of bringing a
person into the organization. The major responsibility begins thereafter in
keeping the employee gainfully engaged. Those organizations which believe
in gainfully engaging their employees experience the least HR challenges.
Those organizations which do not understand the value of engaging their
employees always struggle with HR issues.
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. It aims at identifying those employees
who stand a chance of succeeding an executive on his retirement or
promotion or any other eventuality. The succession plan lists the job role or
position and the potential candidates for the job role. It has their name,
current job designation, age, present performance, and by when they can be
promoted. Such employees are groomed for the job role by their mentors,
HR and supervisors.
Remember if you have 5 probable candidates for succession to a vital job
role, all these candidates harbor strong aspirations for the role. When the
actual succession happens, only 1 of the 5 candidates makes it to the job.
This leads to frustration, disappointment amongst the remaining
4 candidates. Remember these are 4 of your top performers. What happens
when a few of them quit and go? Suddenly there is a gap in leadership in
the departments in which they were operating. A plan needs to be in place
to handle gaps in leadership, post announcing the successor for a vital job

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role. Also at least 2-3 contenders should be groomed for a position to be

filled. These succession plans are supposed to be kept confidential.
However with every successful high performing employee receiving offers
every now and then, it is sometimes considered that this valuable
succession plan should not be kept confidential but instead communicated
to motivate the employees to stick around and not look out of the
organization.
VIII) 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.
Example:
Scenario: Excess Supply (general skill set)
Job A – Middle management - INR 4 Lakhs – INR 8 Lakhs (based on
weighted relevant experience).
Scenario: Short Supply (highly specialized skills set)
Job B – Middle management – INR 8 Lakhs – INR 12 Lakhs (based on
weighted relevant experience).
A conscious decision is also taken to allow for overlap of salary ranges
between the preceding and the next band or level to offer flexibility to hiring
managers to attract the best talent. A conscious decision may be taken by
the organization to be the employer offering salaries in the 85th percentile.
That is the organization chooses not to be the highest paying (100th
percentile) in the industry. It may however be the best employer in the
industry from a work environment perspective. Such organizations want to
attract talent because of their brand equity and not the money that they
offer.
IX) Compensation, Recognition & Rewards
Every organization follows their own strategy in terms of compensation,
benefits, rewards, recognition and promotions. These are 5 levels available
to the organization to meet and exceed the expectations of its high
performers in specific and employees in general.

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Smartly used the 5 levers enable to retain the best talent of the organization
and minimize attrition. Poor usage leads to dissatisfaction, frustration and
eventually high attrition.

Motivators Type of performers

Recognition One off high performers deserve recognition
Rewards Consistent high performers deserve a reward
Benefits (Bonus) Consistent high performers creating extra value for the
organization deserves a bonus
Compensation Inconsistently exceeds expectations with potential for growth
(Salary) or high performer receives increment greater than inflation.
Promotion Consistently exceeds expectations (Best)

Ensure that all the deserving candidates get the right motivator. Do not miss
suitably motivating a deserving candidate. Communicate very early that
what type of motivators will be offered to which type of performers. It
motivates the non performers to become performers and performers to
move up the performance chain to get the highest motivator of all.
Self Assessment Questions
4. Employee _________ is a good practice that links individual employee
performance to their goals and to the objectives of the organization.
5. Employee performance __________ is taken from peers, colleagues,
seniors, subordinates and the management.

3.4 Changing Role of HR Manager

The role of the HR professional is changing with the times. In the past, HR
managers were often judged as the systematizing, policing arm of executive
management. Their role was very closely associated with personnel and
administration functions that were often viewed by the organization as
paperwork.
As you consider the initial HR function in many companies, comes out of the
administration or finance department because hiring employees, paying
employees, and dealing with benefits were the organization's first HR
requirements. In this role, the HR professional served executive agendas
well, but was often viewed as a road block by much of the rest of the
organization.

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3.4.1 New HR Role

The role of the HR manager must parallel the requirements of his or her
changing organization. Successful firm or organizations are becoming more
adaptable, adjustable, quick to change direction, and customer-centric.
Within the boundaries of this environment, the HR professional, who is
considered to be important by managers, is a strategic partner, an employee
sponsor or advocate and a change mentor. At the same time, the HR
generalist still has responsibility for employee benefits administration,
employee payroll, and employee paperwork, especially in the absence of an
HR assistant.
Depending on the size of the organization, the HR manager has
responsibility for all of the functions that deal with the requirements and
activities of the organization's people. The new role of HR managers in
present times in retail organizations is that of a business and strategic
partner.
3.4.2 HR as a Business and Strategic Partner
In organizations, to guarantee their viability and ability to contribute, HR
managers need to think of themselves as strategic partners. In this role, the
HR manager contributes to the development of and the achievement of the
organization-wide business goals and objectives.
The HR business goals and objectives are confirmed to support the
attainment of the overall strategic business goals and objectives. The HR
representative is knowledgeable about the design of work systems in which
the employees succeed and contribute. This strategic partnership impacts
HR services such as the design of work, hiring, rewarding, recognition and
strategic pay; performance development and appraisal systems; career and
succession planning; and employee development.
To be successful business partners, the HR managers have to think like
business people, know finance and accounting, and be accountable and
responsible for cost reductions in all HR programs and processes. HR
managers have to prove they are business savvy.
3.4.3 HR Role as an Employee Advocate
As an employee supporter or advocate, the HR manager plays an important
role in organizational success by way of his knowledge about and

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recommendation of people. It also includes expertise in how to create a

healthy work environment in which employees will choose to be motivated,
contributing, and happy.
Encouraging effective methods of goal setting, communication and
empowerment through responsibility, builds employee ownership of the
organization. The HR professional helps in establishing the organizational
culture and climate in which employees have the competency, concern and
commitment to serve customers well.
The HR manager provides employee development opportunities, employee
assistance programs and profit-sharing strategies. It provides approaches to
problem solving and regularly scheduled communication opportunities.
3.4.4 HR Role as a Change Agent
The constant assessment of organizational efficiency results in the need for
the HR professionals to frequently lead change initiatives. Both knowledge
and ability to execute successful change strategies make HR professionals
exceptionally valued by the organization.
Knowing how to link change to the strategic requirements of the
organization will minimize employee dissatisfaction and resistance to
change. The HR professional contributes to the organization by constantly
evaluating the efficiency of the HR function. S/he also sponsors change in
other departments and in work policies and practices. To promote the
overall success of the organization, the manager champions the
identification of the organizational mission, vision, values, goals and
objectives. Finally, it helps determine the measures that will tell how well the
organization is succeeding in all of this.

Self Assessment Questions

6. Employees need to be rewarded and ___________ for their work.
7. __________ _________ determines the arrangement of jobs, roles and
provides a list of qualified candidates.
8. Successful organizations are becoming more adaptable, adjustable,
quick to change direction, and ___________-____________.
9. Encouraging effective methods of goal setting, communication and
empowerment through responsibility, builds employee ownership of the
organization.

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10. In organizations, to guarantee their viability and ability to contribute, HR

managers need to think of themselves as _________ partners.

3.5 Summary
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 of people and the right kind of people at
the right place at the right time for doing the right things.
HR can encourage the use of industry best practices in human resource
management such that the organization benefits by seeing higher
performance and productivity levels. Additionally the employees of the
organization will be far more engaged and therefore it would leave very little
scope for attrition.
Human resource management is the strategic and coherent approach to the
management of an organization's most valued assets - the people working
there who individually and collectively contribute to the achievement of the
objectives of the business according to Michael Armstrong. Human resource
management (HRM) means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the job
and organizational requirements.
Apart from providing inputs for the orientation program, the HR function
provides the requisite inputs in each of the 5 steps of manpower planning.
HRM practices of an organization enable employees to maintain their
individuality and provide an opportunity to perform beyond their own
potential. HR can contribute to manpower planning also by implementing the
key human resource elements. HR can contribute to manpower planning by
conducting job analysis, acting as a link between departments; ensuring
deserving candidates get promotions, by playing the role of a change agent
and employee advocate; by playing the role of a business and strategic
partner; and finally adapting to the changing role of HR.

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3.6 Glossary

Term Description
Candidates People who want to apply for a job in firms or organizations
Job analysis Is to gather information about that job
Nurture Employees To further train or educate employees to do better in their
jobs
Promotion An employee is given a higher position in the organization
as he has qualified himself or is competent to perform that
job well.

3.7 Terminal Questions

1. Explain in brief the role of HR manager.
2. State any five key elements of HR that Fabulous India a firm should
follow to be successful.
3. As an HR manager of a firm which 2 key elements and resources will
you keep in mind while taking decisions? Why?
4. Explain the new role of HR as a business and strategic partner.
5. Discuss performance feedback and performance appraisal.

3.8 Answers
Answers to Self Assessment Questions
1. Workplace
2. Ideas
3. Surprises
4. Evaluation
5. Feedback
6. Appreciated
7. Career Path
8. Customer-Centric
9. Communication
10. Strategic

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Manpower Planning and Resourcing Unit 3

Answers to TQ
1. Refer section 3.4
2. Refer section 3.3
3. Refer section 3.3
4. Refer section 3.4.2
5. Refer section 3.2.2 and 3.2.3
Recommended Reading
 Pandey R.K. (1992). Manpower Planning in Banks. India: Deep and
Deep Publications.

References
Books
 Rao, S.P. (2010). Personnel and Human Resource Management.
Mumbai: Himalaya Publishing House
 Tripathi, P.C. (2009). Human Resource Development. New Delhi: Sultan
Chand and Sons
 Mahapatro, B.B. (2010). Human Resource Management. New Delhi:
New Age International Publishers
 Aggarwala, D.V., (2008) Manpower: Planning, Selection, Training and
Development. India: Deep and Deep.
E-references
 [Link]
(Retrieved on 13 May 2010)
 [Link]
(Retrieved on 13 May 2010)
 [Link]
(Retrieved on 13 May 2010)
 [Link]
(Retrieved on 13 May 2010)
 [Link]
(Retrieved on 13 May 2010)

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