ECONOMICS,COMMERCE AND MANAGEMENT: quick revision of human resource management part 1

COMPLETER REVISION OF HUMAN RESOURCE MANAGEMENT :
BY DR SHASHI AGGARWAL
NATURE AND SCOPE OF HUMAN RESOURCE MANAGEMENT
MEANING
HUMAN RESOURCE MANGEMENT MAY BE DEFINED AS SET OF POLICIES,PRACTICES AND PROGRAMMES DESIGNED TO MAXIMIZE BOTH PERSONAL AND ORGANIZATIONAL GOALS.
HUMAN RESOURCEMENT IS THAT ASPECT OF MANAGEMEMT WHICH DEALS WITH PLANNING ORGANIZATION,DIRECTING AN CONTROLLING THE PERSONNEL FUNCTION OF AN ENTERPRISE
THE PURPOSE OF THES FUNCTION IS TO ASSIST IN ACHIEVMENT OF BOTH ORGANIZATIONAL AND INDIVIDUAL AND SOCIETAL GOALS
DEFINITION
EDWIN B FLIPPO,” PERSONNEL MANAGEMENT IS THE PLANNING ORGANISING, DIRECTING AND CONTROLLING OF THE PROCUREMENT, DEVELOPMENT COMPENSATION, INTEGRATION AND MAINTENCE AND SEPARATION OF HUMAN RESOURCES TO THE END THAT INDIVIDUAL AND SOCIAL OBJECTIVES ARE ACCOMPLISHED
Dessler, “ HUMAN RESOURCE MANAGEMENT IS THE PROCESS OF ACQUIRING,TRAINING,APPRAISING AND COMPENSATING EMPLOYEES AND ATTENDING TO THEIR LABOUR RELATIONS,HEALTH,SAFETY AND FAIRNESS CONCERN.
NATURE OF HUMAN RESOURCE MGMT

INHERENT PART OF MGMT
PERVASIVE FUNCTION
BASIC TO ALL FUNCTIONAL AREAS
PEOPLE CENTERED
PERSONNEL ACTIVITIES
CONTINUOUS PROCESS
BASED ON HUMAN RELATIONs

OBJECTIVES

TO PROCURE RIGHT KIND OF PERSONNEL FOR RIGHT JOB AT THE RIGHT TIME
TO PROVIDE RIGHT KIND OF TRAINING
PROPER UTILIZATION OF HUMAN RESOURCES
TO INDENTIFY AND SATISFY OF NEEDS OF INDIVIDUALS
RECONCILIATION OF INDIVIDUAL AND GROUP GOALS
TO MAINTAIN HIGH MORALE

SCOPE

MANPOWER PLANNING
RECRUITMENT ,SELECTION AND PLACEMENT
TRAINING AND DEVELOPMENT
APPRAISAL OF PERFORMANCE
MOTIVATION OF WORKFORCE
REMUNERATION OF EMPLOYEES
SOCIAL SECURITY AND WELFARE OF EMPLOYEES
REVIEW AND AUDIT OF PERSONNEL POLICIES

SCOPE

WELFARE CONCEPT
LABOUR
INDUSTRIAL RELATION

SCOPE
PERSONNEL ASPECT: DEALS WITH MANPOWER PLANNING,RECRUITMENT,SELECTION,PLACEMNT,INDUCTION,TRANSFER,PROMOTION,DEMOTION,WAGE AND SALRY ADMINISTRATION AND INCENTIVES AND PRODUCTIVITY
THE WELFARE ASPECT:-WORKING CONDITION AND AMENITIES
INDUSTRIAL RELATION ASPECT:-EMPLOYER RELATION WITH EMPLOYEE
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE/PERSONNEL DEPARTMENT IS ESTABLISHED UNDER THE CHARGE OF HUMAN RESOURCE/PERSONNEL MANAGER. HE IS LINE AUTHORITY TO GET ORDERS EXECUTED WITH HIS OWN DEPARTMENT BUT HE IS STAFF OFFICER IN RELATION TO OTHER DEPARTMENTS.
FUNCTIONS OF HUMAN RESOURCE MANAGER:-

MANAGERIAL
OPERATIVE
ADVISORY

MANAGERIAL FUNCTIONS
PLANNING: TO GET THINGS DONE THROUGH SUBORDINATES, A MANAGER MUST PLAN A HEAD.PLANNING IS NECESSARY TO DETERMINE THE GOALS OF THE ORGANIZATION AND LAYS DOWN POLICIES AND PROCEDURES TO REACH THE GOALS.PLANNING MEANS DETERMINATION OF PERSONNEL RROGRAMS LIKE FORCASTING MAN POWER REQUIRMENTS,JOB DESCRIPTIONS AND DETERMINATIONS OF THE SOURCE OF RECRUITMENTS.
ORGANISING:-:- GROUPING OF PERSONEEL ACTIVITIES,ASSIGNMENT OF DIFFERENT FUNCTIONS TO DIFFERENT INDIVIDUALS ,DELEGATION OF AUTHORITY AND COORDINATION OF AUTHORITIES
DIRECTING:-TO GUIDE AND MOTIVATE THROUGH CAREER PLANNING,SALARY ADMINISTRATION,ENSURING EMPLOYEE MORALE ETC
CONTROLLING:-IS CONCERNED WITH THE REGULATIONS OF ACTIVITIES IN ACCORDANCE WITH PLANS. HELPS THE PERSONNEL MANAGER TO EVALUATE AND CONTROL THE PERFORMANCE OF THE PERSONNEL DEPARTMENT IN TERMS OF VARIOUS OPERATIVE FUNCTIONS.

OPERATIVES FUNCTIONS
SPECIFICALLY GIVEN TO PERSONNEL DEPARTMENT.
EMPLOYMENT:- EMPLOYMENT OF PROPER KIND AND NUMBER OF PERSONS NECESSARY TO ACHIEVE THE OBJECTIVES OF THE ORGANIZATION. IT COVERS RECRUITMENT,SELECTION,PLACEMENT
DEVELOPMENT:-FOLLOW UP OF THE EMPLOYMENT FUNCTION. IT IS THE DUTY OF MANAGEMENT TO TRAIN EACH EMPLOYEE PROPERLY TO DEVELOP TECHNICAL SKILL FOR THE JOBS FOR WHICH HAS BEEN EMPLOYED AND ALSO TO DEVELOP HIM FOR THE HIGHER JOBS
COMPENSATION:-CONCERNED WITH DETERMINATION OF ADEQUATE AND EQUITABLE REUMUNERATION OF THE EMPLOYEES IN THE ORGANIZATION FOR THE CONTRIBUTIONS TO ORGANIZATIONAL GOALS.
MAINTENANCE:-PROVISION OF GOOD WORKING CONDITIONS . BECAUSE WORKING CONDITIONS CERTAINLY INFLUENCE THE MOTIVATION AND MORALE OF THE EMPLOYEES. THESE MEASURES ARE HEALTH,SAFETY AND COMFORT OF ORK FORCE.
MOTIVATION: FINANCIAL AND NON FINANCIAL INCENTATIVES TO MOTIVATES THE EMPLOYEES
PERSONNEL RECORD:-MAINTAIN THE RECORD OF EMPLOYEES WORKING IN THE ENTERPRIZE
INDUSTRIAL RELATIONS:MAINTAINING INDUSTRIAL PEACE,GRIEVANCE SYSTEM AND ALSO PROVIDE HELP IN COLLECTIVE BARGAINING,JOINT CONSULTATION AND SETTLEMENT OF INDUSTRIAL DISPUTES.
SEPARATION
EMERGING ISSUES

PERSONNEL RECORDS
HR AUDIT
HR RESEARCH
HR ACCOUNTING
HR INFORMATION SYSTEM
INTERNATIONAL HRM

ADVISORY FUNCTIONS
OFFER HIS ADVICE TO :-
TOP MANAGEMENT:-FORMULATION AND EVALUATION OF PERSONNEL PROGRAMMES,POLICIES AND PROCEDURES
DEPARTMENTAL HEAD:-OFFERS ADVICE TO THE HEADS OF VARIOUS DEPARTMENTS ON MATTERS SUCH AS MANPOWER PLANNING,JOB ANALYSIS AND DESIGN,RECRUITMENT AND SELECTION,PLACEMENT,TRAINING,PERFORMANCE APPRISALS.

ROLE OF PERSONNEL/HR MANAGER/DEPARTMENT
ROLE OF PERSONNEL MGR/DEPARTMENT

ADVISORY ROLE
COUNSELLING ROLE
ROLE OF CHANGING AGENT
THE CONSCIENCE ROLE
LAIISON ROLE
LEGAL ROLE
CONTROLLER’S ROLE
HUMAN RELATION ROLE

THE CHANGING ROLE OF HR MANAGER/PERSONNEL DEPARTMENT

EMPLOYEE AND PERFORMANCE
EMPLOYEE COMMITMENT
HRM AND RESPONSIVIVENESS
RESEARCH INSIGHT
HRM AND CORPORATE STRATEGY

JOB DESIGN
MEANING OF JOB DESIGN
JOB DESIGN IS AN ATTEMPT TO CREATE A MATCH BETWEEN JOB REQUIRMENT AND HUMAN ATTRIBUTES. IT INVOLVES ORGANIZING THE COMPONENTS OF JOB AND THE INTERACTION PATTERN AMONG THE MEMBERS OF THE GROUP. IT HELPS IN DEVELOPING DESIGN OF JOB TO IMPROVE EFFICIENCY AND SATISFACTION.
JOB DESIGN IS DELIBERATE AND SYSTEMATIC ATTEMPT TO STRUCTURE THE TECHNICAL AND SOCIAL ASPECTS OF WORK AS TO IMPROVE TECHNICAL EFFICIENCY AND JOB SATISFACTION
OBJECTIVES

MEET THE REQUIRMENT OF THE ORGANIZATION
TO SATISFY THE NEEDS OF THE INDIVIDUAL
INTERGRATION

PRE REQUISITES OF JOB DESIGN
THE ORG SHOULD NOT TAKE THE PARTICULAR CONFIGURATION OF JOBS THAT EXIST AT PARTICULAR TIME
AFTER CAREFUL STUDY OF CHANGES IN THE ENVIRONMENT
UPDATING
NEW REWARD SYSTEM
EMPLOYEE CONSIDERATION
APPROACHES TO JOB DESIGN
TRADITIONAL APPROACH
SIMPLIFICATION OF RECRUITMENT,SELECTION,RUMENERATION POLICIES
CONSIISTENT WITH EMPLOYEE’S EXPECTATION,TRAINING AND EDUCATION PROGRAMME
EASIER TO IMPLEMENT
SCIENTIFIC MGMT APPROACH
TASK FRAGMENTATION
OPTIMISATION
STANDARDIZATION
SPECIALISATION
TRAINING
RESPONSIBILITY
MONETARY REWARD
APPROACHES TO JOB DESIGN
HUMAN RELATION APPROACH
FACILITATING SOCIAL NEED GRATIFICATION
USING NON AUTHORITARIAN LEADERSHIP STYLES BY SUPERVISORS
THE FOSTERING OF EFFECTIVE WORK GROUP
JOB CHARACTERISTICS APPROACH
BASED ON THE FINDING OF ELTON MAYO,FREDERIC HERZBERG AND OTHER HUMAN RELATION APPROACH
BASED ON THE MODEL GIVEN BY HACKMAN AND OLDHAM
EXPERIENCED MEANIGFULNESS
EXPERIENCED RESPOSNE
KNOWLEDGE OF THE RESULT
JOB CHARACTERISTICS APPROACH

1. CORE JOB DIMENSIONS

2. SKILL VARIETY

3. TASK IDENTITY

4. TASK SIGNIFICANCE

5. AUTONOMY

6. FEEDBACK

SOCIO-TECHNICAL APPROACH

JOB SHOULD BE REASONABLY DEMANDING FOR THE INDIVIDUAL AND YET PROVIDE VARIETY
ABLE TO LEARN ON THE JOB AND IT SHOULD BE CONTINUOUS
SOME MINIMUM AREA OF DECSION MAKING
MINIMUM DEGREE OF SOCIAL SUPPORT SYSTEM
ABLE TO RELATE

RECRUITMENT
VS
SELECTION
RECRUITMENT

RECRUITMENT REFERS TO THE ATTEMPT OF GETTING INTERESTED APPLICANTS AND CREATING A POOL OF PRSOPECTIVE EMPLOYEES SO THAT THE MANAGEMENT CAN SELECT THE RIGHT PERSON FOR THE RIGHT JOB FROM POOL
RECRUITMENT PRECEDES THE SELECTION PROCESS : SELECTION OF RIGHT CANDIDATES FOR T VARIOUS POSITONS IN THE ORGANIZATION
THE PROCESS OF IDENTIFICATION OF DIFFERENT SOURCES OF PERSONNEL IS CALLED
EDWIN B FLIPPO RECRUITMENT IS THE PROCESS OF SEARCHING THE CANDIDATES FOR EMPLOYMENT AND STIMULATING THEM TO APPLY FOR JOBS IN THE ORGANIZATION.

RECRUITMENT

1. IS POSITIVE PROCESS AS IT ATTRACTS SUITABLE APPLICANTS TO APPLY FOR AVIALABLE JOBS

2. THE PROCESS OF RECRUITMENT :

IDENTIFIES THE DIFFERENT SOURCES OF LABOUR SUPPLY
ASSESS THEIR VALIDITY
CHOOSE THE MOST SUITABLE SOURCES
INVITES APPLICATION FROM THE PROSPECTIVE CANDIDATES FOR THE VACANT JOBS

7. SOURCES OF RECRUITMENT :

INTERNAL
EXTERNAL

SELECTION

INVOLVES A SERIES OF STEPS BY WHICH CANDIADATES ARE SCREENED FOR CHOOSING THE MOST SUITABLE PERSONS FOR VACANT JOBS.
DIVIDES THE CANDIDATES FOR EMPLOYMENT INTO TWO CATEGORIES
THOSE WHO WILL BE OFFERED EMPLOYMENT
THOSE WHO WILL NOT BE
THE BASIC PURPOSE OF SELECTION PROCESS IS TO CHOOSE RIGHT TYPE OF CANDIDATE TO MAN VARIOUS POSITIONS IN THE ORGANIZATION. SELECTION INVOLVES A SERIES OF STEPS BY WHICH THE CANDIDATES ARE SCREENED FOR CHOOSING THE MOST SUITABLE PERSONS FOR VACANT POSTS. IT DIVIDES THE CANDIDATES FOR EMPLOYMENT INTO TWO CATEGORIES THOSE WHO WILL BE OFFERED EMPLOYMENT AND THOSE WILL NOT BE.

THE AIM OF SELECTION PROCESS IS TO REJECT THE UNSUITABLE CANDIDATES
RECRUITMENT IS POSITIVE PROCESS BECAUSE IT ATTRACTS APPLICANTS FOR VARIOUS JOBS
SELECTION IS NEGATIVE PROCESS BECAUSE IT AIMS REJECTING APPLICANTS WHO ARE UNSUITABLE AND OFFERING JOBS TO THOSE WHO ARE FOUND FULLY SUITABLE

RECRUITMENT VS SELECTION
TWO PHASES OF EMPLOYMENT

RECRUITMENT BEING THE FIRST PHASE CONCERNED WITH TAKING DECISIONS ON THE CHOICE OF TAPPING THE SOURCE OF LABOUR SUPPLY
SELECTION IS THE SECOND PHASE INVOLVES GIVING VARIOUS TYPES OF TESTS TO THE CANDIDATES AND INTERVIEWING THEM IN ORDER TO SELECT THE SUITABLE CANDIDATES ONLY

DIFFERENCE
RECRUITMENT

PROCESS OF SEARCHING FOR PROSPECTIVE EMPLOYEES AND STIMULATING THEM TO APPLY FOR JOBS IN THE ORGANIZATION
IS POSITIVE PROCESS OF SEARCHING FOR PROSPECTIVE EMPLOYEES
IS TO CREATE A POOL OF APPLICANTS FOR JOBS IN THE ORGANIZATION
IS SIMPLE PROCESS AS THE CANDIDATES ARE REQUIRED TO FILL IN THE PRESCRIBED FORMS AND DEPOSIT THE SAME WITH EMPLOYER
NOTIFIES THE VACANCIES THROUGH VARIOUS SOURCES
NO CONTRACTUAL RELATION AS IT MEANS COMMUNICATION OF VACANCIES

SELECTION

1. SELECTION MEANS EMPLOYMENT OF WORKERS. RIGHT TYPE OF PERSONS FOR THE JOB

2. NEGATIVE PROCESS AS IT INVOLVES REJECTION OF UNSUITABLE CANDIDATES

3. AIMS AT ELIMINATING UNSUITABLE CANDIDATES

4. COMPLEX PROCESS AND CANDIDATES HAS TO PASS THROUGH A NUMBER OF HURDLES BEFORE GETTING THE OFFER FOR A JOB

5. SELECTION FOLLOWS RECRUITMENT AND LEADS TO CONTRACT OF SERVICE

PROCESS OF HUMAN RESOURCE PLANNING 1
HUMAN RESOURCE MANAGEMENT
DR. SHASHI AGAGRWAL
HUMAN RESOURCE PLANNING
THE TERM HR PLANNING AND MANPOWER PLANNING ARE USED INTERCHANGABLE
ACCORDING TO DECENZO AND ROBBINS,HUMAN RESORUCE PLANNING IS THE PROCESS BY WHICH AN ORGANIZATION ENUSRES THAT HAS THE RIGHT NUMBER AND KIND OF PEOPLE AT THE RIGHT PLACE AT THE RIGHT TIME,CAPABLE OF EFFICITIVELY AND EFFICIENTLY COMPLETINT THOSE TASKS THAT WILL HELP THE ORGANIZAION ACHIEVE ITS OVER ALL OBJJECTIVES
MANPOWER PLANNING IS A PROCESS BY WHICH THE MANAGEMENT ENSURES THE RIGHT NUMBER OF PEOPLE AT THE RIGHT PLACE AT THE RIGHT TIME DOING THE RIGHT THINGS FOR WHICH THEY ARE SUITED FOR THE ACHIEVEMNT OF THE ORGANIZATIONAL GOALS
DEFINITION
HUMAN RESOURCE PLANNING IS CONTINTUOUS PROCESS
COLEMAN,” MANPOWER PLANNING IS THE PROCESS OF DETERMINING MANPOWER REQUIRMENTS AND THE MEANS FOR MEETING THOSE REQUIRMENTS IN ORDER TO CARRY OUT THE INTEGRATED PLANS OF THE ORGANIZATION

NATURE OF HUMAN RESOURCE PLANNING

AIMS AT ASCERTAINING THE MANPOWER NEEDS OF THE ORGANIZATION BOTH IN NUMBER AND KIND
PRESENTS AN INVENTORY OF THE EXISTING MANPOWER
PROJECTING FUTURE DEMAND
CONCERNED WITH THE INITIATION OF VARIOUS ORGANIZATIONAL PROGRAMES DEPENDING UPON THE DEMAND AND SUPPLY OF HUMAN RESOURCES
CONCERNED WITH ACQUISTION,UTILIZATION,IMPROVEMENT AND PRESERVATION OF THE ORGANIZATION’S HUMAN RESOURCES

OBJECTIVES

TO ENSURE OPTIMUM USE OF HUMAN RESOURCES CONTINUOUSLY
AVOID IMBALANCES
FORECASTING OF THE FUTURE SKILL REQUIRMENTS
TO PROVIDE CONTROL MEASURES TO ENSURE THE AVAILABILITY OF NECESSARY RESOURCES WHEN REQUIRED
TO CONTROL THE COST ASPECT OF HUMAN RESOURCES
TO FORMULATE TRANSFER AND PROMOTION POLICIES

PROCESS OF HUMAN RESOURCE PLANNING

DETERMINATION OF OBJECTIVES OF MANPOWER PLANNING
PREPRATION OF CURRENT MANPOWER INVENTORY
DEMAND FORECASTING
SUPPLY FORECASTING
ESTIMATING THE NET MANPOWER REAUIRMENTS
ACTION PLAN
DETERMINATION OF THE JOB REQUIRMENTS TO BE FILLED
EMPLOYMENT PLANS
TRAINING AND DEVELOPMENT PROGRAM
APPRISAL OF MANPOWER PLANNING

PROCESS
OBJECTIVES OF MANPOWER PLANNING:-IT SHOULD BE INTEGRATED WITH THE OVER ALL ORGANIZATIONAL PLANS. MANPOWER PLANNING SHOULD BE MORE CONCERNED WITH FILLING FUTURE VACANCY WITH THE RIGHT KIND OF PEOPLE
CURRENT MANPOWER INVENTORY:-THE MAIN PURPOSE OF MANPOWER PLANNINF IS TO AVOID UNDERSTAFFING OR OVER STAFFING. STOCK OF EXISTING MANPOWER IS TO BE ASSESSED. ANALYSIS OF CURRENT MANPOWER SUPPLY MAY BE UBDERTAKEN BY THE DEPARTMENT,BY FUNCTION ,BY OCCUPATION OR BY LEVEL OF SKILL OR QUALIFICATION. MANPOWER INVENTORY REFERS TO THE ASSESSMENT OF THE PRESENT AND POTENTIAL QUALIFICATIONS OF PRESENT EMPLOYEES QUALITATIVELY AND QUANTITATIVELY
DEMAND FORECASTING:- FORECASTING HUMAN RESOURCE DEMAND IS THE PROCESS OF ESTIMATING THE FUTURE REQUIREMENTS.A NUMBER OF QUALTITATIVE AND QUANTITATIVE TECHNIQUES ARE USED FOR DEMAND FORCASTING
WHILE FORECASTING DEMAND THE FOLLOWING POINTS ARE ALSO CONSIDERED :-
EMPLOYMENT TREND:-SHOULD ANALYSE THE FIVE YEARS TREND
REPLACEMENT NEEDS: DUE TO DEATH,RETIREMENT,RESIGNATION AND TERMINATION OF THE EMPLOYEES. THESE CAN BE ASSESSED ON THE BASIS OF PAST EXPERIENCE. FORECAST OF MANPOWER MAY BE BASED ON THE GREAT EXTENT ON THE ANLAYSIS OF HISTORICAL DATA
PROCESS
ABSEENTISM IS A SITUATION WHEN A PERSON FAILS TO COME FOR WORK WHEN IT IS SCHEDULED TO WORK. WHILE ESTIMATING DEMAND FOR MANPOWER,THE PREVAILING RATE OF ABSEENTISM SHOULD BE CONSIDERED. THE RATE OF ABSEENTISM CAN BE CALCULATED WITH THE HELP OF THE FOLLOWING FORMULA:-
RATE OF ABSENTEEISM:- (MAN DAY LOST DUE TO ABSEENTISM)/MAN DAY WORKED PLUS MAN DAY LOST
EXPANSION AND GROWTH PLANS OF THE ORGANIZATION
WORK STUDY: WORK STUDY TECHNIQUES ARE USED FOR HOW LONG OPERATIONS SHOULD TAKE THE AMOUNT OF LABOUR REQUIRED. ON THE BASIS OF THE WORK LOAD OF EACH PLANT THE FORTHCOMING YEAR, WORK FROCE ANALYSIS IS DONE CONSIDERING THE RATES OF ABSEENTISM AND LABOUR TURNOVER.
QUALITATIVE FORECASTING TECHNIQUES
MANAGERIAL JUDGMENT:-USED BY SMALL AS WELL LARGE ORGANIZATION. IT USES TWO TYPE APPROACH :
TOP DOWN:TOP MANAGEEMNT FORECAST THE HUMAN REQUIRMENTS FOR THE ENTIRE ORGANIZATION AND VARIOUS DEPARTMENTS. THE INFORMATION IS SUPPLIED TO VARIOUS DEPARTMENTAL HEADS FOR THEIR REVIEW AND APPORVAL
BOTTOM UP APPROACH:- LINE MANAGERS SEND THEIR DEPARTMENTAL REQUIRMENTS TO TOP MANAGEMENT
PARTICIAPTIVE APPROACH SHOULD BE APPLIED
QUALITATIVE FORECASTING TECHNIQUES
WORK STUDY TECHNIQUES:- THE MAN POWER PLANNING EXPERT NEEDS TO FIND OUT THE SALES FORECAST,WORK SCHEDUALES AND DTERMINE THE MAN POWER REQUIRED PER UNIT OF PRODUCT. SALES FORECAST ARE TRANSLATED INTO WORK PERFORMANCE FOR THE VARIOUS DEPARTMENTS OF THE ENTERPRISE
WORK FORCE ANALAYSIS:-WORK FORCE ANALYSIS IS DONE AFTER CONSIDERING ABSEENTISM AND LABOUR TURNOVER
DELPHI TECHNIQUES:-THIS TECHNIQUE TAKES INTO CONSIDERATION HUMAN RESOURCE REQUIRMENTS GIVEN BY A GROUP OF EXPERTS. THE EXPEET COLLECTS THE MANPOWER NEEDS,SUMMARISES THE VARIOUS RESPONSES AND PREPARE THE REPORT. THIS PROCESS IS CONTINUED UNTIL ALL EXPERTS AGREE ON ESTIMATED HUMAN RESOURCE REQUIRMENTS
NOMINAL GROUP TECHNIQUE:-INVOLVES MUTIPLE EXPERTS MEETING FACE TO FACE DISCUSS INDEPENDENTLY FOURMULATED POSITIONS OF AN ORGANIZATIONAL ISSUE WITH THE ULTIMATE ASSESSMENT OF A GIVEN SITUATION
SCENARIO ANALYSIS:-PROVIDES MULTIPLE ESTIMATES OF FUTURE’THREE ESTIMATES ONE AT THE LEVEL OF CONTINUANCE WITH THE STATUS QUO,ONE OPTIMISTIC AND THIRD PESSIMISTIC

QUANTITATIVE ASPECTS OF HUMAN RESOURCE PALNNING
DEMAND FORECASTING:-IT IS THE PROCESS OF ESTIMATING THE REQUIRMENTS OF DIFFERENT KINDS OF PERSONNEL IN FUTURE. THE BASIS OF MANPOWER FORECASTS SHOULD BE THE ANNUAL BUDGET AND LONG TERM CORPORARTE PLAN,TRANSLATED INTO ACTIVITY LEVELS FOR EACH FUNCTION AND DEPARTMENT.TECHNIQUES OF DEMAND FORECASTING:_
SUPPLY FORECASTING:-IS CONCERNED WITH THE ESTIMATE OF SUPPLY OF MANPOWER GIVEN THE ANALYSIS OF CURRENT RESOURCES AND FUTURE AVIALBILITY . METHODS OF SUPPLY FORECASTING:-
QUANTITATIVE ASPECTS OF HUMAN RESOURCE PALNNING
DEMAND FORECASTING:-
SUPPLY FORECASTING:-IS CONCERNED WITH THE ESTIMATE OF SUPPLY OF MANPOWER GIVEN THE ANALYSIS OF CURRENT RESOURCES AND FUTURE AVIALBILITY . METHODS OF SUPPLY FORECASTING:-
MARKOV ANALYSIS
SIMULATIONS
RENEWAL ANALYSIS
GOAL PROGRAMMING
METHODS OF DEMAND FORCASTING
MANAGERIAL JUDGEMENT:-
USED BY SMALLER COMPANIES
MANAGERS SIT DOWN,PLAN ABOUT FUTURE WORK LAOD AND DECIDE HOW MANY PEOPLE THEY NEED
BOOTOM UP APPROACH: SUBMISSION OF PROPOSALTO TOP MANAGEMENT
BEST WAY IS TO USE BOTTOM UP AND TOP DOWN APPROACH
GUIDELINES SHOULD BE DEPARTMENTAL HEADS FOR THE FUTURE ACTIVITY
DEMAND FORECST WILL BE PREPARED BY DEPARTMENTAL HEADS
PERSONNEL DEPARTMENT ALSO PREPARES
COMMITTEE REVIEWS IT AND SUBMIT THE FINAL AMENMENT FORCAST TO TOP MANAGEMENT. KNOWN AS RIGHT ANGLE METHOD
WORK STUDY TECHNIQUES OR WORK LOAD ANALYIS:-
APPLICABILITY WHER IT IS POSSIBLE TO MEASURE WORK MEASURMENT
WORK LOAD ANLYSIS:-WORK LOAD WILL EXPALIN HOW LONG OPERATIONS WILL TAKE AND THE AMOUNT OF LABOUR REQUIRED. ON THE BASIS OF OF THE WORK LOAD OF EACH PLANT DURING THE COMING YEARS,WORK FORCE ANALYSIS IS DONE CONSIDERING THE RATES OF ABSENTEEISM AND LABOUR TURNOVER. EXPERT IS REQUIRED TO HAVE:-
SALES FORECASTS: CONVERTED INTO WORK PERFORMANCE OF THE VARIOUS DEPARTMENTS
WORK SCHEDULES:IN MANUFACTURING ENTERPRISE,FIRST CHECKING OF MASTER SCHEDUE AND THEN DEPARTMENTAL SCHDULE AND THEN DEPARTMENTAL WORK LOADS ARE CONVERTED INTO MAN HOURS IN TERMS OF DIFFERENT SKILLS REQUIRED

DETERMINATION OF THE MANPOWER REQUIRED PER UNIT OF PRODUCT

EXAMPLE

ANNUAL PRODCUTION BUDGET=4,00,000
THE STANDARD MANHOURS REQUIRED TO COMPLETE A UNIT IS THREE HOURS
THE PAST EXPERIENCE SHOWS THAT ON AVERAGE A WORKER CAN CONTRIBUTE MAXIMUM 2000 HOUR PER YEAR
PLANNED MAN HOURS FOR THE YEARS=4,00000X3=12,00,000
ANNUAL CONTIBUTION OF WORKER =2000
NO OF WORKER REQUIRED =12,00,000/2000=600
BUT ACTUAL PRODUCTION IS ALSO INFLUENCED BY MANY OTHER FACTORS SUCH AS BREAKDOWN OF MACHINERY,STRIKES ,LOCKOUT,POWER SHORTAGE ETC

WORK FORCE ANALYSIS
IT IS NECESSARY TO KEEP A SUFFICIENT MARGIN FOR ABSEENTISM,LABOUR TURNOVER AND IDEL TIME ON BASIS OF PAST EXPERIENCE.

STATISTICAL TECHNIQUES
RATIOS AND TREND ANALYSIS:-HERE THE RATIOS ARE CALCULATED ON THE PAST DATA RELATING TO NUMBER OF EMPLOYEES OF EACH CATEGORY. FUTURE RATIOS ARE CALCULATED WHEN CHANGES ARE ESTIMATED IN ORGANIZATIONS,METHODS AND JOBS.IT SUFFERS FROM COMPLEXITY AND ALSO USEFUL WHEN THERE IS AVAILABLE OF ACCURATE RECORD AND REALISTIC ESTIMATES OF FUTURE ACTIVITY.
ECONOMETRIC MODELS:-
HERE THE PAST DATA IS ANALYSED
IDENTIFICATION OF THE VARIABLES
THEIR REALTIONS IS MEASURED
COMPLEX AND SUITABLE TO LARGE ORGANIZATION
REGRESSION ANALYSIS:-USED TO ESTIMATE THE MANPOWER REQUIRMENTS OF AN ORGANIZATION AT FUTURE POINT OF TIME,BASED UPON SUCH FACTORS AS SALES,OUTPUT SERVICES RENDERED. REGRESSION ANALYSIS IS USED WHERE DEPENDENT VARIABLES AND INDEPENDENT VARIABLES ARE FUNCTIONALLY RELATED TO EACH OTHER. STATISTICAL SOFTWARES ARE USED TO SOLVE REGRESSION EQUATIONS.
BUREKS-SMITH MODEL: DEVELOPED BY ELMER H BUREKS AND ROBERT D SMITH

THE BASIC EQUATION=E_n= (( LAGG +G)1/X)/(Y)
E_{n= THE ESTIMATED LAEVEL OF PERSONNEL DEMAND IN NPLANNING PRIOD}
LAGG =OVER ALL TURNOVER OR AGGREGATE LEVEL OF CURRENT BUSINESS ACTIVITY IN RUPEES
G IS THE GROWTH IN BUSINESS ACTIVITY,X IS THE AVERAGE PRODUCTIVITY IMPROVEMENT
Y= CONVERSION RATE

SUPPLY FORECASTING
IT IS CONCERNED WITH THE ESTIMATE OF THE SUPPLY OF THE MANPOWER GIVEN THE ANALYSIS OF CURRENT RESOURCES AND FUTURE AVAILABILITY
EXTERNAL AND INTERNAL SUPPLY SOURCES
EXTERAL SOURCE OF SUPPLY IS IMPORTANT:-
NORMAL SEPARATION OF EMPLOYEE THROUGH VOLUNTARY TURNOVER

RETIRMENT
ILLNESS
DEATH
DISCHARGE
ORGANIZATION GROWTH AND DIVERSIFICATION

SUPPLY FORECASTING
INTERNAL SUPPLY:-
EXISTING MANPOWER RESOURCES
POTENTIAL LOSSES TO EXISTING RESOURCES THROUGH LABOUR WASTAGES
EFFECT OF CHANGING CONDITIONS OF WORK AND ABSEENTISM
SOURCES OF SUPPLY FROM WITH IN THE FIRM

METHODS OF SUPPLY FORECASTING
MARKOV ANALYSIS:-
USES A HISTORICAL INFORMATION ON THE MOVMENT OF PERSONNEL
COLLECTED DATA REVIEWED FOR A NUMBER OF YEARS
ESTIMATION OF LIKELIHOOD OF PERSON REMAINING IN THAT JOB/PROMOTED/DEMOTED/TRANSFERRED/RETIRED/TERMINATED
PROBABILITES ARE ARRANGED IN TRANSITION MATRIX AND FUTURE PERSONNEL FLOWS ARE ESTIMATED ON THE BASIS OF THE MATRIX
SIMULATION:-BASED ON MARKOV ANALYSIS
CONSIDERS ALTERNATIVE FLOW WHICH ARE EXAMINED FOR EFFECTS ON FUTURE SUPPLIES
METHODS OF SUPPLY FORECASTING
RENEWAL ANALYSIS:-
ESTIMATING FUTURE FLOWS AND SUPPLIES OF MANPOWER :-
VACANCIES CREATED BY THE ORGANIZATION
THE RESULT OF DECISION RULES GOVERNING THE FILLING OF VACANCIES
GOAL PROGRAMMING:- OPERATIONAL RESEARCH TECHNIQUE
THE GOAL TO OPTIMIZE THE DESIRED STAFFING PATTERN SUBJECT TO CONSTRAINS

BUREKS-SMITH MODEL: DEVELOPED BY ELMER H BUREKS AND ROBERT D SMITH A MATHMATICAL MODEL . SELECTED KEY VARIABLE
THE BASIC EQUATION=E_n= (( LAGG +G)1/X)/(Y)
E_{n= THE ESTIMATED LEVEL OF PERSONNEL DEMAND IN n} _{PLANNING
PRIOD}
LAGG =OVER ALL TURNOVER OR AGGREGATE LEVEL OF CURRENT BUSINESS ACTIVITY IN RUPEES
G IS THE GROWTH IN BUSINESS ACTIVITY,
X IS THE AVERAGE PRODUCTIVITY IMPROVEMENT
Y= CONVERSION FIGURE RELATING TO OVER ALL ACTIVITY TO PERSONNEL REQUIRED

SELECTION PROCEDURE
SELECTION PROCEDURE
PRELIMINARY INTERVIEW : THE PRELIMINARY INTERVIEW IS GENERALLY BRIEF AND DOES THE JOB OF ELIMINATING THE TOTALLY UNSUITABLE CANDIDATES. IT IS BENEFICIAL TO BOTH THE ORGANIZATION AS WELL AS THE CANDIDATES. MAY TAKE PLACE ACROSS THE COUNTER AND IT IS GENERALLY SHORT EXCHNAGE OF INFORMATION WITH RESPECT TO ORGANIZATION’S INTERESTS IN HIRING AND CANDIDATES’S ENQUIRY. SELECTED CANDIDATES ARE USUALLY ASKED TO FILL THE APPLICATION BLANK AVIALABLE WITH THE EMPLOYMENT OFFICE OF THE ORGANIZATION.
RECEIVING APPLICATION : GIVE PRELIMINARY IDEAS THE CANDIDATES TO INTERVIEWER AND HELP HIM IN FORMULATING QUESTIONS TO HAVE MORE INFORMATION ABOUT THE CANDIDATE
SCREENING OF THE APPLICATIONS :-SCREENED BY A SCREENING COMMITTEE AND CANDIDATES ARE SHORT LISTED FOR WRITTEN TEST OR INTERVIEW. REVIEWED BY HRM MANAGER
SELECTION TESTS
THE ORGANIZATION MAY PREFER TO CONDUCT WRITTEN TEST TO JUDGE THE KNOWLEDGE AND SKILL OF THE CANDIDATE. THE TYPE OF TEST TO BE CONDUCTED MAY DEPEND UPON THE REQUIRMENTS OF THE ORGANIZATION
THE SELECTION OF SUITABLE TEST MAY GIVE GOOD RESULT AND HELP IN APPOINTING SUITABLE CANDIDATE

INTELLIGENCE TEST
PERSONALITY TEST
INTEREST TEST
ACHIEVEMENT TESTS
DEXTERITY TESTS
SELECTION TESTS

INTELLIGENCE TESTS :

USED TO JUDGE THE MENTAL CAPACITY OF THE APPLICANT
MEASURE THE INDIVIDUAL LEARNING ABILITIES
VERBAL AND NON VERBAL INTELLIGENCE TESTS ARE CONDUCTED
USEFUL FOR JOBS REQUIRING EXECUTIVE RESPONSIBILITIES
APTITUDE TESTS : MEANS THE POTENTIAL WHICH AN INDIVIDUAL HAS FOR LEARNING THE SKILLS REQUIRED TO DO A JOB EFFICEINTLY,
MEASURES THE APPLICANT’S CAPACITY AND HIS POTENTIAL FOR DEVELOPMENT
TWO TYPES OF APTITUDE TEST :
COGNITIVE TEST :MEASURES MENTAL AND INTELLECTUAL APTITUDE
MEASURES PHYSICAL DIMENSIONS SUCH AS MENTAL DEXERITY OR HAND COORDINATION
SELECTION TEST
PROFICIENCY TESTS :
WHICH ARE DESIGNED TO MEASURE THE SKILL ALREADY AQUIRED BY THE INDIVIDUALS
ALSO KNOWN AS PERFORMANCE ,OCCUPATIONAL OR TRADE TESTS
USED TO TEST THE LEVEL OF KNOWLEDGE AND PROFICIENCY ACQUIRED BY THE APPLICANTS
A TRADE TEST TAKES SAMPLE OF INDIVIDUAL’S BEHAVIOUR WHICH IS DESIGNED AS REPLICA OF THE ACTUAL WORK SITUATION AS TYPING
DIFERENT FROM THE APTITUDE TEST
INTEREST TESTS :IDENTIFY THE PATTERN OF INTEREST
LIKING AND DISLIKING OF THE APPLICANTS ARE JUDGED
SUGGEST WHAT TYPES OF JOBS MAY BE SATISFYING TO THE EMPLOYEES
MORE OFTEN USED FOR VOCATIONAL GUIDANCE
HELP THE INDIVIUDALS IN SELECTING OCCUPATION OF THEIR INTEREST
PERSONALITY TEST :-
PROBE THE QUALITIES AS WHOLE. ARE DESIGNED TO KNOW ABOUT NON INTELLECTUAL ASPECTS OF THE CANDIDATES
MIXING WITH PEOPLE,TEMPERAMENT,LIKING AND DISLIKING,CAPACITY TO GET COOPERATION FROM OTHERS,BEHAVIOUR
ALSO HELP IN DISCOVERING HIS VALUE SYSTEM,HIS EMOTIONAL REACTION ETC
SUITABL FOR MIDDLE AND HIGHER LEVEL POSITIONS

ACHIEVEMENT TESTS :
THE KNOWLEDGE ACQUIRED BY A CANDIDATE BEFORE APPLYING THE JOB IS TESTED BY THESE TESTS
ASKED TO PERFORM A PARTICULAR JOB IN THE FACTORY
FOR EXAMPLE POST IS FOR FOREMAN HE MAY BE ASKED TO EXPLAIN THE WORKING OF DIFFERENT MACHINES
FOR SALES EXECUTIVE :PROCEDURE FOR PROMOTING THE SALES
MAY BE CONDUCTED IN WRITING,ORALLY OR ON THE JOB
ADVANTAGE OF THE TESTS

PROPER ASSESSMENT :BASIS FOR FINDING OU THE SUITABILITY OF CANDIDATES FOR JOB. MEASURES THE MENTAL CAPABILITY,INTEREST ETC
OBJECTIVE ASSESSMENT :OBJECTIVE CRITERIA
PROVIDE A UNIFORM BASIS FOR COMPARING THE PERFORMANCE
SELECTION OF BETTER PERSONS
PROPER SELECTION OF PERSONS WILL REDUCE THE LABOUR TURNOVER

DISADVANTAGE

THE INFERENCE DRAWN IN THE TESTS MAY NOT BE CORRECT
SKILLS AND ABILITY MAY NOT BE JUDGED PROPERLY
TESTS MAY GIVE UNRELIABLE RESULT IF USED BY INCOMPTENT PERSONS
PERSONS APPLYING THESE TESTS MAY BE BIASED TOWARDS CERTAIN PERSONS
SOME PERSONS MAY NOT SUBMIT TO THE TESTS FOR FEAR OF EXPOSURE

EMPLOYMENT INTERVIEW

THE CANDIDATES WHO QUALIFY THE TESTS ARE CALLED FOR INTERVIEW
INTERVIEW IS CONDUCTED BY PANEL OF EXPERTS
INTERVIEW MAY BE USED TO SECURE MORE INFORMATION ABOUT THE CANDIDATE
THE MAIN PURPOSE OF AN EMPLOYMENT INTERVIEW ARE :
TO FIND OUT THE SUITABILITY OF THE CANDIDATES
TO SEEK MORE INFROAMTION ABOUT THE CANDIDATES
TO GIVE HIM AN ACCURATE PICTURE OF THE JOBB WITH DETAILS OF TERMS AND CONDITIONS AND SOME IDEA ABOUT THE ORGANIATION’S POLICIES
THE COMMUNICATION SKILLS OF THE CANDIDATES MAY BE JUDGED

SELECTION PROCESS
CHECKING REFERENCE AND BACKGROUND :IN THE APPLICATION FORM,THE CANDIDATES ARE ASKED TO GIVE TWO OR MORE REFERENCES OF THE PERSONS WHO ARE ASSOCIATED WITH THEM IN THE PREVIOUS EXPERIENCE OR OTHERWISE
SELECTION DECISIONS: SELECTION OF THE CANDIDATES FROM THE SHORTLISTED CANDIDATES
MEDICAL CHECK UP : BEFORE GIVING THE APPOINTMENT,SELECTED CANDIDATES ARE REQUIRED TO COME FOR MEDICAL CHECK UP
FINAL SELECTION AND APPOINTMENT LETTER
INDUCTION :INTRODUCING THE FRESH APPLICANT TO THE ORGANIZATION
METHODS OF INDUCTION TRAINING
INTRODUCTION
IS AN IMPORTANT PROGRAMME FOR BRINGING STAFF INTO ORGANIZATION. PROVIDES INTRODCUTION TO THE WORKING ENVIRONMENT AND SET UP OF THE EMPLOYEE WITH IN THE ORGANIZATION.
GOOD INDUCTION PROGRAMMES CAN INCREASE THE PRODUCTIVITY.
IN HUMAN RESOURCE DEVELOPMENT,INDUCTION TRAINING IS AFORM OF INTRODUCTION FOR NEW EMPLOYEE IN ORDER TO ENABLE THEM TO DO THEIR WORK IN NEW PROFESSION OR JOB ROLE WITH IN ORGANIZATION.
INDUCTION TRAINING IS SYSTEMTIC TRAINING.
DEFINITION OF INDUCTION/ORIENTATION
EDWIN B FLIPPO ,” IS THE WELCOMING PROCESS TO MAKE THE NEW EMPLOYEE FEEL AT HOME AND GENERATE IN HIM THE FEELING OF BELONINGNESS TO THE ORGANIZATION.
PROCESS OF INTRODUCING THE NEW COMER TO THE ORGANIZATION
GARY DESSLER,” ORIENTATION IS A PROCEDURE FOR PROVIDING NEW EMPLOYEE WITH BASIC BACK GROUND INFORMATION ABOUT THE FIRM.

OBJECTIVE/NEED

FORMALLY WELCOMING THE EMPLOYEE
REMOVES FEAR
CREATES A GOOD IMPRESSION
ACT AS A VALUABLE SOURCE OF INFORMATION
REDUCE ABSENTEEISM AND TURNOVER IN THE LONG RUN
CONTROLLING THE HR COST
DEVELOPING THE TEAM SPIRIT

CONTENTS OF INDUCTION
ORGANISATION ISSUE

HISTORY OF COMPANY
DETAIL ABOUT THE JOB
STRUCTURE OF THE ORGANISATION
PERSONNEL POLICY
TERMS AND CONDITIONS OF SERVICE
GRIEVANCE PROCEDURE
SOCIAL BENEFITS
OPPORTUNITIES

INFORMATION ABOUT EMPLOYEE BENEFIT LIKE MEDICAL ALLOWANCES,LEAVE,PROMOTIONAL POLICY ETC
INTRODUCTION TO THE SUPERVISORS,COWORKERS,TRAINERS AND EMPLOYEE COUNSELLOR
INFORMATION ABOUT JOB DUTIES
TYPES OF INDUCTION
FORMAL OR INFORMAL
INDIVIDUAL OR COLLECTIVE
SERIAL OR DISJUNCTIVE: WHEN EXPERIENCED EMPLOYEE INDUCTS A NEW EMPLOYEE IT BECOMES SERAIL
INVESTITURE OR DIVESTURE:INVESTITUTE INDUCTION SEEKS TO RATIFY THE USEFULNESS OF THE CHARACTERSTICS THAT THE PERSON BRING TO THE JOB. AND DIVESTITUTE SEEKS TO MAKE MINOR MODIFICATION TO BETTER FIT BETWEEN A NEW MEMBWE AND THE ORGANIZATION.

FORMAL
PLANNED ATTEMPT TO INTRODUCE NEW EMPLOYEES TO THE ORGANIZATION JOB AND THE WORKING ENVIRONMENT.
MAY CONSUME MORE TIME OF SUPERIOR BUT THIS TYPE OF TRAINING WILL PROVIDE FUNDAMENTAL THINGS TO NEW EMPLOYEES AND PROVIDE THE OPPORTUNITY TO CREATE BELONGINGNESS AND LOYALTY TO THE ORGANIZATION
INFORAML
IT IS NOT PLANNED AND IT IS ADHOC. NEW EMPLOYEE LEARN THROUGH HIT AND TRIAL MEHTODS. THEY GET FAMILIAR WITH THE WORK AND WORK ENVIRONMENT BY THEMSELVES AND IT WILL MAKE THE EMPLOYEE STRESS FUL IN THE BEGINNING.
CATEGORIES OF EMPLOYEES
NEW EMPLOYEE
TRANSFERRED/PROMOTED EMPLOYEE
ALL CURRENT EMPLOYEES
RESPONSIBILITIES OF INDUCTION:-
SUPERVISORS
HEAD OF THE DEPARTMENT
HR DEPARTMENT
MENTOR OR COWORKER
STAFF REPRESENTATIVE

METHODS OF INDUCTION TRAINING
GROUP ORIENTATION:
INDUCTION IS GIVEN TO GROUP
GREAT OPPORTUNITY FOR NEW EMPLOYEE TO LEARN ABOUT THE ORGANIZATION,CULTURE AND BUSINESS PRACTICES
FOR MORE EFFECTIVENESS IT SHOULD INTRODUCE THE BASIC AND THEN FACE TO FACE SESSION FOR BETTER LEARNING
IT IS INEFFECTIVE IF THERE IS LARGE GAP BETWEEN A NEW HIRE’S STRART DATE AND GROUP SESSION
IT WILL BE VERY EFFECTIVE IF IT INTIALLY USES BLENDING STRATEGY WITH ONLINE AND ONE TO ONE ORIENTATION INITIALLY
ONE TO ONE ORIENTATION:-
SUPERVISOR OR TRAINER CONDUCTS ONE TO ONE ORINETATION ACTIVITIES AND INFORM THE NEW EMPLOYEE ABOUT THE DEPARTMENT,TEAM,PROCESS,RESOURCES AND TOOLS ETC
MOST EFFECTIVE WHEN USED WITH PLANNED ACTIVITIES OR GUIDED BY CHECK LIST
BUDDY PROGRAMME:-IS A TOOL TO ACCELERATE THE NEW EMPLOYEE’S ABILTY TO DEAL WITH EARLY DISCONNECTING ISSUES. BUDDY IS ONE WHO PARTNERS WITH A NEW EMPLOYEE DURING THEIR FIRST SIX MONTHS. HE OFFERS ADVICE AND GUIDANCE TO NEW HIRE. THE NEW EMPLOYEE FEELS AT HOME IN THE COMPANY OF BUDDY AND BECAUSE HIS QUERIES ARE HANDLED IN QUICK WAY
SELF DIRECTED LEARNING: IS THE PROCESS OF LEARNING INDIVIDUAL BY SELF AND HERE THE LEARNING SHIFT FROM THE ORGANIZATION TO INDIVIDUAL. THE EMPLOYEE TAKES THE REINS,SELECTED THEIR OWN TRAINING CONTENT ACCORDING TO THEIR INDIVIDUAL LEARNING INTERESTS AND NEEDS. WITH A PERSONAL STAKE IN THEIR LEARNING EMPLOYEES ARE MORE INTERESTED AND THEY LEARN FASTER AND IT WILL BOOST MORE MORALE AND PRODUCTIVITY.
ON LINE ORIENTATION:-ON THE FIRST DAY,A NEW EMPLOYY CAN ACCESS UP TO DATE INFORMATION ABOUT THE ORGANIZATION’S MISSION,VISION AND VALUE SYSYTEM AND CAN PRATICIPATE IN INTERACTIVE LEARNING QUICKLY WITHOUT WAITING FOR SCHEDULING OF GROUP ORIENTATION.
ON LINE ORIENTATION RESOURCES INCLUDE WEB PAGES WITH TEXT AUDIO,VIDEO ETC,SELF PACED ON LEARNING MODULES,DISCUSSION FORUMS,WEB CONFERENCING OR TEXT CHAT
E MAILS:- INITIAL MESSAGE IS SENT TO THE NEW HIRE FOR ACCESSING ON LINE ORIENTATION

VIDEOS :ANY ORIENTATION CAN BE ENHANCED THROUGH VIEWING EXISTING VIDEOS ON HAND SUCH AS CORPORATE VIDEOS,TELEVSION DOCUMENTARIES. STREAMING VIDEO CLIPS DELIVERED AS A PART OF ON LINE ORIENTATION ARE AN OTHER EMERGING TREND.
CHECKLISTS:-FOR AN INDUCTION TRAINING PROGRAM ENSURES THAT NO IMPORTANT INFORAMTION REQUIRED FOR EMPLOYEE ORIENTATION IS LEFT OUT. IT IS VERY VALUABLE TO MANAGERS,SUPERVISORS,TRAINING AND NEW HIRES
CHECK LIST FOR NEW EMPLOYEE:-

INTRODUCTION
INTRODUCTION TO THE ORGANIZATION
JOB POSITION
PERFORMANCE OF WORK SCHEDULE
FINANCIAL BENEFITS
SAFETY AND SECURITY

ORIENTATION KITS:_PROVIDES A PACKAGE OF RESOURCES IN CARRY AWAY FORMAT.THE FORMAT CAN BE AS SIMPLE AS BINDER OR AN ENVELOPE OR MORE ADVANCED SUCH AS A BRIEFCASE OR CUSTOMISED CONTAINER. OFTEN INCLUDED IN ORIENTATION KIT :-

1. WELCOME LETTER

2. EMPLOYEE HANDBOOK

3. WHO IS WHO LIST

4. METHODS TO ACCESS ON LINE ORIENTATION RESOURCES

5. LIST OF LOCAL AMENITIES

INDUCTION PROCESS
PLANNING AN INDUCTION PROGRAMME:-
INDUCTION POLICY
BUDGET
OTHER PLANNING CONSIDERATIONS: TIME PERIOD,GOALS OF PRORGAMMES,RESOURCES,TRAINIG MATERIALS AND QUALIFICATION OF TRAINERS ETC
DESIGNING AN INDUCTION PROGRAMME:-
JOB RELATED INFORMATION
GENERAL INFORMATION
IMPLEMENTING INDUCTION PROGRAMME:
PRE EMPLOYMENT PREPRATION
PRE EMPLOYMENT INFORMATION
FIRST DAY INSTRUCTION
WEEKS 2-5
BY THE END OF THE WEEK 6
EVALUATION OF AN INDUCTION PROGRAMME
SEPARATIONS
MEANING
KEITH DAVIS,” SEPARATION IS THE DECISION THAT THE INDIVIDUAL AND THE ORGANIZATION SHOULD PART.
REASONS:-

RESIGNATION
DISCHARGE
DISMISSAL
RETIREMENT
SUSPENSION
LAY OFF

SEPARATION
RESIGNATION
MAY BE PUT VOLUNTARILY
GROUNDS:-

HEALTH
BETTER OPPORTUNITIES
MALADJUSTMENTS
COMPULSORY RESIGNATION

DISCHARGE
PERMANENT SEPARATION FROM THE PAY ROLL OF COMPANY
VOLUME OF THE BUSINESS NOT JUSTIFY HIS CONTINUANCE EMPLOYMENT
FAILS TO WORK
VIOLATES OF BASIC POLICY
DISCHARGE
REASONS FOR DISCHARGE
ADEQUATELY INFORMED TO EMPLOYEE
FULL KNOWLEDGE OF THE RULES AND REGULATIONS
REASONABLE NOTICE
DISMISSAL
TERMINATION OF THE SERVCES OF AN EMPLOYEE BY WAY OF PUNISHMENT FOR SOME MISCONDUCT OR FOR UNAUTHORISED AND PROLONGED ABSENCE FROM DUTY.
SHOULD BE JUSTIFIED AND SUPPORTED BY THE JUST AND SUFFICENT CAUSE. A REASONABLE OPPORTUNITY OF BEING HEARD SHOULD BE GIVEN.
SUSPENSION
SERIOUS PUNISHMENT AND IS GENERALLY AWARDED ONLY AFTER A PROPER INQUIRY.
RECEIVES SUBSISTENCE ALLOWANCE.
RETRENCHMENT
PERMANENT TERMINATION OF AN EMPLOYEE’S SERVICE FOR ECONOMIC REASONS.
OCCURS ON SURPLUS STAFF.
THREE MONTH’S NOTICE( INDUSTRIAL DISPUTE ACT 1947)
COMPENSATION WHICH IS EQUIVALENT TO 15 DAYS’S AVERAGE PAY FOR COMPLETED SERVICE AND ALSO PERMISSION OF THE GOVT IS OBTAINED BEFORE RETRENCHMENT
LAY OFF
DENIAL OF EMPLOYMENT TO THE EMPLOYEES FOR REASON BEYOND CONTROL OF EMPLOYER. SECTION 2( KKK) OF THE INDUSTRIAL DISPUTES ACT 1947,LAYS OFF IS DEFINED AS THE FAILURE ,REFUSAL OR INABILITY OF AN EMPLOYER ON ACCOUNT OF SHORTAGE OF COAL,POWER OR RAW MATERIALS OR BY ANY OTHER REASON TO GIVE EMPLOYMENT TO AW ORKMAN WHOSE NAME APPEARS ON THE MUSTER ROLLS OF HIS INDUSTRIAL ESTABLISHMENT AND WHO HAS NOT BEEN RETRENCHED.
ENTITLED TO 50% SALARY
RETIRMENT
COMPULSORY RETIRMENT
VOLUNTARY RETIRMENT_ VOLUNTARY RETIRMENT SCHEMES
LINK FOR PERFROMANCE