Human Resource Management

Human resources management is the management of the planning and staffing of intellectual and physical inputs, or people of different skill levels, needed for an organization to meet its objectives. This means hiring the right people for each job in the organization.

Human Resource Management & Staffing

  • HRM Process
  • HR Planning
    • Recruitment
    • Selection
  • Staffing
  • Training & Development
  • Performance Appraisal
  • Compensation

Human Resource Planning:

Human Resource Planning (HRP) is the process of forecasting the future human resource requirements of the organization and determining as to how the existing human resource capacity of the organization can be utilized to fulfill these requirements. It, thus, focuses on the basic economic concept of demand and supply in context to the human resource capacity of the organization.

HR Planning, thus, helps the organization in many ways as follows:

  • HR managers are in a stage of anticipating the workforce requirements rather than getting surprised by the change of events
  • Prevent the business from falling into the trap of shifting workforce market, a common concern among all industries and sectors
  • Work proactively as the expansion in the workforce market is not always in conjunction with the workforce requirement of the organization in terms of professional experience, talent needs, skills, etc.
  • Organizations in growth phase may face the challenge of meeting the need for critical set of skills, competencies, and talent to meet their strategic objectives so they can stand well-prepared to meet the HR needs
  • Considering the organizational goals, HR Planning allows the identification, selection, and development of required talent or competency within the organization.

An HR Planning process simply involves the following four broad steps:

  1. Current HR Supply: 

Assessment of the current human resource availability in the organization is the foremost step in HR Planning. It includes a comprehensive study of the human resource strength of the organization in terms of numbers, skills, talents, competencies, qualifications, experience, age, tenures, performance ratings, designations, grades, compensations, benefits, etc. At this stage, the consultants may conduct extensive interviews with the managers to understand the critical HR issues they face and workforce capabilities they consider basic or crucial for various business processes.

  1. Future HR Demand: 

Analysis of the future workforce requirements of the business is the second step in HR Planning. All the known HR variables like attrition, layoffs, foreseeable vacancies, retirements, promotions, pre-set transfers, etc. are taken into consideration while determining future HR demand. Further, certain unknown workforce variables like competitive factors, resignations, abrupt transfers or dismissals are also included in the scope of analysis.

  1. Demand Forecast: 

Next step is to match the current supply with the future demand of HR and create a demand forecast. Here, it is also essential to understand the business strategy and objectives in the long run so that the workforce demand forecast is such that it is aligned with the organizational goals.

  1. HR Sourcing Strategy and Implementation: 

After reviewing the gaps in the HR supply and demand, the HR Consulting Firm develops plans to meet these gaps as per the demand forecast created by them. This may include conducting communication programs with employees, relocation, talent acquisition, recruitment and outsourcing, talent management, training and coaching, and revision of policies. The plans are, then, implemented taking into confidence the managers so as to make the process of execution smooth and efficient. Here, it is important to note that all the regulatory and legal compliances are being followed by the consultants to prevent any untoward situation coming from the employees.

Staffing

Staffing Process: Steps involved in staffing

  1. Manpower requirements- 

The very first step in staffing is to plan the manpower inventory required by a concern in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern.

  1. Recruitment-

Once the requirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates

  1. Selection- 

This is the screening step of staffing in which the solicited applications are screened out and suitable candidates are appointed as per the requirements.

  1. Orientation and Placement- 

Once screening takes place, the appointed candidates are made familiar to the work units and work environment through the orientation programs. Placement takes place by putting right man on the right job.

  1. Training and Development- 

Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of expansion in it. Along with it, the workers are developed by providing them extra benefits of in depth knowledge of their functional areas. Development also includes giving them key and important jobs as a test or examination in order to analyze their performances.

  1. Remuneration- 

It is a kind of compensation provided monetarily to the employees for their work performances. This is given according to the nature of the job- skilled or unskilled, physical or mental, etc. Remuneration forms an important monetary incentive for the employees.

  1. Performance Evaluation-

In order to keep a track or record of the behavior, attitudes as well as opinions of the workers towards their jobs. For this regular assessment is done to evaluate and supervise different work units in a concern. It is basically concerning to know the development cycle and growth patterns of the employees in a concern.

  1. Promotion and transfer- 

Promotion is said to be a non- monetary incentive in which the worker is shifted from a higher job demanding bigger responsibilities as well as shifting the workers and transferring them to different work units and branches of the same organization.

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