1.

INTRODUCTION:
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:
. !uilding "ur #otential
$. %trengthening "ur Competitiveness
&. 'enewing "ur (orkplace
The purpose of this e)ercise was to ensure that our workforce and strategic ob*ectives were aligned to
guarantee the delivery of +uality 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 ne)t & , - years
as well as proposed strategies to address those issues.
%ome key e)amples 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 re+uirements. They can also help ensure that departments have what they need
to get the *ob done, and that there is efficient matching of skills and competencies to departmental tasks,
re+uirements 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 0' policies and programs
with the goal of building a high1performing organization of engaged people, and fostering and creating a
work environment where people want to work, not where they have to work.
'etention and attraction in today2s changing labour market re+uires government to look at the key drivers
that are important to employers and potential employees. 3)amples of these include offering employees:
4. Diversified and Challenging (ork

-. 5n 5ttractive Compensation #ackage 6not *ust salary7

8. 5dvancement "pportunities
9. 5ccess to Continuous :earning
;. "pportunities for #ersonal and #rofessional <rowth
=. 5n Inclusive (orkplace
>. (ork1:ife !alance
. "ngoing 'ecognition of Contributions to the "rganization
#lanning is very important to our everyday activities. %everal definitions have been given
by different writers what planning is all about and its importance to achieving our
ob*ectives. It is amazing that this important part of 0' is mostly ignored in 0' in most
organizations because those at the top do not know the value of 0' planning.
"rganizations that do not plan for the future have fewer opportunities to survive the
competition ahead. This article will discuss the importance of 0' planning? the si) steps
of 0' planning that are: @orecasting? inventory, audit, 0' 'esource #lan? 5uctioning of
#lan? Aonitoring and Control.
Definition of HR Planning:
Buoting Aondy et 6==87 they define it as a systematic analysis of 0' needs in order to
ensure that correct number of employees with the necessary skills are available when they
are re+uired.
(hen we prepare our planning programme, #ractitioners should bear in mind that their
staff members have their ob*ective they need to achieve. This is the reason why employees
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seek employment. Ceglecting these needs would result in poor motivation that may lead to
unnecessary poor performance and even Industrial actions.
Importance of Planning:
#lanning is not as easy as one might think because it re+uires a concerted effort to come
out with a programme that would easy your work. Commencing is complicated, but once
you start and finish it you have a smile because everything moves smoothly.
#lanning is a process that has to be commenced forms somewhere and completed for a
purpose. It involves gathering information that would enable managers and supervisors
make sound decisions. The information obtained is also utilized to make better actions for
achieving the ob*ectives of the "rganization. There are many factors that you have to look into
when deciding for an 0' #lanning programme.
0' #lanning involves gathering of information, making ob*ectives, and making decisions
to enable the organization achieve its ob*ectives. %urprisingly, this aspect of 0' is one of
the most neglected in the 0' field. (hen 0' #lanning is applied properly in the field of
0' Aanagement, it would assist to address the following +uestions:
. 0ow many staff does the "rganization haveD
$. (hat type of employees as far as skills and abilities does the Company haveD
&. 0ow should the "rganization best utilize the available resourcesD
4. 0ow can the Company keep its employeesD
0' planning makes the organization move and succeed in the $
st
Century that we are in.
0uman 'esources #ractitioners who prepare the 0' #lanning programme would assist the
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"rganization to manage its staff strategically. The programme assist to direct the actions of
0' department.
The programme does not assist the "rganization only, but it will also facilitate the career
planning of the employees and assist them to achieve the ob*ectives as well. This augment
motivation and the "rganization would become a good place to work. 0' #lanning forms
an important part of Aanagement information system.
0' has an enormous task1keeping pace with the all the changes and ensuring that the right
people are available to the "rganization at the right time. It is changes to the composition
of the workforce that force managers to pay attention to 0' planning. The changes in
composition of workforce not only influence the appointment of staff, but also the
methods of selection, training, compensation and motivation. It becomes very critical
when "rganizations merge, plants are relocated, and activities are scaled down due to
financial problems.
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Inadequacy of HR Planning:
#oor 0' #lanning and lack of it in the "rganization may result in huge costs and financial
looses. It may result in staff posts taking long to be filled. This augments costs and
hampers effective work performance because employees are re+uested to work
unnecessary overtime and may not put more effort due to fatigue. If given more work this
may stretch them beyond their limit and may cause unnecessary disruptions to the
production of the "rganization. 3mployees are put on a disadvantage because their live
programmes are disrupted and they are not given the chance to plan for their career
development.
The most important reason why 0' #lanning should be managed and implemented is the
costs involved. !ecause costs forms an important part of the "rganizations budget,
workforce #lanning enable the "rganization to provide 0' provision costs. (hen there is
staff shortage, the organization should not *ust appoint discriminately, because of the costs
implications of the other options, such as training and transferring of staff, have to be
considered.
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. !T"P! IN HR P#$NNIN%:
&oreca'ting
0' #lanning re+uires that we gather data on the "rganizational goals ob*ectives. "ne
should understand where the "rganization wants to go and how it wants to get to that
point. The needs of the employees are derived from the corporate ob*ectives of the
"rganization. They stern from shorter and medium term ob*ectives and their conversion
into action budgets establishing a new branch in Cew Delhi by Eanuary $>>8 and staff it
with a !ranch Aanager 68,>>> F%D, %ecretary ,--> F%D, and two clerical staff ;>> F%D
per month. Therefore, the 0' #lan should have a mechanism to e)press planned Company
strategies into planned results and budgets so that these can be converted in terms of
numbers and skills re+uired.
In(entory
5fter knowing what human resources are re+uired in the "rganization, the ne)t step is to
take stock of the current employees in the "rganization. The 0' inventory should not only
relate to data concerning numbers, ages, and locations, but also an analysis of individuals
and skills. %kills inventory provides valid information on professional and technical skills
and other +ualifications provided in the firm. It reveals what skills are immediately
available when compared to the forecasted 0' re+uirements.
$udit
(e do not live in a static (orld and our 0' resources can transform dramatically. 0'
inventory calls for collection of data, the 0' audit re+uires systematic e)amination and
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analysis of this data. The 5udit looks at what had occured in the past and at present in
terms of labor turn over, age and se) groupings, training costs and absence. !ased on this
information, one can then be able to predict what will happen to 0' in the future in the
"rganization.
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T)e lin* +et,een HR Plan and !trategic -anagement:
!TR$T"%IC -$N$%"-"NT ./ HR P#$NNIN% !TR$T"%IC P#$N
"rganizational goals Galues "rganizational goals
%trong and weak parts Aission %trong Hweak points
"pportunities and threats <oals and #riorities "pportunities H threats
%ources of Competitive advantage 'esource 5llocations %ource of Competitive advantage
Identify People related matter' Define HR 'trategie'0 Implement Hr Proce''e'
%oal' 1 plan' Policy 1 Practice'
HU-$N R"!OURC"! P#$NNIN%
2o)lander "T a' 34415
-onitoring and Control.
This is the last stage of 0' planning in the "rganization. "nce the programme has been
accepted and implementation launched, it has to be controlled. 0' department has to make
a follow up to see what is happening in terms of the available resources. The idea is to
make sure that we make use of all the available talents that are at our disposal failure of
which we continue to struggle to get to the top.
Do you )a(e an HR Plan in action6
:et us all check where we are working and see whether there is really a 0uman 'esource
#lan. If its not available, let use try to develop one and you would see how you would
make a difference. It is +uite true that 0' plan is the basis of 0uman 'esources
Aanagement. If we do not know how to develop it, then we are not doing services to our
"rganizations and our impact will not be felt in the management pool.
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7.HU-$N R"!OURC"! P#$NNIN% TOO#!:
The strategic 0' planning process
5 strategic human resource planning model
There is no single approach to developing a 0uman 'esources %trategy. The specific approach will vary
from one organization to another. 3ven so, an e)cellent approach towards an 0' %trategic Aanagement
%ystem is evident in the model presented below. This approach identifies si) specific steps in developing
an 0' %trategy: 1
. %etting the strategic direction
$. Designing the 0uman 'esource Aanagement %ystem
&. #lanning the total workforce
4. <enerating the re+uired human resources
-. Investing in human resource development and performance
8. 5ssessing and sustaining organizational competence and performance
=
5nalysis
Fsing the process model discussed earlier, the specific components of the 0' %trategic #lan are discussed
in greater detail below.
1 !etting t)e 'trategic direction
This process focuses on aligning human resource policies to support the accomplishment of the
CompanyIs mission, vision, goals and strategies. The businessI goals sit at the heart of any 0' strategy
5nd in order to align business and 0' you need to answer one key +uestion, JCan your organization2s
Internal Capability delivers the organization2s business goalsDJ
Aany organizations cite their people as their primary source of competitive advantage. %uccessful
companies continuously identify and adopt innovative human resource management policies and practices
to sustain t hat advantage. Aore 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 integrate and align 0'A policies and practices to reinforce
employee behaviors that can best realize the leadersI strategic intent. In the most successful companies, the
set of policies and practices that collectively make up a companyIs 0'A system is the critical management
Tool for communicating and reinforcing the leadersI strategic intent.

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Recommended action': .
. Conduct an e)ternal environmental scan and evaluate its impact on the organization
$. Identify the organization2s vision, mission and guiding principles
&. Identify the missionIs outcomes and strategic goals
4. Consult all relevant stakeholders
-. 3valuate the impact of legislation on the organization
De'igning t)e Human Re'ource -anagement !y'tem
This stage focuses on the selection, design and alignment of 0'A plans, policies and practices. Garious
options may be open to the organization such as drawing on industry best practices.
3merging 0'A policies and practices range from outsourcing certain non1core functions, adopting fle)ible
(ork practices 6telework, work from home7 and the increased use of information technology. Cot every
Industry trend may be appropriate for a specific organization. In addition, it is essential that a cost1benefit
5nalysis of implementing new 0'A policies and practices is undertaken. @or e)ample, the costs of
implementing a new *ob grading system may outweigh the benefit of such an undertaking. There may be
more cost1effective alternatives available to the organization at this point in time.
#articular 0'A policies and practices may be necessary to support strategic organizational ob*ectives, such
as improving the retention of women in the organization or promoting diversity, especially the
representation of designated groups amongst senior management.

5 good approach in selecting the appropriate 0'A policies, procedures and practices is to identify the
appropriate 0'A practices which support the organization2s strategic intent as it relates to recruitment,
training, career planning and reward management.
Recommended action': .
Identify appropriate human resource plans, policies and practices needed to support organizational
ob*ectives
Identify relevant human resource best practices
Conduct an employment systems review
7. Planning t)e total ,or*force
Determining future business re+uirements, especially those relating to manpower re+uirements, 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
e)pected outcomes of human resource practitioner2s activities. Despite this, manpower or workforce
planning, as well as succession planning, has only recently en*oyed resurgence in popularity. To some e)tent
this has been prompted by the need to develop employment e+uity and workplace skills plans and set
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numerical employment e+uity targets. The failure of many organizations to develop and implement
workforce planning is rather indicative of the lack of strategic planning itself.
(orkforce planning is a systematic process of identifying the workforce competencies re+uired to meet the
companyIs strategic goals and for developing the strategies to meet these re+uirements.
It is a methodical process that provides managers with a framework for making human resource decisions
based on the organization2s mission, strategic plan, budgetary resources, and a set of desired workforce
competencies. (orkforce planning is a systematic process that is integrated, methodical, and ongoing. It
identifies the human capital re+uired to meet organizational goals, which consists of determining the
number and skills of the workers re+uired and where and when they will be needed.
@inally workforce planning entails developing the strategies to meet these re+uirements, which involves
identifying actions that must be taken to attract 6and retain7 the number and types of workers the
organization needs.
5 workforce plan can be as simple or as comple) as the organizational re+uires. (orkforce planning can be
conducted for a department, division or for the organization as a whole. (hatever the level or approach
being adopted, it must nevertheless be integrated with broad1based management strategies.
In addition to workforce planning, ensure that organizational structure and *obs ensure the efficient delivery
of services and effective management of the organization as a whole.
Recommended action': .
Determine the appropriate organizational structure to support the strategic ob*ectives
%tructure *obs 6competencies, tasks and activities7 around key activities
Develop a workforce plan designed to support the organizations strategic ob*ectives
Compile workforce profiles, identifying designated groups, an inventory of current workforce
Competencies, competencies re+uired in the future and identified gaps in competencies

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8. %enerating t)e required )uman re'ource'
This process focuses on recruiting, hiring, classifying, training and assigning employees based on the
strategic imperatives of the organization2s workforce plan.
5 comprehensive workplace skills plan will identify appropriate training priorities based on the
organizations workforce needs now and in the future. Cew recruitment practices may need to be adopted to
increase the representation of designated groups, or securing essential skills in the organization.
5 comprehensive Jlearner ship strategyJ may assist in developing future workforce needs, identified either n
terms of the organizations workforce plan or re+uired in terms of industry black economic empowerment
charters.
Recommended action': .
3valuate recruitment and selection practices in light of the organization2s strategic ob*ectives
Develop and implement a comprehensive workplace skills plan 6with a thorough training needs analysis7
Implement a learner ship strategy
5dopt or clarify occupational levels and category classifications

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9. In(e'ting in )uman re'ource de(elopment and performance
Traditional approaches to career planning, performance appraisals, reward management and employee
development must be re1appraised in light of the vision, characteristics and mission outcomes as reflected in
the 0'A plans, policies, and practices.
Development responses will aim to increase business skills, the application of business skills and the
behavioral elements 1 all of which contribute to an organization2s effective performance. In many ways, the
%kills Development legislation has re+uired organizations to re1engineer their developmental methods and
practices. Cew concepts such as lifelong learning and recognizing prior learning should form an integral
component of the process of investing in employees.
Clearly, where a workforce planning e)ercise reveals that there is little pro*ected growth in the workforce or
that promotional or career development opportunities are limited, strategies aimed at employee retention
will be very different from organizations which are e)periencing considerable growth and e)pansion.
Investment initiatives for the individual, team and organization are all geared to achieve high levels of
organizational performance. It is important that at an individual level, particularly for senior staff, that they
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@eel their development needs are agreed and that they are provided with the skills to do their *obs. 5t a team
:evel, it defines the individualsI ability to work fle)ibly with others and align individual and team skills and
5ctivities to business goals 1 all of which ensures that the organization is e+uipped to achieve its goals.
'eward strategies aim to align the performance of the organization 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 organization2s ability to pay.
Recommended action': .
Identify appropriate policies, procedures and practices in respect of
Career pithing
#erformance appraisals
3mployee development and learning
'eward Aanagement 6compensation and benefits7
#romotions and *ob assignments
%eparation
:. $''e''ing and 'u'taining organi;ational competence and performance
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@inally, few organizations effectively measure how well their different inputs affect performance.
In particular, no measures may be in place for +uantifying the contribution people make to organizational
"utcomes or, more important, for estimating how changes in policies and practices, systems, or processes
(ill affect that contribution. Implementing clear +uantifiable measures, identifying milestones in the
achievement of specific organizational goals, and using concepts such as a Jbalanced scorecardJ will
articulate the results of the 0' %trategic #lan in measurable terms. 'egular evaluation of the plan will
5lso assist in fine1tuning the 0' strategic plan itself.
Recommended action': .
3valuate organization culture and climate
Implement succession planning
3valuate 0' strategy using +uantifiable measures, e.g. balanced scorecard
'evise and adapt 0' strategy
De(eloping HR 'trategie' to 'upport organi;ational 'trategie'
T)ere are fi(e HR 'trategie' for meeting your organi;ation<' need' in t)e future:
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'estructuring strategies
Training and development strategies
'ecruitment strategies
"utsourcing strategies
Collaboration strategies
1. Re'tructuring 'trategie'
This strategy includes:
'educing staff either by termination or attrition
'egrouping tasks to create well designed *obs
'eorganizing work units to be more efficient
If your assessment indicates that there is an oversupply of skills, there are a variety of options open to
assist in the ad*ustment. Termination of workers gives immediate results. <enerally, there will be costs
associated with this approach depending on your employment agreements. Cotice periods are guaranteed
in all provinces. !e sure to review the employment and labour standards in your province or territory to
ensure that you are compliant with the legislation 1 not replacing employees when they leave 1 is another
way to reduce staff. The viability of this option depends on how urgently you need to reduce staff. It will
mean that *obs performed in the organization will have to be reorganized so that essential work of the
departing employee is covered. Careful assessment of the reorganized workloads of remaining employees
should include an analysis of whether or not their new workloads will result in improved outcomes.
It is important to consider current labour market trends 6e.g. the looming skills shortage as baby boomers
begin to retire7 because there may be longer1term conse+uences if you let staff go.
%ometimes e)isting workers may be willing to voluntarily reduce their hours, especially if the situation is
temporary. Eob sharing may be another option. The key to success is to ensure that employees are satisfied
with the arrangement, that they confirm agreement to the new arrangement in writing, and that it meets
the needs of the employer. 3)cellent communication is a prere+uisite for success.

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Kour analysis may tell you that your organization may have more resources in some areas of the
organization than others. This calls for a redeployment of workers to the area of shortage. The training
needs of the transferred workers needs to be taken into account.
. Training and de(elopment 'trategie'
This strategy includes:
$. #roviding staff with training to take on new roles
&. #roviding current staff with development opportunities to prepare them for future *obs in your
organization
Training and development needs can be met in a variety of ways. "ne approach is for the employer to pay
for employees to upgrade their skills. This may involve sending the employee to take courses or
certificates or it may be accomplished through on1the1*ob training. Aany training and development needs
can be met through cost effective techni+ues. %ee the 0' Toolkit section on :earning, Training and
Development for more information.
7. Recruitment 'trategie'
This strategy includes:
'ecruiting new staff with the skill and abilities that your organization will need in the future
Considering all the available options for strategically promoting *ob openings and encouraging suitable
candidates to apply
@or strategic 0' planning, each time you recruit you should be looking at the re+uirements from a
strategic perspective. #erhaps your organization has a need for a new fundraiser right now to plan special
events as part of your fundraising plan. 0owever, if your organization is considering moving from
fundraising through special events to planned giving, your recruitment strategy should be to find someone
who can do both to align with the change that you plan for the future.
8. Out'ourcing 'trategie'
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This strategy includes:
Fsing e)ternal individuals or organizations to complete some tasks
Aany organizations look outside their own staff pool and contract for certain skills. This is particularly
helpful for accomplishing specific, specialized tasks that donIt re+uire ongoing full1time work.
%ome organizations outsource 0' activities, pro*ect work or bookkeeping. @or e)ample, payroll may be
done by an e)ternal organization rather than a staff person, a short1term pro*ect may be done using a
consultant, or specific e)pertise such as legal advice may be purchase from an outside source.
(hen deciding to outsource to an individual, ensure you are not mistakenly calling an employee a
consultant. This is illegal and can have serious financial implications for your organization. To understand
the differences between employees and self1employed people, visit the Canada 'evenue 5gencyIs
website.
3ach outsourcing decision has implications for meeting the organizationIs goals and should therefore be
carefully assessed.
9. Colla+oration 'trategie'
@inally, the strategic 0' planning process may lead to indirect strategies that go beyond your
organization. !y collaborating with other organizations you may have better success at dealing with a
shortage of certain skills.
Types of collaboration could include:
(orking together to influence the types of courses offered by educational institutions
(orking with other organizations to prepare future leaders by sharing in the development of promising
individuals
%haring the costs of training for groups of employees
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8. $D=$NT$%"! O& HU-$N R"!OURC" P#$NNIN%:
The following are the reasons why human resource planning is very important in business organizations:
5n organization2s most valuable asset is its human resources, which is the reason why it is imperative to
train and develop this asset in order that they can help the organization in achieving its goals and
ob*ectives.
0uman resource planning allows for a proactive approach to dealing with certain issues the crop up
suddenly as the business operates. This is so because the staff is effectively trained to deal with any
0uman resource planning prevents a business or organization from e)periencing certain things such as
manpower shortages or surpluses.
!taff "fficiency
0' planning is especially useful in organizations that deal with cyclical business, constant employee
transition or turnover and variable workforce demand. (ith effective planning, you increase your ability
to have the right number of workers in the right locations and *obs at any given point in time.
5dditionally, 0' can spend time determining what skills and e)periences +ualify a candidate for each
particular *ob.
Talent -anagement
Talent management is a big part of an 0' planning process. This involves mapping out the employee
needs for the organization based on strategic ob*ectives. 0' directors often sit on e)ecutive management
teams to align recruiting and retention strategies with company goals and strategies. In the race for top
talent, companies that use 0' planning know what they need from employees and what workers e)pect in
e)change for their abilities and performance, giving those businesses a talent management advantage.
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DI!$D=$NT$%"! O& HU-$N R"!OURC" P#$NNIN%:
0uman resource planning can be +uite e)pensive for some organizations to engage in. The sheer cost
involved in 0' planning can be +uite unbearable for some organizations , especially the cash1strapped
businesses. In addition to money, businesses also invest a great deal of time towards human resource
planning. %ometimes companies simply do not have the amount of time or money needed to be invested
into human resource planning.
5nother disadvantage of human resource planning is that the time and effort used in retraining employees
could have been used by the employees to offer services or produce more goods. In the short run, human
resource planning can sometimes be unproductive. This however, is not the case in the long run.
The risk of too much planning is another issue that sometimes plagues human resource planning. Too
much planning comes about when planning is done so e)cessively it becomes counterproductive to the
company or organization.
Co't'
5 primary drawback of an 0' planning system is the costs. It typically takes more human resources
personnel or dedicated time to proactively plan for employment needs than to react to situations as they
come about. 5dditionally, 0' planning is often managed through human resources information systems.
These programs aid in aligning talent to company *ob needs, but re+uire investing in the necessary
software and hardware.
Too -uc) Planning
"ne of the risks of proactive planning is that you may go too far and create worse problems. In 0'
planning, the risk is that you overestimate staffing needs and end up hiring more employees than you need
for production. This e)plains the attraction behind 0' involvement with strategic management. If you
poorly define the competencies re+uired for success in given *obs, you may end up aggressively pursuing
employees and offer strong compensation with little potential for effective performance.
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9. HU-$N R"!OURC"! IN&OR-$TION !>!T"- 3HRI!5:
0uman 'esource Information %ystem 60'I%7 is a software or online solution for the data entry, data
tracking, and data information needs of the 0uman 'esources, payroll, management, and accounting
functions within a business. Cormally packaged as a database, hundreds of companies sell some form of
0'I% and every 0'I% has different capabilities. #ick your 0'I% carefully based on the capabilities you
need in your company.
Typically, the better The 0uman 'esource Information %ystems 60'I%7 provide overall:
Aanagement of all employee information.
. 'eporting and analysis of employee information.
$. Company1related documents such as employee handbooks, emergency evacuation procedures, and
safety guidelines.
&. !enefits administration including enrollment, status changes, and personal information updating.
4. Complete integration with payroll and other company financial software and accounting systems.
-. 5pplicant tracking and resume management.
The 0'I% that most effectively serves companies tracks:
#ayroll
Time and attendance
#erformance appraisal
!enefits administration
0' management information system
'ecruitingL:earning management
#erformance record
3mployee self1service
%cheduling
5bsence management
5nalytics
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5ttendance and #T" use,
#ay raises and history,
#ay grades and positions held,
#erformance development plans,
Training received,
Disciplinary action received,
#ersonal employee information, and occasionally,
Aanagement and key employee succession plans,
0igh potential employee identification, and
5pplicant tracking, interviewing, and selection.
5n effective 0'I% provides information on *ust about anything the company needs to track and analyze
about employees, former employees, and applicants. Kour company will need to select a 0uman
'esources Information %ystem and customize it to meet your needs.
(ith an appropriate 0'I%, 0uman 'esources staff enables employees to do their own benefits updates
and address changes, thus freeing 0' staff for more strategic functions. 5dditionally, data necessary for
employee management, knowledge development, career growth and development, and e+ual treatment is
facilitated.
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:. ?O2 $N$#>!I!:
?o+ $naly'i':
In simple terms, *ob analysis may be understood as a process of collecting information about a *ob. The
process of *ob analysis results in two sets of data:
I7 ?o+ de'cription and
ii7 ?o+ 'pecification.
These data are recorded separately for references.
:et us summarise the concept of Eob 5nalysis:
$ fe, definition' on @o+ analy'i' are quoted +elo,
. Eob analysis is the process of studying and collecting information relating to the operations and
responsibilities of a specific *ob. The immediate products of this analysis are *ob descriptions and *ob
specifications.
$. Eob analysis is a systematic e)ploration of the activities within a *ob. It is a basic technical procedure,
one that is used to define the duties, responsibilities and accountabilities of a *ob.
&. 5 *ob is a collection of tasks that can be performed by a single employee to contribute to the production
of some products or service provided by the organization. 3ach *ob has certain ability recruitments 6as
well as certain rewards7 associated with it. Eob analysis is the process used to identity these re+uirements.
!pecifically0 @o+ analy'i' in(ol(e' t)e follo,ing 'tep':
. Collecting and recording *ob information
$. Checking the *ob information for accuracy.
&. (riting *ob description based on the information
4. Fsing the information to determine the skills, abilities and knowledge that are re+uired on the *ob.
-. Fpdating the information from time to time.
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?o+ $naly'i', 5 process of obtaining all pertaining *ob facts is classified into two i.e. ?o+ De'cription
and ?o+ 'pecification
?o+ De'cription is an important document, which is basically descriptive in nature and contains a
statement of *ob 5nalysis. It provides both organizational information2s 6like location in structure,
authority etc.7 and functional information 6what the work is7.
It gives information about the scope of *ob activities, ma*or responsibilities and positioning of the *ob in
the organization. This information gives the worker, analyst, and supervisor with a clear idea of what the
worker must do to meet the demand of the *ob.
(ho can better describe the characteristics of good *ob descriptionD
3arnest Dale has developed the following hints for writing a good *ob description: 1
a. The *ob description should indicate the scope and nature of the work including all1
important relationships.
b. The *ob description should be clear regarding the work of the position, duties etc.
c. Aore specific words should be selected to show: 1
. The kind of work
$. The degree of comple)ity
&. The degree of skill re+uired
4. The e)tent to which problems are standardized
-. The e)tent of worker2s responsibility for each phase of the work
%o we can conclude by saying that Eob description provides the information about the type of *ob and not
*obholders.
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U!"! O& ?O2 D"!CRIPTION: .
Cow we will see why *ob description is necessary in an organization,
There are several uses of *ob description, like
M #reliminary drafts can be used as a basis for productive group discussion, particularly if the process
starts at the e)ecutive level.
M it helps in the development of *ob specification.
M It acts as a too during the orientation of new employees, to learn duties H responsibilities. It can act as a
basic document used in developing performance standards.
CONT"NT! O& ?O2 D"!CRIPTION:
@ollowing are the main content of a *ob description it usually consist of following details or data.
Eob Description: 5 statement containing items such as
?o+ identification or Organi;ation Po'ition: , This includes the *ob title, alternative title, department,
division and plant and code number of the *ob. The *ob title identifies and designates the *ob properly. The
department, division etc., indicate the name of the department where it is situated and the location give
the name of the place.
?o+ !ummary: , This serves two important purposes. @irst is it gives additional identification
information when a *ob title is not ade+uate? and secondly it gives a summary about that particular *ob.
?o+ dutie' and re'pon'i+ilitie': A This gives a total listing of duties together with some indication of the
fre+uency of occurrence or percentage of time devoted to each ma*or duty. These two are regarded as the
.0ear of the Eob/.
Relation to ot)er @o+': A This gives the particular person to locate *ob in the organization by indicating
the *ob immediately below or above in the *ob hierarchy.
!uper(i'ion: A This will give an idea the number of person to be supervised along with their *ob titles
and the e)tent of supervision.
-ac)ine: A These will also gives information about the tool, machines and e+uipment to be used.
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Bor*ing Condition': A It gives us information about the environment in which a *obholder must work.
Ha;ard': A It gives us the nature of risks of life and limb, their possibilities of occurrence etc.
?O2 !P"CI&IC$TION:
Eob %pecification translates the *ob description into terms of the human +ualifications, which are re+uired
for performance of a *ob. They are intended to serve as a guide in hiring and *ob evaluation.
Eob specification is a ,ritten 'tatement of qualification'0 trait'0 p)y'ical and mental c)aracteri'tic'
that an individual must possess to perform the *ob duties and discharge responsibilities effectively.
In this, *ob specification usually developed with the co1operation of personnel department and various
supervisors in the whole organization.
specification is useful to select the right candidate for a *ob.
U'e' of @o+ 'pecification: 1
M #hysical characteristics, which include health, strength, age range, body size, weight, vision, poise etc.
M #sychological characteristics or special aptitudes: 1 this includes such +ualities as manual de)terity,
mechanical aptitude, ingenuity, *udgment etc.
M #ersonal characteristics or fruits of temperament , such as personal appearance, good and pleasing
manners, emotional stability, aggressiveness or submissiveness.
M 'esponsibilities: , (hich include supervision of others, responsibility for production, process and
e+uipment, responsibility for the safety of others and responsibility for preventing monetary loss.
M "ther features of a demographic nature: (hich are age, se), education, e)perience and language ability.
M Eob specifications are mostly based on the educated gneisses of supervisors and personnel managers.
They give their opinion as to who do they think should be considered for a *ob in terms of education,
intelligence, training etc.
M Eob specifications may also be based on statistical analysis. This is done to determine the relationship
between
$;
HU-$N R"!OURC" P#$NNIN% $T BIPRO
O(er(ie, of Bipro
(ipro started as vegetable oil company in =49
5zim #rem*i, a graduate in 3lectrical 3ngineering from %tanford Fniversity, at the age $, repositioned
and transformed (ipro 3Be'tern India =egeta+le Product' #td5 into a consumer goods company
#roducing hydrogenated cooking oils, laundry soap, wa) and tin containers.
=9- 1 (ipro @luid #ower to manufacture hydraulic and pneumatic cylinders. 5t that time, it was valued
at N$ million.
=99 1 3ntry into information technology sector.
=9= 1 developing its own computers
=; 1 selling the finished product.
=;> 1 moved in software development
$>>> 1 (ipro :td 5D's were listed on the Cew Kork %tock 3)change.
3mploys more than ,>>,>>> people in over -> countries.
5 career at (ipro means to learn and grow continuously, opportunities to work on the latest technologies
alongside the finest minds in the industry, competitive salaries, stock options and e)cellent benefits.


$=
HU-$N R"!OURC" P#$NNIN%
The basic purpose of having a manpower plan is to have accurate estimate of re+uired manpower
with matching skills re+uirements. The main ob*ectives are:
@orecast manpower re+uirements.
Cope with changes , environment, economic, organizational.
Fse e)isting manpower productively.
#romote employees in a systematic way.
!IC !I%-$
=O of the pro*ects are completed on schedule, mush above the industry average of --O
%i) %igma at (ipro simply means a measure of +uality that strives for near perfection. It is an
umbrella initiative covering all business units and divisions so that it could transform itself in a
world class organization. 5t (ipro, it means:
6i7 0ave products and services meet global benchmarks
6ii7 3nsure robust processes within the organization
6iii7 Consistently meet and e)ceed customer e)pectations
6iv7 Aake Buality a culture within.
&>
-OD"# O& HRP !>!T"-:
Human Re'ource Policie'
Aanpower #lanning
'ecruitment H %election
Training H Development
#erformance 5ppraisal
#romotion, Transfer, H Demotion
5dministration %ection
<rievance 0andling
Paizen suggestion
(elfare 5ctivities
&
BIPRO R"CRUIT-"NT PROC"!!.
Round 1 : Britten te't
=er+al: synonyms, antonyms, 5nalogies, %C, #repositions and reading comprehension.
$ptitude: Time H (ork, Time H Distance, !lood 'elations, %eries Completion, #uzzles, Calendars,
Clocks, #ercentages, 'atio proportions, 5ges, #ipes and Cisterns etc.
Tec)nical: C, CQQ, Eava, :inu), FCIR, D!A%, %B:, #rogramming fundamentals, 0ardware, %oftware
3ngineering, Aicro #rocessors etc. Candidates are informed to brush up their technical skills which were
covered in their regular academic curriculum.
'ecruitment process Cont.,
Round : Tec)nical Inter(ie,
This is a ma*or elimination round. Candidates should be thorough with their basic technical skills
to clear this round. Candidates are here by informed to be prepared with their core sub*ects.
Round 7: HR Inter(ie,
Candidates can e)pect basic 0' interview +uestions like Tell me about your self, (hy should I
hire you, (hy only (I#'", (hat is %IR sigma level. Candidates will be tested in their communication
and vocabulary during technical and 0' interviews.
Round 8: Placement
Fpon Eoining, the incumbent shall be given an employee code number by Aanager60'7
and he shall fill up the *oining forms and shall submit the same to the Aanager60'7 for further course of
action. Bipro recruit 84D employee' from campu' recruitment. $not)er popular 'ource for
BiproE' Recruitment i' t)e Online Placement t)roug) N!R 3National !*ill Regi'try5.
Training
Induction training
e1:earning Training
Compliance and 'egulatory training
Rapid #earning :.
Critical Training , when the training re+uirement is critical and must be addressed immediately
&$
-inor c)ange , when the difference between what is known and what is new is minimal
!)ort ')elf life , when the content in +uestion has a very short shelf life
&requent update' , when the content needs to be updated fre+uently.
Proce'' Training :.
5nalyze
Inform
Involve
%upport
T)e #eader')ip De(elopment &rame,or*
(ipro has developed an approach for :ife Cycle %tage Development #lan. Training and development
programs at various stages have been designed by mapping the competencies to specific roles.
Competencies specify the specific success behaviors at every role.
Cu'tom Content De(elopment !er(ice
5s a part of the Custom Content Development %ervice, (ipro provides innovative and affordable
learning content solutions. This service is customized specially to meet your re+uirements and help you
get a competitive edge. (ipro2s Custom Content Development %ervice goes through a rigorous
development cycle to ensure Buality and Timely Delivery of the solution.
Custom Content Development includes..
5pplication Training
#rocess Training
Compliance and 'egulatory Training
#roduct Training
'apid Training %olutions
P"R&OR-$NC" $PPR$I!$#:
&&
Performance apprai'al is a method by which the *ob performance of an employee is evaluated in terms
of +uality, +uantity, cost and time. #erformance appraisals are regular reviews of employee performance
within organizations.
5ims of a performance appraisal :1
<ive feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
@orm a basis for personnel decisions: salary increases, promotions, disciplinary actions,
etc.
#rovide the opportunity for organizational diagnosis and development.
@acilitate communication between employee and administrator.
Galidate selection techni+ues and human resource policies to meet federal 3+ual
3mployment "pportunity re+uirements.
(ipro2s solution aims at strategic value delivery in the least possible time incorporating rich
functional features, aided by smooth workflow, notification, authorization, etc.

5lign employee ob*ectives to the business goals. 3nable strategic #erformance Aanagement
through Aanagement by "b*ectives 6A!"7

Aeasure and 5ssess employee performance periodically and provide feedback and support to
achieve +uantitative, +ualitative and process targets

3valuate and track 0i1#erformance and achievers based on Competency driven practices.

3nable online 'eward and 'ecognition.

Promotion 1 Tran'fer'
Higher you go. Heavier you get
2a'e' Of Promotion
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1 %eniority
1 Aerit
Purpo'e' of Tran'fer' :.
. To satisfy needs of an organization
$. To met employees own needs
&. To utilize workforce
4. To increase the versatility of employees
-. To provide relief
8. Transfers for maintenance of a tenure system
Tran'fer policy
%pecifically clarify the type of transfers and the conditions under which these will be made?
Deciding the authorised person who may initiate and implement transfers
Indicate the basis of transfer
Decide the rate of pay to be given to the transferee
Intimate the fact of transfer to the person concerned well in advance
!e in writing and duly communicated to all concerned
Cot be made fre+uent and not for the sake of transfer only.
Compen'ation
Compensation is a systematic approach to providing monetary value to employees in e)change for work
performed. Compensation may achieve several purposes assisting in recruitment, *ob performance, and
*ob satisfaction.
(ages and salaries structure is very vital for the retention of the employees as due to stiff
competition, if proper salary is not given then the employees will go to those organization offering higher
salaries. Eivra* Tea :td is actively involved in retaining good manpower in the organization by providing
proper salary and incentive methods. Bipro run' 94 office' in India. It has a branch office in F%5,
Canada, 3urope, Aiddle east, 5frica etc
Information !y'tem
The management in the Eivra* Tea is +uite friendly with the employees and they always try to satisfy the
demands of the employees. The relationship between the management and the workers are +uite cordial
and if any dispute is there it is sorted out mutually.
&-
0uman 'esources Information %ystems 60'I%7 is an integration of 0'A and Information
%ystems 6I%7. 0'I% or 0uman resource Information system helps 0' managers perform 0' functions in
a more effective and systematic way using technology. It is the system used to ac+uire, store, manipulate,
analyze, retrieve, and distribute pertinent information regarding an organizationIs human resources. 5
human resource information system.
"-P#O>"" B"#&$R":
. 3ducation , (ipro has its own institute, where the education is given to the employees2 children
absolutely free. The school has classes from E'. kg to class1RII in 3nglish medium. @ree
transportation facility is also provided to them.
$. Aedical , Company2s philosophy is .Cobody should die without fund/. Company believes its
responsibility towards health services to provide to the employees go beyond the statutory
provision. !eing the petrochemical industry and some of their process are considered
.0azardous/. Company recognises the importance of good occupational health services.
Therefore, at the manufacturing sites, they have well e+uipped, full fledged medical centre, which
are manned round the clock.
&. 0ousing , Company has it2s own township at different location in !angalore. If house is available,
the new employees are allotted the house otherwise the company can also hire house. 5ll the
maintenance in houses provided to employees by company is done by the company.
4. Canteen , The company gives canteen facility under which food is provided to the employees but
it is not compulsory for them. They get the allowance in their salary. The Contract Cell at (ipro
invites tenders and the Contract cell signs detailed agreement with the contractor. The operation of
the canteen is given on the contract.
-. %ports 1 To motivate the employees of the company organises different sports tournaments i.e.
Cricket, Golleyball, Table Tennis, !adminton 3tc.
8. 'ecreation activities 1 @or the recreation of the employee, company organized gets to gather once
in a year with their family. 5nd also arranged short distance picnic. @or picnic they get 's. >>L1
and free transportation once in a year.
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9. Club membership 1 The purpose of the club membership is to meet the other members of the
industrial community and interact with them for relation personnel leisure. This facility is
provided only to the %AC and above.
;. Insurance #olicy , (ipro provides personal accident insurance policy of 's >>>>> for
employees. #remium of the company is half pay by employee and other will pay by (ipro.
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F. CONC#U!ION:
(hile 0' strategies must be developed to support the achievement of the organization2s ob*ectives, it is a
two1way process. 0' strategies can themselves be critical inputs in determining the strategic initiatives
for the organization. 5 fatal error, however, is to develop and implement 0' strategies without having
regard for the goals and ob*ectives which the organization has e)plicitly or implicitly identified. 5
common mistake is the development of workplace skills plans which are not linked to any strategic goals
or ob*ectives or which have no affirmative action components.
%imilarly, the isolated identification of affirmative action numerical targets without first conducting a
workforce and succession planning e)ercise is in most instances, simply meaningless.
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