Human Resource Management Introduction

"Human resource" and "Manpower" redirect here. For other uses, see Human resource (disambiguation) and Manpower (disambiguation). Human Resources are the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labor" or simply "people". The professional discipline and business function that oversees an organization's human resources is called Human Resource Management (HRM, or simply HR). Human Resource Management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives.

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

Human Resource Planning

HRP estimates the manpower demand and manpower supply of the organization. It compares the manpower demand and manpower supply. If there is manpower surplus then it gives voluntary retirement, lay-off, etc. to some employees. If there is manpower shortage then it hires employees from outside, gives promotion to employees, etc. In order to position the organization for success, Departments have been engaged in workforce planning. Corporately, three key directions have been identified to assist government in managing the workforce changes. They include: 1. Building Our Potential 2. Strengthening Our Competitiveness 3. Renewing Our Workplace The purpose of this exercise was to ensure that our workforce and strategic objectives were aligned to guarantee the delivery of quality programs and services to the public, and that the planning would assist in positioning the public service for the future. Through a collaborative process, each department developed their own workforce plan, which outlined their critical strategic issues for the next 3 5 years as well as proposed strategies to address those issues. Some key examples of how departments can plan for the future workforce are outlined in this document and could be used to help mitigate any negative impacts as a result of demographics, government priorities and competency requirements. They can also help ensure that departments have what they need to get the job done, and that there is efficient matching of skills and competencies to departmental tasks, requirements and outcomes. To better compete in the global market, government will need to create and implement corporate strategies to promote itself as a preferred employer investing in progressive HR policies and programs with the goal of building a high-performing organization of engaged people, and fostering and creating a work environment where people want to work, not where they have to work. Retention and attraction in todays changing labour market requires government to look at the key drivers that are important to employers and potential employees. Examples of these include offering employees:
Diversified and Challenging Work An Attractive Compensation Package Advancement Opportunities Access to Continuous Learning Opportunities for Personal and Professional Growth An Inclusive Workplace Work-Life Balance Ongoing Recognition of Contributions to the Organization

Planning the right man for right job and developing him into effective team member is an important function of every manager. It is because HR is an important corporate asset and
2

performance of organisations depends upon the way it is put in use. HRP is a deliberate strategy for acquisition, improvement and preservation of enterprises human resources. It is a managerial function aimed at coordinating the requirements, for and availability of different types of employees. This involves ensuring that the organisation has enough of right kind of people at right time and also adjusting the requirements to the available supply. HRP is a forward looking function and an organisational tool to identify skill and competency gaps and subsequently develop plans for development of deficient skills and competencies in human resources to remain competitive. HRP is influenced by technological changes and other global business compulsions. HRP ensures benefits to the organisations by creating a reservoir of talent, preparing people for future costcutting and succession planning besides creating a back-up plan in case of diversification and expansion. Human resource planning is indeed concerned with broader issues about the employment of people than the traditional quantitative model approach of manpower planning. But it specifically focuses on those aspects of human resource management that are primarily about the organisations requirements for people from the viewpoint of numbers, skills and how they are deployed. However, it must be recognized that although the notion of human resource planning is well established in the HRM vocabulary it does not seem to be established as key HR activity.

Objectives
Human Resources are managed to divert and utilize their resources towards and for the accomplishment of organizational objectives. Therefore, basically the objectives of HRM are drawn from and to contribute to the accomplishment of the organizational objectives. The other objectives of HRP are to meet the needs, aspirations, values and dignity of individual employees and having due concern for the socio-economic problems of the community and the country. The main objectives are as follows: To create and utilize an able and motivated workforce, to accomplish the basic organizational goals To establish and maintain organizational structure and desirable working relationships among all the members of the organization To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization To create facilities and opportunities for individual or group development so as to match it with the growth of the organization To attain an effective utilization of human resources in the achievement of organizational goals To improve the service rendered by the enterprise to society through building better employee morale, which leads to more efficient individual and group performance. Thus, HRP seeks to manage change to the mutual advantage of individuals, groups, the organization and society. To establish in the mind of those associated with the enterprise - employees, shareholders, creditors, customers and the enterprise is rendering the best service of which it is capable and distributing the benefits derived fairly and contributing to the success of the enterprise. Thus an organization can identify and satisfy individual and group goals by offering appropriate monetary and non-monetary incentives. To employ the skill and knowledge of employee efficiently and effectively that is to utilize human resources effectively for the achievement of organizational goals. To enhance job satisfaction and self-actualization of employees, by encouraging and assisting every employee to realize full potential. To provides facility and condition of work and creation of favorable atmosphere for maintaining stability of employment.
4

 To develop and maintain a quality of work life which makes employment in the organization a desirable and social situation.

Societal Objectives: The societal objectives are socially and ethically responsible for the needs and challenges of society. While doing so, they have to minimize the negative impact of such demands upon the organization. The failure of organizations to use their resources for societys benefit in ethical ways may lead to restrictions. For example, the society may limit human resource decisions to laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern.

Organizational Objectives: The organizational objectives recognize the role of human resource planning in bringing about organizational effectiveness. Human resource planning is not an end in itself; it is only a means to assist the organization with its primary objectives. Simply stated the human resource department exists to serve the rest of the organization.

Functional Objectives: Functional objectives try to maintain the departments contribution at a level appropriate to the organizations needs. Human resources are to be adjusted to suit the organizations demands. The departments level of service must be tailored to fit the organization it serves.

Personal Objectives: Personal objectives assist employees in achieving their personal goals, at least in so far as these goals enhance the individuals contribution to the organization. Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline giving rise to employee turnover.

Nature
The nature of HRP can be briefly described as follows; 1) Process: HRP is a process of managing human resources. HRP process is undertaken to achieve organizational objectives. The process of HRP includes; Acquiring the services of people (Selection) Developing the skills of human resources (Training) Motivating the manpower. Ensuring the commitment of manpower towards organizational activities. 2) Multidisciplinary Approach: HRP is dynamic and multidisciplinary approach. HR managers make use of various disciplines to manage the workforce effectively. The various disciplines include; Management Science, Psychology, Sociology, Communication, Economics, Organization Behavior, Philosophy, etc. 3) Universal Applications: HRP is all pervasive. It is applicable to business and non-business organizations. For instance, a non-business organization, such as a college or university has to select, train and motivate human resources to achieve its objectives. 4) Continuous in Nature: HRP is continuous activity. Organizations need to manage human resources on a continuous basis. Organizations need to adapt to changing environment, i.e., changes in employees expectations, changes in consumer behavior, changes in competitors strategies, etc. 5) Objective Oriented: HRP places emphasis on the accomplishment of objectives. The objectives can be broadly listed under to four categories; Individual objectives employees development, promotion, etc. Group objectives such as team work. Organizational objectives such as an increase in market share, profits, etc. Social Objectives. 6) Long-Term Benefits: HRP brings long-term benefits to the individuals, organizations and the society as well. Employees gain long-term benefits by the way of better monetary and nonsuch as career

monetary incentives. The organization can gain by the way of higher returns on investment and better corporate image.

7) Development of Team Spirit: HRP aims at developing and maintaining team spirit in every organizational unit, i.e., groups and departments. Such team spirit is required so that the people work effectively together and contribute to the success of the organization. 8) Key Element in Coping with Problems: Economic, technological and social trends have created acute problems for business and industry. As a result, management has focused attention on HRP as key elements in coping with these problems. 9) Integrated use of Subsystems: HRP involves the integrated use of subsystems such as training and development, career development, organizational development, performance appraisal, potential appraisal, etc. 10) Development of Employees Potentialities: HRP aims at development of employees potentialities to the maximum possible extent, so that they gain maximum satisfaction from their job.

TYPES OF PLANS
There are nine types of plans, such as, philosophy, purpose, objectives, strategies, policies, procedures and rules, programmes and budgets. Now we shall discuss in brief each of these types of plans. 1) Philosophy: The organisations role that they wish to play in society in terms of philosophy. The philosophy of the company should have clarity of thought and action in the accomplishment of economic objectives of a country. The philosophy bridges the gap between society and the company. 2) Purpose: Every kind of organized group activities or operations has a purpose. For example, the purpose of a bank is to accept deposits and grant loans and advances. 3) Objectives: Objectives are the ends towards which organisational activity is aimed. Every department has its own objectives which may not be completely same as of the other department or organisation. 4) Strategies: Strategy is determination of the basic long term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals. 5) Policies: Policies are general statements or understandings which guide or direct thinking and action in decision making. However, all policies are not statements. 6) Procedure and Rules: Procedures are plans that establish a desired method of handling future activities. They detail the exact manner in which a certain activity must be accomplished. 7) Programmes: These are complexes of goals, policies, procedures, task assigment rules, steps to be taken, or sources to be employed and other elements necessary to carry out a given course of action. 8) Budget: A budget is a statement of expected results in terms of members. It may be referred to as a numerical programme. Cash budget, sales budget, capital expenditure budget are some of the examples of budget.

ROLE OF HRP PROFESSIONALS

HRP professionals have to perform the following roles that may be divided into three categories: 1) Administrative role Managing the organisational resources Employees welfare activities. 2) Strategic role Formulating HR strategies Managing relationships with managers. 3) Specialized role Collecting and analyzing data Designing and applying forecasting systems Managaing career development. These roles are neither necessarily found in every HRP work, nor they are evenly weighed in time allocation. Many combinations of roles are possible with different focuses based on circumstances of the organisation. The first two roles managing relationships with managers and for mutating strategies are weighed equally. The activities in these areas are equally important to HRP because of the implicit purposes of anticipating and implementing change in the organisation. The strategic roles are crucial to the HR professionals effectiveness. These skills are very difficult to develop when compared to administrative skills. The administrative aspects of the work are represented in managing the staff function of HRP and in managing employee welfare activities. These aspects are often seen as supplementary to other aspects and demand a lot of attention. The remaining three roles represent specialized functions performed. Primary attention is given to a combination of three categories of activities collecting and analyzing data, deisgning and applying forecasting systems and managing career development. These activities are new to the HR function in many organisations, and are closely linked with the mission of anticipating and managing change. Accordingly, they are viewed as central roles of HRP Professionals.

Planning Process
STEP 1: Determine your Business Goals:
A solid understanding of government and ongoing departmental business and HR priorities, emerging changes and trends, and the impact of legislative reforms are needed to determine business goals. This step should also consider whether or not strategic partnerships (to facilitate business and HR planning / workforce planning efforts) should be established and ensure that accountability requirements are met. Government priorities are articulated in documents such as the Speech from the Throne, Budget Speeches and other applicable government documents, including departmental Strategic and Business Plans. This information is likely already available in existing departmental strategic. business plans.

STEP 2: Scan the Environment: Workforce Analysis

Once business goals are understood, an understanding of the workforce, as well as planning for projected shortages and surpluses in specific occupations and skill sets, will be required. Key demographic employment data and characteristics (e.g. sex, average age, occupational groups, skills/competency profiles, etc.), as well as internal workforce trends (e.g. retirement eligibility, vacancy rates, turnover, etc.), are important factors to consider when conducting a comprehensive workforce analysis. This information is likely already available in existing departmental workforce plans, though it may require updating.

Internal Scan
The internal scan is primarily focused on identifying the factors within the department that might affect the HR capacity to meet departmental goals. Each department will be able to identify internal opportunities and challenges. It will be important for the organization to build on its strengths and to minimize challenges and risks. INTERNALSCAN Changes in legislation, collective agreements, etc. Anticipated changes in funding or budgets Changes in leadership and priorities Health and safety Corporate culture Employee engagement Organizational restructuring Management practices Leadership styles Internal policies (ex. immigration, diversity, etc.) that could affect the workforce.

10

External Scan
The external scan focuses on identifying those external factors that may affect workforce capacity, given known operational needs and emerging issues. An external scan should consider the opportunities that exist which can be advantageous to the department. It will also enable the department to identify risks or potential risks in the external environment so that the department can identify specific strategies to manage those risks. EXTERNALSCAN Current workforce trends Demand and supply of employees in certain occupations Candidate pools Current and projected economic conditions Technological advancements which could create new employment or negatively impact certain occupations or positions Migration patterns In-take for occupational groups at post-secondary institutions Employment practices of competing organizations

STEP 3: Conduct a Gap Analysis:

Current and future HR requirements need to be projected based on an analysis of departmental goals and priorities, and environmental scanning. Questions that are helpful in determining HR needs, identifying gaps, and projecting future HR requirements include the following: Do you foresee a skill shortage in a specific occupational group? Will changes in program delivery require the acquisition of new skills? Do you have succession plans for critical positions? Have you conducted a risk analysis of the elements of the scan critical to the success of your organization?
iness

STEP 4: Set HR Priorities to Help Achieve Departmental Goals:

Subsequent to an examination of the gap analysis outcomes, HR priorities should be determined and the strategies needed to achieve desired outcomes must be identified by departments. Strategies might address the following issues: SAMPLESTRATEGIES Developing a talent pool Work environment improvements Organizational development Competency / Skills development Employee engagement Workplace well-being Recruitment / staffing Retention

11

STEP 5: Measure, Monitor and Report on Progress:

Monitoring, evaluating, and reporting on HR performance outcomes is key to assessing progress in target areas, organizational learning and improvement, and to determining Consider the following questions: Have clear and measurable HR goals been identified? Are the HR performance measures aligned with other existing accountability measures (ex. measures that already exist in departmental strategic plans, etc.)? Are systems in place to track performance indicators and analyze any cost benefit? Do results from performance indicators inform priority setting for the next fiscal year? What is the degree of success that has been achieved?

12

Succession Planning
Succession Planning is embedded within Governments broader planning processes, and Corresponds with Human Resource gap analysis. The process itself is usually flexible and adaptable, and can vary depending on the needs and structure of the departments, but the critical elements involve the knowledge of what and where the key/critical positions are, the development of competency requirements, and the development of a talent pool to acquire these competencies. When undertaking a Succession Planning process, there are general requirements which could be considered:

Identification of key positions through the workforce planning gap analysis. Identification of core position competencies establish requirement for position incumbent; basis for learning/development plans; means to assess potential candidates. Identification of potential candidates self-identification; executive/management identification. Assessment of potential candidates screening process to identify both short- and long-term candidates (feeder group). Create development plans through individual learning plans re: critical/required opportunities to meet career development needs of employees. Implementation of plans monitor and measure Succession Planning progress re development of feeder group.

Essentially, succession planning is a conscious decision by an organization to foster and promote the continual development of employees, and ensure that key positions maintain some measure of stability, thus enabling an organization to achieve business objectives. Traditionally, succession planning has sometimes taken a replacement approach, often focusing on executivelevel positions. One or two successors might be identified and selected, probably based on the exclusive input of their immediate supervisor, and then placed on the fast-track into a senior position. However, succession planning has evolved into a process that can be used to: 1. Replenish an organizations HR at a broad or specific level; 2. Identify, assess and develop employee knowledge, skills and abilities to meet the
13

current and future staffing needs of the organization; and 3. Ensure a continuous supply of talent by helping employees develop their potential, as successors for key departmental positions. Some of the current practices in succession planning include the following: Knowing what jobs at various levels, if removed, would cause a significant loss to the organization, and which of these jobs represent the greatest retention risk. Knowing which employees are both interested in, and demonstrate short- and/or longterm potential for, succession into key positions. Significant investment to ensure that employees have appropriate and structured learning, development and training opportunities to fulfill their potential. Aligning succession planning with current and anticipated business goals and objectives. Succession management is principally about knowing the needs of the organization and its employees and developing the capacity to address emerging issues that can or will affect business continuity.

Human resource planning is important for helping both organisations and employees to prepare for the future but you might be thinking Are not things always changing? for example, a few years ago, the legal profession seemed to be a good field. But it is now very crowded. So what is the value of planning? The answer is that even an imperfect forecast of the future can be quite helpful. Consider weather forecasts. You can probably think of occasions when it snowed, even though the television weather forecaster predicted there would be no snow. Conversely, you can probably think of times when it did not snow, even though the weather forecaster predicted a foot of snow by the next morning. You may be surprised to lean that as inaccurate as weather forecasts sometimes seem to be many organisations pay a forecasting service for regular weather updates. The reason for this is quite simple. Even a production that is sometimes wrong is better than no forecast or production at all. Perhaps the best example is the stock market. If someone had even a fairly accurate way to predict which stocks would go up and which stocks would go down, that person could make a great deal of money investing in the stock market, even though there would be some mistakes.

14

Non-Family Succession
Succession planning is a process that is often neglected by small business owners. This is understandable when day-to-day operations are more than enough to keep you busy. The thought of losing control of your business whether due to illness, death, or other factors is unpleasant. However, the reality is that people age and accidents happen. By planning for succession or by considering your business exit strategy, you will also give yourself the freedom to voluntarily step away from your business to pursue other interests if you so choose. If you want your business to survive beyond you, planning for changes in management is crucial. By keeping all business responsibilities in your own hands, you put the sustainability of your business in jeopardy. Succession must be managed for all significant positions in a company not just owner(s) or senior manager(s). Business processes and institutional memory should be passed along not only at the ownership and executive levels, but also on the supervisory, professional, and skilled levels. The founder/owner has the power to suit his or her beliefs and values when choosing a method of succession. Some may decide to sell the business, while others may maintain an arms length relationship with the business as the board chair. You have the option of grooming talent within your organization or looking outside of the business to find managers with the necessary qualifications. It is wise to start the planning process by identifying your businesss existing competencies. You should then evaluate and assess current employees to determine how they match up to organizational needs. Coaching, mentoring, training, and recruiting methods can be used to fill gaps and prepare your staff for future responsibilities.

Family Succession
Family succession is a critical issue facing our countrys economy. Canadas more than one million family-owned businesses generate more than 45 percent of the Gross Domestic Product (GDP) and provide a pay cheque for about half of all working Canadians. Succession planning will become increasingly important as Canadas baby boomers reach retirement. The majority of family-run businesses dont make it to the third generation as a result of familyrelated issues. Some of these issues include: _ Splitting the business or giving it to unsuited persons out of the desire to be fair to children. _ Simply assuming that children will go into the business, but failing to develop a program to familiarize them with it and develop their interests and skills. _ Not developing corporate culture, business plans, and job descriptions that family successors understand, agree to, and develop competence for. _ Allowing family dynamics to control meetings and communications that are supposedly for business purposes. _ Giving in to financial demands from family heirs that are bad for business. There is no foolproof model for succession planning; you will need to customize your approach to meet your specific needs. There are, however, some strongly recommended dos and donts:
15

DO: Planning Dos and Donts 21 _ Start planning now. It is never too early to think about succession. _ Communicate openly at all times with all family members about plans. _ Develop a long-term vision of what you want to happen. Write it down. _ Address the issue of fail vs. equal division of the business early on. _ Help develop the skills, abilities and knowledge of the next generation. _ Prepare a legal will early. _ Develop a general plan for the transfer of assets. _ Enroll a lawyer and an accountant to fine-tune your plans. DONOT: _ Procrastinate and put off discussing succession. Start now. _ Feel that the succession plan has to treat all children equally; fair does not mean equal. _ Be afraid to ask questions and listen carefully to the answers. _ Hold on to control of all aspects of the business. _ Feel both generations must have the same value sets. _ Define your life as the business. There is more to life than work. _ Rely on just one professional advisor. Unfortunately, many family business owners fail to develop a succession plan. It is critical that the owner writes down his or her future plans. Otherwise, this information is lost if circumstances render him or her incapable of continuing with the business. Often, familybusinesses plan for Joint-CEOs to be the successors. This is seldom a result of careful planning. Rather, it often results from a reluctance to choose among family members, a fear of provoking arguments, or the desire to please everyone. In order for your business to survive, you must handle it as a business.

16

Important Considerations for Succession Planning

As part of the broader workforce planning process, there are several considerations that should preface any succession planning initiative. Some preliminary questions to consider include the following: What is the business case for succession planning in the organization? Is planning based on short- and long-term goals and objectives? Have the key stakeholders and decision-makers been consulted? How involved are the leaders? Is succession planning linked with workforce planning? Can succession planning be linked with other HR strategies? Is there accountability at the departmental level? Are HR professionals and departmental planners involved with the planning process? What are the roles and responsibilities of stakeholders? Is the process, and its expected outcomes, clearly understood by everyone involved? What decisions should be made at the departmental and corporate levels? How will the process demonstrate value for transparency, fairness and accessibility? How will the department ensure that all employees are provided the same opportunities and are treated without significant bias? Is there a plan or strategy to manage employee expectations? Do employees understand that they are not guaranteed a promotion? What resources are required to plan effectively and efficiently? How will succession plans be evaluated? How will evaluation results affect decision-making? Do employees understand they are responsible for managing their own career path(s). Is the department capable of supporting necessary learning and development? Is the work environment supportive of succession planning? How will the collection, retention, use, and protection of personal information be compliant with the Access to Information and Protection of Privacy Act.

17

Impact of HRP
HRP itself is a process of determining human resources needs in the future and of monitoring responses to these needs. HRP links a companys business plans and broad objectives with the specific programmes and other HRM activities. Organisations need to learn to forecast HR needs more effectively. implementation is nothing but converting an HR plan into action. A series of action programmes are initiated as a part of HR plan implementation. Some such programmes are recruitment, selection and placement, training and development, retraining and redeployment, the retention plan and the redundancies plan. More analytic techniques, driven by strategic planning are vital. Organisations must learn to manage employee performance more effectively. Even though performance measurement is complex and ill-defined, yet it is critical to effective management for this very reason. Organisations must also learn to manage careers of their employees more effectively.

Impact of Technology on HRP

In order to cope with the competition, organisations have to ensure on: a) Producing goods and services more efficiently and economically. b) Innovating product and processes so as to gain competitive advantages. Advances in computer technology have offered organisations new opportunities to enhance and streamline their processes. Computer aided design (CAD), and computer aided manufacturing (CAM) reduce human resource involvement and shrink the cycle time. Advances in information technology has reduced efforts required in impacting, retrieval, processing, and sharing of data. Accurate and timely information can be made available to different levels of management for decision making. All these changes in technology result in a change in occupational and skill profile of manpower. Different manufacturing technologies have different skills required to design, operate and maintain the machines and equipment. Also, the same technology can have a different impact on different categories of workers and industries. The actual skill implications of technology change will depend on: a) Management policy for deployment of manpower. b) Attitudes bargaining strength of the union. c) Ability of manpower to adjust and adopt to the new technology. According to ILO, introduction of new technology can affect other aspects of working like workers responsibilities, skill requirements, job-content, physical and mental work load, career prospects and communication and social relationships at workplace. Skills and knowledge are required for operating and maintaining new technology and participating in innovative processes. The manual content of skill

tends to decrease for skilled workers and office staff but requirements for mathematical skills and ability to plan and anticipate future situations tend to increase. The methods, systems and style of management also need changes in line with high skill demands on personnel. The HR plan should include budgets, targets and standards. It should also clarify responsibilities for implementation and control, and establish reporting procedures which will enable achievements to be monitored against the plan. These may simply report on the numbers employed against
18

establishment and on the numbers recruited against the recruitment targets. They should also report
employment costs against budget, and trends in wastage and employment ratios. A more democratic and decentralized management style is necessary to motivate highly educated employees. The present education system of our country is inadequate to match the technological needs. The syllabus is outdated, teachers are not fully acquainted with the new technology and there is a lack of infrastructure facilities. Therefore, companies will have to provide appropriate training to add these skills. Manpower planners should keep in mind this requirement and also the requirement of retraining. There may also be a need for rationalization of the trade structure because of multi-skilling. For example, traditional and relatively conceived metal trades which date back to 1930s have been replaced by six broadly defined occupations. Lathe, mulling, grinding could be clubbed as cutting mechanics, production engineering, machine and systems. Engineering, precision engineering and light engineering could be put as industrial mechanics. In office context, we now require persons who are computer trained and also operate other office equipment such as fax, and xeroxing machines this will also require restructuring of employees. Changes in work and work design are to be created.

19

IMPLEMENTING HUMAN RESOURCE PROGRAMME TO ADDRESS ANTICIPATED PROBLEMS

In this step the organisation must determine the gaps between future capabilities and future needs and then employ the necessary human resource programmes to avoid the problems arising from these gaps. In implementing a new human resource programme, following basic steps are recommended to obtain employee acceptance. 1) Communicate need for the programme: Employees would like to know why the programme is being reduced. Many people believe the old saying If it aints broke, dont fix it. It is imperative to explain, then exactly why the change is needed. 2) Explain the programme: Management must explain precisely what the programme is, how it will be implemented and what its effects will be on other practices and programmes. 3) Explain what is expected of the employees: Management must discuss how the behaviours of employees are expected to change as a result of the new programme system. For example, implementation of a new pay for performance system may also redirect employee activities. 4) Establish feedback mechanisms: No matter how carefully planned and implemented, almost any new policy or practice is likely to lead to questions and problems. It is critical, therefore, for mechanisms to be established to resolve problems and answer concerns that arise. Such mechanisms may include a telephone hotline, ongoing survey programme as well as a dispute resolution policy. Finally, utility analysis is a relatively recent approach to choosing which, if any, human resource programmes should be implemented. Utility analysis and related approaches such as human resource accounting, consider the financial benefits versus the costs of any human resource programme and attempt to base choice of a programme on its rupee value of the organisation. Using such techniques organizations are able to determine the best way to invest money in employees.

20

The Responsibilities of a Manager in Human Resources Planning

Managers are responsible for new employee acquisition. The human resources department has many roles and functions. Historically, the department was responsible for recruitment and training within an organization. Human resources has evolved to include a wide variety of competencies that are necessary for an organization's growth and success. Managers are in constant communication with the human resources department. Effective human resources planning requires managers and company executives to identify the needs of the company and develop a strategic plan to meet those needs.

Recruitment
The acquisition of experienced and qualified employees is vital to the success of an organization. Managers are responsible for interviewing potential candidates and making recommendations to hire a particular individual. Managers also attend recruiting events and evaluate applicants to determine whether the candidate's personality will fit within the corporate environment.

Retention
Employee retention is an integral part of a manager's responsibilities. Managers are obligated to ensure that employee work environments are conducive to individual success. Managers are responsible for motivating employees and developing programs that encourage good employees to remain with the company. Managers communicate the feedback they receive from employees to human resources so they may expand retention initiatives. These initiatives are designed to keep existing employees happy and satisfied with their jobs.

Training
21

Training within an organization is a work in progress. As new products are introduced or industry trends shift in a new direction, additional training and employee development will be necessary. Human resources departments watch markets closely to ensure their organizations remain up to speed on changes within their enterprise. Managers also must supervise employees to ensure that a lack of understanding of company products and services does not interfere with job duties. Further, managers are responsible for making recommendations that additional training be conducted if several employees fall behind on a particular objective.

Employee relations
Employee relations involve many different aspects of human resources planning. Employee relations are events or situations that affect an employee's well-being, such as managerial disputes or employee discrimination. Employee relations also involve employee salaries, benefits, health care and retirement. If an employee has a work-related issue, it is usually brought to the attention of his manager first. Managers are responsible for keeping employee relations matters confidential and referring complex issues to the appropriate department to remedy the situation. This principle recognises that the accountability for human resources management rests primarily with supervisors and managers as they are in the best position to understand local issues, engage with staff and ensure that sound staffing outcomes are achieved. The University's human resources staff provide support to managers through the provision of policies, systems, services, programs and guidance on staffing practices that will enable quality staffing outcomes to support the achievement of the research and education goals of the University. The Human Resources Division works in partnership with line managers and College/Division human resource practitioners to provide high quality services and to provide leadership in terms of policy, governance and enabling systems. The specific role of each group is as follows:

The Human Resources Division (HRD) provides a range of policy, operational and advisory services and University programs designed to attract, develop and retain outstanding staff that are committed to the achievement of excellence and the values of ANU. The Director- Human Resources holds the delegations for key employment and termination related provisions under University delegations and HR policy and procedures. The Division represents the University with external bodies on all staffrelated matters College/Divisional human resources practitioners provide a range of devolved operational and consulting support services to, and provide the first point of contact with, their local staff within the parameters of University delegations, HR policy, procedures and guidelines set by the Director - Human Resources. They also contribute to HR policy development.

22

Key roles of the HR Planner

Policy development advice on long term related human resource policy and innovative human resources strategy, and university programs around cultural and organisational change. Staff employment and salary services including appointments, promotions, transition to retirement, voluntary separations, redundancy, payment of salaries, leave, superannuation, conditions of service and job classification and remuneration. Staff health & safety services including advice on the provision of a healthy, safe and productive work environment for staff and students, along with well-being programs, injury management and workers compensation management. Career and workforce development advice C on future practices including career development and talent management strategies, development programs, mentoring support, and staff diversity and inclusion strategies. Workforce planning services to provide information and advice to assist managers to forecast and take action in anticipation of future workforce trends. Oversight of all human resources processes from end-to-end across the University. Information and Statutory reporting to provide information to assist with decision-making on staffing matters, provide external reporting on undertaken on behalf of the University in relation to staffing numbers, OH&S, superannuation, senior remuneration and Equal Employment Opportunity matters, and provide core HR systems and infrastructure support. To bring the issues and trends concerning an organizations external and internal people to the attention of strategic decision-makers, and to recommend long-term strategies to support organizational excellence and endurance. To design and prepare HR systems and actions for implementation so that they can produce maximum impact on organizational performance and development. To facilitate the development and implementation of strategies for transf orming ones own organization by pursuing values and visions. To create the smoothest flow of products and services to customers; to ensure the best and most flexible use of resources and competencies; and to create commitment among the people who help us to meet customers needs whether those people work directly for the organization or not. To identify learning needs and then design and develop structured learning programmes and materials to help accelerate learning for individuals and groups.
23

To help individuals and groups work in new situations and to expand and change their views so that people in power move from authoritarian to participative models of leadership. To help people assess their competencies, values, and goals so that they can identify, plan, and implement development actions. To assist individuals to add value in the workplace and to focus on the interventions and interpersonal skills for helping people change and sustain change. To assess HRD practices and programs and their impact and to communicate results so that the organization and its people accelerate their change and development.

24

Strategies for Human Resource Planning

1. Introduction
A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:

it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours, and employees are developed in the right way.

If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content. An HR strategy will add value to the organisation if it:

articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and identifies fundamental underlying issues which must be addressed by any organisation or business if its people are to be motivated, committed and operate effectively.

The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously. The second area should be about identifying which of these plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:

workforce planning issues succession planning workforce skills plans employment equity plans black economic empowerment initiatives motivation and fair treatment issues
25

pay levels designed to recruit, retain and motivate people the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims a grading and remuneration system which is seen as fair and giving proper reward for contributions made wider employment issues which impact on staff recruitment, retention, motivation etc. a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people career development frameworks which look at development within the organisation at equipping employees with "employability" so that they can cope with increasingly frequent changes in employer and employment patterns policies and frameworks to ensure that people development issues are addressed systematically : competence frameworks, self-managed learning etc.

The HR strategy will need to show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals. In addition, the HR strategy can add value is by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment, which are likely to have a major impact on the organisation, such as:

changes in the overall employment market - demographic or remuneration levels cultural changes which will impact on future employment patterns changes in the employee relations climate changes in the legal framework surrounding employment HR and employment practice being developed in other organisations, such as new flexible work practices.

Finding the right opportunity to present a case for developing an HR Strategy is critical to ensuring that there will be support for the initiative, and that its initial value will be recognised by the organisation. Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build "early or quick wins" into any new strategy. Other opportunities may present the ideal moment to encourage the development of an HR Strategy:-

a major new internal initiative could present the right opportunity to push for an accompanying HR strategy, such as a restructuring exercise, a corporate acquisition, joint venture or merger exercise.
26

a new externally generated initiative could similarly generate the right climate for a new HR strategy - e.g. Black economic empowerment initiatives. In some instances, even negative news may provide the "right moment", for example, recent industrial action or employee dissatisfaction expressed through a climate survey.

2. Making the HR Strategy integral to the organisation

The human resources practitioner should ensure that the HR Strategy is integrated with broader organisational objectives. Above all, it should ensure that the rest of the organisation accepts the Strategy. To achieve this objective, practitioners should:-

consult all stakeholders on the nature of the strategy; cultivate and develop allies and supporters of the strategy through the consultation process; focus on the benefits which are being derived from the strategy through talking to and persuading others, and by marketing the benefits of the strategy with concrete examples of how it has helped; check that there is real commitment to the strategy at all levels of the organisation; give regular feedback on the implementation of the plan through employee newsletters, exhibitions etc; where possible, build into the strategy quantifiable outcomes which can be easily monitored and evaluated, so that it is possible to show the effect; make the strategy part of the induction process - especially for senior managers.

3. A strategic human resource planning model

There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organisation to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps in developing an HR Strategy:1. 2. 3. 4. 5. 6. Setting the strategic direction Designing the Human Resource Management System Planning the total workforce Generating the required human resources Investing in human resource development and performance Assessing and sustaining organisational competence and performance

27

The six broad interconnected components of this system consist of three planning steps and three execution steps. The top three components represent the need for planning. Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process. When done well, it is workable at a time when external change occurs at a more measured pace. However as the pace and magnitude of change increases, the approach to strategic planning changes substantially:

First, the planning process is more agile; changes in plans are much more frequent and are often driven by events rather than made on a predetermined time schedule. Second, the planning process is more proactive. Successful organizations no longer simply respond to changes in their environment, they proactively shape their environment to maximize their own effectiveness. Third, the planning process is no longer exclusively top-down; input into the process comes from many different organizational levels and segments. This creates more
28

employee ownership of the plan and capitalises on the fact that often the most valuable business intelligence can come from employees who are at the bottom of the organizational hierarchy. Lastly, the strategic planning process less reactive and more driven by line leadership.

Once strategic planning is under way, a process must be undertaken by the organization to design and align its HRM policies and practices to provide for organizational success. The remaining step in planning is to determine the quality and quantity of human resources the organization needs for its total force. The rest of the HR strategic system exists for and is guided by these plans, policies, and practices. These execution components contain mechanisms that generate the correct skill sets, invest in staff development and performance, and productively employ them in the organisation. The last component provides a means to assess and sustain the competence and performance of the organization and the people in it with regard to outcomes that the organization seeks.

4. Analysis
Using the process model discussed earlier, the specific components of the HR Strategic Plan are discussed in greater detail below. 4.1 Setting the strategic direction

This process focuses on aligning human resource policies to support the accomplishment of the Company's mission, vision, goals and strategies. The business' goals sit at the heart of any HR strategy and in order to align business and HR you need to answer one key question, "Can your organisation's internal capability deliver the organisations business goals?" Many organisations cite their people as their primary source of competitive advantage. Successful companies continuously identify and adopt innovative human resource management policies and practices to sustain that advantage. More importantly, they structure work and design training, performance management, pay, and reward policies to help members of the organization succeed in achieving desired organizational outcomes. In other words, they
29

integrate and align HRM policies and practices to reinforce employee behaviors that can best realize the leaders' strategic intent. In the most successful companies, the set of policies and practices that collectively make up a company's HRM system is the critical management tool for communicating and reinforcing the leaders' strategic intent.

Recommended actions:

Conduct an external environmental scan and evaluate its impact on the organisation Identify the organisation's vision, mission and guiding principles Identify the mission's outcomes and strategic goals Consult all relevant stakeholders Evaluate the impact of legislation on the organisation

4.2 Designing the Human Resource Management System

This stage focuses on the selection, design and alignment of HRM plans, policies and practices. Various options may be open to the organisation such as drawing on industry best practices. Emerging HRM policies and practices range from outsourcing certain non-core functions, adopting flexible work practices (telework, work from home) and the increased use of information technology. Not every industry trend may be appropriate for a specific organisation. In addition, it is essential that a cost-benefit analysis of implementing new HRM policies and practices be undertaken. For example, the costs (monetary and in allocation of resources) of implementing a new job grading system may outweigh the benefit of such an undertaking. There may be more cost-effective alternatives available to the organisation at this point in time. Particular HRM policies and practices may be necessary to support strategic organisational objectives, such as improving the retention of women in the organisation or promoting diversity, especially the representation of designated groups amongst senior management. A good approach in selecting the appropriate HRM policies, procedures and practices is to identify the appropriate HRM practices which support the organisation's strategic intent as it relates to recruitment, training, career planning and reward management.
30

Recommended actions:

Identify appropriate human resource plans, policies and practices needed to support organisational objectives Identify relevant human resource best practices Conduct an employment systems review

4.3 Planning the total workforce

Determining future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing human resource practitioners. The development of a workforce plan is a critical component of any human resource strategy and one of the expected outcomes of human resource practitioners activities. Despite this, manpower or workforce planning, as well as succession planning, has only recently enjoyed a resurgence in popularity. To some extent this has been prompted by the need to develop employment equity and workplace skills plans and set numerical employment equity targets. The failure of many organisations to develop and implement workforce planning is rather indicative of the lack of strategic planning itself. Workforce planning is a systematic process of identifying the workforce competencies required to meet the company's strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies. Workforce planning is a systematic process that is integrated, methodical, and ongoing. It identifies the human capital required to meet organisational goals, which consists of determining the number and skills of the workers required and where and when they will be needed. Finally workforce planning entails developing the strategies to meet these requirements, which involves identifying actions that must be taken to attract (and retain) the number and types of workers the organisation needs. A workforce plan can be as simple or as complex as the organisational requires. Workforce planning can be conducted for a department, division or for the organisation as a whole.
31

Whatever the level or approach being adopted, it must nevertheless be integrated with broadbased management strategies. In addition to workforce planning, ensure that organisational structure and jobs ensure the efficient delivery of services and effective management of the organisation as a whole. Recommended actions:

Determine the appropriate organisational structure to support the strategic objectives Structure jobs (competencies, tasks and activities) around key activities Develop a workforce plan designed to support the organisations strategic objectives Compile workforce profiles, identifying designated groups, an inventory of current workforce competencies, competencies required in the future and identified gaps in competencies

4.4 Generating the required human resources

This process focuses on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation's workforce plan. A comprehensive workplace skills plan will identify appropriate training priorities based on the organisations workforce needs now and in the future. New recruitment practices may need to be adopted to increase the representation of designated groups, or securing essential skills in the organisation. A comprehensive "learnership strategy" may assist in developing future workforce needs, identified either in terms of the organisations workforce plan or required in terms of industry black economic empowerment charters. Recommended actions:32

Evaluate recruitment and selection practices in light of the organisations strategic objectives Develop and implement a comprehensive workplace skills plan (with a thorough training needs analysis) Implement a learnership strategy Adopt or clarify occupational levels and category classifications

4.5 Investing in human resource development and performance

Traditional approaches to career planning, performance appraisals, reward management and employee development must be re-appraised in light of the vision, characteristics and mission outcomes as reflected in the HRM plans, policies, and practices. Development responses will aim to increase business skills, the application of business skills (sometimes called competencies) and the behavioural elements - all of which contribute to an organisation's effective performance. In many ways, the Skills Development legislation have required organisations to re-engineer their developmental methods and practices. New concepts such as lifelong learning and recognising prior learning should form an integral component of the process of investing in employees. Clearly, where a workforce planning exercise reveals that there is little projected growth in the workforce or that promotional or career development opportunities are limited, strategies aimed at employee retention will be very different from organisations which are experiencing considerable growth and expansion.

33

Investment initiatives for the individual, team and organisation are all geared to achieve high levels of organisational performance. It is important that at an individual level, particularly for senior staff, that they feel their development needs are agreed and that they are provided with the skills to do their jobs. At a team level, it defines the individuals' ability to work flexibly with others and align individual and team skills and activities to business goals - all of which ensures that the organisation is equipped to achieve its goals. Reward strategies aim to align the performance of the organisation with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organisation's ability to pay. Recommended actions:Identify appropriate policies, procedures and practices in respect of

Career pathing Performance appraisals Employee development and learning Reward Management (compensation and benefits) Promotions and job assignments Separation

4.6 Assessing and sustaining organisational competence and performance

Finally, few organizations effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. Implementing clear quantifiable
34

measures, identifying milestones in the achievement of specific organisational goals, and using concepts such as a "balanced scorecard" will articulate the results of the HR Strategic Plan in measurable terms. Regular evaluation of the plan will also assist in fine-tuning the HR strategic plan itself. Recommended actions:

Evaluate organisation culture and climate Implement succession planning Evaluate HR strategy using quantifiable measures, e.g. balanced scorecard Revise and adapt HR strategy

5. Analyse and conclude

While HR strategies must be developed to support the achievement of the organisation's objectives, it is a two-way process. HR strategies can themselves be critical inputs in determining the strategic initiatives for the organisation. A fatal error, however, is to develop and implement HR strategies without having regard for the goals and objectives which the organisation has explicitly or implicitly identified. A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives or which have no affirmative action components.

35

Code of Conduct

As HR professionals, we are responsible for adding value to the organizations they serve and contributing to the ethical success of those organizations. They accept professional responsibility for our individual decisions and actions. They are also advocates for the profession by engaging in activities that enhance its credibility and value.

To build respect, credibility and strategic importance for the HR profession within our organizations, the business community, and the communities in which we work. To assist the organizations we serve in achieving their objectives and goals To inform and educate current and future practitioners, the organizations we serve, and the general public about principles and practices that help the profession To positively influence workplace and recruitment practices To encourage professional decision-making and responsibility To encourage social responsibility As professionals we must strive to meet the highest standards of competence and commit to strengthen our competencies on a continuous basis. HR professionals are expected to exhibit individual leadership as a role model for maintaining the highest standards of ethical conduct. As human resource professionals we are ethically responsible for promoting and fostering fairness and justice for all employees and their organizations.
36

 As HR professionals we must maintain a high level of trust with our stakeholders. We must protect the interests of our stakeholders as well as our professional integrity and should not engage in activities that create actual, apparent or potential conicts of interests. HR professionals consider and protect the rights of individuals, especially in the acquisition and dissemination of information while ensuring truthful communications and facilitating informed decision making.

37

Advantages of Human Resource Planning

Human resources planning anticipate not only the required kind and number of employees but also determine the action plan for all functions of personnel management. The major payoffs of human resources planning may be catalogued in the following way: o Human resource planning is necessary of all organization .The cooperate pal of the organization regarding expansion, diversification, technological change, should be backed up by the availability of human resources. It suggests modification in the plan when the expected manpower is not available. o It offsets uncertainty and change. Sometime the organization may have machines and money but not men and consequently the production cannot be started. It offsets such uncertainly and changes to the maximum possible and enables the society to have right men at right time and in the right place. o It provides scope for advancement and development of employees through training, development etc. o It helps to satisfy the individual needs of the employees for the promotions transfers, salary enhancement, better benefits etc. o It helps in anticipating the cost of salary, benefits and all the cost of human resources facilitating the formulation of budgets in a society. o It helps to foresee the need for redundancy and plans to check of human resources and to change the techniques of management. o It helps in planning for physical facilities, working conditions, the volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores etc. o It causes the development of various sources of human resources to meet the organizational needs. o It helps to take steps to improve human resource contributions in the form of increased productivity, sales, turnover etc. o It facilitates the control of all functions, operations, contribution and cost of human resources. o Understanding and relating to employees as individuals, thus identifying individual needs and career goals o Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. o Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars. o Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agendas, essentially in that order.

38

o Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability. o Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. o Implementing resource strategies to subsequently create and sustain competitive advantage. o Empowerment of the organization, to successfully meet strategic goals by managing staff effectively. o The human resource department also maintains an open demeanor to employee grievances. Employees are free to approach the human resource team for any conceived query or any form of on-the-job stress that is bothering them. o Performance of employees is also actively evaluated on a regular basis. These are checks conducted by the HR to verify and thereby confirm the validity of the employees actual performance matching the expected performance. o Promotions, Transfers or expulsion of services provided by the employee are some duties that are enforced by the human resource department. Promotions are conducted and are predominantly based on the overall performance of the individual, accompanied by the span or tenure he has served the organization. The Human resource department also looks at the possibilities of the employee migrating from one job to another, maintaining the hierarchy in the company.

39

Disadvantages of Human Resource Planning

1. Rigidity:
a. Planning has tendency to make administration inflexible. b. Planning implies prior determination of policies, procedures and programmes and a strict adherence to them in all circumstances. c. There is no scope for individual freedom. d. The development of employees is highly doubted because of which management might have faced lot of difficulties in future. e. Planning therefore introduces inelasticity and discourages individual initiative and experimentation.

2. Misdirected Planning:
a. Planning may be used to serve individual interests rather than the interest of the enterprise. b. Attempts can be made to influence setting of objectives, formulation of plans and programmes to suit ones own requirement rather than that of whole organization. c. Machinery of planning can never be freed of bias. Every planner has his own likes, dislikes, preferences, attitudes and interests which is reflected in planning.

3. Time consuming
a. Planning is a time consuming process because it involves collection of information, its analysis and interpretation thereof. This entire process takes a lot of time specially where there are a number of alternatives available. b. Therefore planning is not suitable during emergency or crisis when quick decisions are required.

4. Probability in planning:
a. b. c. d. Planning is based on forecasts which are mere estimates about future. These estimates may prove to be inexact due to the uncertainty of future. Any change in the anticipated situation may render plans ineffective. Plans do not always reflect real situations inspite of the sophisticated techniques of forecasting because future is unpredictable. e. Thus, excessive reliance on plans may prove to be fatal.

40

5. False sense of security:

a. Elaborate planning may create a false sense of security to the effect that everything is taken for granted. b. Managers assume that as long as they work as per plans, it is satisfactory. c. Therefore they fail to take up timely actions and an opportunity is lost. d. Employees are more concerned about fulfillment of plan performance rather than any kind of change.

6. Expensive:
a. Collection, analysis and evaluation of different information, facts and alternatives involves a lot of expense in terms of time, effort and money b. According to Koontz and ODonell, Expenses on planning should never exceed the estimated benefits from planning.

7. Lack of Support:
Planning is generally undertaken to improve overall efficiency. In the name of cost cutting, it also helps management weed out unwanted labour at various levels. The few efficient ones that survive such frequent onslaughts complain about bincreased workload. Support from management is lacking. These may not yield fruit unless matched with the needs and environment of the particular enterprise.

Planners face significant barriers while formulating an HRP. The major ones are following: HR practitioners are perceived as experts in handling personnel matters, but are not experts in managing business. People question the importance or making HR practices future oriented and the role assigned to HR practitioners in formulation of organisational strategies. There are people when needed offer handsome packages of benefits to them to quit when you find them in surplus. When the task is so simple, where is the need for elaborate and time consuming planning for human resources. HR information often is incompatible with other information used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting, often to the exclusion of other types of information. Financial forecasting takes precedence over HRP. Conflict may exist between short term and long term HR needs. For example, there arises a conflict between the pressure to get the work done on time and long term needs, such as
41

preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. Therefore, long time plays are not required, short planning are only needed. There is conflict between quantitative and qualitative approaches to HRP. Some people view HRP as a number game designed to track the flow of people across the department. Non-involvement of operating managers renders HRP ineffective. HRP is not strictly an HR department function. Successful planning needs a co-ordinated effort on the part of operating managers and HR personnel.

42

Futuristic Vision of HRM with HRP

On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1) There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. 2) In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration. 3) Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities.

4) Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. 5) For performance appraisal of the employees emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as selfreview. 6) 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold. 7) More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer's needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization.

43

8) There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 9) For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 10) The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environmental changes of political, economic and social considerations should also be taken into account. 11) The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning.

44

Recruitment
Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering'. The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates bynetworking, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates' motivations and their fit with organisational requirements by interviewing and other assessment techniques. The recruitment process also includes the making and finalising of job offers and the induction andonboarding of new employees.[1] Depending on the size and culture of the organisation recruitment may be undertaken in-house by managers, human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.

Recruitment process
Job analysis
The starting point to a recruitment effort is to perform a job analysis and/or in some cases a task analysis, to document the actual or intended requirements of the job. From these the relevant information is captured in such documents as job descriptions and job specifications. Often a company will already have job descriptions that represent a historical collection of tasks performed. Where already drawn up, these documents need to be reviewed or updated to reflect present day requirements. Prior to initiating the recruitment stages a person specification should be finalised to provide the recruiters commissioned with the requirements and objectives of the project.

Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It may involve internal and/or externaladvertising, using appropriate media, such as local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centres, or in a variety of ways via the internet. Alternatively, employers may use recruitment consultancies to find otherwise scarce candidates who may be content in their current positions and are not actively looking to move companies may be proactively identified. This initial research for so-called passive candidates, also called name generation, results in a contact information of potential candidates who can then be contacted discreetly to be screened and approached.

Screening and selection

Suitability for a job is typically assessed by looking for relevant skills, knowledge, aptitude, qualifications and educational or job related experience.
45

These can be determined via: screening rsums ;job applications; interviews. More proactive identification methods include psychological, aptitude, numeracy and literacy testing. the testimony of references, Many recruiters and agencies use applicant tracking systems to perform the filtering process, along with software tools for psychometric testing. In many countries, employers are legally mandated to ensure their screening and selection processes meet equal opportunity and ethical standards.[1] In addition to the above selection assessment criteria, employers are likely to recognise the value of candidates who also have the so-called 'soft skills', such as interpersonal or team leadership and have the ability to reinforce the company brand through their behaviour in front of customers and suppliers. Multinational organisations and those that recruit from a range of nationalities are also concerned candidates will fit into the prevailing company 'culture'.

Lateral hiring
"Lateral hiring" refers to a form of recruiting; the term is used with two different, almost opposite meanings. In one meaning, the hiring organization targets employees of another, similar organization, possibly luring them with a better salary and the promise of better career opportunities. An example is the recruiting of a partner of a law firm by another law firm. The new lateral hire then has specific applicable expertise and can make a running start in the new job. In some professional branches such lateral hiring was traditionally frowned upon, but the practice has become increasingly more common. An employee's contract may have a noncompete clause preventing such lateral hiring. In another meaning, a lateral hire is a newly hired employee who has no prior specific applicable expertise for the new job, and for whom this job move is a radical change of career. An example is the recruiting of a university professor to become chairman of theboard of a company.

Onboarding
"Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months.

Recruitment approaches
There are a variety of recruitment approaches and most organisations will utilise a combination of two or more of these as part of a recruitment exercise or to deliver their overall recruitment strategy. In summary five basic models more commonly found are:An in-house personnel or human resources function may in some case still conduct all stages of the recruitment process. In the smallest organisations recruitment may be left to individual managers. More frequently whilst managing the overall recruitment exercise and the decisionmaking at the final stages of the selection process external service providers may undertake the more specialised aspects of the recruitment process. Outsourcing of recruitment to an external provider may be the solution for some small businesses and at the other extreme very large organisations Employment agencies are established as both publicly funded services and as commercial private sector operations. Services may support permanent, temporary, or casual worker recruitment.
46

They may be generic agencies that deal with providing unskilled workers through to highly skilled managerial or technical staff or so-called niche agencies that specialize in a particular industrial sector or professional group. Executive search firms for executive and professional positions. These firms operate across a range of models such as contingency or retained approaches and also hybrid models where advertising is also used to ensure a flow of candidates alongside relying on networking as their main source of candidates. Internet recruitment services including recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. In addition social network sourced recruitment has emerged as a major method of sourcing candidates.

In-house recruitment
Many employers undertake at least some if not most of their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. Some large employers choose to outsource all or some of their recruitment process (recruitment process outsourcing) however a much more common approach is for employers to introduce referral schemes where employees are encouraged to source new staff from within their own network.

Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of a company or organization and typically works in the human resources (HR) department. Internal recruiters may be multi-functional, serving in an HR generalist role or in a specific role focusing all their time on recruiting. Activities vary from firm to firm but may include, screening CVs or rsums, conductingaptitude or psychological testing, interviewing, undertaking reference and background checks, hiring; administering contracts, advising candidates on benefits, onboarding new recruits and conducting exit interviews with employees leaving the organisation. They can be permanent employees or hired as contractors for this purpose. Contract recruiters tend to move around between multiple companies, working at each one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates as per the requirements of each client.

Employee referral
An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and if the suggested candidate is hired, the employee who referred receives a cash bonus.[3] In some cases the organization provides the employee referral bonus only if the referred employee stays with the organization for stipulated time duration (most cases 3 6 months). Referral bonus depends on the grade of the referred employee, higher the grade higher the bonus however the method is not used for senior level hiring.

47

Outsourcing
An external recruitment provider may suit small organisations without the facilities to recruit. In typically the largest organisations a formal contract for services has been negotiated with a specialist recruitment consultancy. These are known in the industry asRecruitment Process Outsourcing. Recruitment process outsourcing may involve strategic consulting for talent acquisition, sourcing for select departments or skills, or total outsourcing of the recruiting function.

Employment agencies
Employment agencies operate in both the public and private sectors. Publicly funded services have a long history, often having been introduced to mitigate the impact on unemployment of economic downturns, such as those which form part of the New Deal program in the US, and the Job Centre Plus service in the UK. The commercial recruitment industry is based on the goal of providing a candidate to a client for a price. At one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organization beyond the probationary period.The agency recruitment industry is highly competitive, therefore agencies have sought out ways to differentiate themselves and add value by focusing on some area of the recruitment life cycle. Though most agencies provide a broader range of service offering, at the two extremes are the traditional providers and the niche operators.

Traditional agency
Also known as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a contract or direct basis.

Niche recruiters
'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers. Online resources have developed to help find niche recruiters. Niche firms also develop knowledge on specific employment trends within their industry of focus (e.g. the energy industry) and are able to identify demographic shifts such as aging and its impact on the industry. Financial arrangements operated by agencies take several forms, the most popular are:Hourly charge for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. Many contracts allow a consultant

48

to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee.

Executive search firms

An executive search firm or "headhunter" are industry terms for a third-party recruiters who seeks out candidates often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have pre-existing industry experience and contacts. They may use advanced sales techniques. They may also purchase expensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements. Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits. Headhunters are increasingly using social media to find and research candidates. This approach is often called social recruiting.

Executive research firms and passive candidate sourcing firms

These firms are the new hybrid operators in the recruitment world able to combine the research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a daily rate or fixed fee. Executive research can help companies uncover names that cannot be found through traditional recruitment methods and will allow human resource managers and internal recruiters more time to deal with face to face interviews.

Recruitment websites
The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their companies, co-workers, customers or others might see their resumes.
49

Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other job search engines which index solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.

Talent Acquisition
Talent acquisition is the targeted recruitment/acquisition of high performing teams for example; in sales management or financial tradersinto a company from a competitor or similar type of organisation. Organisations requiring external recruitment or head-hunting firms are now employing "talent acquisition" specialists whose job it is to identify, approach and recruit top performing teams from competitors. This role is a highly specialised role akin to that of a traditional recruiter/headhunter specialist but carrying greater visibility and strategic importance to a business. In many cases the talent acquisition person is linked directly to a company's executive management, given the potential positive impact a company can benefit from by getting high performing sales people into the business, whilst removing the same performing sales people from competitors.

50

Selection
Selection is a process in employment function which starts immediately upon receipt of resumes and application letters, the major concern being reviewing resumes for basic qualifications. A job seeker who does not meet the required qualifications is not an applicant and should not be considered. It is a process which should be based on job-related qualifications including, but not limited to: required or preferred education; experience; and knowledge, skills, and abilities as identified in the job description. Qualifications must be bona fide occupational qualifications. An applicant who is hired must meet the required qualifications listed in the job description. In this regard, Selection is a process of matching the qualifications of applicants with the job requirements. It is a process of weeding out unsuitable candidates and finally identifies the most suitable candidate. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

51

Steps in Selection Process

Selection process consists of a series of steps, at each stage, facts may come light which may lead to the rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must cross. These hurdles or screens are designed to eliminate an unqualified candidate at any point in the selection process 1) Preliminary Interview (Screening Applications): Initial screening is done to weed out totally undesirable/unqualified candidates at the outset. It is essentially a sorting process in which prospective candidates are given the necessary information about the nature of the job and the organization, at the same time, the necessary information is also elicited from the candidates about their education, skills, experience, salary expected and the like. It helps to determine whether it is worthwhile for a candidate to fill up the application form. At this juncture, test of authenticity for candidates relevant certificates is done. 2) Application Form: Application form is a traditional and widely used device for collecting information from candidates. It should provide all the information relevant to selection, where reference for caste, religion, birth place, may be avoided as it may be regarded an evidence of discrimination. However, in respect to Tanzania perspective, the use of application forms is mostly used by private organizations and especially international organizations such as UNICEF, UNDP, where in respect to public service especially local government to whom I have been working for couple of years, this forms are filled while the applicant have already issued employment letter, and are filled for the purpose of being sent to UTUMISHI so as the employed applicant can be adapted to the government payroll to effect his or her salary. 3) Selection Test: Psychological tests are being increasingly used in employee selection, where a test may involve some aspect of an individuals attitudes, behavior and performance. Tests are useful when the number of applicants is large, as at best it reveals that the candidates who scored above the predetermined cutoff points are likely to be more successful than those scoring below the cutoff point. 4) Employment Interview: Interview is an essential element of selection and no selection procedure is complete without one or more personal interviews, where the information collected through application letter or application forms and tests can be cross-checked in the interview, where candidates demonstrates their capabilities and strength in relevant to their academic credentials. A selection in interview serves three purposes: Obtaining information about the background, education, training, work history and interests of candidate Giving information to candidates about the company, the specific job and human resource policies

52

 Establishing a friendly relationship between the employer and the candidate so as to motivate the successful applicant to work for the organization. 5) Medical Examination: Applicants who have crossed the above stages are sent for a physical examination either to the companys physician or to a medical officer approved for the purpose. Such examination serves the following purposes: It determines whether the candidate is physically fit to perform the job, where those who are physically unfit are rejected. It reveals existing disabilities and provides a record of the employees health at the time of selection. This record will help in settling companys liability under the workmen compensation Act for claim for any injury. It prevents the employment of people suffering from contagious diseases. It identifies candidates who are otherwise suitable but require specific jobs due to physical handicaps and allergies. 6) Reference Checks: The applicant is asked to mention in his application form, the names and addresses of two or more persons who know him well. These may be his previous employers, heads of education institutions or public figures. These people are requested to provide their frank opinion about the candidate without incurring any liability. In government and public sector organizations, candidates are generally required to route their applications through their present employers, if any. The opinion of referees can be useful in judging the future behavior and performance of candidate, but is not advisable to rely exclusively on the referees because they are generally biased in favor of the candidate. 7) Final Approval: In most of the organizations, selection process is carried out by the human resource department, where the decisions of the department are recommendatory. The candidates shortlisted by the department are finally approved by the executive of concerned departments or units. 8)Employment: Employment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. In some organizations, a contract of service is signed by both the candidate and the representative of the organization. It is at this point where a selected applicant is handled with a letter of offer for a job. Appointment is generally made on probation of one or two years, where upon satisfactory performance during this period, the candidate is finally confirmed in the job on the terms employed with, whether permanent or contractual basis. 9) Induction: The process of receiving employees when they begin work, introducing them to the company and to their colleagues, and informing them of the activities, customs and traditions

53

of the company is called Induction. . At this juncture various induction courses are done to new recruit in order to acclimatize them with the new working environment. 10)Follow-Up (Evaluation): All selection should be validated by follow-up, as Graham 4 argue that, it a stage where employee is asked how he or she feels about progress to date and the workers immediate supervisor is asked for comments, which are compared with the notes taken at the selection interview. If a follow-up is unfavorable it is probable that selection has been a fault; the whole process from job specification to interview is then reviewed to see if a better choice can be made next time.

54

TRAINING
It is essential to understand the adoption to rapidly changing technology. New machines, new tools, new methods and concepts are the needs for increased productivity. Training is a systematic attempt to develop the human resources- individual, group and organizational competencies required to manage some present tasks and situations as well as those in the future. The main purpose of the training is to mend the gap between the present competency of employees and the job requirements. It is organized with an aim to enhance the behavior and skills of the employees. Training is different from development. Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for definite purpose. Development is a long-term educational process using a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Training helps an individual learn how to perform his present job satisfactorily .Development involves preparing individual for the future job and growth of individual in all respects. Training is mostly the result of the initiatives taken by the management. It is the result of some outside motivation, Development is mostly the result of internal motivation According to Edwin B. Flippo, Training is an act of increasing the Knowledge and skills of an employee for doing a particular job. Training involves the development of skills that are usually necessary to perform a specific job. Development compliments training because human resources can exert their full potential only when the learning process goes far beyond simple routine .training is thus a reactive process whereas development is a proactive process .Development future oriented training focusing on the personal growth of employee.

55

NEED AND RATIONAL OF TRAINING

Training is important not only from the point of view of the Organization, but also for the employees. Training is valuable to the employee because it will give them greater job security and an opportunity for advancement. A skill acquired through training is an asset for the Organization and the employee. It can be taken away only by the complete elimination of the need for that skill because of Technology changes. The need for training arises because of the following reasons: 1. Changing Technology:- Technology is changing at a fast pace. The workers must learn new Technology to make use of advanced technology. 2. Quality Conscious Customers: The customers have become quality

conscious and there requirement keep on changing. To satisfy the customers, quality of products must be continuously improve through training of workers. 3. Greater productivity: It is essential to increase productivity and reduce cost of production for meeting competition in the market. Effective training can help increase productivity of the workers. 4. Stable workforce: Training creates a feeling of confidence in the minds of workers. It gives them a security at the work place. As a result, labour turnover and Absenteeism rates are reduced. 5. Increased safety: Trained workers handle the machines safely. They also know the use of various safety devices in the factory. Thus, they are less prone to industrial accidents. 6. Better Management: Training can be used as an effective tool of planning and control. It develops skills among workers for the future and also prepares them for promotion. It helps in reducing the cost of supervision, wastages and industrial accidents. It also helps increase productivity and quality

56

Features Of Training
1. Increase knowledge and skills for doing a job. 2. Bridges the gap between job needs and employee skills, knowledge and behaviour. 3. Job oriented process, vocational in nature. 4. Short term activity design essentially for operators.

Objectives Of Training
1. To increase the knowledge of workers in doing specific jobs. 2. To impart new skills among the workers systematically so that they learn quickly. 3. To bring about change in the attitude of workers towards fellow workers, supervisors and the organization. 4. To improve the overall performance of the organization. 5. To make the workers handle materials, machines and equipments efficiently and thus to check wastage time and resources. 6. To reduce the number of accidents by providing safety training to workers. 7. To prepare workers for higher jobs by developing advance skills in them.

TRAINING METHODOLOGY
The biggest limitation of training is its effectiveness or the implementation of knowledge gained during training. Training at its best works as a knowledge provider or a motivator. When you check with people at the end of a training program, they are extremely motivated. But when you check with them after a month, very few people have been able to actually implement
57

the knowledge provided in the training. This happens because whatever they are told in the training is not their habit. To use that knowledge they have to break old habits and create new, effective habits. This is not possible overnight. This is possible only if people are made to repeat certain actions again and again in a threat-free environment. Training methodology has in-built practice forums that ensure that whatever knowledge has been gained during the program is practiced and then implemented.

58

Types of Training
A wide range of training methods and techniques have been developed over the years by various organizations and training experts. Different training methods are suitable for different categories of personnel in the organization: managerial and non-managerial, technical, administrative, skilled, unskilled, senior, junior and so on. Each organization has to choose those methods and techniques of training which are relevant for its training needs.Human resources (HR) training methods help professionals to prepare and deliver training in organizations. HR professionals perform a special function in every organization. Their work impacts the workplace, especially in the delivery of training to managers and workers. They select the best ways to design and deliver training programs to employees, such as by using a combination of individual and group training methods. With training, employees enjoy a better chance for success in their positions. HR professionals also evaluate the effectiveness of training programs and make improvements as needed. The various methods of training may be classified into the following categories : 1) Active Training: Active training refers to a body of HR training methods designed to get adult learners actively involved in the learning process. The idea is that taking actions while learning helps an adult learner to retain more information and skills covered in training. Active training also enables learners to interact with other learners and with their instructor. HR training professionals can also choose activities to get audience members moving around, learning steps involved in a skill and practicing skills. 2) Job Instruction Training: A HR professional, manager or instructional designer maps out the steps required to perform a job. Each step is a task followed by a few highlights of that task. If employees learn all of the steps provided in a job instruction training document, they are prepared to perform their job. This type of training can be supplemented by sitting with an employee on the job and offering feedback while she performs a sequence of steps outlined in a training document. 3) ODFL (Open, Distance and Flexible Learning): ODFL refers to instructional programs designed for individuals to carry out without direct interaction with peers or help from instructors. This type of self-paced learning encourages learners to assume responsibility for what they learn and to exercise more choice over what they learn. HR professionals can design learning for ODFL learning programs for individuals to access via the web, via email attachment, in a printed binder, as a PowerPoint presentation, on a CD-ROM or another portable format. Like other training methods, an ODFL training course should be supported with learning objectives, practice activities, reflection questions and ways for employees to evaluate their own learning.

59

Conclusion
Employees play such a critical role in your businesss successes, it is important that you put thought and careful planning into your human resource practices. Remember that your human resource plan should correspond with your business plan. For example, if you anticipate 25% growth in sales in two years, you must consider how that will affect your workplace and human resource needs. Human resource planning is an ongoing process. You must continually monitor and forecast personnel needs and concerns. Likewise, if you would like your business to continue after your retirement, you should make a commitment to forecasting future management needs. Human resource planning is something that you can learn and improve on through experience and effort.

60