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Master of Business Administration

Name Jyotsana Dewangan

Roll Number 511038208

Course MBA 3rd Semester

Subject Manpower Planning andResourcing

Subject code MU0010

Center code 3011

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Assignment Set-1

Q.1 What are the obstacles in Manpower Planning.

Obstacles in Manpower Planning

The major obstacles in manpower planning are as follows:

Non Optimal Utilization of Manpower

The biggest obstacle for manpower planning is the fact that organizations cannot optimally

use their manpower once manpower planning begins. During manpower planning, the

number of resources required for a job is decided based on the total work load, the process to

be followed and the criticality of the job. Once the analysis is done, it is decided that one

person can only handle a certain portion of the workload and hence for any additional

workload, additional resources need to be hired proportionately.

Over a period of time, the total workload may change, the processes may change, the

criticality of the job may change and new technological innovations may make the job far

easier to accomplish. However when the same employees are asked to step up the

productivity, they resist accepting any additional workload and resist even deployment of

new technology, hence making it hard for the management to maximize the use of their

manpower. This makes the organizational processes ineffective or inefficient and hence theorganization as a whole becomes ineffective or inefficient and loses out to competition which

may be able to remain lean in terms of number of resources and highly effective and efficient.

Absenteeism

Every organization has witnessed an increase in absenteeism. This has lead to errors creeping

in the manpower planning exercise. If the plan stated that 4 employees are required to

manage the total workload, increased degree of absenteeism leads to the partial failure of the

manpower planning exercise.

Lack of Employable Labor

People are not employable. The slow pace of acquiring business required competencies by

people at large also result in low employee productivity. All manpower planning is done

basis a certain productivity level considered as a benchmark. And low productivity has

negative implications for manpower planning.

Modern Manpower Control and Review Processes

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Any increase in manpower is to be approved by the top most levels of the management today.

Manpower budgets created on the basis of manpower planning act as control mechanisms to

keep the manpower cost and headcount under certain defined limits.

Usually the productivity of any organization is calculated using the formula: Productivity =Output / Input.

Example: 5 products are sold during the day/ 8 hours of effort put in during the day. i.e., the

sales productivity of the employee is

5 products per day.

But a rough guide of employee productivity used today is: Employee Productivity = Total

Production / Total no. of employees

Example: 50 products are sold during the day/12 employees were responsible for selling 50

products during the day. i.e., the sales productivity of each employee is 4.17 products per

day.

The rate of manpower turnover, exit interviews and absenteeism are sources of measuring

dissatisfaction level of manpower. To eliminate employee dissatisfaction and to ensure better

utilization of resources a study of the reasons causing the dissatisfaction level is required.

Overtime is paid to employees due to real shortage of manpower, inefficient management or

improper utilization of manpower. Manpower planning requires a study of the overtime

statistics.

The current pace at which business is done today is very fast. Many organizations either do

not have data or are overwhelmed with data. Non availability and non utilization of the data

are also reasons for complicating the situation. In some organization even the existing

technologies available for manpower planning are not optimally used. This also creates

obstacles in manpower planning.

Example: Business Scenario for Obstacles in Manpower Planning (Lack of employable

labor)

The entire BPO industry is suffering with this scenario of lack of employable labor.

In a dynamic business scenario, manpower planning is critical to organizational growth and

stability. It is integral to recruiting, retaining, retraining and redeployment of talent. Linked to

business needs of the organization, the process of manpower planning is much more

complicated than it seems. Manpower planning involves developing skills and competencies

of existing employees to meet market demands which can change with time. Manpower

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planning also requires having a contingent plan in place in case of any eventuality (talent

shortage).

Out of every 100 candidates interviewed only 10 of them are employable. Majority of them

are unemployable by the BPO industry. Its a known fact in the BPO industry. The manpower

planning exercise requires BPO companies to budget for travel to the interiors of the state,

travel to other states. It also needs to budget for providing new joiners with relocation

allowance. It has to make provision for some joining bonuses as well when the hiring by all

companies was at its peak. It decided to lower the level of hiring and spend additional time on

training candidates. It needed to engage external organizations to evaluate the voice and

accent capability or the potential of the candidate in order to validate its own findings with

that of an independent agency, so that no potential candidate was rejected and no candidate

who was not trainable was hired.

The manpower planning required inclusion of non standard practices to ensure that the hiring

targets were met so as to ensure that migration of client business processes from other

countries to India was as per committed timelines.

In fact some of the BPOs in India also have operations in countries like Philippines. Due to

the inability of the India BPOs to hire in some cases, work is split up between India and

Philippines.

Q.2 Explain demand forecasting techniques.

Demand Forecasting

Demand forecasting is a process of evaluating the quality and quantity (number) of

employees a firm or organization requires to meet its future needs. A forecast could be a

long-term or a short-term plan depending on the activity levels for each function and

departments. There are several internal and external factors to be considered in demand

forecasting.

Internal factors include budget constraints, production levels, new products and services.

External factors include competition from other firms; it could be from the domestic or

international firms, economic value, changes in technology etc.

A few good reasons to conduct demand forecasting are:

Determine the jobs necessary for offering services.

Determine the staff required for future needs.

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Determine the correct staffing levels in different parts of the firm or organization.

Determine the shortage of employees when and where they are needed the most.

Demand Forecasting Techniques

Forecasting is an expensive way to help a company plan and prepare for the future years.

Forecasting is not fortune telling; it is but an educated guess of how much manpower will be

required and utilized by a firm or organization. It is a tool used to help in budgeting and

allocating finances or hiring employees as perfectly as possible. One of the important features

of forecasting is the quality of manpower resources (knowledge, skill, values and

competency, capacity etc) as well as the quantity of manpower resources.

There is no right way of forecasting, but there are many different types of forecasting

methods. Each one is specifically planned and designed to help different retail organizationand it is up to each of them to choose the model which is best and most appropriate for them.

Manpower planning is done based on the manpower forecasts. The common manpower

forecasting techniques are:

Expert Forecasts

This is a group forecasting method in which experts present their independently developed

forecasts to the group. However, the experts do not meet each other. The group keeps refining

their forecasts until a group consensus is reached. This is called as the Delphi technique. In

this method managers estimate future manpower requirements based on their experience and

judgment.

Trend Analysis

This technique requires studying the past data of an organization. Based on the past forecast,

utilization and requirement actually experienced in the business, the future forecast is made.

For example, if an organization had 12 secretaries in the firm and this number were

increasing by 1 secretary every year for the last 4 years. Then the trend analysis would

forecast a requirement of 13 secretaries for the following year. That is one additional

secretary for the year.

Past data is used to make future predictions. Known or Independent variables are used for

predicting unknown or dependent variables, using the trend equation called Predictive

analysis. Based on trend equation, we find Line of Best Fit and then it is projected in a scatter

diagram, dividing points equally on both sides.

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The time series analysis has three goals: forecasting (also called predicting), modeling, and

characterization. The logical order in which to tackle these three goals depends on the key

objective. The idea of deciding the order is to ensure that one task leads to another and /or

justifies the other tasks. Sometimes the objective is getting better forecasts. Then the order is

forecasting, modeling and characterization. Sometimes the objective is to understand andexplain what is going on. Then modeling is the key, though out-of-sample forecasting may be

used to test any model. Often modeling and forecasting proceed in an iterative way and there

is no 'logical order' in the broader sense. You may model to get forecasts, which enable better

control, but iteration is again likely to be present.

The trend equation is:

Y^ = a + bX + E

Y^ = Estimated value of Y

a = Constant or Intercept

b = slope of trend line

X = independent variable

E = Error term

Explained variation - means the extent to which the independent variable explains the relative

change in the dependent variable. Higher the explained variation, lower the error value

leading to accurate forecast.

R2 = Explained Variation

1- R2 = Unexplained Variation

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Fig. Trend Analysis Line of Best Fit

This process may be followed at the organization level as a whole or for parts of the

organization based on department, location etc. Doing this at a granular with assumptions

being documented and shared with the approving authority increases the forecast accuracy.

The drawback is that you follow practices that you followed in the past. If the organization is

experiencing the same rate of growth then this may work. But for extraordinary

circumstances either good or bad for the organization, the trend analysis forecasting method

often fails. Also this may build in turn the organization teeth to tail ratio unfavorable for

making profits or enhancing profits. Teeth are the no. of employees who are directly into

revenue earning jobs. E.g.: production employees, operations employees and sales staff. Tail

is the no. of employees who are enabling the employees involved in directly revenue earning

jobs. E.g.: secretaries, finance, administration & human resources.

Work Study Technique

It is a technique that can be used when it is possible to apply work measurements to know

how long operations should take and the amount of labor required. It is calculated in two

ways.

Work-Load Analysis

Work-Force Analysis

I) Work-Load Analysis
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One more method of forecasting is by evaluating the work load in a department or job role.

This then enables deciding the no. of employees required for doing the job. This depends on

the nature of the work load in a branch, department, or a division in a firm or organization.

Example:

In BPOs, if an agent can handle 18 calls in a day of about 25 minute duration. If 2 lakh calls

are received in a month, then the workload is evaluated on a per day basis. Calls receivable

per hour are plotted. Then the no. of employees required to service those number of calls is

calculated. Also the service level is considered. Some clients do not want to keep their

customers on hold for more than 1 minute, in such cases the service level may be taken as

100%. This requires for staffing additionally such that the customers are not on hold for more

than 1 minute. Staffing is decided to ensure per hour manpower adequacy to support the

service level required by the client. The client understands the cost involved and is willing topay for a higher service level. Based on all the above inputs the workload evaluation

technique allows forecasting manpower demand.

II) Work-Force Analysis

In workforce analysis a sufficient margin for absenteeism, labor turnover and idle time on the

basis of past experience is made. This allows for completing the total job at hand undertaken

by an organization despite the challenges of labor turnover or absenteeism. The organization

needs to make reasonable prediction of labor turnover or absenteeism. However, if the actuallabor turnover or absenteeism exceeds the predicted value, then it puts the business under

loss. This could mean the profits of the company reducing or the company experiencing a

loss. As we all know that a business organization with high overheads cannot sustain losses

for more than a certain number of weeks or months depending on the business. This would

mean many people go jobless if the company happens to shut down. Therefore the workforce

analysis has to be done with caution and by an experienced person with data validated for the

past periods. Also the forecasting person, needs to be able to keep in mind any seasonal

variations and special events that are likely to occur for the predicted period. Demand

forecasting is a very responsible job. The entire organizations future depends on this. The

organization leaders get involved to ensure that the demand forecasts are realistic and there is

a reasonable buffer built in, so as to be able to sustain any deviations without a severe

compromise in profitability or credibility with the client.

Managerial Judgment Technique

This is a simple technique. In this the managers of different departments sit together, discuss

and arrive at conclusions as to the number employees required for future operations based ontheir past experiences. This technique involves a top-down or bottom-up approach.

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In top-down approach the managers prepare departmental forecasts. These are viewed by

department heads and a decision is taken.

In bottom-up approach the managers submit their departmental proposals to top managers

who arrive at forecast.

Neither of these forecasts is accurate but both when combined could achieve effective results.

This technique is used in smaller retail organizations or where there is not enough data

available.

Q.3 What are the inputs provided by HR for Manpower planning .

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 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:

- level 1 is Initial (inconsistent management)

- level 2 is Managed (people management)

- level 3 is Defined (competency management)

- level 4 is Predictable (capability management)

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- 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 therequisite inputs in each of the 5 steps of manpower planning.

Table : inputs provided by HR

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.

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:

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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 arepre-decided and a rewards and recognition event is held. Employees are rewarded and

recognized and positive energy is created.

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 froman 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.

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.

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 employees

excellence in the matters pertaining to his present job and his potential for a better job."

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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 employees contribution is essential. Ratings

can also be taken from other employees. This ensures an honest and precise rating of each

and every employee. In the corporate world, it is often said, perception is reality. Thereforeensure 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 highhopes 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.

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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 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.

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.

Discussions with Employees

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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.

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 dont have to be limited only to the best

performers, but it can be given to other employees as an incentive too. Any employee in theorganization 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.

Q.4 Write a detailed note on competency mapping system and its components.

Competency Mapping (Skills Inventory)

A competency mapping evaluates all aspects of the person with respect to the job role to be

performed by the person. It evaluates knowledge, skills, attitude, reflection of attitude that is

behavior and possibly values where as skill mapping is restricted to just that skill. We are

using the terms here interchangeably only so that some companies would like to start with

skill and then increase the scope to evaluate the entire set of competencies. But in true life

these cannot be interchangeably used as their scope varies.

A competency mapping exercise results in a report which contains information on

knowledge, skills, abilities, and experiences of current employees. It aims to identify the

skills an employee has demonstrated or has not demonstrated. If the job role requires the

employee to demonstrate skills which the employee has not demonstrated, then that becomes

a development area for the employee. Skills can be developed through paid and unpaid work

experiences, volunteerism, hobbies, work experiences, and through everyday experience in

life. A skills inventory report shows an employee which skills he or she possesses and at what

proficiency level.

Example

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An employee Rahul thinks he possesses the same level of skills as Vijay. He also believes his

compensation of INR 3 lakhs per annum is far lower than Vijays compensation of INR 6

lakhs per annum. Therefore Rahul feels that he is being unfairly compensated by the

company and starts looking out for another job.

But if the company had done a competency mapping exercise or skills inventory exercise,

Rahul would have know that he possesses only 4 of the 10 critical competencies and is at

proficiency level 2 whereas Vijay possesses 8 of the 10 critical competencies and is at

proficiency level 4. Then if Rahul is objective, he would start focusing on enhancing his

competencies to Vijays level and beyond so that he could get the same level or higher level of

compensation, designation and recognition. He would not focus on looking out. This makes

Rahul realize that it is not the company which is being unfair to him, but his own limitations

that are restraining him from getting higher compensation, growth and recognition. His focus

then becomes building competencies rather than looking out for jobs.

Competency Mapping System

The four essential components of competency mapping system are:

Classification system

Measurement unit

Process of measurement

Accessible Data, Information and Knowledge

Classification System

For any meaningful competency mapping or skills inventory management program, a clear,

well defined and detailed system of classification is important to have in place. Without a

clear classification system, any inventory management program will tend to fail. Competency

mapping or skills inventory cannot be assigned numbers as easily as numbers are assigned to

any physical products. A soft skill is particularly hard to define and therefore it is important

that a good classification system is in place, so that everyone is referring to the same

behaviors, skills and level of the competency. When it comes to creating the grading system

for building a skills inventory, the problem often arises from a lack of standardized

definitions for skills. There are no defined standards acceptable worldwide. Internally in the

organization we dont want a comparison between apples and oranges. We want a fair

comparison and hence a good classification system is essential.

If the skills are defined earlier by the HR team leading the competency mapping or skillinventory exercise then the managers do not have to repeat the time consuming process of

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defining skills. They focus on evaluation of the skills critical for the success of the

organization. They focus on identifying the high performing employees to participate in a

skills inventory initiative and decide which skills are important to the organizations success.

An objective system is important. An established list of predefined skills and an agreed-upon

set of rules by which to measure them enable competency mapping or skills inventory.

Initially an organization should focus on a few critical skills. As the ability of the

organization to map competencies or skills improves, in the future additional skills can be

inventoried and managed. As a foundation for establishing a skills program, many

organizations begin by agreeing on the main objectives and identifying the skills that most

closely impact these goals. An objective skills classification system frees decision-makers to

focus on the exact skills and organizations objectives, and hence helps to fairly establish the

parameters for a successful initiative.

Measurement unit

While companies have some difficulty tracking their inventory of office supplies or other

physical resources which can be measured by number of units, weight, or volume calculating

employee competencies or skills is a different matter.

Organization A & B have 4 customer service executives and 1 customer service manager

respectively. Refer Table 5.4 and analyze if the team and individuals are equal in terms of

competencies? Of course, they are not at all equal in terms of their competencies.

Table : Measurement Unit

Many organizations can rely on subjective forms of assessments for the answer. For example,

employees are asked to self-asses their own skills. Self-assessment is a subjective form of

evaluation. Self-assessments are inaccurate, with inexperienced employees overrating their

skills or experts underrating their ability. Personal verification is subject to individual

influence and may not be a question of a manager being just, but more influenced by

familiarity with certain employees. How do you measure an employees level of skill? Clear

definitions help managers identify employees level of skill or skills. A well planned

measurement system enables decision-makers to rely on objective data and they are notforced to rely largely on unreliable, subjective skills data. Online skills measurement tools are

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now available and give managers the unit of measure they require to account for skills levels

on a regular basis. Unlike subjective measures, these metrics will not differ from one

department to another. The whole system is evaluated, delivered, and reported online.

The objective measurement system calculates changes in skills levels over a period of time.

That is, with a constant and well detailed unit of measure to track skills, employees and

managers may document skills improvement. The management and managers should track

skills inventories, identify shortfalls (skills gaps) and surpluses (skills strengths). They should

also differentiate between the skills levels of different employees, information that is vital to

meeting the demands of each client or project.

A constant unit of measure enables decision makers i.e. managers to analyze skill levels

within the organization.

Process of Measurement

The requirement for an easily-administered measurement procedure is probably the most

neglected need of a skills inventory plan. An organizations ability to evaluate skills on a

regular basis and arrive at a suitable measurement can determine program success. How can

organizations develop a practical skills measurement system one that can be continued to be

used long after implementation?

Ease of use and meaningful feedback are important characteristics of an effective

measurement system.

While the organization may not have to re-measure or re-evaluate its skills inventory with the

same frequency as it tracks other items, repeat measurement is essential. Without the ability

to deliver repeat evaluation, a skills inventory management initiative becomes nothing more

but a one-time employee test, with unstable data that cannot track changes in an organizations

supply of skills. Many organizations have made unsuccessful attempts at tracking skills in the

past, and often they still apply the same wrong strategies till today. Employees can be asked

to complete and submit self-rating forms, or they can be asked to take a test associated with acareer milestone such as a training event or a periodic review. Unfortunately, the results of

such assessments often disappear into a records system without re-emerging as actionable

information for the organization or for the employee. As results fail to show action, the

usefulness of this initiative is compromised, and participation declines.

The secret for a successful skills inventory management lies in the ability to automate test

administration and provide quick, actionable feedback. Through an online testing system,

employees can take a skill evaluation in their own time without the requirement for

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supervision. Results are calculated and delivered immediately. The online system addresses

two issues which have negatively impacted skills inventory management efforts:

Ease of Testing

It makes it easy for the employees to undertake the skills assessment at their own time andwhen they are ready. It also allows repeat testing 3 months later or at some point in the future.

Online tests ask questions from a questions bank, so different questions are presented to the

employee.

Fast, Meaningful Feedback

An effective online skills inventory management provides quick or immediate feedback.

Armed with this knowledge managers constitute a team with complementary skill sets. It also

enables to send the employee to the right training programs or take good performance-relateddecisions. Performance evaluation in most organizations is not objective and tends to remain

subjective. For employees, the quick feedback stimulates self improvement and is provided at

the time when motivation for improvement is strongest immediately after an evaluation.

A repeatable evaluation system enables employees and managers to track skills improvement

over a period of time.

Accessible Data, Information and Knowledge

The success of any inventory management initiative is based on its ability to deliver constant,

actionable results. Skills inventory management is also no exception. The immediate

accessibility of objective metrics helps managers to take action such as what training an

employee needs, provide assignments that leverage existing skills and provide assignments

that develop skills that need to be improved (such assignments require the employee to be

mentored) and identifying the right employees to be part of project teams.

With an online skills inventory management system, exact and relevant data is just easily

accessible. No one needs to manage large amounts of data. If a manager is to manage largeamounts of data, his/her initiative in the exercise declines. But if the data is automatically

managed by the online system, then his/her inclination is not dented. Using the data and

information, managers gain more knowledge about their team members competencies. Over a

sustained period of knowledge of the proficiency levels of different skills, help managers take

wise decisions and enable them to demonstrate greater wisdom in decision making. The need

for skills inventory management is the highest today in the post recessionary period.

Motivating Employees

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Motivating and educating employees about the advantages of the Competency mapping

system is important. It is not only the job of the HR department, but also the management, to

motivate them constantly. Today skills are the only currency that carries a lot of value in the

present knowledge-driven economy. An employees value is determined by the depth of skills

he possesses. Any procedure that enhances skills becomes important to the employee as wellas to the organization. This is the basic assumption in educating employees about working

towards enhancing their skills.

For an organization, building a skills inventory has many advantages from improving

operational efficiency and productivity to competitive advantage in the marketplace. It

creates a learning environment and is a great internal employee building strategy that an

organization is able to retain employees as well as successfully attract new employees.

Q.5 Discuss External sourcing in detail .

External Sourcing

When you hire staff or contract staff who has never worked with your organization earlier,

then it is called as external recruitment. Examples are:

Advertisements in Media

Advertisements of the job openings in newspaper and journals magazines are generally used

as a source of external recruitment.

Campus Selections in Institutions

Various colleges and institutions are a good source of recruiting well qualified executives,

engineers, medical staff etc.

Employee Referrals

Organizations encourage internal employees by providing benefits for referring friends andrelatives for some position in their organization.

Consultants

They identify candidates matching the job profile and charge a fee for providing candidates

till you find the right candidate who accepts the offer.

Data Banks

Organizations collect CVs of candidates from different sources like employment exchange,training institutes etc. and screen and shortlist the candidates.

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When the business grows and if the business is manpower intensive, then additional resources

are required. Therefore external recruitment is done. This is the only way to scale up the

business. Also it brings in a freshness of thought and perspective. Capable people from the

worlds best organizations bring best practices with them. They bring the culture of

performance and meritocracy. External recruitment has many advantages. If the job rolerequires tremendous experience (e.g. 15 years), it is better to hire someone externally than to

wait for people in your own organization with 4 years experience to gain 11 more years of

experience.

Q.6 List the strategies for managing redundancy.

Redundancy is never a circumstance that anyone wishes to manage. However, when itsunwelcome face first peers over the horizon it is time to take action and start working ondamage limitation for the people who could be affected, the company, and the remaining

staff. The first phase of good redundancy management begins when those initial warningsigns of potential redundancies surface. Such early attention can sometimes fend offthreatened redundancies altogether.

Phase 1 - Change Management

The reasons for threatened redundancies are many and varied: market downturn; companymerger; falling profits; funding or cash flow crisis; outsourcing; loss of a major contract, etc.What each of these situations has in common is that it will require swift attention and lead tosome form of change management before redundancies are decided. All the procedures andprincipals of good change management will apply. Strategies need to be revisited, trends need

to be carefully monitored, new plans need to be drawn up, and above all people need to bekept informed. Where a collective redundancy situation (20 or more) is feared, staffrepresentatives must be consulted within the statutory time frame. However, explaining thesituation to staff members early is good practice regardless of the numbers affected, and has avariety of benefits:

It gives you control over what, when and, most importantly, how information is putacross.

It avoids damaging rumour and innuendo. It rallies support for change and unites staff and senior management in a common

fight for survival.

It provides an opportunity for the 'grass-roots' staff to offer efficiency and cost cuttingsuggestions.

It makes any subsequent efficiency and/or cost cutting measures more palatable. It lessens the shock and the reaction, if and when redundancies do have to be made. It fosters an environment of honesty, trust and respect.

Clearly, dissemination of information to staff needs to be carefully managed and controlled toavoid any additional damage to the company or panic amongst the staff. However, there aremany success stories from companies who have involved their staff members, includingvoluntary pay cuts initiated by staff members. Peer pressure is far more compelling andeffective than management ultimatums, however couched.

Phase 2 - Minimising Redundancies

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Having developed an outline plan in consultation with all the pertinent managers andoperatives, if redundancies are required, the next phase is to carefully examine all avenues forminimising redundancies and the damaging effects of redundancies. Of all changes in thework environment, redundancy engenders the most negative response. Minimising the jobcuts and being seen to be making every effort to avoid redundancies is crucial. The avenuesopen to you will of course vary according to the size, situation, and nature of the business.

The following have all been used successfully by a variety of companies.

Re-evaluating working hours - leading to greater flexibility, weekly, monthly orannually.

Re-training - leading to redeployment in other areas of the business. Job sharing schemes. Moves to part-time working (temporary or permanent). Cost savings here received a

boost in the recent budget. Temporary sabbaticals or agreed leave of absence (paid or unpaid). Early retirement, natural wastage and voluntary redundancies. Recruitment freeze (this needs careful management to ensure key positions are

covered). Voluntary pay cuts.

Once again an approach which is honest, and as open as possible, not only reduces thesometimes devastating effect on the staff, but also pays dividends to the management and thesuccess of the plans for recovery, streamlining or downsizing. Key members of staff are farmore likely to stay and weather the storm if an environment of trust and openness is nurtured.Those in business critical positions should be reassured, as early as possible in the process,that their positions are not, and will not be, in jeopardy.

Phase 3 - Selecting the Jobs to be Cut & Notifying the Individuals

Having ascertained that some redundancies are inevitable, informing the workforce first isparamount. The worst thing that can happen is for your staff to hear that they may faceredundancy through outsiders, rumour, or the media, even when all the redundancies areexpected to be voluntary.

Having worked through phases 1 & 2 above, a lot of care and attention needs to be given toselecting the positions and people. Check the current legislation on your consultation andnotification obligations. Regardless of legal obligations however, each position deserves to begiven individual consideration. A conscientious approach to this will reap rewards for the

Company as well as the individuals concerned. Consider whether this position will be neededagain in the near future, how the work will be dispersed, what the impact will be on others ina similar position. If you are reducing the number of people in the same or similar roles, drawup a check sheet with set criteria to determine equitably which positions should be selected.

On notifying the individuals at risk, care and empathy is essential. Even when generousredundancy packages are involved this can still be a devastating blow and poses a real threatto the recipient's livelihood. Look into each individual's personal situation beforehand so thatyou have some understanding of the problems they may face. Try to get a good feel for all thepertinent problems and issues so that you can aim to provide appropriate support, either viaan outplacement service or directly. Explain the process and procedure carefully and follow

this up in a letter.

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It is advisable to have a short consultation period to allow the individuals at risk to putforward their case. However, this should not be included for cosmetic purposes only.Consultation periods can and do work. We recently worked with a company that successfullyimplemented a consultation period for the second time, saving one job as a direct result(having saved 2 previously). Fanny Bradbury, Personnel Manager with SEOS Ltd. said "Ialso invited all the non-affected members of staff to comment". This wider consultation was

not a legal obligation as less than 20 staff were affected. However, this voluntary goodpractice paid dividends all round. "This proves that the consultation period does work", sheadded, "communication is the key; for everybody".

Phase 4 - Managing the People Out

Redundancy can be one of the most stressful life experiences. The affected individuals arelikely to be ill equipped for positioning themselves in the job market and often feel confused,isolated, angry and afraid. Finding another position is a full time occupation, the complexityof which is rarely fully appreciated. A good company will endeavour to provide support andassistance to cushion the blow and help their people to make the transition.

An appropriate outplacement service is a big advantage. Studies show that an externaloutplacement service is better received and far more effective than in-house measures. Inaddition, it provides the 'spoonful of sugar' to help take away the bad taste, and makes thetask of imparting bad news less odious for the managers. A good Outplacement Consultantwill work with the Company, through all the phases above if required, providing suggestions,alternatives and pulling together a programme appropriate to the needs of the individuals. Inselecting an outplacement service consider the following:

Location: Some companies require the delegates to attend their premises, others willbring the service to you. The latter can also be housed at a nearby conference centre ifdesired.

Price: An outplacement service is generally most needed when the Company feels itcan least afford it. However, price need not be prohibitive. There are wide variationsand many companies have a flexible approach and will suggest viable solutions to fityour budget, but watch for hidden costs.

Timing: The service needs to be provided at the right time for you and your people. Ifyou have left it a little late, don't be fobbed off with bogus reasons why it would be inyour advantage to delay (to a time which suits them). Try elsewhere.

Quality: The service needs to be 'fit for purpose'. When contacting a prospectivecompany ask to speak with one of the consultants not just the sales staff. He/she

should try to understand your situation and needs rather than push to sell you theservice. If possible (and appropriate) ask to see the manual. This is a valuable tool forthe delegates and a good indicator of the content and quality of the programme.Support normally continues for sometime after your contact has ceased - check thisout too.

People: Most outplacement consultants are empathetic and experienced, but likeeverything else there are good and bad. Try to speak with the consultant(s) who willbe assigned to your Company, by telephone or in person. Prepare a few questions andinformally 'interview' them.

If you cannot provide an outplacement service you may be able to provide somelocal support through appropriate agencies and companies such as the local job centre,

careers advisers, CAB, Financial Consultants, and so on. It is also worth contacting

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local companies in the same business to see if they have any unadvertisedopportunities.

Phase 5 - Managing the People Left

Having provided support and assistance to those directly affected, you need to turn your

attention to those indirectly affected. In varying degrees this includes all members of theworkforce. By implementing redundancies you will have inadvertently sown the seeds ofdoubt about the security of their position. Once again, good communication is essential. Youneed to ensure that your rising stars and major players do not lose face and change their focusof attention to the job market rather than the task in hand. Those remaining need to feelconfident that the crisis is over and the company is doing all it can to avoid any furtherredundancies.

As the redundant staff move off the scene, gaping holes are often left. Where a friendlycolleague sat, there is now and empty desk and chair; tasks will be left ownerless; the oldmanager may be replaced by an unknown and more distant new one. The empty void and

confusion is exacerbated when senior management are hidden away in meetings at a timewhen their visibility is most critical.

In your initial planning, make absolutely sure that you have included measures to cover thisperiod. Managers should spend time at the 'coal-face' to ensure that:

Remaining staff are not overloaded with work. They understand the need for the staff cuts made, and feel that the situation

has been managed fairly. The implementation of any time/cost saving measures is going smoothly. The most talented &/or critical staff do not feel insecure and leave. Any grievances or concerns can be aired and dealt with. Your remaining staff feel visible and valued.

Once your head is very clearly above the water again you may wish to think about how youcan show your appreciation to the loyal staff who helped to carry the company through. Thereare a number of ways this can be achieved but one which provides benefits all round isExecutive or Career Coaching. Offered to nominated individuals, or the top 10 performers,this also provides a useful incentive scheme.

Managing redundancy is never easy. Managing to avoid redundancy can be even harder.

However the adverse effects can be substantially reduced through: good communication;timely intervention; careful analysis and planning; effective consultation with your people;sensitivity in approach; appropriate support and assistance, and good after care. Over a thirdof the companies voted into last year's Times '100 Best Companies To Work For' had neededto effect redundancies during the year. For both companies and individuals, good redundancymanagement can turn a crisis into an opportunity.

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Assignment Set-2

Q.1 Explain different types of scores used to interpret test results.

nterpreting Test Results

Test results are generally presented in terms of numerical scores, such as raw scores, standard

scores, and percentile scores. In order to interpret test scores effectively, you need to

understand the scoring system used.

Type of Scores

I) Raw Scores

These refer to the unadjusted scores on the test. Usually the raw score is the number of

questions answered correctly, as in mental ability or achievement tests. Some types of

assessment tools and personality tests have no "right" or "wrong" answers. In such cases, the

raw score may represent the number of positive responses for a particular trait. Raw scores do

not provide any useful information. E.g. consider a candidate who gets 25 out of 50 questions

correct on a test. It's hard to know whether "25" is a good score or a poor score. When the

results are compared with the other individuals who took the same test, you may discover that

this was the highest score on the test.

II) Standard Scores

Standard scores are converted from raw scores. This indicates where a candidate's score lies

in comparison to a group. e.g. if the test indicates that the average or mean score for the

group on a test is 50, then a candidate who gets a high score is above average, and a

candidate who gets a low score is below average.

III) Percentile Score

A percentile score is another kind of converted score. A candidate's raw score is converted

into a number indicating the percent of employees in the group who scored below the test

taker. E.g. a score at the 70th percentile means that the candidate's score is the same as or

higher than the scores of 70% of those who took the test. The 50th percentile is known as the

median and represents the middle score of the distribution.

Psychometric Tests

Despite the controversy surrounding these psychometric personality tests, there has been a

great increase in the use of personality tests over the past decade. The only given reason for

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increase in testing is the need to have a selection process which can withstand legal

challenges. Increased test use can be seen in part as a defensive strategy, adopted in response

to regulation and legislation.

There are no defined good profiles or bad profiles; everything depends on the personality

characteristics the job position requires.

Online Test

Online testing is popular because of the ease of conducting such tests. This approach has

clear advantages over paper-and-pencil tests:

There is no need for printing questionnaires and distributing printed material. This has

actually lowered the cost of test administration.

Results are processed immediately with no human input. The test administration software

produces detailed and impressive looking reports.

There is a wide acceptance of personality testing among the candidates. Many candidates

happily complete online tests in their own time.

There are more suppliers now producing a greater variety of tests. This has brought costs

down even further and increased the choice of tests available to recruiting organizations.

Importance of Tests

Different people have different characteristics. It could be psychological characteristics or

physical characteristics. All these characteristics are called constructs. People with high skills

in verbal and mathematical reasoning may be considered high on the mental ability. People

with little stamina and strength may be considered low on endurance and physical strength.

The terms mental ability, endurance and physical strength are constructs. Constructs are used

to identify characteristics and to grade candidates based on those characteristics.

Constructs may not be seen or heard, but their effect on other variables can be observed. For

example, we can observe that some people can work on complex numerical calculations

without using paper and pen, while some struggle even with a pen and paper.

Q.2 Describe the different types of induction program

Types of Induction

An organization needs to make a strategic choice before designing an induction/orientationprogramme. They are:

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Informal Induction

Formal Induction

Informal Induction

In this the new employees are instructed to report to the HR department for an explanation of

organization policies before being referred to the manager for on the job briefing on specific

work process.

In informal orientation, new employees are put directly on the job and are expected to adjust

themselves on the new job and organization. Informal orientation tends to be brief; may last

for an hour or may be less than an hour.

Example: A sales person is asked to go along with a tenured high performing sales person or

his manager to make sales calls and learn about the product and the selling skills during the

calls.

Formal Induction

Here the management has a structured programme which is executed when new employees

join the firm. Formal induction is more elaborate and is spread over a couple of weeks or

months. Most formal induction programmes consist of three stages:

General introduction to the organization often given by the HR department.

Specific orientation to the job and the department, typically given by the supervisor or

manager.

Follow up meeting to verify that the important issues have been addressed and employee

questions have been answered. This follow up meeting usually takes place after a week of

joining between the new employee and the manager.

A formal induction programme is shared by the HR specialists and managers. The HRmanager covers areas as:

Introduction: to supervisors, trainers and colleagues.

Organization issues: organization history, history of the employer, names and titles of

important executives, departments, layout of physical facilities, probationary period, product

line, production procedure, organization policies and procedures, disciplinary regulations,

safety procedures.

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Employee benefits: pay scale, pay days, vacation and holidays, rest breaks, training and

education benefits, counselling, insurance benefits, retirement programme etc.

Supervisors outline the main job duties: job location, task and overview of job, safety

requirements and relationship to other jobs.

The choice between formal and informal induction will depend mainly on the goals and

objectives of the organization. The more formal the programme the more the new employee

will acquire a set of standards. Many organizations prepare certain induction manual and

induction powerpoint presentations which they keep on the intranet . These can be aceesed

only by the company employees. It is helpful when employees join in small numbers at

different point of time, when a separate induction programme cannot be held. This is also

helpful to clarify any doubts an employee may have regarding certain organizational

practices. In an informal programme individual differences are maintained.

Induction Program Outline

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Q.3 What are the benefits of setting up an academy for the organizations?

Q.4 Discuss entrepreneurships in detail.

Entrepreneurship

Many employees have this dream of turning into an entrepreneur. They feel and think that

organizations will not allow them to implement their business ideas even if the idea is

associated to the business of the organization in which they work. They know for sure their

idea will make the organization even more profitable. But they know that no one will listen to

them. These employees at some point in time quit and start their own venture and some of

them turn into successful entrepreneurs.

An entrepreneur is someone who organizes a business venture and assumes the risk for it. A

person who possesses a sense of enterprise in his mind, and new ideas for venturing out by

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assuming significant accountability for the inherent risks and the outcomes is called an

Entrepreneur. Jean-Baptiste Say, a French economist is believed to have coined the word

"entrepreneur" first in about 1800. Entrepreneurship is the act of being an entrepreneur.

Intrapreneurship

When entrepreneurship describes activities within a firm or a large organization it is referred

to as intrapreneurship. Intrapreneurship may include corporate venturing, when large entities

spin-off organizations.

In 1992, The American Heritage Dictionary acknowledged the popular use of a new word,

intrapreneur, to mean "A person within a large corporation who takes direct responsibility for

turning an idea into a profitable finished product through assertive risk-taking and

innovation". Intrapreneurship is today a tool used by corporates to harness the true potential

of their high performers which integrates risk-taking and innovation approaches apart from

reward and motivational techniques which were usually thought as only possible by

entrepreneurs.

Intrapreneurship is the practice of entrepreneurship by employees within an organization.

Example of Intrapreneurship

A classic case of intrapreneurs is that of the founders of Adobe, John Warnock and Charles

Geschke. They both were employees of Xerox. As employees of Xerox, they were frustratedbecause their new product ideas were not encouraged. They quit Xerox in the early 1980s to

begin their own business. Currently, Adobe has an annual turnover of over $3 billion. While

this could have happened inside Xerox, alas it did not.

Steve Jobs has described the development of the Macintosh computer as an intrapreneurial

venture within Apple.

Features of Intrapreneurship

Entrepreneurship involves innovation, the ability to take risk and demonstrate creativity. An

entrepreneur will be able to look at things in novel ways. He will have the capacity to take

calculated risk and to accept failure as a learning point. An intrapreneur thinks like an

entrepreneur looking out for opportunities, which profits the organization he/she is employed

with. Intrapreneurship is a novel way of making organizations more profitable where

imaginative employees entertain entrepreneurial thoughts. It is in the interest of an

organization to encourage intrapreneurs. Intrapreneurship is a significant method for

companies to reinvent themselves and improve performance.

Intrapreneurship and Employee Engagement

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The highest form of employee engagement is possibly intrapreneurship. Organizations can

benefit from engaged employees, by listening to them, understanding their needs, thoughts

and plans, allowing employees to practice intrapreneurship and create wealth for themselves

and the organization.

Engagement is also directly proportional to the amount of listening that an organization does

and the action it takes thereafter to respect the employees thoughts and plans. Engagement is

possible when an organization nurtures the employee and the employee nurtures the

organization.

A lot of companies are known for their efforts towards nurturing their in-house talent to

promote innovation. Skunk Works group at Lockheed Martin is a prominent example. This

group was formed in 1943 to build P-80 fighter jets which it did successfully.

At 3M employees can spend 15% time working on projects they like for the betterment of the

company. On the initial success of the project, 3M even funds it for further development, thus

promoting employee engagement.

Employee Needs

Employees need the following:

1. Someone to listen to their ideas of growing the company

2. Someone who will provide the framework for creating something valuable

3. Someone who use their capabilities in creating something valuable

4. Someone who allows them to do what they do best

5. Someone to provide them feedback in a non threatening manner

6. Someone who is interested in their growth and development

7. Someone who respects and values them

8. Someone who does not doubt their integrity

9. Someone who knows to differentiate between engaged employees and disengaged

employees

10. Someone who ensures they are not treated in the same manner as disengaged employees

Attend to employee needs and enhance talent engagement. If you as an employer dont listen

to your engaged employees, they will find other better employers who will, or they will find

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venture capitalists who will listen to them and fund them, or they will find friends and

relatives to fund their own business and create a business empire of their own.

Appreciate and value the engaged employees and the talent which is engaged. You will not

only gain in higher productivity, but may stand to exponentially grow your business because

of committed and talented employees.

Q.5 List the tips for successful career planning.

Tips for Successful Career Planning

Career planning is not a difficult activity, it is fairly simple. It is an activity that is fulfilling,

providing the accomplishment of goals in your present career or planning for beginning a

change to a new career. Career planning for an employee should be a happy, rewarding and

positive experience. Few tips are provided below:

Make it an Annual Activity

Many people do a lot of things or activities differently every year. They take up new hobbies

or try playing a new sport, so why not take up career planning? Every individual must find a

day or a weekend once a year or more often if you feel the need or if you're planning a total

career change; and plan an escape for yourself. Try and concentrate so that you have the time

and energy to truly pay attention to your career and realize what you actually want from your

career and finally from life.

If career planning becomes a yearly activity individuals will feel more assured in their career

choice and the path in which their career is shaping up. Individual will be prepared to face the

many challenges and hurdles that lie ahead in all their jobs and careers.

Develop a Career Path

Organizations chart a career path for most job roles with numerical significance to increase

employee length of service in the organization and gain maximum employee contribution. A

career path is the milestones that one needs to achieve to reach the career goal.

Example: In a BPO, a technical support agent may need to become a Level 2 technical

support before being promoted to a team leader. After becoming a team leader, the technical

support agent can go on to become an assistant manager, manager, senior manager and

eventually an associate vice president.

Present your Transferable Skills

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Sometimes we introduce ourselves to people while networking or seeking jobs as the

designation that we have. For example, I am contact centre agent. By doing so, it may narrow

the way people look at your skills or you. Instead identify yourself as a person who could

resolve issues, research, solve complex situations, enhance the companys image in the

customers mind, juggle multiple tasks, meeting goals and deadlines, and manage time andinformation apart from being a quick learner. These skills could easily be applied to a wide

collection of jobs in many different careers.

Analyze Hobbies and Pastimes

Take time and observe the activities you like doing when you are not working. Assess the

non-working activities when doing career planning. Many times your hobbies and leisurely

activities can give you great insight into future career paths.

Think you cannot change a hobby into a career? A lot of people do it all the time. E.g. a great

painter was once a successful business person who only painted in his free time or as a

hobby. He was encouraged and motivated by his friends to take it up as a career option. It

was not until then that businessman took an honest look at his hobby and decided he should

change it to his career. No doubt he was good at his job, but he was even better at painting

and painting was what he loved doing.

Consider Likes and Dislikes

In an individuals life needs and wants are part of life. Change is one factor which is constant

in life; everybody changes nothing remains the same. In a similar manner our likes and

dislikes change too. Something we enjoyed doing one year ago may not be interesting to us

and it gives us displeasure. You need to take time to ponder or consider on the things in life

too and just not in the job that you feel strongly about. Make a list of all the likes and dislikes

and use this to assess your present job position and career path. If your job and career covers

most of the like things, then your career is on the right path. But, if it covers more things in

the dislike, then it is high time to start looking for new jobs and a new career.

At last, take time to consider about what it is you really want or looking for in your job or

from your career. Do you want to make a difference to the world by your work or do you

want to become famous or to be financially independent. You want to bring about a major

change then take time to understand and evaluate the ambitions that motivate your sense of

success and happiness?

Track & Communicate Achievements

Most people do good work and over a period of time forget it. They don't keep a record of thegood work done or their achievements. It then becomes a struggle when creating a

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convincing resume or CV when it's time to hunt for a new job. Keeping a track of past

achievements is not only useful for creating a resume but it's also handy for career planning.

Many a times recollecting past accomplishments or achievements will often bring a smile to

your face and bring to mind forgotten success. One or two things may cause a trigger and

thus searching and planning a career shift begins. This may be a job that allows you toaccomplish the kinds of things that you wanted and it makes you happy and most proud.

Study Job Trends and Career Opportunities

Study the job trends and career opportunities in the market. It helps in the career planning

process particularly long-term. You can create your own job opportunities. Even if the

demand for the job you do is decreasing, if you have fantastic skills and know how to market

yourself, you will be in a position to find a new job.

A career path with growing jobs may have lower demand next year. Look out for areas of

high growth, areas that are of interest to you. Research prepares you to position your

strengths for different job roles and state why you are best suited for the job. One of the keys

to job and career success is having a vast set of competencies. This makes you exclusive in

terms of achievements, knowledge, skills, and education and hence enhances your chances

for getting the job that you desire.

Self Development

Nothing ever learnt is wasted. However, there are many people in the world who are averse to

learning and developing themselves. They have never seen the connection between personal

success (financial, status) and learning and self development.

Some people learn and put a lot of effort in self-development till completion of college or

getting a steady good job. Then they too become averse to learning. The only people who will

thrive in the new economy of the 21st century are the people who will learn and relearn. The

others, who choose not to learn, will be akin to slaves.

Learning leads to power and success. Never miss an opportunity to educate yourself or learn

and grow more as a person and as a professional. Aggressively seek to learn what you have

an interest in even if your company does not pay for it and even if it costs a fortune if they

enhance your career opportunities.

Decide which educational qualifications or experiences will help you achieve your career

goals. Keeping looking for, opportunities that propels you on your career path towards your

career goal.

Dream with your Eyes Open

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Where would you like to be career-wise after 2 years, 5 years and 10 years? Keep multiple

options open while researching different career paths.

Set Career and Job Goals

Keep SMART career goals. SMART being specific, measurable, achievable, realistic andtime bound. An important part of career planning is setting short-term (in the coming year)

and long-term (beyond a year) career and job goals. This allows you to fine tune your goals

or change your goals if required.

Q.6 Write a detailed note on E- manpower planning.

E-Recruitment

The buzzword and the latest trend in recruitment is the E-Recruitment or Online recruitment.In this internet based tools are used to assist the recruitment processes. E.g.: naukri.com,

careers section of the organization website. Many big and small organizations are using

Internet as a source of recruitment. They advertise job vacancies through the internet. Job

seekers send in their applications or curriculum vitae (CV) through e-mail.

The internet penetration in India is increasing and has tremendous potential. According to a

study by NASSCOM Jobs is among the top reasons why new users will come on to the

internet, besides e-mail. There are more than 18 million resumes floating online across the

world. Two kinds of

e-recruitment options that an organization can use are:

Job Portals: Post an opening with job description and job specification on the job portal.

Search for suitable resumes available on the portal and invite candidates for an interview.

Careers Section On Companys Own Website: Create a complete online

recruitment/application section in the careers section of the companys own website. The

passive job seekers can submit their resumes into the database of the organization for

consideration in future, as and when the roles become available.

Resume Scanner:

Resume scanner is a facility offered by job portals to employers. Employers can filter, select

and screen resumes on pre-defined criteria and requirements (skills, qualifications,

experience, payroll etc.) of the job.

Online Recruitment Techniques

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Provide a detailed job description and job specifications in the job posting to attract

candidates with the right skill sets and qualifications

Review applications using the filter and screening method. Dont print, just screen online.

E-recruitment is the Evolving face of recruitment.

Advantages & Disadvantages

There are many advantages of e-recruitment; both to the employers and to the job hunters, but

it also has a few disadvantages too.

Advantages of E-Recruitment

Cost of posting jobs online are low vs. advertising in newspapers

No intermediaries or middle men handling CVs

Hiring time is reduced for recruitment. Works 24x7x365.

Facilitates recruitment of right type of people with requisite competencies

Short-listing is automated and quick

Disadvantages of E-Recruitment

E-recruitment has its own share of disadvantages. Some of them are:

Screening and checking the skill mapping and accuracy of thousands of resumes / CVs are a

problem and a time consuming activity for organizations.

There is no internet availability and lack of awareness of internet in many places across India.

Firms and organizations cannot depend wholly, solely and totally on the online recruitment

methods.

Employers and employees still prefer face-to-face meetings rather than

e-mails.

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Documents