TABLE OF CONTENTS

SR. NO TOPIC

1 INTRODUCTION TO TOPIC

2 INTRODUCTION TO HRM &HRP

3 FUNCTIONS OF HRM

4 HUMAN RESOURCE PLANNING

5 FUNCTION OF HUMAN RESOURCE PLANNING

6 INTRODUCTION TO ORGANISATION

7 OBSERVATION AND ANALYSIS

8 CONCLUSION

9 BIBLIOGRAPHY
 CHAPTER 1

INTRODUCTION TO THE TOPIC:

Human resources planning

Effective and efficient managing of staff require a broad process called known as Human
Resource Planning. It constitute one of the major strategies to enhance and improve work
performances, this it does by removing deficiencies and prevent deficiencies from
occurring.

Human Resource Planning helps the organization to tap efficiently talents which will help
to integrate both the individual and organizational goal. This will consequently minimize
some of the problem associated with low productivity absenteeism and labour turn over.

These reasons have made Human Resource Planning to become a major objective in
organizations.

The process of Human Resource Planning include analysis of level of skill in the
organization (skill inventory) analysis of current and expected vacancies due to
retirement, discharges, transfers, promotions; sick leaves, leaves of absence or other
reasons and analysis of current and expected expansions as pointed out by

This also indicates that plan has to be made internally by the Human Resources for
training and development of present employee, for advertising job opening recruiting and
hiring new people.

A good Human Resource Planning must respond appropriately to the rapid changing in
the society and must go beyond forecasting to all aspect of Personnel Management.
 1.1 WHY DID I CHOOSE THIS PROJECT:
HUMAN RESOURCE MGT AND PLANING is a very interesting project.

With reference to many issues in the organisation and due to problems faced by
different HR manager and department it developed a keenness in me to understand
what the reason behind the whole issue.

Human Resource Management is a big concept, and as there are

various brands functions and factors that affect planning process. Therefore i
chose this project to study various process and how they go through to it. So that I
get more knowledge out of it.

1.2 DATA ANALYSIS:

It would help the reader to learn more about the issues and concepts of
Human resource management and planning.
The reader would benefit in understanding about various human resource
function & planning management .
Suggestions are too been given by HR of organization who are dealing
with management process and their feedback about the process they
implement.
The reader also gets to know the guidelines and different concepts of
HRM and HRP too.
 METHOLOGY ADOPTED

In order to complete the project, I had to think of a different method to

get management opinions about different various HR function
So, I had to distribute various feedback analysis to the different
management or the employee and get their reviews about it.

PRIMARY METHOD

SECONDARY METHOD
 CHAPTER 2

Human resource management

Human resource management (HRM or simply HR) is a function in organizations

designed to maximize employee performance in service of their employers strategic
objectives.

HR is primarily concerned with how people are managed within organizations, focusing
on policies and systems.

HR departments and units in organizations are typically responsible for a number of

activities, including employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems).

HR is also concerned with industrial relations, that is, the balancing of organizational
practices with regulations arising from collective bargaining and governmental laws.

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 acquisitions, talent, succession planning, industrial and labor
relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by trained professionals. In larger

companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision
making across the business.
 To train practitioners for the profession, institutions of higher education, professional
associations, and companies themselves have created programs of study dedicated
explicitly to the duties of the function. Academic and practitioner organizations likewise
seek to engage and further the field of HR, as evidenced by several field-specific
publications.

HR is also a field of research study that is popular within the fields of management and
industrial, with research articles appearing in a number of academic journals, including
those mentioned later in this article.

In the current global work environment, most companies focus on lowering employee
turnover and retaining the talent and knowledge held by their workforce.

New hiring not only entails a high cost but also increases the risk of the newcomer not
being able to replace the person who was working in that position before. HR
departments also strive to offer benefits that will appeal to workers, thus reducing the risk
of losing knowledge.
HISTORY

Antecedent theoretical developments

HR spawned in the early 20th century and was influenced by Frederick Taylor (1856-
1915). Taylor explored what he termed "scientific management" (later referred to by
others as "Taylorism"), striving to improve economic efficiency in manufacturing jobs.
He eventually keyed in on one of the principal inputs into the manufacturing process
laborsparking inquiry into workforce productivity.

The human relations movement grew from the research of Elton Mayo and others,
whose Hawthorne studies (1924-1932) serendipitously documented how stimuli,
unrelated to financial compensation and working conditions, yielded more productive
workers.
Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber (1864-
1920), Frederick Herzberg, and David McClelland (1917-1998) formed the basis for
studies in industrial and organizational psychology,organizational
behavior and organizational theory, giving room for an applied discipline.

IN POPULAR MEDIA
HR has been depicted in several popular media.

On the U.S. television series of The Office, HR representative Toby Flenderson is
sometimes seen as a nag because he constantly reminds coworkers of company policies
and government regulations.

Long-running American comic strip Dilbert also frequently portrays sadistic HR
policies through character Catbert, the "evil director of human resources".
Additionally, an HR manager is the title character in the 2010 Israeli film The Human
Resources Manager, while an HR intern is the protagonist in 1999 French film Resources
humanness. Additionally, the BBC sitcom dinner ladies main character Philippa is an HR
manager.
 Definition of HRM
Edwin B. Flippo :

Human Resource Management is"the planning, organising, directing and controlling of-the
procurement, development, compensation,integration, maintenance and reproduction of
human resources to the end that individual, organisational and societal objectives are
accomplished."

Michael J. Jucius :

"Human resource management may be defined as that field of Management which has to
do with planning, organising and controlling the functions of procuring, developing,
maintaining and utilising a labour force, such that the (a) objectives for which the company
is established are attained economically and effectively ; (b) objectives of all levels of
human resources are served to the highest possible degree and (C) objectives of society are
duly coincided and served."

National Institute of Personnel Management of India :

"Human Resource Management that part of management concerned with people at work
and with their relationships with the organisation. It seeks to bring together men and
women who make up an enterprise enabling each to make his own best contribution to its
success both as an individual and as a member of a working group."

W. G. Scott, Clothier R. C. And Spriegel W. R.

"Human resource management is that branch of management which is responsible on a

staff basis for concentrating on those aspects of relationshipof managerinent to employees
and employees to employees and with the development of the individual and the group. The
objective is to attain maximum individual development, desirable working relationship
between employers and employees and employees and employees and effective moulding of
human resources as contrasted with physical resources."
David Decenzo and Stephen Robbins :

"Human resource management is concerned with the'people' dimension in management.

Since every organisation is made up of people, acquiring their services, developing their
skills, motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organisation are ssential to achieving organisational
objectives."

Dessler :

"Human resources management is the process of acquiring, training, and attending to their
labour relations, health, safety and fairness concerns".

Milkovitch and Boureau :

"Human resource management is a service of integrated decisions that form the

employment relationship ; their quality contributing to the ability of the organization and
the employees to achieve their objectives".
 CHAPTER 3

FUNCTIONS OF HRM

MANAGERIAL
OPERATIVE

1. Managerial Functions:
The Human Resource Manager is a part of the organizational management. So he must perform
the basic managerial functions of planning, organizing, directing and controlling in relation to his
department.

There functions are briefly discussed below:

Planning:
To get things done through the subordinates, a manager must plan ahead. Planning is necessary
to determine the goals of the organisation and lay down policies and procedures to reach the
goals. For a human resource manager, planning means the determination of personnel programs
that will contribute to the goals of the enterprise,.

i.e., anticipating vacancies, planning job requirements, job descriptions and determination of the
sources of recruitment.
The process of personnel planning involves three essential
steps.

Firstly, a supply and demand forecast for each job category is made. This step requires
knowledge to both labour market conditions and the strategic posture and goals of the
organization

Secondly, net shortage and excess of personnel by job category are projected for a specific time
horizon.

Finally, plans are developed to eliminate the forecast shortages and excess of particular
categories of human resources.

Organizing:
Once the human resource manager has established objectives and developed plans and programs
to reach them, he must design and develop organisation structure to carry out the various
operations.

The organisation structure basically includes the following:

Grouping of personnel activity logically into functions or positions;

Assignment of different functions to different individuals;
Delegation of authority according to the tasks assigned and responsibilities involved;
Co-ordination of activities of different individuals.

Directing:
The plans are to be pure into effect by people. But how smoothly the plans are implemented
depends on the motivation of people. The direction function of the personnel manager involves
encouraging people to work willingly and effectively for the goals of the enterprise.
In other words, the direction function is meant to guide and motivate the people to accomplish the
personnel programs. The personnel manager can motivate the employees in an organisation
through career planning, salary administration, ensuring employee morale, developing cordial
relationships and provision of safety requirements and welfare of employees.
. The motivational function poses a great challenge for any manager. The personnel manager
must have the ability to identify the needs of employees and the means and methods of satisfy
those needs. Motivation is a continuous process as new needs and expectations emerge among
employees when old ones are satisfied
Controlling:
Controlling is concerned with the regulation of activities in accordance with the plans,
which in turn have been formulated on the basis of the objectives of the organisation.
Thus, controlling completes the cycle and leads back to planning. It involves the
observation and comparison of results with the standards and correction of deviations that
may occur.
Controlling helps the personnel manager to evaluate the control the performance of the
personnel department in terms of various operative functions. It involves performance
appraisal, critical examination of personnel records and statistics and personnel audit.

2. Operative Functions:
The operative functions are those tasks or duties which are specifically entrusted to the human
resource or personnel department. These are concerned with employment, development,
compensation, integration and maintenance of personnel of the organisation.

The operative functions of human resource or personnel department are discussed below:

Employment:

The first operative function of the human resource of personnel department is the employment of proper
kind and number of persons necessary to achieve the objectives of the organisation. This involves
recruitment, selection, placement, etc. of the personnel.

Before these processes are performed, it is better to determine the manpower requirements both in terms
of number and quality of the personnel. Recruitment and selection cover the sources of supply of labour
and the devices designed to select the right type of people for various jobs. Induction and placement of
personnel for their better performance also come under the employment or procurement function.

Development:
Training and development of personnel is a follow up of the employment function. It is a duty of
management to train each employee property to develop technical skills for the job for which he has been
employed and also to develop him for the higher jobs in the organisation. Proper development of
personnel is necessary to increase their skills in doing their jobs and in satisfying their growth need. For
this purpose, the personnel departments will device appropriate training programs. There are several on-
the-job and off-the-job methods available for training purposes. A good training program should include a
mixture of both types of methods. It is important to point out that personnel department arranges for
training not only of new employees but also of old employees to update their knowledge in the use of
latest techniques.
Compensation:
This function is concerned with the determination of adequate and equitable remuneration of the
employees in the organisation of their contribution to the organisational goals. The personnel can
be compensated both in terms of monetary as well as non-monetary rewards.

Factors which must be borne in mind while fixing the remuneration of personnel are their basic
needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the
organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the
personnel department can make use of certain techniques like job evaluation and performance
appraisal.

Maintenance (Working Conditions and Welfare):

Merely appointment and training of people is not sufficient; they must be provided with good
working, conditions so that they may like their work and workplace and maintain their
efficiency. Working conditions certainly influence the motivation and morale of the employees.

These include measures taken for health, safety, and comfort of the workforce. The personnel
department also provides for various welfare services which relate to the physical and social
well-being of the employees. These may include provision of cafeteria, rest rooms, counseling,
group insurance, education for children of employees, recreational facilities, etc.

Motivation:
Employees work in the organisation for the satisfaction of their needs. In many of the cases, it is
found that they do not contribute towards the organisational goals as much as they can. This
happens because employees are not adequately motivated. The human resource manager helps
the various departmental managers to design a system of financial and non-financial rewards to
motivate the employees.

Personnel Records:
The human resource or personnel department maintains the records of the employees working in
the enterprise. It keeps full records of their training, achievements, transfer, promotion, etc. It
also preserves many other records relating to the behaviour of personnel like absenteeism and
labour turnover and the personnel programs and policies of the organisation.
 Industrial Relations:
These days, the responsibility of maintaining good industrial relations is mainly discharged by
the human resource manager. The human resource manager can help in collective bargaining,
joint consultation and settlement of disputes, if the need arises. This is because of the fact that he
is in possession of full information relating to personnel and has the working knowledge of
various labour enactments.

The human resource manager can do a great deal in maintaining industrial peace in the
organisation as he is deeply associated with various committees on discipline, labour welfare,
safety, grievance, etc. He helps in laying down the grievance procedure to redress the grievances
of the employees. He also gives authentic information to the trade union leaders and conveys
their views on various labour problems to the top management.

Separation:
Since the first function of human resource management is to procure the employees, it is logical
that the last should be the separation and return of that person to society. Most people do not die
on the job. The organisation is responsible for meeting certain requirements of due process in
separation, as well as assuring that the returned person is in as good shape as possible. The
personnel manager has to ensure the release of retirement benefits to the retiring personnel in
time.

Advisory Functions:
Human resource manager has specialised education and training in managing human resources.
He is an expert in his area and so can give advise on matters relating to human resources of the
organisation.

He offers his advise to:

1. Advised to Top Management:

Personnel manager advises the top management in formulation and evaluation of personnel
programs, policies and procedures. He also gives advice for achieving and maintaining good
human relations and high employee moral.

2. Advised to Departmental Heads:

Personnel manager offers advice to the heads of various departments on matters such as
manpower planning, job analysis and design, recruitment and selection, placement, training,
performance appraisal, etc
 Features of Human Resource Management
(HRM)
HRM has the following features :

Pervasive force :
HRM is pervasive in nature. It is present in all-organisations.-It permeates all levels of management in an
organisation.

Action oriented :

HRM focuses attention on action, rather tinan on keeping record, written procedures or rules. The
problems of employees at work are solved through rational policies.

Individually oriented :
It tries to help employees develop their potential fully. It encourage them to give their best to the
organisation. It motivates employees through a systematic process of recruitment, selection, training and
development along with fair wage policies.

People oriented :
HRM is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in
order to produce good results. The resultant gains are used to reward people and motivate towards further
improvements in productivity.

Future oriented :
Effective HRM helps an organisation meet its goals in the future by providing for competent and well-
motivated employees.

Development oriented :
HRM intends to develop the full potential of employe, es. The reward structure is tuned to the needs of
employees. Training is given to sharpen and improve their skills. Employees are rotated get experience
and exposure. Every attempt is made to use their talents fully on various jobs so that they in the service of
organisational goals

Integrating mechanism :
HRM tries to bund'and mairitain cordial relations between people working at various levels in an organisation. It
tries to. Integrate human assets in the best possible manner in the service of an organisation.
Staff Function :
HR departments exist to assist and advise the line or operating managers to do their personnel work more
effectively. HR manager is a specialist advisor. It is a staff function. HR managers do not manufacture or
sell goods but they do contribute to the success and growth of an organisation by advising the operating
departments on human resources.

Comprehensive Function :
HRM is concerned with managing people at work. It covers all types Of personnel or people at all levels
in the organisation. It applies to workers, supervisors, off icers, managers and other types of personnel .

Inter-disciplinary :
HRM is a multi-disciplinary activity, using knowledge and inputs drawn from psychology, sociology,
anthropology, economics etc. In order to deal with human problems effectively, a manager must depend
on such knowledge.

Continuous function :
According to Terry, HRM is not a one shot deal. It cannot be practised only one hour each day or one day
a week. It requires a constant alertness and awareness of human relations and their importance in
everyday operations.

Challenging function :
HRM is a challenging job because of the dynamic nature of people. People cannot be treated like
machines since they have sentiments and emotions. Therefore, it is necessary to handle them tactfully.

Science and Art :

HRM is a science since it is an organised body of knowledge consisting' of principles and
techniques. HRM is an art because it involves application of theoretical knowledge to the
problems of human resources. Handling people is one of the most creative arts.

Young discipline :
HRM is of comparatively recent origin. It started in the last part of the 19th century. It is
relatively a new specialised area as compared to manufacturing and marketing.
 Objective of Human Resource Management

The following are the objectives of Human Resource Management.

To help the organization attain its goals by providing well-trained and well motivated
employees.
To employ the skills and knowledge of employees efficiently and effectively i. e. To
utilize human resources effectively
To enhance job satisfaction and self-actualization of employees by encouraging and
assisting every employee to realize hisl her full potential.
To establish and maintain productive, self respecting and internally satisfying working
relationships among all the members of the organization.
To bring about minimum individual development of members of the organization by
providing opportunities for training and advancement.
To secure the integr ation of all the individuals and groups with organization by
reconciling individual / group goals with those organization.
To ensure that the organization has the required number of staff.
To provide scope to employees to participate in decision-making.
To develop and maintain a quality life which makes employment in the organization a
desirable personal and social situation.
To maintain high morale and good human relations within the organization.
To help maintain ethical policies and behaviour inside and outside the organization.
To manage change to the mutual advantage of individual, groups, the Organization and
the society
To recognize and satisfy individual needs and group goals by offering appropriate
monetary and non-monetary incentives.
Thus, human resources management seeks to attain economically and effectively the
organizational goals, serve to the highest possible degree the individual goals and
preserve and promote the general welfare of the community
 Qualities of Human Resource Manager

The qualities ot a human resource manager are as follows :-

1. Educational Qualifications

The educational qualifications of a human resource manager are as follows

Degree trom a recognised University.
Postgraduate degree/diploma in
HRM/HRD/Labour/Welfare/Social/Work/Psychology/Industrial Relations/MBA with
specialisation in HRM
Degree in law (desirable/added qualification)
 CHAPTER 4

Human resources planning

Effective and efficient managing of staff require a broad process called known as Human
Resource Planning. It constitute one of the major strategies to enhance and improve work
performances, this it does by removing deficiencies and prevent deficiencies from
occurring.

Human Resource Planning helps the organization to tap efficiently talents which will help
to integrate both the individual and organizational goal. This will consequently minimize
some of the problem associated with low productivity absenteeism and labour turn over.

These reasons have made Human Resource Planning to become a major objective in
organizations.

The process of Human Resource Planning include analysis of level of skill in the
organization (skill inventory) analysis of current and expected vacancies due to
retirement, discharges, transfers, promotions; sick leaves, leaves of absence or other
reasons and analysis of current and expected expansions as pointed

This also indicates that plan has to be made internally by the Human Resources for
training and development of present employee, for advertising job opening recruiting and
hiring new people.

A good Human Resource Planning must respond appropriately to the rapid changing in
the society and must go beyond forecasting to all aspect of Personnel Management.
 Definitions

Human Resources Planning is defined as the process of assessing an organizations human

resources needs in the light of organizational goals and changing condition and making plans to
ensure that a competent, stable workforce is employed. The actual planning process will vary a
great deal from organization to organization.

However, James Walker pointed out that for some companies, human resources planning is
essentially management succession and development planning.

For others it is the staffing process which include forecasting and planning for recruitment,
deployment, development and attrition of talent in relation to changing needs.

Increasingly, however, it is a broader process addressing multiple levels for increasing

organization effectiveness on the management of Human Resources.

According to Walker, effective human resources planning is a process of analyzing an

organization human resources needs under changing condition and development of the activities
necessary to satisfy those needs.

Walker sees human resources planning as two step processes, planning as they pertain to all
aspects of personnel management. This will include for example planning with respect to desired
organizational climate and development of staff reward and appraisal system appropriate to short
range and long range organizational goals. This implies that help must be proactive and as well as
reactive.

Pattern states that Human Resource Planning is the process by which a firm ensures that it has the
right number of people and the right kind of people in the right place at the right time doing
things for which they economically most useful.
 Need / Advantages / Role / Importance of
HRP
Now-a-days organisations are fully dependent on human resources. Thus, they are giving great
importance to Human Resource (Manpower) Planning.

Following points bring out the need / advantages / role / importance of HRP :-

To make optimum utilisation of human resources : HRP helps to make optimum

utilisation of the human resources in the organisation. It helps to avoid wastage of human
resources.

To forecast manpower requirements : HRP helps to forecast the future manpower

requirements of all organisations. It helps to forecast the number and type of employees
who will be required by the organisation in a near future.

To provide manpower : Every organisation requires manpower to conduct its business

activities. HRP provides different types of manpower as per the needs of the
organisations.

To face manpower problems : HRP helps to face the manpower problems, which are
caused by labour turnover, introduction of new technologies, etc.

To integrate different plans : HRP helps to integrate the personnel plans with the other
important plans of the organisation.

To make employee development programmes more effective : HRP selects the right man
for the right post. The right man will get maximum benefits from the employee
development programmes. Therefore, HRP helps to make the employee development
programmes more effective.
 To reduce labour cost : Today the cost of labour is about 25% to 45% of the cost of
production. So the labour cost is increasing very quickly. Labour cost has to be reduced
in order to face competition. HRP helps to avoid both shortage and surplus of labour. It
helps to make optimum utilisation of labour. It also helps to reduce labour turnover. All
this helps to reduce labour cost.

To enable organisations to grow : When an organisation grows, the number of jobs also
increases. More employees are required to perform these jobs. HRP helps to supply these
employees to the organisations. So HRP enables the organisation to grow.

To identify potential replacements : Each year many employees either retire or leave or
are taken out of the organisation. HRP helps to find replacements for these employees.
These replacements may be either from inside or from outside the organisation.

To avoid disturbance in the production process : In HRP, the manpower requirements of

the organisation are determined well in advance. So the manpower is supplied
continuously to the organisation. This helps the production process to run smoothly.
Thus, HRP helps to avoid disturbances in the production process.

Basis for effective recruitment and selection : HRP is the basis for effective recruitment
and selection in the organisation. It helps the organisation to select the right man for the
right post.

Basis for employee development programmes : HRP is the basis for employee
development programmes.
 Steps In Human Resource Planning
HRP Process

The process of HRP is entirely based on the corporate plans and objectives. HRP is a continuous
process of review, control and assessment. Figure clearly indicates the HRP process.

Process
Human resources planning is the process by which management ensures that it has the right
personnel, who are capable of completing those tasks that help the organization reach its
objectives. It involves the forecasting of human resources needs and the projected matching of
individuals with expected vacancies.

Steps in implementation

Human resource planning begins with answering several questions:

What new technologies are operating and how will these affect the work system?

What new technologies are operating and how will these affect the work system?

What is the volume of the business likely to be in the next five to 10 years?

What is the employee turnover rate, and how much, if any is avoidable?
Once these questions are answered, then you have to ask further
questions that can lead to specific human resources activities
such as training or hiring:

How many senior managers will we need during this time period?

What types of workers will we need, and how many?

Are there people with adequate computer skills available for meeting our projected
needs?

What administrative personnel, technicians and secretaries will we need to support the
additional managers and workers?

Answering these questions will also help to define the direction for the organization's human
resources strategy. For example, if forecasting suggests that there will be a strong need for more
technically trained individuals, the organisation can:

Define the jobs and skills needed in some detail.

Hire and train recruiters to look for the specified skills.

Providing new training for existing employees.

Other essential measures to ensure that human resources planning is an integral part of your
human resources policy include:

Creating a simple database of records with basic information on each employee (full
name, date of birth, address, start date, starting wage, current wage, skills etc.)

Developing job descriptions, performance standards and appraisals.

E.W. Vetter has visualized resources planning as "a process by which an organisation should
move from its current manpower position to its desired manpower position. Through planning,
management strive to have the right number and right kind of people at the right places, at the
right time, doing things which result in both the organisation and the individuals receiving
maximum long-run benefit."

Thus, human resource planning is a process which determines how an organisation should move
from its current manpower/human resources position to its desired manpower/human resources
position.

Human resource planning can be defined as the process of identifying the number of people
required by an organization in terms of quantity and quality. All human resource management
activities start with human resource planning. So we can say that human resource planning is the
principle/primary activity of human resource management.
The process of HRP involves various steps they can be explained with the help of the following
diagram.

Personnel demand forecast :-

This is the very first step in HRP process. Here the HRP department finds out department wise
requirements of people for the company. The requirement consists of number of people required
as well as qualification they must possess.

Personnel supply forecast :-

In this step, HR department finds out how many people are actually available in the departments
of the company. The supply involves/includes number of people along with their qualification.
Comparison:-
Based on the information collected in the 1st and 2nd step, the HR department makes a
comparison and finds out the difference. Two possibilities arise from this comparison

No difference :-It is possible that personnel requirement = personnel supplied. In

this case there is no difference. Hence no change is required.

Yes, there is a difference :-There may be difference between supply and

requirement. The difference may be :

1. Personnel surplus :-
When the supply of personnel is more than the requirement, we have personnel surplus.
We require 100 people, but have 125 people. That is we have a surplus of 25 people.
Since extra employees increase expenditure of company the company must try to
remove excess staff by following methods.

Layoff
Termination
VRS/CRS
No recruitment

Facts

Every year, India produces an estimated 10 lakh engineering graduates, of which two lakh are
recruited by IT companies. In 2010, these companies hired 1.7 lakh engineers and in 2011, they
offered jobs to two lakh.

Personnel shortage :-
When supply is less than the requirement, we have personnel shortage. We require 100 people;
we have only 75 i.e. we are short of 25 people. In such case the HR department can adopt
methods like Overtime, Recruitment, Sub-contracting to obtain new employee.
 In India electrical equipment industry is facing a major problem in getting skilled and
employable manpower which is technically competent, equipped with skills and ready to
be deployed. "The industry is facing a looming skill gap, which is widening every year.
Due to lack of skilled manpower, electrical equipment industry is suffering as it is
affecting critical functions like R&D, consultancy, design and detailed engineering
work," it added.

The technical education system in the country does not promote innovative thinking, it
said adding training being provided in the ITIs is out dated and the students are not able
to meet the aspirations of the industry.

"Even the qualified supervisors and engineers are not available. Those who are qualified
are not well trained to meet the technical needs of the industry. Because of the above
factors the labour productivity is far less than the labour productivity in China and
Korea," the statement said.

It said that this is one of the important reasons for making the industry non-competitive
and is also effecting the timely completion of the projects.
FACTOR AFFECTING HUMAN RESOURCE
PLANNING

GOVERNMENT POLICIES
LEVEL OF ECONOMIC DEVELOPEMENT
BUSSINESS ENVIRONMENT
EXTERNAL INFORMATION TECHNOLOGY
LEVEL OF TECHNOLOGY
NATURAL FACTORS
INTERNATIONAL FACTORS

STRATEGIES OF COMPANY
HUMAN RESOURCE POLICYOF THE GROUPS
FORMAL AND INFORMAL GROUP

INTERNAL JOB ANALYSIS

TIME HORIZONS
TYPE OF QUALITY OF INFORMATION
COMPANYS PRODUCTION OPERATION POLICY
TRADE UNIONS
 EXTERNAL FACTORS AFFECTING HRP

Government Policies :
Policies of the government like labour policy, industrial relations policy, policy
towards reserving certain jobs for different communities and sons-of the-soil etc.
Affect HRP.

Level of Economic Development :

Level of economic development determines the level of HRD in the country and
thereby the supply of human resources in the future in the country.

Business Environment :
External business environmental factor influences-the'volume and mix of production
and thereby the future demand for human resources.

Information Technology :
Information technology brought amazing shifts in the way how do business
operate? These shifts include Business Process Re-engineering (BPR), Enterprise
Res-ource Planning (ERP) and Supply Chain Management (SCM). These changes
brought unprecedented reductions in traditional human resources and increase in
software specialists. However, these changes reduces the demand for even
software specialists at a latter stage. Added to this, the computer-aided design
(CAD) and computer-aided technology (CAT) also reduced the existing human
resources.

Level of Technology :
Level of technology determines, the kinds of human resources required.
International Factors.
International factors like the demand for and supply for human resources in
various countries affect HRP.

Company Strategies :
Company's policies and strategies relating to expansion, diversification, alliances etc.
Determine the human resources demand in terms of quality and quantity.

Human Resources Policies :

Human resources policies of the company regarding quality of human resources,
compensation level, quality of work life etc. Influence human resources plan.

Job Analysis :
Fundamentally, human resources plan is based on job analysis, job description and job
specification. Thus, the job analysis determines the kind of employees required.

Time horizons :
Companies with a stable competitive environment can plan for the long run whereas
firms with an unstable competitive environment can plan for only short-term range.

Type and quality of information :

Any planning process needs qualitative and accurate information. This is more so with
human resources plan.

Company's Production/Operations Policy :

Company's policy regarding how much to produce and how much to buy from outside to
prepare final product influences the number and kind of people required.

Trade Unions :
Influence of trade unions regarding the number of working hours per week,
requirement, source etc. Affect HRP.
 Problems and limitations in the HRP process
The problems and limitations in the HRP process are as follows :

Inaccuracy :
Hrp cannot be a perfect accurate process, since it depends on forecasting. Thus, as the
time horizon increases, there is much possi inaccuracy in forecasting the human
resources. Forecasting

Employees Resistance :
Employees think that due to huge unemployment, People can be recruited as and when
required. They also feel that HRP increases their, workload. Jt regulates them through
productivity bargaining. Employees argue that it increases the cost of manpower. The
managers do not have proper knowledge of HRP process and lack a strong sense of
purpose.

Uncertainties :
It is not easy to have right estimates of human resources in the face of rapid changes in
the environment. Certain uncertainties like labour turnover, labour absenteeism, seasonal
employment, technological changes act as constraints to HRP.

Inefficient HRIS :
Human Resource Information System (HRIS) has not been developed, in most of the
Indian industries. It is not possible to develop effective human resource plans, in the
absence of reliable data.

Lack of Top Management Support :

HRP flourishes slowly in the absence-of support and commitment from top management.
Sometimes proper vision, sense of purpose and commitment are lacking in top managers.
This yields no fruit of HRP.

Time and Expense (Cost) :

HRP is a time consuming and expensive exercise. A good deal of time and cost are
involved in gathering information and forecasting.

Unbalanced Focus :
In some companies, HRP is used as game of data formality. Much emphasis is given on,
the quantitative aspect. Planners may lack the quality of human resources. Skill
development, morale and feeling of motivating may suffer due to such unbalanced
approach to HRP.
 'Voluntary Retirement Scheme'
This mode has come about in India as labour laws do not permit direct retrenchment of unionized
employees.

Definition:
Voluntary retirement scheme is a method used by companies to reduce surplus staff. This mode
has come about in India as labour laws do not permit direct retrenchment of unionized
employees.

Description:
VRS applies to an employee who has completed 10 years of service or is above 40 years of age.
?It should apply to all employees (by whatever name called), including workers and executives
of a company or of an authority or of a co-operative society, excepting directors of a company or
a co-operative society.

It has to result in an overall reduction in the existing strength of employees. ?The vacancy
caused by voluntary retirement is not to be filled up. The retiring employee shall not be
employed in another company or concern belonging to the same management. The amount
receivable on account of voluntary retirement of the employee does not exceed the amount
equivalent to three months' salary for each completed year of service, or salary at the time of
retirement multiplied by the balance months of service left before the date of retirement on
superannuation of the employee. It is the last salary drawn which is to form the basis for
computing the amount of payment.

Most large public and private sector companies have implemented VRS in recent years.
 Human Resources Information System (HRIS)
The Human Resource Information System (HRIS) is a software or online solution for the data
entry, data tracking, and data information needs of the Human Resources, payroll, management,
and accounting functions within a business. Normally packaged as a data base, hundreds of
companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS
carefully based on the capabilities you need in your company.

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

Management of all employee information.

Reporting and analysis of employee information.
Company-related documents such as employee handbooks, emergency evacuation
procedures, and safety guidelines.
Benefits administration including enrollment, status changes, and personal information
updating.
Complete integration with payroll and other company financial software and accounting
systems.

The HRIS that most effectively serves companies tracks:

pay raises and history,

pay grades and positions held,
training received,
personal employee information, and occasionally,
management and key employee succession plans,
applicant tracking, interviewing, and selection.

An effective HRIS provides information on just about anything the company needs to track and
analyze about employees, former employees, and applicants. Your company will need to select a
Human Resources Information System and customize it to meet your needs.

With an appropriate HRIS, Human Resources staff enables employees to do their own benefits
updates and address changes, thus freeing HR staff for more strategic functions. Additionally,
data necessary for employee management, knowledge development, career growth and
development,and equal treatment is facilitated. Finally, managers can access the information they
need to legally, ethically, and effectively support the success of their reporting employees.
 PINK SLIP
DEFINITION of 'Pink Slip '

An informal or slang term referring to a notice of dismissal given to an employee. A pink slip is
an official notification that a worker's position has been eliminated or that the worker's services
are no longer needed. In other words, a pink slip is a termination notice.

Pink slip refers to the American practice, by a personnel department, of including a discharge
notice in an employee's pay envelope to notify the worker of his or her termination of
employment or layoff.[1] The "pink slip" has become a metonymy for the termination of
employment in general.

A pink slip notifies an employee that he or she has been laid off or fired. The term can also be
used as a verb, as in "I was pink-slipped today and no longer have a job." Pink slips can be
handed out individually or en masse, as with large lay-offs and company closures
 Termination
Definition:
Interested in the ins and outs of employment termination? Employees land in hot water for many
reasons, some inexplicable to employers; some predictable. But, termination is a serious action
that generally is the culmination of a series of progressive disciplinary actions.

Termination occurs when an employer or employee ends an employee's employment with a

particular employer. Termination can be voluntary or involuntary depending on the
circumstances.

Voluntary Termination
In a voluntary termination, an employee resigns from his or her job. Resignations occur for a
variety of reasons that include: a new job, a spouse's acceptance of a new job in a distant
location, returning to school, and retirement. With valued employees, employers expend efforts
on employee retention to limit preventable turnover.

Involuntary Termination
In an involuntary termination, an employer fires the employee or removes the employee from his
or her job. An involuntary termination is usually the result of an employer's dissatisfaction with
an employee or an economic downturn. Reasons for involuntary termination range from poor
performance to attendance problems to violent behavior.

Involuntary termination, such as a lay off, can also occur because an employer lacks the financial
resources to continue an employment relationship. Other events that trigger termination can
include mergers and acquisitions, a company relocation, and job redundancy.

With performance problems, the employer most often has tried less final solutions such as
coaching from the employee's supervisor to help the employee improve. Escalating progressive
discipline in the case of performance issues such as absenteeism is also the norm. In a final effort
to help an employee improve his or her performance, many employers rely on a Performance
Improvement Plan (PIP).

Used appropriately, the PIP is the employers last ditch attempt to communicate the needed
performance improvements to the employee. But the PIP, and any escalating disciplinary
measures, also provide documentation that demonstrates that the employer made an effort to
salvage the employment relationship.
More About Termination
Employment at Will
In states that recognize employment at will, an employee may be fired for any reason, at any
time, with or without cause. Employers do not even have to give a reason for why the employee
is terminated from his or her job. To defend against potential charges of discrimination, however,
employers are advised to keep documentation even if no case is presented at the termination
meeting.

Employment at will also means that the employee can terminate his or her employment at any
time for any reason without cause.

In other instances of employment termination, the employment is terminated for a reason which
is given to the employee and stated in the termination letter. Termination for cause can occur in
such situations as:

Violation of the company code of conduct or ethics policy,

Failure to follow company policy,
Violence or threatened violence,
Extreme insubordinate
Watching pornography online.

Mutual Termination
Occasionally, an employer and employee recognize that they are not a good fit for whatever
reason. They mutually agree to part ways in a manner that makes neither party culpable for the
termination. This approach to termination is called agreeing on an exit strategy. No pain.
Unwanted employee, unwanted job: gone.
 SEPARATION
Employee separation is a sensitive issue for any organization. Usually, an employee leaves the
organization after several years of service. Thus, the permanent separation of employees from an
organization requires discretion, empathy and a great deal of planning. An employee may be
separated as consequence of resignation, removal, death, permanent incapacity, discharge or
retirement. The employee may also be separated due to the expiration of an employment contract
or as part of downsizing of the workforce. Organizations should never harass the employees,
especially in the case of resignation, just because they are quitting the organiza-tion. In fact, a
quitting employee of the organization must be seen as a potential candidate of the future for the
organization and also the brand ambassador of its HR policies and practices. However, many
organizations are still treating their employees as "expendable resources" and discharging them
in an unplanned manner whenever they choose to do so.

Each organization must have comprehensive separation policies and procedures to treat the
departing employees equitably and ensure smooth transition for them. Further, each employee
can provide a wealth of information to the organization at the time of separation. Exit interviews
can be conducted by the HR department to ascertain the views of the leaving employees about
different aspects of the organization, including the efficacy of its HR policies.
 Voluntary Separation
Voluntary separation, which normally begins after a request is placed in this regard by the
employee, can happen due to two reasons: professional reason and personal reason. We shall
now discuss these reasons in detail.

Professional reasons :
Employees may seek separation when they decide to seek better positions, responsibilities and
status outside the present organization. Efficient employees would seek to expand their realm of
knowledge and skills continuously by working in different capacities/positions in various
organizations. In their quest for greater responsibility, power and status, they may seek
separation from the organization.

Personal reasons :
The important personal reasons for voluntary separation are relocation for family reasons like
marriage of the employees and health crisis of family members, maternity and child-rearing. For
instance, when working women get married, they often prefer to settle in the partners place of
occupation. Similarly, an employee may seek voluntary separation to look after the child or
parent.
 Involuntary Separation
As mentioned earlier, an involuntary separation is caused by the factors which remain beyond
the purview of the employees. However, these factors may be classified broadly into health
problems, behavioural problems and organizational problems. We shall now discuss these factors
in detail

Health problems :
Major health problems crippling the employees may make them invalid or unfit to continue in
the profession. For instance, accidents causing permanent disabilities and illness of the
employees like brain stroke and other terminal illnesses can lead to their involuntary separation.
Death of employees is another factor which results in their involuntary separation.

Behavioral problems :
An employee's objectionable and unruly behaviour within the organization may also lead to his
involuntary separation from the organization. When the employees behaviour is unethical or
violates the code of conduct in force, the organization may initiate disciplinary actions, which
may eventually result in his termination. This may constitute an act of involuntary separation.
Consistent failure to reach performance goals by an employee can also result in his involuntary
separation.

Organizational problems :
Organizational problems are another important factor that contributes to the involuntary
separation of employees. The poor financial performance of an organization may cause it to
terminate the services of some of its employees as part of cost control measure. Such
terminations are also classified as involuntary separation. Similarly, automation, organizational
restructuring and rationalization can also result in employee termination, discharge or layoff,
broadly called involuntary separation.
 RECURITEMENT

Recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs within an organisation, either permanent or temporary. Recruitment
can also refer to processes involved in choosing individuals for unpaid positions, such as
voluntary roles or training programmes.

Recruitment may be undertaken in-house by managers, human resource generalists

and/or recruitment specialists. Alternatively, parts of the process may be undertaken by
either public-sector employment agencies, commercial recruitment agencies, or specialist
search consultancies.

The use of internet-based services and computer technologies to support all aspects of
recruitment activity and processes has become widespread.
 Definitions of Recruitment

Yoder :
"Recruitment is a process to discover the sources of manpower to meet the requirements
of the staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force."

Flippo :
"Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organisation."

Dale S. Beach :
"Recruitment is the development and maintenance of adequate manpower resources.
Involves the creation of a pool of available labour upon whom the organisation can
depend when it needs additional employees.'

William B. Werther and Keith Davis :

"Recruitment is the process of finding and attracting capable applicants for employment.
The process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees are. selected."
 Features/Characteristics of Recruitment

The following are the features of recruitment :-

Recruitment is an aspect of manpower planning.

Recruitment is a process of activities rather than a single act or event.

It is a linking activity-bringing together those with jobs to fiu (employer) and those
seekingjobs (prospective employees). Nnnnnn

It is a positive process because its objective is to increase the selection ratio, that is, the
number of application per job opening.

Its purpose is to locate the sources of people required to meet job requirements and
attracting such people to offer themselves for employment in the concern.

It is a two-way process. It takes two to complete the recruitment process -the recruiter
(the person who is recruiting) and the recruitee (the person who is to be recruited).

It is a pervasive functions, as all organisations engage in recruiting activity.

It makes it possible to acquire the number and type of persons necessary for the
continued functioning of the organisation.

It is a complex job, as too many factors affect it, such as the image of the concern, nature
of jobs offered, organisational policies, working conditions, compensation, labour laws,
trade union attitudes, government policies, culture and environment etc.
DIFFERENT SOURCES OF RECRUITEMENT

The sources of recruitment are broadly divided into internal sources and external sources
consisting of the following:

INTERNAL EXTERNAL
INTERNAL SOURCE OF RECRUITEMENT

Present Permanent Employees : Organizations consider the candidates from this source
for higher level of jobs due to availability of most suitable candidates for jobs relatively
or equally to external sources, to meet the trade union demands and due to the policy of
the organization to motivate the present employees.

Present temporary/casual Employees: Organizations find this source to fill the vacancies
relatively at the lower level owing to the availability of suitable candidates or trade union
pressures or in order to motivate them on present job.

Retrenched or Retired Employees: Employees retrenched due to lack of work are given
employment by the organization due to obligation, trade union pressure etc. Sometimes
they are re-employed by the organization as a token of their loyalty to the organization or
to postpone some interpersonal conflicts for promotion.

Dependents of Deceased, Disabled, retired and present employees: Some organizations

function with a view to developing the commitment and loyalty of not only the employee
but also his family members.

Employee Referrals: Present employees are well aware of the qualifications, attitudes,
experience and emotions of their friends and relatives. They are also aware of the job
requirements and organizational culture of their company. As such they can make
preliminary judgment regarding the match between the job and their friends and relatives.
 External Sources of Recruitment
Campus Recruitment: These candidates are directly recruited by the Co; from
their college/educational institution. They are inexperienced as far as work experience is
Concerned.

Private Employment Agencies/Consultants: Public employment

agencies or consultants like ABC Consultants inIndia perform recruitment functions on behalf of
a client company by charging fees. Line managers are relieved from recruitment functions and
can concentrate on operational activities.

Public Employment Exchanges: The Government set up Public

Employment Exchanges in the country to provide information about vacancies to the candidates
and to help the organization in finding out suitable candidates. As per the Employment Exchange
act 1959, makes it obligatory for public sector and private sector enterprises inIndia to fill certain
types of vacancies through public employment exchanges.

Professional Organizations: Professional organizations or associations

maintain complete bio-data of their members and provide the same to various organizations on
requisition. They act as an exchange between their members and recruiting firm.

Data Banks: The management can collect the bio-data of the candidates from different
sources like Employment Exchange, Educational Training Institutes, candidates etc and feed
them in the computer. It will become another source and the co can get the particulars as and
when required.

Casual Applicants: Depending on the image of the organization its prompt

response participation of the organization in the local activities, level of unemployment,
candidates apply casually for jobs through mail or handover the application in the Personnel dept.
This would be a suitable source for temporary and lower level jobs.
 Similar Organizations: Generally experienced candidates are available in
organizations producing similar products or are engaged in similar business. The Management
can get potential candidates from this source.

Trade Unions: Generally unemployed or underemployed persons or employees seeking

change in employment put a word to the trade union leaders with a view to getting suitable
employment due to latter rapport with the management.

Walk In: The busy organization and rapid changing companies do not find time to perform
various functions of recruitment. Therefore they advise the potential candidates to attend for an
interview directly and without a prior application on a specified date, time and at a specified
place.

Consult In: the busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the suitable
candidates and advise the company regarding the filling up of the positions. Head hunters are also
called search consultants.

Body Shopping: Professional organizations and the hi-tech training develop the pool
of human resource for the possible employment. The prospective employers contact these
organizations to recruit the candidates. Otherwise the organizations themselves approach the
prospective employers to place their human resources. These professional and training institutions
are called body shoppers and these activities are known as body shopping. The body shopping is
used mostly for computer professionals. Body shopping is also known as employee leasing
activity.

Mergers and Acquisitions: Business alliances like acquisitions, mergers and

take over help in getting human resources. In addition the companies do also alliances in sharing
their human resource on adhoc basis.
 E_recruitment: The technological revolution in telecommunications helped the
organizations to use internet as a source of recruitment. Organizations advertise the job vacancies
through the world wide wed (www). The job seekers send their applications through e-mail using
the internet.

Outsourcing: Some organizations recently started developing human resource

pool by employing the candidates for them. These organizations do not utilize the human
resources; instead they supply HRs to various companies based on their needs on
temporary or ad-hoc basis.
 CHAPTER 5

EYE CARE KLITCH LTD

 EYEKARE KILITCH LTD.
Writing a new era in world of ophthalmology

Bouquet of 25 wide variety of ophthalmic

formulations .
Field staff more than 100+.
Presence in all major cities of India .
Catering to 8000-9000 ophthalmologist pan
India .
 KILITCH An introduction
Kilitch group has traced an unmatched path of success emerging as
one of the formulation manufacturer of India .
Founded by Mr. Paresh Mehta in 1980, Kilitch has traversed
through many milestones .
1980 : Kilitch Company For manufacturing of OTC products
1986 : Kilitch Co Pvt Ltd For manufacturing of Oral solid
dosage
1994 : Kilitch Drugs lndia Ltd For manufacturing of sterile
formulations
1998 : NBZ Pharma Ltd - For manufacturing of Multivitmin lnfusions
2010 : Eyekare kilitch Ltd -marketing arm for ophthalmic
formulations
2013: Kilitch healthcare LLP flagship company
2015 : Kilitch healthcare buy land worth 33 acres to set up one
of the Asias largest pharmaceruticals plant in Nashik
EyekareKilitch Ltd. is Truly Committed to Ophthalmology, one of the maturing entrants
in niche segment i.e. Ophthalmology, in Indian Pharmaceutical Industry. EyekareKilitch
Ltd. is Group Company of Kilitch Healthcare LLP, which is one of the Indias leading
Small Volume Injectable Manufacturing Company. Sales & Marketing operations are in
the hands of experience pharma veterans who were associated with National &
International pharmaceutical Organizations.

IT is an ophthalmology pharmaceutical company which produce eye care

product of different care

All Eyekare products are manufacturing at state of art USFDA & UKMHRA
compliant, in-house manufacturing facility located at Paonta Sahib ,H.P.
Product are available in internationally accepted three (3) piece pack .
Eyekare Kilitch Ltd. Has a strong supply chain department to handle the
logistics across the country .
Committed Alliances For Excellence
Kilitch has long association with world leading Pharma giants
and has responsible for establishing their products .
This partnership has been based on mutual respect , trust ,
commitment and above all the Quality .The pharma giants by
Kilitch in india over the years are :

Ranbaxy Laboratories Ltd.

Wockhardt ltd.
Ferring pharmaceuticals Ltd.
Zydus Cadila Healthcare Ltd.
Cipla Ltd.
Nicholas Piramal India Ltd.
USV Ltd.
E-Merck Ltd.
Sandoz (India) Ltd.
Microlabs India Ltd.
MILESTONE
 OBSERVATION

My Primary data is that I have been visited the head office of the organistion EYE
KARE KLITCH LTD. I meat MR. DEVYA MEHTA. ASST MANAGER OF
EYE CARE KLITCH and following are the question which I asked him in the
short period of time given to me by him
 QUESTIONS :

WHAT IS Human Resource Planning?

WHAT IS YOUR ORGANISATION VISION?

WHAT IS YOUR ORGANISATION MISSION?

WHAT MOTIVATIONAL FACTOR DOES TO THINK WILL

ENHANCE EMPLOYEE PARTICIPATION AT WORK?

WHAT IS THE IMPORTANCE OF HRM?

WHAT ARE THE FUNCTION OF HR MANAGER?

WHAT ARE THE OBJECTIVE OF HUMAN RESOURCE PLANNING?

 OBSERVATTION AND ANALYSIS

On the basis of questionnaire process the analysis is;

HRP is long term planning to overcome future requirement of man power

and fulfilling organization objectives

Selection of right employee, motivating employee, recognizing there work

increase there efficiency in work

The mission of organization is to provide good product and services to the

customer that match customer needs

HRM performs various aspect of the organization fulfillment of every aspect

of the organization is the objective of the organization
 CHAPTER 6

SUGGESTION AND RECOMMENDATION

On the basis of analysis and information the following things are known as follow;

HRP is important part of a organization it is important for the organization to do a proper

human resource planning

By HRP organization can fulfill there basic objectives

For achieving aims and objective HRP is important

HRP is also essential to get an estimation of manpower requirement in future

A good hr manager are those who performs the HRM effectively

Appointing right candidate at right job is important in increasing work efficency

 CHAPTER 7

CONCLUSION
On the basis of the analysis and information I arrive at the conclusion that Human
Resource Planning is an indispensable part for any organization.

An organization enjoys the following advantages of having a well built HR planning

system. They are:-

It helps in estimating future manpower requirements of the organization.

Scarcity of employees - An entity contains a number of jobs requiring highly specialized

knowledge. And there is a shortage of skilled employees.

HRP helps to identify such talents and ensures adequate supply of such talented
employees thereby alleviating the problem of shortage in the organization

Trying to cope up with the changes - With frequent changes and development in field of
technology, market conditions etc, it demands more sophisticated operations. And an
effective HRP tries to solve this problem by supplying the right person with right skills.

Growth and development Employees leave the organization due to various reasons
like death, retirement, dismissals, transfers etc, and it is necessary that these gaps have
to be filled. Through proper HR planning such problems due to growth and development
can be dealt effectively.

It understands manpower requirements and takes suitable actions to supply the right kind of
persons, considering the current business operations and future activities of the organization.
 CHAPTER 8

BIBLOGRAPHY:

THE data which is been provided by me is been collected in the way f primary as well as
secondary data.
The following are some books and websites which I referred to are mentioned below;

HUMAN RESOURCE MANAGEMENT- SUNNY FERNANDES

HUMAN RESOURCE MANAGEMENT- VIPUL PUBLICATION

http://www.investopedia.com/terms/p/pink-slip.asp

http://humanresources.about.com/od/glossaryh/a/hris.htm

http://www.techopedia.com/definition/138/human-resources-information-system-hris

http://humanresources.about.com/od/glossaryt/g/termination.htm

http://eyekarekilitch.com/index.php?lang=en