MODULE – 2
HUMAN RESOURCE PLANNING(HRP)
According to Bruce P. Coleman

‘Manpower planning is the process of determining manpower
requirements and the means for meeting those requirements in
order to carry out the integrated plan of the organization’
IMPORTANCE OF HRP

Replacements of persons –retirement, old age, death etc

Labour Turnover – need to recruit new people to take the position who left

Expansion plans – whenever there is a plan to expand or diversify, the need of
man power

Technological Changes – Due to changing technological environment . Need to
infuse fresh blood

Assessing needs – Any shortage or surplus of persons in the organization
STEPS IN MAN POWER PLANNING



•
•
•
•
•
•



Analysis of objective and strategic plans of the company
Preparing Manpower inventory
Manpower Forecasting
Employment trends
Replacement needs
Productivity
Absenteeism
Expansion and growth
Work load Analysis
Manpower Plans
Training and development programmes
Appraisal of manpower planning
RECRUITMENT

According to FLIPPO –
‘recruitment is the process of searching for prospective employees
and stimulating and encouraging them to apply for jobs in an
organization’
RECRUITMENT--METHODS

Direct Methods :

Representative of the organization are sent to the
educational and training institutions

Sending recruiters to seminars, conversations and fairs

Some organization prepare the waiting list of those
candidate who directly apply via companies website

Ask employee to contact the public
RECRUITMENT

Indirect Methods :

Advertisement in newspaper,journals,magzine

On the radio and television

Third party Methods :

Public employment Exchange
Management Consulting Firms
Trade unions
Labour contractors



SELECTION
According to Dale Yoder

Selection is the process in which candidates for employment are
divided into two classes- those who are offered employment and
those who are not
METHODS OF SELECTION
Evaluation of External & Internal Enviromnt
 Reception
 Preliminary Interview
 Blank Application form
 Selection tests
 Selection Interview
 Checking References
 Final Selection
 Physical examination
 Job offer
 Contract of employment
 Evaluation

Uses of TESTS and INTERVIEW :

The general theory behind testing and interview in selection is that
human behavior can be forecasted by sampling it. The test and
interview creates a situation to which the applicant reacts,
reactions are regarded as useful clues to his likely behavior in the
work for which he is applying.
Types of TESTS

Intelligence Test :

Range of abilities are measured in this test such as memory, vocabulary, verbal
fluency, numerical ability, perception etc.

Objective- to pick up employee who are alert and quick at learning things is that
they can be offered adequate training to improve their skills for the benefit of the
organizations.

Aptitude tests :

To measure the specific mental abilities such as inductive and deductive reasoning.

Objective- his presence of mind to tackle situation

Personality Test :

To discover clues to an individual’s value system,, his emotional reactions and
maturity and what is sometimes is described as his characteristics mood

Objective- usefulness of such tests for selection rests on the assumptions that a
relationship can be found between a measurable personality trait and success on
the job

Interest tests :

To discover a person’s areas of interest and to identify the kind of work that will
satisfy him.

Objective- people are most likely o be successful in jobs they like
Achievement Test :
o A measure of what a person has learned
o Objective- knowledge and skills he/she acquires till date
TYPES OF INTERVIEW :
A.
Classification according to structure :

Unstructured or Non-directive Interview –
No set of format to follow, so interview can take various directions

Structured or Direct interview –
Questions and acceptable responses are specified well in advance
B. Classification according to the purpose of the interview
 Stress Interview –
purpose is to find out how a candidate behaves in a stressful situation i.e., whether
he/she loses his temper, gets confused or frightened or feels frustrated. Generally
S.I used for jobs wherein emotional balance or resistance to stress is required
 Appraisal Interview –
actually a discussion between the supervisor and employer discussing the
employee’s rating and possible
 Exit Interview –
when a employee leaves the organization for any reason, an exit interview is often
conducted to know the grievance and can have a solution for that
Classification According to the Interview’s content

1.Situational Interview – individual’s ability to project what is behavior
will be in a given situation

2. Job related Interview – in job related interview, the interview tries
to deduce what the applicant’s on-the-job performance would be.

3. Behavioral Interview – questions are asked how they have behaved
in certain situation in past, and how hey will behave in future in
specific situations
Classification According to administering the Interview
 One on one Interview
 Sequential Interview
 Group Interview
 Panel Interview
PLACEMENT

Placement is the process of assigning a specific job to each one of
the selected candidates. Sending the newly appointed to some
department for work. Assigning a specific rank and responsibility
to an individual
PROBLEMS INVOLVED IN PLACEMENT:
 Employee Expectations: Employee expectations from the job are the main source for the
problems in placement. If the employee expects high salary, independent and challenging and
the job offers low salary dependent and routine work, the employee finds himself misfit to the
job.

Job Expectations / Description:
Sometimes the expectations from the employee are more than the employee’s ability or
skills. Then the HR manager finds the mismatch between the job and employee.

Change in Technology:
Technological changes bring radical changes in the job description and specification. These
changes result in the mismatch in the employee and the job.
 Changes in the organization structure:
Business grand strategies like mergers, acquisitions, downsizing,
etc., result in
organizational structure and there by changes in jobs. These changes result in the misfit
between employee and job.
 Social and Psychological Factors:
The social and psychological factors involved in team work or group formation sometimes
results in mismatch.