HUMAN RESOURCE MANAGEMENT

Dr Ravikiran Dwivedula

INTRODUCTION TO HRM
Employee Retention

Performance Appraisal Grievance Handling

Organization vision Achievement of Objectives Job Analysis

HR planning

Training & Development

Recruitment & Selection Organization goals Compensation Career Planning & Management Quality of Work life & Motivation

Recruitment & Selection Organization vision Where do you want To be?

Organization goals

How do you get There? What kind of people Do we have right now? (knowledge+ Skills+ Attitude What kind of people do we need (GAP Analysis; retirements, Attrition)

How do we get the best people suited To the job to apply (online job postings; Referrals) How do you select the right people (tests+GD+personal Interview)

HR planning

Training & Development

Job Analysis

Grievance Handling

How do you develop Their knowledge/skills/ behavior

Job Description What is it To be done? Job requirementsWhat kind of People do we need for this job

Career Planning & Management

QWL & Motivation

Performance Appraisal

Employee Retention

Assessment of employees performance Assessment of task success

ACHIEVEMENT OF THE ORGANIZATIONS OBJECTIVES

INTRODUCTION TO HRM
Definition of HRM

Strategic and coherent approach to the management of an organizations most valued assetsthe people working there who individually and collectively contribute to the achievement of its objectives

INTRODUCTION TO HRM
Definition of HRM

HRM comprises of those activities designed to provide for and coordinate the resources of an organization

INTRODUCTION TO HRM
Functions of HRM

HRM is important for organizations because Different people working in the organization have a different set of values, attitudes, beliefsTHEREFORE THEY MAY NOT TOTALLY AGREE WITH EACH OTHER ALL THE TIME!

Motivational needs are not the same for all the employeesTHEREFORE INDIVIDUAL ASPIRATIONS HAVE TO BE IDENTIFIED
Expectations of todays employees are very differentfinding the right employees and retaining them is a challengeTHEREFORE RIGHT TALENT HAS TO BE NURTURED IN THE ORGANIZATION

INTRODUCTION TO HRM

HUMAN RESOURCE MANAGEMENT

MANAGERIAL

OPERATIVE

PLANNING

ORGANIZING

STAFFING

DIRECTING

CONTROLLING

EMPLOYMENT COMPENSATION

EMPLOYEE RELATIONS

INTRODUCTION TO HRM
MANAGERIAL FUNCTIONS OF HRM
Never Settle for the Best! GOOGLE

PLANNING

What is the vision of the organizationwhat are the objectives

Identifying the initiatives to meet these objectives

Always focus on Customer Ensure high customer SatisfactionFree Web!

Foresee the changes in the employees attitudes/ customers & identify ways of effectively dealing with them
PageRank technology And Hyper-text matching Analysis to ensure most Relevant pages end up At the top!...constant Improvement of the technology

ORGANIZING

Creating an organization

Informal work environment Recreational facilities Eateries3-4 people sit In clusterssaves the heater bills! structure

Mapping People (Skills)RolesProcesses/Tasks for effective utilization of resources

Ability is more important than experiencepeople from Diverse backgrounds are encouraged to apply!

INTRODUCTION TO HRM
MANAGERIAL FUNCTIONS OF HRM STAFFING Obtaining & maintaining competent people at all levels in the organization
At Googlethe focus is on Tech competency and diversity So your CV should have a list of ur Major accomplishmentsawards, ProjectsHAVE YOU WORKED WHILE YOU STUDIEDshows ur ability to Cope with pressure!

Includes recruitment, selection, placement, induction, transfer, career progression

DIRECTING
Coordination between different departments to ensure maximum utilization of resources
Project based organization StructureCustomized to the Local cultureFlat and therefore Quicker decision making

CONTROLLING
Comparing the performance against a baseline

Training program evaluations, employee performance audits, exit interviews Can be examples

INTRODUCTION TO HRM

OPERATIVE FUNCTIONS OF HRM

JOB ANALYSIS

INDUCTION

HR PLANNING

EMPLOYMENT

PLACEMENT

RECRUITMENT

SELECTION

INTRODUCTION TO HRM
EMPLOYMENT JOB ANALYSIS: Mapping Job Requirements to an individuals skills & motives Involves preparation of Job Description (what kind of job) and Job specification (what kind of person fits the job) What kind of job & people do I want!

HUMAN RESOURCE PLANNING:

What are the future requirements of the organization Whats my Status Quo?

Forecasting the HR requirements to meet these future goals

Taking stock of existing manpower inventory by taking into account attrition, downsizing, retirements, Sabbaticals How to develop the required HR pool

INTRODUCTION TO HRM
EMPLOYMENT RECRUITMENT: Its all about encouraging the candidates to apply for the job! What are the current sources of applicants in the organization Developing new source of applicants Encouraging & Attracting candidates to apply Deciding the recruitment procedure (online, referrals, advertise)
How do I reach out to The kind of people that I want!

PRE PLACEMENT TALKS ARE AN EXAMPLE FOR RECRUITMENT

INTRODUCTION TO HRM
EMPLOYMENT SELECTION: Its all about selecting the right candidate for the job! Scanning the applications + CVs

How do I select the kind Of people that I want!

Developing suitable techniques to chose the candidates (tests + GD + Interview) Evaluating the candidate and fixing their salaries + benefits Informing all the candidates about the results Employing the selected candidates

INTRODUCTION TO HRM SELECTION @ GOOGLE !

Doing the Job Search Contact by the recruitment Team to tell you what is It like to work at google Phone interview (30 mins) Tech skills Onsite technical interview Testing of coding, Algorithm, data structures Real time problems given Ability to solve is more Important than the answer Hire by committeehas atleast 4 people Drawn from engineers, managers, Arrive at a consensus before deciding whether Or not to hire you! (24 Weeks!)

How do I select the kind Of people that I want!

INTRODUCTION TO HRM
EMPLOYMENT PLACEMENT:
How do I make sure that They adapt to the Organization!

Candidate accepts the job A mentor is assigned to the candidate Follow-up study on how well the candidate has adjusted to the new job and the organization

INDUCTION: Getting the employee acquainted with the new job, organization, its culture, colleagues, practicesprocedures, responsibilities. Can be formal.or Informal..is ongoing at least in the first few days!

INTRODUCTION TO HRM
HUMAN RESOURCE DEVELOPMENT Process of training & developing the employees to improve their knowledge, skills, and attitude so that it meets the organizations needs
PERFORMANCE APPRAISAL

CAREER PLANNING & DEVELOPMENT

HRD

MANAGEMENT DEVELOPMENT

TRAINING

INTRODUCTION TO HRM
HRD PERFORMANCE APPRAISAL: Assess the strengths and weaknesses of all the employees on the jobdevelop & implement a suitable improvement plan It Involves:

Developing a Performance Appraisal System in accordance with Organizations needs

Developing processes so that the system can be implemented Training the employees to conduct the appraisal Obtain feedback on the effectiveness and improving the appraisal system

INTRODUCTION TO HRM
HRD TRAINING: Systematic development of Knowledge, Skills, & Attitudes of an individual for a job! It involves: Identify the Organizations needs Identify the training needs of the individuals Design the training program to bridge the gap (knowledge, skills, attitude) Implement the training program Assess the success of the training program

INTRODUCTION TO HRM
HRD MANAGEMENT DEVELOPMENT: Developing the employee to meet the future challenges of the organization Includes developing the competency of the employee along with his/her personality It may not be as specific as a training program where the employee is taught niche knowledge and skills CAREER PLANNING & DEVELOPMENT: Identifying individuals goals and facilitating their achievement Career plan: where the individual wants to be! Career Development: Where the organization wants the individual to be!

INTRODUCTION TO HRM
HRD COMPENSATION: Providing ADEQUATE, EQUITABLE, and FAIR compensation to all the employees Includes Base Salary + Incentives + Bonus + Benefits Based on Job evaluation JOB EVALUATION: Classifying each job based on its importance with other jobs (in the organization & industry) Involves

Identifying suitable job evaluation techniques

Evaluating various jobs Ascertaining the worth of jobs in each category

INTRODUCTION TO HRM

Uses these criteria to differentiate The jobs

Example Of Job Evaluation

Uses these criteria to fix the compensation

INTRODUCTION TO HRM
HRD WAGE & SALARY ADMINISTRATION: Process of formulating and operating a suitable wage and salary program Involves Conducting Wage & Salary Survey in the Market Determining the wage and salary rate (using Job Analysis) Implementing the program Evaluating the effectiveness of the program Salary: Employee compensation quoted on annual basis; Given to the employee every month Wage: Best associated with hourly jobs (30 hours a week on the job floor; paid $15 per hour; 30* 15= Wages

INTRODUCTION TO HRM
Challenges to HRM

GOING GLOBAL

NEW TECHNOLOGY

MANAGING HUMAN CAPITAL

MANAGING CHANGE

RESPONDING TO MARKET

CONTAINING COSTS

HRM CHALLENGES
GOING GLOBAL

Different geographies culture

expatriation

impatriation

Employment laws

Business practices Understanding Of foreign cultures

Knowledge & Skill sets

Understanding these issues is a major challenge for organizations today

HRM CHALLENGES
EMBRACING NEW TECHNOLOGY
Information technology Internet Unlimited amount of data stored & retrieved HRIS
TECHNOLOGY & HR APPLICATIONS Payroll Benefits Administration Recruitment-Application Tracking Training & Development Employer Self Service Manager Self Service

Knowledge workers lateral growth Hold more responsibilities with Respect to planning, decision making & Problem solving

Higher Productivity Lower Administrative Costs Speeding up of response time Improved decision making Better customer service

HRM CHALLENGES
MANAGING CHANGE

Examples of change can be CREATING A CULTURE OF TOTAL QUALITY, CONTINUOUS IMPROVEMENT, DOWNSIZING, OUTSOURCING
Starting environment) These changes can either be REACTIVE (in response to external the SIX Sigma Initiative at Motorola Or PROACTIVE (initiated by the management to leverage opportunity or In the 1970sPoor Quality Neutralize threat) Therefore:

From the HR standpointthis will mean Changes in responsibilities Job assignments Changes in work processes

Reduction in cycle time Robust designs

However, major reasons why Organizational Change projects do not yield The desired results are because of the HR problems

HRM CHALLENGES
MANAGING CHANGE
Resistance to Change Fear of modifying the status Quo SEEN IN THE ORGANIZATION AS

Not having a sense of urgency Lack of commitment and collective effort from the top management

Leaders without Vision

Leaders who fail to communicate the Vision Lack of planning short term and long term goals Celebrating too soon! Not making changes in the corporate culture

HRM CHALLENGES
MANAGING CHANGE

Effective Change Management

Linking change to business strategy Creating Quantifiable benefits

Engaging key employees, customers, and suppliers early

Behavioral changes Leading clearly and consistently Communicating personally and continuously

HRM CHALLENGES
MANAGING TALENTHUMAN CAPITAL
HUMAN CAPITAL IS THE ECONOMIC VALUE OF THE EMPLOYEES KNOWLEDGE, SKILLS, and CAPABILITIES

Identifying & recruiting the best Right knowledge + Skills + Attitude Training programs To complement this Employee selection

Documenting the Learning and making Them available to the employees

Managing Human Capital

Training people In skills specific To the organization and which cant Be transferred when employee leaves

Providing platforms Where employees can share Their knowledgeteam work

Providing job assignments that offer learning & growth to employees

HRM CHALLENGES
RESPONDING TO THE MARKET

How well does a company understand its customers?

How fast can it develop a new product and launch it in the market? How well is it able to provide customized solutions to its customers?

Total Quality Management (TQM); SIX SIGMA

Process Re-engineering

HR issues

Translating customer needs into Specific tasks; and identifying Best way to perform each task; Better quality products and customer service

Radical redesigning of Business processes to achieve Dramatic results

Creating an environment for change Commitment of the leadership Communicating the need for change Review of the processes (job descriptions; Training, career planning, appraisal, Compensation to meet the Changed requirements

Formation of the teams; Training the teams; Performance management; reward management; communication Culture training

HRM CHALLENGES
CONTAINING COSTS

Labor costs are the highest for the organizationsespecially those engaged In service/ knowledge intensive industries The onus is on the HR managers to reduce these costs
DOWNSIZING:
Planned elimination of jobs Financial savings not the only reason May be to consolidate organizations position; Mergers & Acquisitions; Realignment of staff May lead to hidden costs such as: pension & benefits payouts Potential law suits by workers who have been laid off Lack of right workers in the organization when The economy rebounds

OUTSOURCING, OFFSHORING, EMPLOYEE LEASING

Outsourcing: hiring someone from outside the company to perform the internal tasks Example: outsourcing tasks such as catering And payroll administration Offshoring: moving jobs overseas Cost savings major motivator India, China, Russia, Eastern Europe, Vietnam, Philippines major vendors for services Employee Leasing: a PEO (Professional Employer Organization) Takes over the management of smaller companys HR tasks for a fee

HUMAN RESOURCE PLANNING

ASSESSING OBJECTIVES OF THE ORGANIZATION WHAT IS THE HR STATUS QUO?

WHAT ARE THE FUTURE OBJECTIVES OF THE ORGANIZATION WHAT WOULD BE ITS HR NEEDS

DEVELOPING ACTION PLANS TO BRIDGE THIS GAP

HUMAN RESOURCE PLANNING

WHAT ARE THE CURRENT COMPETENCIES OF OUR ASSESSING PEOPLEKNOWLEDGE OBJECTIVES OF (PATENTSPRODUCTS ORGANIZATION DEVELOPED)HOW MUCH ARE WE SPENDING ON HR ARE THE WHAT RIGHT NOW?

WHAT ARE WHAT WOULD BE THE OUR FUTURE FUTURE OBJECTIVES OF PRODUCTS/ SERVICES THE ORGANIZATION THE WHAT WOULD BE ITS MODERNIZATION OF HR NEEDS UNITS/ EXPANSION
INTO NEW MARKETS ARE WE GOING FOR

CURRENT HR NEEDS

WHATS THE GAME PLAN? TRAINING PROGRAMS, EMPLOYEE RECRUITMENT, HOW MUCH MORE MONEY AND TIME WILL WE NEED

DEVELOPING ACTION PLANS TO BRIDGE THIS GAP

HUMAN RESOURCE PLANNING

OBJECTIVES OF HRM
Aligning the organizations objectives and its human resource needs Anticipating the HR needs of various departments of the organization Facilitate development of competencies in employees Support employee motivation initiatives

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT MANPOWER NEEDS FOR THE FUTURE COUNSELLING & CAREER PLANNING CONSIDERATION OF ALTERNATIVES

SETTING THE OBJECTIVES

RECRUITMENT PLAN

REPLACEMENT CHART

CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY

PLANNING THE RIGHT HR PROGRAMS

CORDIAL INDUSTRIAL RELATIONS & LABOR WELFARE POLICY

APPROPRIATE COMPENSATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT MANPOWER NEEDS FOR THE FUTURE

SETTING THE OBJECTIVES

COUNSELLING & PRODUCTIVITY AND THEREFORE MODERNIZATION OF THE PLANT CAREER PLANNING
LONG TERM OBJECTIVE : HRM BEFORE, DURING, AND AFTER MODERNIZATION

OBJECTIVES OF THE ORGANIZATION : INCREASING THE

RECRUITMENT PLAN

REPLACEMENT CHART

CONSIDERATION OF ALTERNATIVES
BEFORE (GOLDEN HANDSHAKE!), DURING (RECRUITING RIGHT PEOPLE, TRAINING) AFTER (DEVELOPMENT, PERFORMANCE EVALUATION SYSTEMS) STRATEGIC (LONG TERM

CHOOSE THE BEST POSSIBLE

PLANNING THE RIGHT

SHORT TERM OBJECTIVE: HRM BEFORE, DURING, AND AFTER HR PROGRAMS PERSONNEL POLICTY MODERNIZATION BEFORE (PHAZE-WISE IMPLEMENTATION OF VRS), DURING (IDENTIFYING THE TRAINEES, TRAINERS, CONTENT, TRAINING DELIVERY), AFTER (PERFORMANCE EVALUATION, FEEDBACK ON ESTIMATE EXPECTED CORDIAL INDUSTRIAL TRAINING PROGRAMS) APPROPRIATE COMPESATION THE

RELATIONS & LABOR WELFARE POLICY

PLAN

RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT MANPOWER NEEDS FOR THE THERE ARE DIFFERENT TECHNIQUES FOR FUTURE COUNSELLING FORECASTING & CAREER PLANNING EMPLOYERS SURVEY : ASKING THE COMPANIES/ PEOPLE WHAT ARE THEIR REQUIREMENTS CONSIDERATION OF ALTERNATIVES REPLACEMENT LABOROUTPUT RATIO: LOOKS AT THE NUMBER OF CHART PEOPLE WITH THE REQUIRED QUALIFICATIONS, WHAT IS THE CURRENT OUTPUT VERSUS WHAT IS THE CHOOSE THE BEST POSSIBLE TARGRT OUTPUTNEW SKILLS POLICTY PERSONNEL REQUIRED

SETTING THE OBJECTIVES

RECRUITMENT PLAN

PLANNING THE RIGHT HR PROGRAMS

RELYING ON DATA FOR EXTERNAL AGENCIES (USA BUREAU OF LABOR STATISTICS GIVES INDUSTRY WISE AND OCCUPATION WISE INFORMATION CORDIAL INDUSTRIAL APPROPRIATE COMPESATION RELATIONS & LABOR PLAN WELFARE POLICY

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT Understanding various issues such as what are the costs & time involved to undertake the various COUNSELLING & tasks CAREER PLANNING How are we doing the Non Core Activities in the organization REPLACEMENT off CHART shoring, outsourcingemployee leasingwhat are the contractual agreements with the client What is the technology CORDIAL INDUSTRIAL available with us RELATIONS & LABOR WELFARE POLICY What is our scale of operationswhere are our REVISING THElocated Customers PLANS WHERE NECCESSARY

SETTING THE OBJECTIVES

MANPOWER NEEDS FOR THE FUTURE RECRUITMENT PLAN

CONSIDERATION OF ALTERNATIVES

CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY

PLANNING THE RIGHT HR PROGRAMS

APPROPRIATE COMPESATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT

SETTING THE OBJECTIVES

WHAT ARE OUR VARIOUS SOURCES OF RECRUITMENT:

Campus Placements

MANPOWER NEEDS FOR THE FUTURE Employee Swapping RECRUITMENT PLAN

COUNSELLING & CAREER PLANNING

REPLACEMENT CHART Employee Referrals

(employees taken off the roles & encouraged to work as contractors/ suppliers for company) Semco foods CONSIDERATION OF ALTERNATIVES

Employment Agencies

CHOOSE THE BEST POSSIBLE Internal Search (recruitment) PERSONNEL POLICTY

Advertisements

PLANNING THE RIGHT HR PROGRAMS

CORDIAL Temporary workers INDUSTRIAL APPROPRIATE COMPESATION RELATIONS & LABOR PLAN Part time workers (McDonalds) WELFARE POLICY
Float Workers (trained cross functionally, employed Based on business need (Capital One)

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

Always linked to the Recruitment Plan and the FORECASTING & DemandSupply of the employees HUMAN RESOURCE AUDIT Analyzes the number of people leaving the MANPOWER NEEDS FOR THE organization or being unproductive (turnover & FUTURE wastage) COUNSELLING & CAREER PLANNING Important to understand why did people leave the organization and what is its impact on the organization CONSIDERATION OF ALTERNATIVES REPLACEMENT CHART CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY Labor turnover index: number of leavers in a specified period x 100/ average number of employees during that period CORDIAL INDUSTRIAL APPROPRIATE COMPESATION RELATIONS & LABOR What are the reasons for turnover (pay, career PLAN move, better working conditions, harassment WELFARE POLICY done during the exit interviews) REVISING THE PLANS WHERE NECCESSARY CONTINUOUS EVALUATION OF RESULTS Look at

SETTING THE OBJECTIVES

RECRUITMENT PLAN

PLANNING THE RIGHT HR PROGRAMS

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING Consider: the leaving costs (payroll & administrative costs of SETTING THE OBJECTIVES FORECASTING & the leaver) HUMAN RESOURCE AUDIT Direct cost of recruitment (advertising, interviews, opportunity cost of interviewers) MANPOWER NEEDS FOR THE COUNSELLING & CAREER PLANNING FUTURE Direct cost of training the new recruits RECRUITMENT PLAN Losses arising from the reduced inputs because people are leaving CONSIDERATION OF ALTERNATIVES

REPLACEMENT CHART

CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY

PLANNING THE RIGHT HR PROGRAMS

CORDIAL INDUSTRIAL RELATIONS & LABOR WELFARE POLICY

APPROPRIATE COMPENSATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & Developing the Resource Plan for the HR function HUMAN RESOURCE AUDIT identified (recruitment, training) MANPOWER NEEDS FOR THE FUTURE Employer COUNSELLING & Branding (better packages, more career opportunities, better facilities, sign-in bonus, Flexi CAREER PLANNING Rewards) Internal Recruitment CONSIDERATION OF ALTERNATIVES Considering Teleworking, part time worker, job REPLACEMENT sharing (2 workers share the workload of a job by CHART splitting their work across the week, and share the rewards) arrangements CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY

SETTING THE OBJECTIVES

RECRUITMENT PLAN

PLANNING THE RIGHT HR PROGRAMS

CORDIAL INDUSTRIAL RELATIONS & LABOR WELFARE POLICY

APPROPRIATE COMPENSATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT

SETTING THE OBJECTIVES How are you doing the performance appraisal How are you determining the THE level MANPOWER NEEDS FOR salary FUTURE What are the fringe benefits that you are providing RECRUITMENT PLAN Payment of arrears CONSIDERATIONLINK REWARDS TO IMPORTANT TO OF ALTERNATIVES PERFORMANCE CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY PLANNING THE RIGHT HR PROGRAMS

COUNSELLING & CAREER PLANNING

REPLACEMENT CHART

CORDIAL INDUSTRIAL RELATIONS & LABOR WELFARE POLICY

APPROPRIATE COMPENSATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN

HUMAN RESOURCE PLANNING

FORECASTING & HUMAN RESOURCE AUDIT MANPOWER NEEDS FOR THE FUTURE COUNSELLING & CAREER PLANNING CONSIDERATION OF ALTERNATIVES

SETTING THE OBJECTIVES

RECRUITMENT PLAN

REPLACEMENT CHART

CHOOSE THE BEST POSSIBLE PERSONNEL POLICTY

PLANNING THE RIGHT HR PROGRAMS

CORDIAL INDUSTRIAL RELATIONS & LABOR WELFARE POLICY

APPROPRIATE COMPENSATION PLAN

ESTIMATE EXPECTED RESULTS AGAINST THE OBJECTIVES

REVISING THE PLANS WHERE NECCESSARY

CONTINUOUS EVALUATION OF RESULTS

IMPLEMENT THE PLAN