Project report on manpower planning

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by: Under the supervision of :

Sakshi Prof. Barinder singh

Class Roll No:14923 [Department of commerce

University Roll No:200447 and management]

Specialization:HRM

Semester:VI

Session:2022-2023

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Certificate

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 Declaration

I SAKSHI a bonafide student of B.B.A in General Shivdev Singh

Diwan Gurbachan Singh Khalsa College, Patiala, would like to
declare that the dissertation entitled MANPOWER PLANNING
submitted by me in partial fulfilment of the requirements for the
award of the degree of BACHELORS IN BUSINESS ADMINSTRATION
is my original work and the conclusions drawn therein are based on
the material collected by myself .

The report submitted is my own work and has not been duplicated
from any other source. I shall be responsible for any unpleasure
situation.

Sakshi

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 PREFACE

The concept of Manpower Planning in any organization is an issue which

deserves attention because it constitutes a major focus on the objective of
an organization which is meant to foster effectiveness in the collective use of
human talents for the overall benefit and interest of the employee and the
organization . Consequently, for any organization to survive the changing
needs in manpower utilization acquisition from excessive labour turnover
low productivity, it has become paramount to imbibe a vibrant Manpower
Planning strategy by closely forecasting the present and future levels of
employees required for its sustainability in the rapid changing society.

Manpower planning is defined as the process of assessing an

organizationalManpower needs in the light of organizational goals and
changing conditions and ma!ing plans to ensure that a competent stable
work force is employed and retained."However the actual planning process
will vary a great deal from one organization to another. Even though various
definitions of Manpower planning have been given by some schools of
thought such as James Walker,Pattern,and Fayana [2002]

ACKNOWLEDGEMENT

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 With the completion of my project entitled “MANPOWER PLANNING ”, I
would like to extend my sincere gratitude and a word of thanks to the
[Link] kaur inspired me to think beyond and to always look for better
solutions

I am also thankful to PROF. NAME ([Link] SINGH )& our (HOD)

[Link] KAUR whose support was unflinching & very important in the
completion of my report and to give it the final shape. I am deeply inspired
by her profound thoughts, which took me to light whenever the path became
difficult for me to grasp.

I would like to put my thanks on record to the HR Executive [Link] pal

who guided me about the ‘manpower planning’ in his Company and helped
me in showing how the work process is being carried out there.

THANKYOU

SAKSHI

INDEX

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ABOUT THE COMPANY

Solitaire Infosys private limited is a private incorporated on 6 June 2011. It

is classified as non-govt. Company and registered at registrar of companies,
Chandigarh its authorized share capital is Rs.900000 and its paid up capital
is Rs.900000. It is involved in other computer related activities.

Complete IT solution provider

It is a leading software and web application development company, based in

Mohali, which provides high quality comprehensive services to enterprises
across a wide range of platforms and technologies are major areas of
expertise in providing quality, cost effective software and web development.

Our focus is on understanding the diverse and mission critical need each of
our clients to understand is to be able to deliver. The competence and
experience of our company gives us a competitive edge by making sure we
provide the best service and product to our clients. Our high quality
standards enable us to deliver reliable and error free software applications
despite the complexity.

Campus Edge

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Campus Edge is a beneficial campus resource planning software that helps
institutes in better functioning. The management, storage, and
administration tasks get easier with our software. This ERP software will
reduce our manual efforts and we will be able to maintain all our records
more easily.

Believe in Empowering Innovation through Technology

Companies design bilateral and interactive online experiences for their

clients with vast knowledge of the latest industry trends and technologies.
Company solution and service are created keeping in mind our client’s
requirements & expectations and international standard as well.

Company Expertise

Solitaire Infosys helps enterprises, whether established or startups, to build

and grow customer-centric digital products for mobile and web. Our clients
trust our experience of our decade and our expertise that we have gained
after numerous successful deliveries in various fields. We delivered
satisfactory services to our clients with an aim of helping their business in
growing and reaching their organizational goals.

Our Vision

We visualize becoming the most trusted and respected IT service provider

across the globe with our vibrant, dynamic, and value-based IT solutions
that revolve around our clients, team, and international standards. Solitaire
Infosys Pvt. Ltd. envisions becoming a reliable partner to all its clients and
focusing on doing everything ethically and rightly. We are always open to
accept our mistakes and have the nerve to do the necessary changes.

Our Goal

To grow and flourish as a leading company, to be admired globally to provide

at most IT infrastructure and technical support services.

Delivering great work experience to our clients is what we aim at.

Solitaire Infosys Pvt. Ltd. Is an acclaimed IT service provider contributing its

part in the development of many businesses around the globe. We socialize
with our clients to get a superior cognizance of their business and
requirements and help in fabricating websites and applications for their

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business. Founded in 2011 by a dynamic duo with the same aim and zeal,
we have come a long way in satisfying our clients.

We are serving our clients with world-class services for more than seven
years now. The clients are delivered with the best IT solutions after we have
developed a great understanding of their business and requirements. Our
team works on the client projects like its own and that is the reason why we
hold the edge in the league.

With every project that we deliver, we deliver our respect, creativity, quality,
transparency, and teamwork to our clients. We have the experience,
expertise, and capabilities to enable organizations to accelerate their service
processes in every possible way. We are known for our excellent customer
satisfaction, cost-effectiveness, and innovative skills that are unparalleled.

Work

How is working in solitaire Infosys special? Find out about the work culture
and career growth opportunities in solitaire Infosys at their office in Mohali.
Follow them here and find out about their team, the fun and the work they
do and stay updated with recruitment news and updates of solitaire Infosys.

Looking for in youth

As per the latest jobs posted by Solitaire Infosys they are regularly searching
for job candidates with talents. They have the latest openings. They freely
communicated and hired fresher and experienced candidates who have filled
their profiles and applied to their jobs at youth4work. What solitaire Infosys
are looking for in the talents they add in their team is generally beyond just
degrees and certificates but is the real passion for work a youth does. Which
is generally seen by the detailed profiles of youth and talent matrix of youth?

SOLITAIRE INFOSYS is a leading software and web application development

company, based in Mohali that provides high quality compressive services to
enterprises across a wide range of platforms and technologies. Our major
areas of expertise are in providing quality, cost effective software or web
development.

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MANPOWER PLANNING

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Manpower Planning which is also called as Human Resource Planning
consists of putting right number of people, right kind of people at the right
place, right time, doing the right things for which they are submitted for the
achievement of goals of the organization.

Human Resource Planning has got an important place in the arena of

industrialization. Human Resource Planning has to be a systems approach
and is carried out in a set procedure. The procedure is as follows:.

1. Analysing the current manpower inventory

2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

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STEPS IN MANPOWER PLANNING

1. Analysing the current manpower inventory- Before a manager

makes forecast of future manpower, the current manpower status has to be analysed.
For this the following things have to be noted-
o Type of organization
o Number of departments
o Number and quantity of such departments
o Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting
.

2. Making future manpower forecasts- Once the factors affecting the

future manpower forecasts are known, planning can be done for the future manpower
requirements in several work units.

The Manpower forecasting techniques commonly employed by the organizations are as

follows:

i. Expert Forecasts: This includes informal decisions, formal expert surveys and

Delphi technique.
ii. Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
iii. Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
iv. Work Force Analysis: Whenever production and time period has to be analysed,
due allowances have to be made for getting net manpower requirements.
v. Other methods: Several Mathematical models, with the aid of computers are used
to forecast manpower needs, like budget and planning analysis, regression, new
venture analysis.

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3. Developing employment programmes- Once the current inventory is
compared with future forecasts, the employment programmes can be framed and
developed accordingly, which will include recruitment, selection procedures and
placement plans.
4.
5. Design training programmes- These will be based upon extent of
diversification, expansion plans, development programmes,etc. Training programmes
depend upon the extent of improvement in technology and advancement to take place.
It is also done to improve upon the skills, capabilities, knowledge of the workers.

IMPORTANCE OF MANPOWER PLANNING

1. Key to managerial functions- The four managerial functions, i.e.,

planning, organizing, directing and controlling are based upon the manpower. Human
resources help in the implementation of all these managerial activities. Therefore,
staffing becomes a key to all managerial functions.

2. Efficient utilization- Efficient management of personnels becomes an

important function in the industrialization world of today. Seting of large scale
enterprises require management of large scale manpower. It can be effectively done
through staffing function.

3. Motivation- Staffing function not only includes putting right men on right job,
but it also comprises of motivational programmes, i.e., incentive plans to be framed for
further participation and employment of employees in a concern. Therefore, all types of
incentive plans becomes an integral part of staffing function.

4. Better human relations- A concern can stabilize itself if human relations

develop and are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function
also looks after training and development of the work force which leads to co-operation
and better human relations.

5. Higher productivity- Productivity level increases when resources are utilized

in best possible manner. higher productivity is a result of minimum wastage of time,
money, efforts and energies. This is possible through the staffing and it's related
activities ( Performance appraisal, training and development, remuneration)

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NEED OF MANPOWER PLANNING
Manpower Planning is a two-phased process because manpower planning not only analyses
the current human resources but also makes manpower forecasts and thereby draw
employment programmes. Manpower Planning is advantageous to firm in following manner:

1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning, human
resources can be readily available and they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.

OBSTACLES IN MANPOWER PLANNING

Following are the main obstacles that organizations face in the process of manpower
planning:

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1. Under Utilization of Manpower: The biggest obstacle in case of manpower planning is
the fact that the industries in general are not making optimum use of their manpower
and once manpower planning begins, it encounters heavy odds in stepping up the
utilization.
2. Degree of Absenteeism: Absenteeism is quite high and has been increasing since last
few years.
3. Lack of Education and Skilled Labour: The extent of illetracy and the slow pace of
development of the skilled categories account for low productivity in employees. Low
productivity has implications for manpower planning.
4. Manpower Control and Review:
a. Any increase in manpower is considered at the top level of management
b. On the basis of manpower plans, personnel budgets are prepared. These act as
control mechanisms to keep the manpower under certain broadly defined limits.
c. The productivity of any organization is usually calculated using the formula:

Productivity = Output / Input

. But a rough index of employee productivity is calculated as follows:

Employee Productivity = Total Production / Total no. of employees

d. Exit Interviews, the rate of turnover and rate of absenteesim are source of vital
information on the satisfaction level of manpower. For conservation of Human
Resources and better utilization of men studying these condition, manpower
control would have to take into account the data to make meaningful analysis.
e. Extent of Overtime: The amount of overtime paid may be due to real shortage of
men, ineffective management or improper utilization of manpower. Manpower
control would require a careful study of overtime statistics.
Few Organizations do not have sufficient records and information on manpower. Several of
those who have them do not have a proper retrieval system. There are complications in
resolving the issues in design, definition and creation of computerized personnel
information system for effective manpower planning and utilization. Even the existing
technologies in this respect is not optimally used. This is a strategic disadvantage.

TYPES OF RECRUITMENT
Recruitment is of 2 types

1. Internal Recruitment - is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.

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 Internal sources are primarily three - Transfers, promotions and Re-employment of ex-
employees.

Internal recruitment may lead to increase in employee’s productivity as their

motivation level increases. It also saves time, money and efforts. But a drawback of
internal recruitment is that it refrains the organization from new blood. Also, not all
the manpower requirements can be met through internal recruitment. Hiring from
outside has to be done.
Internal sources are primarily 3

a. Transfers
b. Promotions (through Internal Job Postings) and
c. Re-employment of ex-employees - Re-employment of ex-employees is one of the
internal sources of recruitment in which employees can be invited and appointed
to fill vacancies in the concern. There are situations when ex-employees provide
unsolicited applications also.
2. External Recruitment - External sources of recruitment have to be solicited from
outside the organization. External sources are external to a concern. But it involves lot
of time and money. The external sources of recruitment include - Employment at
factory gate, advertisements, employment exchanges, employment agencies,
educational institutes, labour contractors, recommendations etc.
a. Employment at Factory Level - This a source of external recruitment in which
the applications for vacancies are presented on bulletin boards outside the Factory
or at the Gate. This kind of recruitment is applicable generally where factory
workers are to be appointed. There are people who keep on soliciting jobs from one
place to another. These applicants are called as unsolicited applicants. These
types of workers apply on their own for their job. For this kind of recruitment
workers have a tendency to shift from one factory to another and therefore they
are called as “badli” workers.
b. Advertisement - It is an external source which has got an important place in
recruitment procedure. The biggest advantage of advertisement is that it covers a
wide area of market and scattered applicants can get information from
advertisements. Medium used is Newspapers and Television.
c. Employment Exchanges - There are certain Employment exchanges which are
run by government. Most of the government undertakings and concerns employ
people through such exchanges. Now-a-days recruitment in government agencies
has become compulsory through employment exchange.
d. Employment Agencies - There are certain professional organizations which look
towards recruitment and employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy concerns.
e. Educational Institutions - There are certain professional Institutions which
serves as an external source for recruiting fresh graduates from these institutes.
This kind of recruitment done through such educational institutions, is called as
Campus Recruitment. They have special recruitment cells which helps in
providing jobs to fresh candidates.
f. Recommendations - There are certain people who have experience in a particular
area. They enjoy goodwill and a stand in the company. There are certain vacancies
which are filled by recommendations of such people. The biggest drawback of this
source is that the company has to rely totally on such people which can later on
prove to be inefficient.
g. Labour Contractors - These are the specialist people who supply manpower to the
Factory or Manufacturing plants. Through these contractors, workers are
appointed on contract basis, i.e. for a particular time period. Under conditions

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 when these contractors leave the organization, such people who are appointed
have to also leave the concern.

EMPLOYEE SELECTION PROCESS

Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching.

By selecting best candidate for the required job, the organization will get quality
performance of employees. Moreover, organization will face less of absenteeism and
employee turnover problems.

By selecting right candidate for the required job, organization will also save time and money.
Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.

But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of
data.

While selection is a negative process as the inappropriate candidates are rejected here.

Recruitment precedes selection in staffing process. Selection involves choosing the best
candidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligiblity criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than the

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 final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company.
Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required
to fill application blank. It contains data record of the candidates such as details about
age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are
used to objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the
required job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at
times. Such interviews should be conducted properly. No distractions should be there
in room. There should be an honest communication between candidate and
interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and then
finally he is appointed by giving a formal appointment letter.

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DIFFERENCE BETWEEN
RECRUITMENT AND SELECTION
Basis Recruitment Selection

Meaning It is an activity of establishing contact between It is a process of picking up more compet

employers and applicants. and suitable employees.

Objective It encourages large number of Candidates for a It attempts at rejecting unsuitable

job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many Many hurdles have to be crossed.
hurdles.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

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ORIENTATION AND PLACEMENT
Once the candidates are selected for the required job, they have to be fitted as per the
qualifications. Placement is said to be the process of fitting the selected person at the right
job or place, i.e. fitting square pegs in square holes and round pegs in round holes. Once he
is fitted into the job, he is given the activities he has to perform and also told about his
duties. The freshly appointed candidates are then given orientation in order to familiarize
and introduce the company to him. Generally the information given during the orientation
programme includes-

o Employee’s layout
o Type of organizational structure
o Departmental goals
o Organizational layout
o General rules and regulations
o Standing Orders
o Grievance system or procedure
In short, during Orientation employees are made aware about the mission and vision of the
organization, the nature of operation of the organization, policies and programmes of the
organization.

The main aim of conducting Orientation is to build up confidence, morale and trust of the
employee in the new organization, so that he becomes a productive and an efficient
employee of the organization and contributes to the organizational success.

The nature of Orientation program varies with the organizational size, i.e., smaller the
organization the more informal is the Orientation and larger the organization more
formalized is the Orientation programme.

Proper Placement of employees will lower the chances of employee’s absenteeism. The
employees will be more satisfied and contended with their work.

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TRAINING OF EMPLOYEES - NEED
AND IMPORTANCE OF TRAINING
Training of employees takes place after orientation takes place. Training is the process of
enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.

IMPORTANCE OF TRAINING
Training is crucial for organizational development and success. It is fruitful to both
employers and employees of an organization. An employee will become more efficient and
productive if he is trained well.

Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarize
them with the organizational mission, vision, rules and regulations and the working
conditions.
2. The existing employees are trained to refresh and enhance their knowledge.
3. If any updations and amendments take place in technology, training is given to cope up
with those changes. For instance, purchasing a new equipment, changes in technique
of production, computer implantment. The employees are trained about use of new
equipments and work methods.
4. When promotion and career growth becomes important. Training is given so that
employees are prepared to share the responsibilities of the higher level job.

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The benefits of training can be summed up as:

1. Improves morale of employees- Training helps the employee to get job security and
job satisfaction. The more satisfied the employee is and the greater is his morale, the
more he will contribute to organizational success and the lesser will be employee
absenteeism and turnover.
2. Less supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.
3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.
4. Chances of promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
5. Increased productivity- Training improves efficiency and productivity of employees.
Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.

WAYS/METHODS OF TRAINING
Training is generally imparted in two ways:

1. On the job training- On the job training methods are those which are given to the
employees within the everyday working of a concern. It is a simple and cost-effective
training method. The inproficient as well as semi- proficient employees can be well
trained by using such training method. The employees are trained in actual working
scenario. The motto of such training is “learning by doing.” Instances of such on-job
training methods are job-rotation, coaching, temporary promotions, etc.
2. Off the job training- Off the job training methods are those in which training is
provided away from the actual working condition. It is generally used in case of new
employees. Instances of off the job training methods are workshops, seminars,
conferences, etc. Such method is costly and is effective if and only if large number of
employees have to be trained within a short time period. Off the job training is also
called as vestibule training,i.e., the employees are trained in a separate area( may be a
hall, entrance, reception area,etc. known as a vestibule) where the actual working
conditions are duplicated.

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EMPLOYEE REMUNERATION
Employee Remuneration refers to the reward or compensation given to the employees for
their work performances. Remuneration provides basic attraction to a employee to perform
job efficiently and effectively.

Remuneration leads to employee motivation. Salaries constitutes an important source of

income for employees and determine their standard of living. Salaries effect the employees
productivity and work performance. Thus the amount and method of remuneration are very
important for both management and employees.

There are mainly two types of Employee Remuneration

1. Time Rate Method

2. Piece Rate Method
These methods of employee remuneration are explained below in detail

METHODS OF EMPLOYEE REMUNERATION

1. Time Rate Method: Under time rate system, remuneration is directly linked with the
time spent or devoted by an employee on the job. The employees are paid a fixed pre-
decided amount hourly, daily, weekly or monthly irrespective of their output. It is a
very simple method of remuneration. It leads to minimum wastage of resources and
lesser chances of accidents.

Time Rate method leads to quality output and this method is very beneficial to new
employees as they can learn their work without any reduction in their salaries. This
method encourages employees unity as employees of a particular group/cadre get
equal salaries.
There are some drawbacks of Time Rate Method, such as, it leads to tight supervision,
indefinite employee cost, lesser efficiency of employees as there is no distinction made
between efficient and inefficient employees, and lesser morale of employees.
Time rate system is more suitable where the work is non-repetitive in nature and
emphasis is more on quality output rather than quantity output.

2. Piece Rate Method: It is a method of compensation in which remuneration is paid on

the basis of units or pieces produced by an employee. In this system emphasis is more
on quantity output rather than quality output.

Under this system the determination of employee cost per unit is not difficult because
salaries differ with output. There is less supervision required under this method and
hence the per unit cost of production is low. This system improves the morale of the
employees as the salaries are directly related with their work efforts. There is greater
work-efficiency in this method.
There are some drawbacks of this method, such as, it is not easily computable, leads to
deterioration in work quality, wastage of resources, lesser unity of employees, higher
cost of production and insecurity among the employees.
Piece rate system is more suitable where the nature of work is repetitive and
quantity is emphasized more than quality.

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 Literature Review
 

UNDERSTANDING HUMAN RESOURCES (HR)

An HR department is an essential component of any business, regardless of
an organization's size. It is tasked with maximizing employee productivity
and protecting the company from any issues that may arise within the
workforce.

HR responsibilities include compensation and benefits, recruitment, firing,

and keeping up to date with any laws that may affect the company and its
employees.

HR ACTIVITIES
Research conducted by The Conference Board, a member-driven economic
think tank, found six key, people-related activities that HR must
effectively do to add value to a company. They are:

 Managing and using people effectively

 Tying performance appraisal and compensation to competencies
 Developing competencies that enhance individual and organizational
performance
 Increasing the innovation, creativity, and flexibility necessary to
enhance competitiveness
 Applying new approaches to work process design, succession
planning, career development, and inter-organizational mobility
 Managing the implementation and integration of technology through
improved staffing, training, and communication with employees

HR MANAGEMENT STRATEGIES
Beginning in the 1980s, there was a push for strategic initiatives within HR
departments. This movement was based on research related to the impact
of employee-related issues on a firm's long-term business success.

Collectively, these strategies are sometimes referred to as human resource

management (HRM) strategies. HRM is a comprehensive approach to
managing employees and an organization's culture and environment. It
focuses on the recruitment, management, and general direction of the
people who work in an organization.

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An HR department that adopts HRM strategies typically plays a more active
role in improving an organization’s workforce. It may recommend processes,
approaches, and business solutions to management.

Google is one example of an organization that has adopted a more active

approach to employee relations through its HR department. The company
offers many employee perks. The company headquarters has a wide range
of facilities for employees, including wellness centers, roller hockey rinks,
and horseshoe pits. For Google, happy employees are equivalent to
productive employees.

In 1901, The National Cash Register Company, known today as NCR

Corporation, established a personnel department (the HR predecessor) to
manage wages, workplace safety, and employee concerns.

SPECIAL CONSIDERATIONS
Since the mid-20th century, some companies have
been outsourcing certain of the more traditional administrative,
transactional HR functions in an effort to free the department to
recommend and implement more meaningful, value-adding programs that
impact the business in positive ways.

Functions that may be outsourced in this process include payroll

administration, employee benefits, recruitment, background checks, exit
interviews, risk management, dispute resolution, safety inspection, and
office policies.

The use of modern tools, such as recruitment software, can help to improve
the efficiency of HR departments. In turn, that can give them more leeway
to focus on adding ever-greater value.

ROLE OF HUMAN RESOURCES

A human resources department is focused on the recruiting and retention
of employees within a company. HR typically finds, hires (and fires), and
trains employees. It oversees employee relations. It manages benefit
programs. It's the place an employee goes with questions about their
position at the company, to address concerns, and to air grievances.

TYPES OF HUMAN RESOURCES

There are numerous, important human resources functions carried out by
an HR Department. Five well-known types of these responsibilities could
include:

 Recruiting, hiring, and onboarding new employees

 Handling employee compensation and benefits
 Offering employee job/career development
 Addressing work-related issues of individual employees
 Developing policies that affect a working environment company wide

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Manpower Planning with Limited Hiring
Opportunities

The two approaches to manpower planning outlined above emphasize

different aspects ofthe system and as such have different [Link]
stochastic models are generally highlevel abstractions useful for identifying
system phenomenon or developing general policies, butare not designed to
be implemented as management control systems.

RESEARCH METHODOLOGY
 Manpower Planning is one of the most important areas in which rigorous
exercise is done in all the companies or institutions. Manpower planning
enables the company to run continuously smoothly, manpower is most scarce
and costly factor of production. Therefore he must be carefully selected,
properly trained and cautiously treated .
.

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27
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1.1MEANING OF
RESEARCH
a) Research is "creative
and systematic work
undertaken to increase
the
stock of knowledge,
including knowledge of
humans, culture and
society,

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28
and the use of this
stock of knowledge to
devise new applications
or in
other hand.
b) It is a process of steps
used to collect and
analyze information to
increase
our understanding of a
topic or issue.
c) It begins with a
problem in the form of
a question in the mind
of
researcher.
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29
d) It requires a plan and
deals with facts and their
meaning.
e) It is circular in
nature.
f) At a general level,
research consists of
three steps:
1. Pose a question.
2. Collect data to
answer the question.
3. Present an answer to
the question. This should
be a
familiar process.

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30
4. You engage in solving
problems every day and
you
start with a question,
collect some information,
and
then form an answer
g) Research is important
for three reasons:-
1. Research adds to
our knowledge: Adding
to
knowledge means that
educators undertake
research to

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31
contribute to existing
information about issues
2. Research improves
practice: Research is
also
important because it
suggests improvements
for
practice. Armed with
research results,
teachers and
other educators become
more effective
professionals.

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32
3. Research informs
policy debates: research
also
provides information to
policy makers when
they
research and debate
educational topics.
1. INTRODUCTION
TO RESEARCH
METHODOLOGY

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33
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY

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34
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY

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35
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY

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36
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY

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37
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
1. INTRODUCTION
TO RESEARCH
METHODOLOGY
INTRODUCTION TO RESEARCH METHODOLOGY

1.1MEANING OF RESEARCH

a) Research is "creative and systematic work undertaken to increase

the stock of knowledge, including knowledge of humans, culture and

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38
society, and the use of this stock of knowledge to devise new
applications or in other hand.

b) It is a process of steps used to collect and analyze information to increase

our understanding of a topic or issue

. c) It begins with a problem in the form of a question in the mind

of researcher.

d) It requires a plan and deals with facts and their meaning.

e) It is circular in nature. f) At a general level, research consists of three

steps:

1. Pose a question.

2. Collect data to answer the question.

3. Present an answer to the question. This should be a familiar process.

4. You engage in solving problems every day and you start with a question,
collect some information, and then form an answer

g) Research is important for three reasons:-

1. Research adds to our knowledge: Adding to knowledge means that

educators undertake research to contribute to existing information about
issues

2. Research improves practice: Research is also important because it

suggests improvements for practice. Armed with research results,
teachers and other educators become more effective professionals.

3. Research informs policy debates: research also provides information

to policy makers when they research and debate educational topics.

Manpower Planning is on of the most important areas in which rigorous

exercise is done in all the companies or institutions. Manpower planning
enables the company to run continuously smoothly, manpower is most
scarce and costly factor of production. Therefore he must be carefully
selected, properly trained and cautiously treated. The subject of manpower

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39
planning has acquire immence importance in theory and practice. That is
why I have selected this subject for my [Link]. dissertation. This is a case
study of manpower planning. The study was carried on in Hindustan Latex
Limited, a Public sector undertaking, Wholly owned by the Government of
India.

The Hindustan Latex Limited Company was selected for my research study
because company is near to my native place and friend of mine is in service
in personnel department of the company. So it was easy to collect
information. All the rules and regulations concerned with manpower are
observed in the company that is why I have selected this company for my
research.

2) Objectives of the study

The study has been undertaken with following objectives,

(1J To study the methods of recruitment in HindustanLatex Ltd.

(2j To discuss provisions made by the Hindustan Latex Ltd. for training
workers at Grade 1,11,III, TV levels and also for supervisors, Assistants and
officers.

(3) To study the provisions made by Hindustan Latex Ltd. training the
managerial staff.

(4) To study different criteria adopted for promotion of employees.

(5) To discuss the methods adopted to avoid irregularities in the human

behaviour,

3 ) THE UNIVERSE:

In HLL there are total 340 employees. There are fourteen departments and
subsdepartments wherein the above workers and employees are deployed.
Table 3.1 shows the workers as classified by the departments to which they
belong. Table 3.1 gives the staffing pattern of the organisation. Condoms
being a product to develop Confidence of the consumers has largest number
of employees (25.00 percent) in inspection department, to be followed by
those in special packing department (14.71 percent). While office staff and
accounts are 11.47 percent, HLL being a productive activity has largest
number of workers, namely 254, 74.71 percent of the total. Among them
semi skilled workers are 124 and skilled 41(Table 3.2). So the total

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workforce of 340 was classified first by department. This stratification
provided the basis for selection of sample. TABLE 3,1

NUftBHR OF EMPLOYEES AND WORKERS AS

CLASSIFIS) BY

THEIR DEPARTMENTS

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41
 It was decided to have a 20.00 percent sample of the

total employees in HLL and approximately 20.00 percent

sample

from each department. Actually, there have been

deviations

from this norm. However, they do not make sample

baised

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42
 because those deviation are spread over as many as
fourteen

departments. So the method employed is single stratified

purposive sampling.

4) SCHEDULE:

After finalising the number of employees to be

interviewed, a full length schedule was prepared
containing questions on which information was to be
collected from respondents. The schedule comprises of
six sections vizgeneral information recruitment,
selection, training, promotion and punishment. Draft
schedule was shown to knowledgable senior colleagues
and their suggestions were incorporated. The schedule is
appended to the [Link] schedule was got
cyclostyled*

5} INTERVIEW:

I approached Shri. Varale, assistant plant manager

alongwith my friend Shri. Bhosale, He kindly consented
to my request to interview the respondents. I met each
worker personally, convinced him of the nature of my
work. This created congenial atmosphere which made the
interviewee open his heart. All the information was filled
in by me personally. In some cases, some questions had
to be explained to extract correct answers* All the
employees were very Co-operative.

6 ) TABULATION:

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Considering the scope and objectives of the study a
tentative list of tables that can be prepared on the basis
of information contained in the schedule was prepared* It
was finalised in consultation with the guide. All the
tables were drawn and the information was recorded in
relevant columns with the help of tally marks. Totalling
these tally marks figures were recorded and a thorough
cross checking of the numerative data was done to avoid
any discripancy.

7) REPORT WRITING:

Tables were classified on the basis of topics to be written

in different chapters. The information in the tables was
supplemented by the data from the annual reports of the
company and the information provided by friend Shri.
Bhosale. A number of books were referred to write the
chapter of theoretical background. With the help of
information so collected and personal observation the
chapters were written as stated in the succeeding
paragraph.

8 ) CHAPTER SCHEME:

Present study includes seven chapters as given below.

(I) The first chapter deals with the theoretical background

consisting of meaning, importance, etc. of the manpower
planning and also the meaning, methods etc. of
recruitment and selection, training, promotion and
punishment.

(II) The second chapter includes the company profile*

The profile is discussed from various view points like the

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44
capital* production* sales* personnel facilities provided
to the workers and employees and organisational chart.

(III) Third chapter describes the research methodology

adopted for the present study. Specifically it gives, choice
the company, objectives of the study* sampling*
schedule* how the interviews were taken, tabulation of
the information report writing and the chapter Scheme.

(IV) The fourth chapter deals with recruitment and

selection* In this chapter the company's recruitment
procedure, methods of recruitment are discussed in
detail* Respondents opinions from improving recruitment
methods are discussed*

(V) The fifth chapter covers the promotion policy

implemented in the company* Various views regarding
implementation of the promotion policy are analysed.
Employees' suggestions to make the promotion policy
more rewarding are analysed.

(VI) Sixth chapter deals with punishment. Various

aspects of punishment policy and procedure are dealt
with in great detail. Even the feelings of employees are
discussed. Suggestions for improvement in punishment
procedure are presented with analysis.

(vii) The seventh and last chapter presents the

conslusions that emerge from the discussion in earlier,
three chapters (iv, v and vi ) on the basis of lacunae
detected and feedback from the respondents a few
pragmatic and practical suggestions are putforth*

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 DATA INTERPRETATION

STATISTICAL TECHNIQUES FOR MANPOWER PLANNING

Statistical techniques assist small-business owners in measuring data,

defining relationships and identifying long-term trends. Each of these tasks
is vital in assessing the current manpower situation and in creating annual
forecasting plans. Because assessments and forecasting methods typically
focus on both the demand and supply side of manpower planning, the
results from a number of statistical techniques normally are combined to
produce accurate plans.

QUANTITATIVE VS. QUALITATIVE ASSESSMENTS

1. Statistical techniques focus on the quantitative side of manpower planning.

Techniques such as ratio and percentage calculations typically are used to
provide answers to “what” rather than “how” types of questions. For
example, statistical techniques provide information relating to staffing
availability, current and future needs and cost considerations but aren’t
effective in assessing how to accomplish a task or objective. For this
reason, statistical techniques most often are used as the first step in
developing manpower plans.

STATISTICAL TREND ANALYSIS

1. A statistical trend analysis uses a metric called an operational index in

assessing both supply and demand. This technique assumes that past
trends and ratios are stable and, as such, can be used to predict future
trends. For example, ratios that calculate average tenure, annual turnover
rates and yield from a specific recruitment source for the previous three to
five years can help a small-business owner assess hiring needs for the

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46
 coming year as well as determine the best source for placing job requests
during the coming year.

RATIO ANALYSIS

1. New businesses, such as those having less than five years of stored data,
often use a statistical technique called a ratio analysis in developing
annual manpower plans. Industry standards or information gathered from
observing the competition becomes the base for identifying determinants
known as causal factors to predict future staffing needs. Each causal
factor is a situation or event, such as sales volumes, that directly affects
manpower plans. For example, a business might determine from observing
the competition, it will need a ratio of 1:5 or one employee for every
$50,000 of merchandise it expects to sell. Applying this ratio to an annual
sales forecast tells HR how many sales employees the business will require.

MANPOWER PLANNING COSTING TECHNIQUES

1. Manpower planning also involves assessing hiring and training costs. Here,
statistical techniques are essential for creating a realistic hiring and
training budget. Hiring cost calculations often include cost-per-hire, time-
to-fill and turnover costs and the yield ratio. The effectiveness of employee
training and development programs often is estimated by determining the
annual cost of training each employee and the hours each employee spent
in training, then comparing the results to the percent of performance goals
met or exceeded as well as the percent of all employees falling within a
specific a performance rating range.

RATIO ANALYSIS FORMULAS USED IN HUMAN RESOURCES

Forecasting is an essential human resource planning function. Its objective

is to establish net annual hiring requirements by determining present and
future HR needs. Ratio analysis formulas help HR forecast not only the
number of employees the business will need in the coming year, but also

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 the associated timelines and costs. Each of the metrics used in ratio
analysis formulas is a quantitative measurement that helps improve the
accuracy of external hiring projections.

BASIC RATIO ANALYSIS FORMULA

TURNOVER RATIO FORMULA

TIME-TO-FILL POSITIONS RATIO

COST-PER-HIRE RATIO FORMULA

Human resource departments have a number of ways to analyze and

forecast external hiring demand. The ratio analysis formula used in HR is a
forecasting tool commonly used to predict annual external hiring
requirements and to increase the accuracy of annual HR budget
allocations. Because the ratio analysis formula uses historical information
to project future staffing needs, established business are more likely to use
and benefit from the ratio data the formula provides.

ABOUT THE RATIO ANALYSIS FORMULA

1. A basic ratio analysis formula can be modified in several ways to forecast

different aspects of external hiring demand. Each modification uses
specific historical data, such as previous staffing levels, hiring costs and
sales revenues, to establish relationships relating to external hiring
requirements. Some are expressed in a traditional ratio format like 15:1,
while others are expressed as a percent of 100. Regardless, however, each
calculation is compared to forecasted information for the coming year to
assess and determine external hiring demand.

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 REVENUE-RELATED RATIO ANALYSIS FORMULA

1. Sales revenue is an example of a demand-related ratio calculation. A sales

revenue ratio uses the previous year's gross sales, the average number of
full-time or full-time equivalent employees and next year’s sales projections
to forecast how many additional employees the business will need to hire
based on sales projections. For example, if the business determines that
for every $100,000 in sales the business requires the equivalent of two full-
time employees -- a ratio of 1:2 -- and sales forecasts predict sales will
increase by $200,000, HR will need to hire the equivalent of four full-time
employees.

EMPLOYEE-RELATED RATIO ANALYSIS FORMULA

1. Employee turnover rates are used to predict how many employees will need
to be hired to replace those leaving the company both voluntarily and
involuntarily. For example, if the business maintained an average of 50
employees and 10 employees left the business the previous year, the
turnover ratio is 20 percent. If HR forecasts determine the business will
need to maintain the same average number of employees, HR can plan on
replacing 10 employees exiting the company due to voluntary separations
and involuntary terminations over the coming year.

TIME-RELATED RATIO ANALYSIS FORMULA

1. Time-to-fill open positions assists HR in getting the hiring timeline and

channel for posting open positions right. This information also affects
department supervisors who use this information when creating work
schedules. A time-related formula uses total vacancy days for all positions
for the previous year and the number of new hires to determine how long it
took the business to hire each new employee. For example, if there were 60
vacancy days during the previous year and during this time HR hired 15
new employees, it took HR an average of four days to fill each open
position.

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Calculating staffing needs is part of human resource planning, the process
of analyzing and identifying staffing gaps and surpluses. Various formulas
are used to estimate and predict staffing needs, based on the company’s
historical and estimated performance data such as sales and production
numbers. Human resource planning focuses on staffing the organization
with the right number of personnel with the required skills when needed to
meet business objectives in the short and long term.

RULE OF THUMB METHOD

The rule of thumb method of calculating staffing needs is based on general

organizational structure. For example, if the organization has set up its
structure to have one operations manager per five line supervisors, then
short term staffing will include keeping the same number of supervisors
when there is turnover. Long term staffing will include planning five
supervisors for every manager added. The rule of thumb calculation is not
exacting or based on in-depth analysis, but on maintaining the
organizational structure.

EMPLOYING THE DELPHI TECHNIQUE

The Delphi Technique is a method of human resources forecasting that

uses input from a group of experts to analyze staffing history and staffing
planning. A group of senior managers, business consultants or a
combination of related business people familiar with the organization’s
staffing history answers questions about staffing, and their answers are
compiled and used for the group to review individually.

The group doesn’t get together physically, but is coordinated by a facilitator

who distributes the questionnaires, compiles answers and returns the
information to the panel participants for further review until there is a
refinement of the staffing forecasting needs. The experts are kept
anonymous from each other to prevent bias and group-think and get
information that is as objective and accurate as possible.

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 UNDERSTANDING RATIO METHODS

Two different ratio methods are used in human resource forecasting:

staffing ratios and productivity ratios. Staffing ratios are used to predict
hiring need based on established organizational form. For example, if the
company has an administrative pool of five secretaries for every 20 senior
managers, that ratio is used to estimate recruiting for secretaries.

Productivity ratios use estimates of units produced per employee and

applies them to sales forecasts for hiring needs. A company that sells 2
million widgets per year and employs 25 production workers needs to hire
more production workers if an increase in sales is expected, or must at
least maintain a staff of 25 production workers to meet current sales.

STATISTICAL REGRESSION ANALYSIS

Statistical regression analysis compares relationships in historical data for

forecasting staffing needs. Gross sales per year over the past five years and
staffing during that time are analyzed as sufficient or insufficient to
support sales in the next five years.

Accurately forecasting a business’s human resource needs is vital for a

small company. If you have too many employees, you place a strain on
your resources. Having too few employees minimizes your ability to meet
the needs of your customers. Ratio analysis is one means of ensuring that
you have the right amount of employees for the amount of work by
determining the number of employees needed based on some element of
production or sales. Ratio analysis is the beginning of HR forecasting; it is
not the entire process.

DEFINITION OF HUMAN RESOURCE FORECASTING

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1. Human resources is more than just hiring. Human resources departments
manage employer-employee relationships while putting people in the best
position to succeed within the organization. HR focuses on how to make
the organization better by increasing the potential of the employees and
selecting new people with the right skills to fill needed positions. Human
resource forecasting is the process of assessing the work force needs of an
organization. This process includes statistical analysis and reviewing sales
and production data.

RIGHT EMPLOYEES

1. Human resource forecasting is not merely about determining how many

employees you need, but which employees you need. As a business, it is
vital you find the right fit. Of course, you need to find the person with the
right skills to complete the necessary tasks that need to be done. However,
it is equally important to find an individual whose personality fits with the
business’s culture. Employees are required to interact with other team
members, vendors and customers as a representative of the business.
Businesses need to find people who are passionate about the work they do
and who can work well with others.

RATIO ANALYSIS DEFINED

1. Ratio analysis uses historic information based on the relationship between

staffing needs and some other factor. Often that factor is either focused on
the product, such as goods produced or sales volume, or on past staffing
levels. Generally, ratio analysis premised on production are used for job
related to producing a business's good or service. Ratio analysis based on
past employment are generally reserved for projecting support or
administrative staffing needs. An example of a projection ratios would
include a business saying it needs one machinist for every 6,000 cogs
produced per year.

ADVANTAGES AND DISADVANTAGES OF RATIOS

1. Ratio analysis is a simple calculation and provides a solid basis to begin

HR forecasting. However, ratios are premised on past data. Therefore, the
projections do not take into account possible differences in the business’s
production processes, shifting demands of the business’s customers, or the
talents of the employees. This means that it is possible that the ratios do
not accurately represent the business’s staffing requirements because it
will be based on outdated data. Ratio analysis also only establishes basic
staffing levels. This analysis does not provide information about the traits
the employees will need to be successful within the organization, which is a
key consideration in any staffing decision.

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Effective planning and financial management are the keys to running a
financially successful small business. Ratio analysis is critical for helping
you understand financial statements, for identifying trends over time and
for measuring the overall financial state of your business. In addition,
lenders and potential investors often rely on ratio analysis when making
lending and investing decisions.

VERSATILITY AND USEFULNESS

Ratios are critical quantitative analysis tools. One of their most important
functions lies in their capacity to act as lagging indicators in identifying
positive and negative financial trends. The information a trend analysis
provides allows to you to make and implement ongoing financial plans and,
when necessary, make course corrections to short-term financial plans.

Ratio analysis also provides ways for you to compare the financial state of
your business against other businesses within your industry or between
your business and businesses in other industries. The sheer numbers of
available financial ratios makes it important to research and choose ratios
most applicable to your business.

COMMON SIZE COMPARISON RATIOS

Balance sheet common size ratios are important for making comparisons of
assets and liabilities. These financial ratios focus on calculating each asset
on the balance sheet as a percentage of total assets and each liability as a
percentage of total liabilities plus owner’s equity. Calculating and
comparing common size ratios for corresponding reporting periods in two
consecutive years helps you identify trends such as decreasing cash and
increasing accounts receivable balances. Financial planning goals might
then include strengthening your accounts receivable collection policy and
tightening credit-granting guidelines.

TURNOVER AND EFFICIENCY

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 Operating expense and turnover ratios are critical for helping you assess
how efficiently your business is utilizing assets and managing liabilities.
An operating expense ratio compares operating expenses such as rent,
inventory purchases and advertising to sales revenue. While a low ratio
indicates your business is managing expenses successfully, a high ratio
signals a need to course-correct ongoing financial plans.

Turnover ratios typically need deeper analysis, with both extraordinarily

high and low ratios indicating a cause for concern. For example, a high
inventory turnover ratio indicates a need to review the inventory budget,
because your business could be losing sales due to frequent stock-outs.

CASH AND LIQUIDITY

Cash and liquidity ratios help determine whether you can afford to invest
in capital assets or long-term business growth. A current and working
capital ratio both are useful for assessing whether your business has
enough liquidity to pay for daily operating and short-term debt expenses.
For instance, a current ratio compares current assets to current liabilities.
A ratio of 3 to1 indicates that your business is sufficiently liquid. At this
point, you can begin incorporating capital or market investments into your
financial plan.

Businesses have to manage overhead and labor expenses to maximize

profits. Keeping more employees on the payroll than needed for business
results eats into profits, but inadequate staffing to meet market demand or
production needs hurts production capabilities. Human resources
professionals must staff their organizations with enough skilled employees
to meet current needs and future strategic goals. They have various
methods to calculate staffing needs using a company’s performance data
and strategic plans.

EFFECTIVE WORK FORCE PLANNING

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1. Effective work force planning includes a needs analysis to estimate the
numbers of openings to be filled due to turnover and retirement and to
staff new operations. An important part of this planning is identifying
knowledge, skills, capabilities and experience. Human resources employees
can conduct this planning using historical turnover data, information
about economic conditions and projections of business operations and
growth.

FORECASTING METHODS

1. Human resources staff must look at staffing needs for the short term,
intermediate term and long term and do this through forecasting.
Forecasting involves analyzing external and internal environments and
work force availability and analyzing numbers and types of positions to be
filled and how to fill them. This allows managers and recruiters to see
who's available internally and externally using company and government
data, industry trends and economic reports. Work force planners can
forecast an organization’s demand for employees with aggregate or unit
breakdown methods, either analyzing total company staffing needs or
staffing needs by department or business unit.

JUDGMENTAL METHODS

1. Rule of thumb and the Delphi technique are judgmental methods of

figuring out how many employees a firm needs to hire and retain now and
in the future. The rule of thumb method uses the organizational structure
to plan for staffing, hiring replacements for turnover and increasing staff
along the same structure. For example, if a manufacturing organization is
structured with one supervisor and 20 production employees per product
line, with three product lines per manager, replacements are hired as
employees leave and 20 employees per product line are the numbers hired
when new products are added. The Delphi technique involves using input
from business experts who know about the company’s staffing history and
strategic plans to make staffing decisions.

MATHEMATICAL METHODS

1. Ratio methods and statistical regression analysis are mathematical

methods used in work force planning. Productivity ratios figure out how
many employees are needed based on the production output per employee
and production projections. Staffing ratios are based on the organizational
structure. For example, if the organization uses one administrative
assistant for every four executives, that ratio is used to estimate the

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 number of administrative assistants to hire and retain.

Human resource specialists are experts in managing the most important

asset of any business -- its people. A strong staff can improve the
capabilities of a business and help it grow. Human resource hiring offices
can recruit qualified professionals through a specialized focus on
recruiting, workforce planning, and employment training and retention.
Small businesses may not have the size or needs to support a hiring office
like large corporations have, but owners can use the same workforce
planning and recruiting methods to set and meet hiring objectives.

RECRUITING AND INTERVIEWING

1. Finding and hiring new talent is one of the primary objectives for any
hiring office or HR manager. To meet recruiting needs, a hiring manager
must know how and where to find qualified candidates, which can range
from placing ads in local newspaper or trade publications to using
recruitment services that target specific industries, skills or experience
levels. Recruiters also must know how to select from a pool of candidates
through an interview process that is both comprehensive but also
expedient. Other key components of both recruitment and retention of key
talent are attractive compensation, benefits and incentive plans.
Candidates should not be evaluated solely on their skills and experience,
but also on how they fit in with the company.

MEETING LABOR NEEDS

1. A key workforce-planning objective is to keep labor costs low without

slowing productivity. This isn’t accomplished by handing out low wages,
but rather through finding and paying the right people to do the job. Also,
managing labor needs includes recognizing low-productivity employees and
improving performance through training or education, or if necessary,
releasing the employee. In some cases, workforce planning is used to
maintain a flexible staff of temporary employees.

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 WORKFORCE FORECASTING

1. Workforce forecasting is often critical to prepare for future company

growth. Workforce forecasting not only analyzes the staffing needs of the
company, but also examines the labor market to make sure qualified
employees will be available when needed. A well-crafted forecast takes into
account company goals, turnover rates, employee evaluations, potential
internal candidates, payroll budget, time for recruiting and training, local
demographics, the labor market, and the importance of each position to
the company.

LEADERSHIP DEVELOPMENT

1. Often, companies fill senior roles based on experience, not talent or

potential. While a hiring office’s goal is primarily to bring new talent into
the company, a workforce management plan should include a process for
spotting talented staff and properly placing them in the right positions.
Succession planning and leadership training enable HR professionals to
prepare employees for promotion and ready them in case they are needed
to take over other roles in the company should there be a sudden vacancy.

Human resource management in an adult day care or assisted living

facility is often more difficult than in other small businesses. Human
resource planning, hiring, training, compensation and employee relations
closely link with each other. Even though a change in any one component
most often affects the entire system, you must make sure that nothing
translates to lower standards of care or customer service.

FORECASTING AND HIRING PLANS

1. Accurate demand forecasting is an essential prerequisite for setting goals

and creating annual hiring plans. In an eldercare situation, forecasting
should include information about overall demand as well as specific client
needs. This provides the necessary lead time your department may need to

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 hire and train new employees, cross-train or shift employees into new roles
and make any other changes necessary to maintain productivity without
compromising care.

HIRING BUDGET VS. HIRING NEEDS

1. Assisted living facilities typically require 24-hour and on-call staffing. This
means that for each shift, you must be able to cover a predetermined staff-
client ratio as well as have enough staff in reserve to cover unforeseen
absences and emergency situations. Accomplishing this goal within the
limits of your hiring budget and constraints in the available labor pool can
be difficult. Getting around this often means elevating flexibility to a high-
priority position in a hiring checklist. It also requires work hard to create a
collaborative company culture that values teamwork and working toward a
common, shared goal.

EMPLOYEE TURNOVER CONCERNS

1. Ensuring that you have the right people in the right place at the right time
is essential to meet client needs and provide excellent customer service,
and one important consideration lies in dealing with employee turnover.
Inherently high turnover rates in the eldercare industry often represent an
ongoing concern; it creates a disruptive and inconsistent environment for
residents and clients. Exit interviews and an employee retention strategy
that incorporates interventions, employee recognition and continual
monitoring are good starting points.

EMPLOYEES VS. VOLUNTEERS

1. A volunteer program is a practical, cost-effective staffing option for many

adult day care and assisted living facilities. However, despite its many
benefits, volunteer programs are not right for every operation. A well-run
program requires as much attention to screening, training, scheduling and
management as you do to paid employees. Make sure to check with your
insurance company and review a program outline or proposal with an
attorney before implementing a volunteer program.

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 A sales strategy is the game plan to attain sales goals and objectives. After
you reach your goals, assess the effectiveness of the sales strategies used
to reach them. This will evaluate how well a firm has taken advantage of
market opportunities using sales staff and capital resources for advertising
and promotions to maintain customers and grow market share.

1. 1.

Review the original sales goals and objectives. Sometimes the original goals
and objectives change during the implementation process -- without the
express intention of the sales team. For example, a sales goal to increase
the level of quality customer service might change from a customer
orientation to a sales orientation as salespersons focus more on revenue-
related objectives, such as increasing prospecting and cold calling.

2. 2.

Identify performance gaps in the sales goals and actual outcomes. This is
the business examination of your sales goal at the end of the deadline set
for its achievement. For example, a quantitative sales goal, such as to
increase sales of Widget B by 15 percent in fourth quarter 2011, can be
evaluated at the end of the period by reviewing financial and sales reports
for Widget B against the sales goals.

3. 3.

Evaluate the effectiveness of promotional sales strategies. Sales promotions

campaigns are designed to impact a company's market share. For example,
the success of promotional efforts specifically geared to increasing market
exposure for Widget B can be assessed based on increases in sales for
Widget B after the promotional efforts were implemented. In addition to
evaluating sales of Widget B against sales goals, variance analysis might be
used to compare sales for Widget B against its historical sales for the same
period in years past. The data used for this type of quantitative assessment
includes sales and financial reports.

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4. 4.

Review sales staff performance. This includes review of the specific sales
goals for individual staff members and teams. It also includes looking at
timescales set for sales plans against actual performance data to determine
whether sales strategies were timely executed. A sales plan budget should
also be reviewed against actual costs for implementing the sales plan.

5. 5.

Calculate the internal rate of return on the sales plan. This is a

quantitative evaluation tool that helps in measuring the cost efficiency of
investments. Here, the total costs for implementing the sales plan would be
expressed as a percentage of the total amount the sales plan is estimated
to yield for the company during the same period.

6. 6.

Perform qualitative analysis of sales performance. Qualitative data is non-

numerical and includes data gathered from techniques such as surveys
and focus groups. The most useful data for evaluating a sales strategy is
often obtained through open ended questions. For example, if your
company provides B2B services, conduct a written or telephone survey of
business clients to gather their opinions regarding customer service during
the relevant sales period.

5 USEFUL APPLICATIONS
FOR DATA ANALYTICS IN
HR

 1. Recruitment

 2. Training and development

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 3. Attrition and retention

 4. Benefits and compensation

DECISION-MAKING WITHOUT DATA

IS A THING OF THE PAST.
Is your business’s data analysis and collection strategy all over the
place? Is there even a formal strategy in place? If you’re an HR
professional who is operating within an organization where data is
inefficiently gathered or underused, this guide is for you.

Collecting and analyzing employee data is a cornerstone of strategic HR ,

but it’s also a necessary practice to navigate the challenges of recruiting
and retaining top talent in today’s working environment.

In Capterra’s Company Culture Survey*  from early 2022, nearly a third

(31%) of respondents revealed that turnover within their department is
higher than it was before the COVID-19 pandemic. And considering that
approximately four million Americans  have left their jobs every month
since August 2021, that’s not too surprising.

So, how can data analysis help? By identifying employees who are at risk
of leaving your organization, revealing the sources of voluntary turnover
in your workplace, and uncovering how you can improve your candidate
experience in order to improve your offer acceptance rate. And that’s just
the tip of the iceberg when it comes to what’s possible through data
analysis in HR.

Ahead, we’ll explain what data analysis in HR is and provide you with
five applications of this practice, along with suggestions for software that
can help you get started.

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WHAT IS DATA ANALYTICS IN HR?
Data analytics  is the process of examining raw data with the goal of
identifying trends and drawing conclusions. In the human resources
field, data analytics is often deployed to help HR professionals make
more informed decisions about the future of their workforce. There are a
few notable subtypes of HR analytics, and we’ll give a brief overview of
how those are differentiated from one another below:

 People analytics: People analytics, also called talent analytics,

involves collecting information about your organization’s talent with
the goal of improving the employee experience. The type of
information that would be collected for people analytics includes data
concerning employee performance and productivity, work-life balance
and well-being, and employee satisfaction and engagement.
 Workforce analytics: Workforce analytics  is a tactic that’s closely
tied to strategic HR planning . There are several goals of workforce
analysis including managing staffing levels so that they are aligned
with business needs and priorities, optimizing your organization’s
structure, and preparing for the future of your workforce through
informed succession planning . According to Capterra's glossary ,
workforce analytics entails collecting information related to
recruitment, staffing, training and development, personnel, and
compensation and benefits.
 Predictive HR analytics: More future oriented than the two analytics
tactics above, predictive analytics  is an advanced strategy  that
uses techniques such as regression analysis, multivariate statistics,
pattern matching, predictive modeling , and forecasting. Adoption
rate of predictive analytics in HR is still low, but it can be useful for
things such as predicting when employees are at risk of leaving the
company.

CAPTERRA TOOLS AND TIPS

Pause and take in these tips before you jump in to learning about the
common applications of HR data analytics.

 Determine where you’re at in the process. What is your current

data collection process like? Is information stored in a rudimentary
spreadsheet system or across several different tools? It may be time to
think about centralizing your data  in order to simplify the process of
accessing and analyzing information.

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 Align your data analysis strategy with business priorities. So,
you’ve got a wealth of data to base organizational decisions on—now
what? As the saying goes, Rome wasn’t built in a day. Work with C-
level executives to determine what the most-pressing priorities are for
your HR department, and build your data analysis strategy around
those long-term goals.
 Work smarter not harder. From niche tools such as applicant
tracking systems  to robust, full-service HR platforms, nearly every
kind of HR software  is built with data analysis functionalities today.
That means that no matter what your current HR tech stack  looks
like, you can always upgrade, substitute, or add additional tools to
meet evolving needs.

WHAT ARE THE APPLICATIONS OF

DATA ANALYTICS IN HR?
HR data analytics can be used to make improvements in nearly every
area of human capital management. Ahead, we’ve included examples of
five applications for HR data analytics to illustrate how this practice can
be used to finetune different HR processes.

1. RECRUITMENT

If you haven’t heard, it’s a tough time for recruiters. We’re in the midst
of an ongoing talent shortage , which means that sourcing and
recruiting quality talent is more competitive than ever. Data analytics
can help by revealing where your recruiting process can be improved.

For example, you can set hiring goals and see how you’re progressing
toward them, compare your time-to-fill and cost-per-hire metrics with
other industry standards or organizations through benchmarking , and

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track how your results ebb and flow after making adjustments to
different aspects of your recruiting strategy.

Tool tip

Track the recruiting data that’s a priority for your organization.

Many recruiting software platforms  offer features such as
customizable dashboards as a part of

their analytics functionality to help you Do this.

2. TRAINING AND DEVELOPMENT

Are your training and development programs effective? That’s an
important question for HR professionals to answer, but without a
method for measuring results, there’s no way of knowing if your teams’
resources and efforts were wasted on a training initiative.

An effective approach to gauging the impact of training and development

programs involves asking employees for feedback through a survey  or
manager one-on-ones, as well as collecting and analyzing data related to
the completion and comprehension of programs.

In some cases, predictive analytics can also be used to create

personalized learning paths for employees and even tailor training
content to meet different learning styles.

Tool tip

Measure your employees’ engagement with and comprehension of

training programs. Learning management systems (LMS) , which are
used to deliver training programs to employees, are often built to track

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learners’ completion rates, time spent training, individual assessment

scores, and

3. ATTRITION AND RETENTION

In Capterra’s Recruiting Strategy Survey**  from July 2021, 51% of
employees with recruiting responsibilities revealed that the number of
job openings that they’re actively recruiting for is higher than average.
The talent shortage is partially to blame, but ongoing, record-high
levels of turnover  is another major factor contributing to the surplus of
open positions.

Knowing that, uncovering sources of turnover is a priority for HR

leaders. And predictably, data is one of the best ways to do that. For
example, you can collect information from departing employees through
exit interviews and surveys, then use analytics software to identify
commonalities between the results.

Tool tip

In order to get turnover in check, you need to understand what’s

contributing to it. HR analytics tools  help with this by collecting data
related to employee attrition, such as voluntary and involuntary
turnover rates, average employee tenure, and employee retention

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4. BENEFITS AND COMPENSATION
One of the biggest expenses for any business is employee compensation.
This, coupled with the fact that we’re currently in an inflationary
environment , has made compensation analytics a more essential
practice than ever for HR managers.

For instance, our Recruiting Strategy Survey*  revealed that only 13%

of employers are not considering increasing compensation as a means of
attracting job seekers to their organization. So, if you’re having a hard
time recruiting quality talent and you’re a part of that minority, it’s time
to take a more intentional approach to compensation planning. You can
do this by comparing your organization's salary ranges to those from
similar businesses, reviewing adoption rates of different benefits to
determine where changes should be made, and assessing pay equity
gaps.

Tool tip

Ask your payroll software  vendor about the capabilities of their

reporting and insights functionalities. There may be analytics features
that can help guide your compensation strategy that you aren’t currently
taking advantage of.

5. EMPLOYEE PRODUCTIVITY
From the perspective of the HR department, productivity refers to how
efficiently resources such as talent, money, and time are being used.
Data analytics is particularly helpful when it comes to measuring
productivity, but the kind of productivity data you should analyze
depends on your goal.

For instance, some metrics (such as revenue per full-time employee )

are helpful for judging the productivity of your workforce as a whole,
while others (such as project completion rate) are more useful for
measuring the performance of a team or individual. Further, you can
measure how efficiently resources are being allocated by tracking the
adoption rates of different tools or benefits.

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USE YOUR ORGANIZATION’S DATA
TO MAKE BETTER DECISIONS AND
MEET YOUR GOALS
According to our Recruiting Strategy Survey** , over a quarter (27%) of
the HR professionals we polled already have recruiting analytics software
and an additional 52% are either considering or planning to purchase it
in the future.

If you’re a part of the minority who is not considering investing in a tool

that makes data analysis easy, we have to ask: Why not?

When data informs every decision your HR department makes, from

recruiting and retention to training and productivity, the outcome
will be a much more effective human resources business function.

And while kicking off a data analysis strategy may seem like a daunting
practice to put in place, it doesn’t have to be. Start with the three
suggestions we included earlier on in this guide:

1. Determine where your current data collection strategy is at.

2. Align the goals of your data analysis strategy with business priorities.
Find

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FINDING

SUGGESTIONS
 Proper arrangement of first aid facilities & room for
employees at all plants should be made mandatory and
also an ambulance van for critical injury  Dealing with
employees and worker with equal respect at workplace
irrespective of positions they hold.  Improvement in
Employee Relationship and Communication.  To
provide bonus to employee on festivals to make them
more attached and motivated towards the organization. 
To incur recruitment from only one source cannot
provide potential candiadate for the desired
job ,organization should switch on to few other sites such
as times job, monster job etc  Organization should
continue conducting these activities from time to time,it
should not be like conducting once in every 6 months , it
demolishes their will to participate .  Like employee
birthday calendar for corporate employees, similarly
employee birthday calendar for worker at plant level
should also be done .  Arrangement of suggestion and
query box in each and every plant should be done and
Initiate Immediate Action for employee responses to
queries and problems .  Cameras should be installed
within the office premises so that employee timely work
and individual performance can be timely measured &
also safety of employee belongings .  Apart from carom ,
arrangements for chess, dart and pool should be also
installed.
3. a tool, or upgrade your current software plan in order to automate
parts of the data collection and analysis process.

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CONCLUSION
The study provided me about in depth knowledge as to
what actual recruiting process is and what are the
critical areas that need to be taken into consideration
while estimating the actual manpower required in
relation with their skills and capabilities required for the
designated position so as to have a potential talent for
each and every positions within the organization. We
would hence conclude that raising and maintaining
manpower requirements lies in the hands of an
organization and requires a perfect blend of time, effort,
commitment and investment to craft a successful
Endeavour. The recruitment process provided us the
insight as to what actually recruitment process is and
tactics to communicate with candidates while recruiting
them

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. BIBLIOGRAPHY 1. Books  Kothari C.R., “Research
Methodology” Methods and Techniques, New Age
International Publishers  Human Resource
Management………………………….Subba Rao. 2.
Websites:  [Link] 
[Link]  [Link]

ANNEXURE

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