ESSENTIALS OF HRM

A1. INTRODUCTION
The practice of projecting the future number and quality of people required is known as human
resource demand forecasting. The yearly budget and long-term business plan, translated into
activity levels for each function and department, must serve as the forecast's foundation. The
sales budget would be turned into a production plan in a manufacturing business, indicating the
number and kind of items to be produced in each quarter. The number of hours to be worked
by each skilled group to meet the quota for each period would be calculated using this
information. The need for employees in a company is determined by a variety of variables,
including organizational structure, budget, nature of business, technology employed,
effectiveness of business plan, and so on. In contrast to small and medium-sized businesses,
internationally scattered organizations like GE, Siemens, Philips, and others, there is a demand
for highly experienced and educated individuals in globally dispersed firms like GE, Siemens,
Philips, and others. These businesses must adapt to the local cultures of other nations and hire
local workers. In such instances, the demand for human resources is determined by the local
people's talents and abilities next obvious step is to determine the quality and amount of staff.

FACTORS AFFECTING HR DEMAND FORECASTING -

• Employment trends

• Replacement needs

• Productivity

• Absenteeism

• Expansion and Growth

Different techniques of HR Demand Forecasting -

Depending on their objectives, organizations employ several methods for estimating HR

requirements. HR demand forecasting methodologies, on the other hand, are divided into two
categories are-

• QUALITATIVE METHODS

In comparison to quantitative procedures, qualitative methods are less statistical. To address an

organization's future HR demands, these strategies take into account all employees' talents,
potential levels, and interests. Such methods are Expert forecasts, Management forecasts,
Delphi technique, etc.

• QUANTITATIVE METHODS

In comparison to qualitative techniques, quantitative methods provide precise and accurate HR

demand predictions. This is due to the fact that quantitative approaches rely on a variety of
statistical and mathematical tools. Such commonly used methods are Trend analysis method,
Ratio trend analysis method, Work study method, etc.

Modeling, numerous predictive approaches, optimization models, budget and planning analysis
are some of the other relevant statistical methods used for anticipating HR requirements, in
addition to the work study method, ratio trend analysis method, and trend analysis.

CONCEPT
There are number of techniques of forecasting human resources demand-

1. MANAGERIAL JUDGEMENT- The Managerial judgement approach is a widely used

demand forecasting technique. This strategy is used by both small and large businesses.
The 'bottom-up approach' and the 'top-down approach' are two ways used in this
methodology. Line managers transmit their departmental human resource
requirements to senior management via the 'bottom-up strategy.' On the basis of
departmental heads' suggestions, top management anticipates the human resource
requirements for the entire organization. Top management anticipates the human
resource requirements for the entire organization and various departments using the
top-down method. This information is sent to the leaders of several departments for
assessment and approval. For demand forecasting, however, a mixture of both
methodologies, known as the "Participative Approach," should be used. Top
management and department leaders meet and decide on the future human resource
requirements in this strategy. As a result, demand for human resources may be
projected with confidence using this method.

2. Ratio-Trend Analysis- Comparing the amount of output and the number of employees,
but allowing for fluctuations, researchers looked at the historical ratio before the
Covid-19 epidemic, the present ratio, and predicted the future ratio. Actually this
method is used to forecast HR demand based on the ratio of production level and the
availability of workers.

3. Econometric Models- For anticipating future demand, these models use mathematical
and statistical methodologies. The link between the dependent variable to be predicted
(e.g. manpower/human resources) and the independent factors is established in these
 models (e.g., sales, total production, work-load, etc.). Estimated human resource
demand may be forecasted using these techniques.

4. Delphi Technique- The Delphi Method is another major method for assessing human
resource demand. This method considers the human resource requirements provided
by a group of specialists, namely managers. Human resource specialists gather
information on personnel requirements, synthesize replies, and write a report. This
procedure is repeated until all experts have reached an agreement on the anticipated
resource allocations.

CONCLUSION
HR Demand Forecasting and research can assist you anticipate employee attrition due to
retirement or market rivalry. It can also assist you in determining how changes in company
strategy will affect your workforce, such as the implementation of new employment or
manufacturing legislation, or the creation of a new product. You need the proper personnel to
help your company grow and succeed. HR forecasting helps your company to estimate skill
requirements, measure demand, evaluate labor supply, understand workforce needs, and
design a strategy to fulfil your goals and growth targets.HR forecasting empowers your
company to do more than just balance labor demand and supply such as developing effective
budgets, make more detailed workforce predictions, forecasts HR needs regularly.

A2. INTRODUCTION
Induction is a formal process of introducing new employees to the work environment. The
procedure starts with the onboarding of new staff and then merges with the training and
development process. Employees are considered to be motivated by induction to swiftly adapt
to the company, increasing their output.

Induction is designed to familiarize newly hired staff with the organization's vision, purpose,
goals, and objectives. New workers are usually given a quick overview of the organization's
history, culture, values, functions, procedures, goods and services, as well as policies and
standards. Furthermore, staff are informed about the organization's expectations of them.

PROCESS OF INDUCTION

Induction is a systematic procedure that seeks to educate workers on all aspects of the
company that they need to know in order to do their jobs properly. Depending on the needs of
the organization, the induction procedure varies. There are, nevertheless, some phases that all
organizations' induction processes have in common. These are -
 1. Collecting employee information

2. Identifying the objectives of the induction program

3. Defining the audience

4. Deciding the content and mode of delivery

5. Providing feedback

Employees would have to learn about the workings of an organization on their own if there was
no good induction program in place. This may take up more of the organization's time and
resources than is necessary. Furthermore, employees may have low morale and find it
challenging to operate in a group setting. As a result, it is critical that the organization
implements an effective induction procedure. Some of the advantages of induction are as
follows:

It has been noticed that employee turnover is greater during the first few months of
employment. An effective induction program assists workers in becoming familiar with the
organization, hence lowering turnover rates, as well as presenting the organization's value to
employees. An induction program allows employees to get to know and interact with their
coworkers, which increases employee loyalty and commitment to the organization. An
induction program enables a company to teach workers about the company's standards for
behavior, attitude, and code of conduct.

CONCEPT
An induction program's goal is to assist new workers in settling into their roles at a new firm,
corporation, or organisation. Create a checklist that details all of the papers and information
new employees will get on their first day on the job to ensure the induction programme is
effective. The checklist should not be long, it is only for induction.

• an introduction to the business, colleagues and important stakeholders (eg. team

leader)

• an overview of the organisational history, structure, visions, culture and values

• employee handbook briefing and reference to the code of conduct

• job description for the employee such as title, roles, and responsibilities

• roster or work schedule

 • copy of their employment agreement, company handbook and HR manual

• Work Health and Safety information (layout of premises, including fire exits, first aid
facilities; overview of WHS policies)

• induction and setup of workstation and systems

• overview of upcoming key dates and events

• provided with tools of trade (ID, keys, name badge, swipe card, phone etc.)

• contact list of staff members

You should also need the new employee to give you with copies of the following documents for
compliance purposes:

• signed employment contract

• tax file declaration

• choice of superannuation form

• bank details (including bank, BSB and account number)

• emergency contact details (including name, address, phone number and relationship)

• licence, passport, and visa (if applicable)

ENCOURAGING SOCIAL INTERACTION

Aside from the standard "meet and greet," the firm can engage in the following activities to
increase social interaction:

• Organize a group gathering and have everyone introduce themselves to the new
member, with the team signing a "welcome card" or equivalent written introduction.

• having a relaxed team lunch

If your company uses social media, you could want to include a quick online description or
profile for the new team member in your social media network. After the first few days,
continue to encourage your new employee's social contact. Some people take longer to open
up and feel at ease in their new surroundings than others. As a result, the actions listed above
should be spaced out across several days so that the employee does not become overwhelmed.

FOLLOWING-UP
Managers can use the follow-up process to see if employees have successfully integrated, what
additional resources are needed, what changes need to be made, and if the employee requires
additional training. The data collected throughout the follow-up process may be used to
improve induction programmes for future new hires.

After the official induction is over, schedule frequent meetings with the new employee to
assess their progress. Allow them to express any worries they may have and discuss them in
private. Whether it's concerns with job requirements, conflicts with coworkers, or a terrible
customer experience, these issues should be addressed as soon as possible to guarantee the
new employee's future success in your company.

CONCLUSION
By now, the advantages of induction for the employer should be evident. One of the cheapest
and most efficient methods to introduce new hires to your business and increase their
performance during their first weeks on the job is to use an online induction training program.
Make sure that new recruits have the confidence they need to take on their new tasks with a
solid employee induction program. It will assist them in comprehending what is anticipated of
them as well as how they fit into your broader framework. Of course, it should make them feel
welcome.

A3. (A) INTRODUCTION

Career planning is a continuous process in which a person sets career goals and determines
how to achieve them. Career planning is the process by which people plan their work for the
rest of their lives. It has following objectives:

• To provide and maintain appropriate manpower resources in the organization by

offering careers, not jobs.

• To provide environment for the effectiveness, efficiency and growth of its employees
and motivating them to contribute effectively towards achieving the objectives of the
organisation.

• To map out careers of various categories of employees suitable to their ability, and their
willingness to be 'trained and developed for higher positions.

CONCEPT
Career planning is a lifelong process in which people seek out new opportunities for
professional advancement. The length of career planning is not set in stone and varies from
person to person. It may happen just once in a career for some people, while others may
continue to redefine their aims and ambitions as they acquire experience.

This process is divided into several steps are as follows:

1. Performing self-assessment: Individuals get knowledge about their interests,

personality types, attributes, preferred environment, aptitudes, developmental
requirements, and so on throughout this process. The goal of gathering this data is to
determine which employment possibilities are best for each individual.

2. Identifying career choices and preferences: A number of career possibilities are

investigated for individuals based on the given data, and pertinent data about each
option is recorded. This information pertains to the education and training necessary for
a certain professional path, as well as its future scope, salary given, tasks and
responsibilities, and so on.

3. Aligning needs and opportunities: Individual requirements are connected with

professional prospects studied in the previous phase in this step, allowing individuals to
choose the most appropriate job alternatives. This is accomplished by weighing both
short- and long-term possibilities and exploring professional opportunities.

4. Formulating an action plan: Individuals must complete this phase by putting their
career plan into action and moving on with their career goals and objectives.
Professional planning is a cyclical process, which means that individuals may be needed
to begin at the beginning of their careers or may be necessary to redefine their career
goals and objectives at some point.

5. Evaluating the process: This is the final phase in the career planning process, and it
ensures that individuals are on the proper track. This enables individuals to assess if
their chosen vocation is pushing them toward growth and development, as well as to
take remedial action if there are any deviations.

CONCLUSION
The process of career planning is important because It assures employees of their future
advancement within the company. This encourages employees to stay with the company in
order to benefit from their advancement rather than leaving to pursue other opportunities. It
assists an organization in finding a pool of bright and competent people who can be promoted
to the next level of the organization.

(B) INTRODUCTION
The process of identifying a successor for important roles in an organization is known as
succession planning. Its goal is to discover and develop existing employees who have the
potential to occupy critical roles within the company. The availability of experienced and skilled
people in an organisation is ensured by effective and successful succession planning. Infosys is
an excellent example of well-organized succession planning. It develops its future leaders over
time through thorough succession planning. Its succession planning approach adheres to the
company's goal statement, which states, "To be an internationally acknowledged firm that
delivers best-of-breed business solutions, leveraging technology, delivered by best-in-class
people." This is why, when N R Narayana Murthy, the business's primary mentor and chairman,
departed in 2006, the organisation was well prepared for a seamless leadership and authority
handover.

CONCEPT
Goals of Succession Planning that the HR manager bear in mind are:

• Ensures continuity: Building a leadership pipeline by selecting or developing the abilities

required to keep your organization on a forward-looking path ensures that it is
future-ready. It makes you less prone to make poor judgments in times of crisis.

• In an organization, succession planning identifies critical positions: A great succession

plan identifies mission-essential front-line jobs that are important to the success of an
organisation. The C-suite isn't always the most important job in a company. For many
firms, middle management and market-vulnerable functions, such as sales, are equally
crucial.

• The Competency Levels of the Organization are emphasized: Another important goal of
succession planning is to implement competency mapping criteria in an organization.
When it comes to surviving and growing in a competitive climate, vital competencies
can help you discover the qualities that your company already has. It provides a
thorough grasp of the competences of the personnel to be hired, promoted, or
developed for long-term stability.

• Identifies and encourages the development of potential: This succession planning

training goal ensures a better grasp of the internal talent pipeline while also raising
awareness of present employees' talents. It also allows the organization to stay one step
ahead of its talent requirements.

• Gives valuable insights into workforce and departments: Identification of

high-potential individuals is an excellent strategic goal for succession planning. HR
professionals must get useful knowledge into a variety of topics. Which employee, for
example, is on the verge of retiring? Is the employee an ideal asset who, as a result,
 must be kept? Which employee is a misfit who should be moved to a new position?
Whose knowledge necessitates a departmental shift? ; etc. As a result, a purpose and
objective of succession planning in a company is to gather important insights.

CONCLUSION
Investment in succession planning should not be viewed as an afterthought. Succession is a
culture that must be instilled in the fibre of a firm. When onboarding or planning, keep the
long-term viability and business perspective in mind. Succession plans are not guarantees, but
they do provide a starting point with reasonable expectations from high-performing leaders.