HUMAN RESOURCES PLANNING

HUMAN RESOURCES PLANNING
UNIT -2 HUMAN RESOURCES PLANNING

HR PLANNING HR is the process by which an organisation ensures that it has the right number and kind of people at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. “an effort to anticipate future business and environmental demands upon and organization and to provide personnel to fulfil that business and satisfy that demand”

Human resource planning must be integrated within the organizations strategic plans
Senior management must emphasize the importance of human resource planning Human resource planning must be based on the most accurate information available Human resource planning must be assigned or located within a central unit A clear plan must be developed with associated time-spans and scope of activity

HUMAN RESOURCE PLANNING
It is the process by which management determines how an organization should move from its current manpower position to its desired manpower position. Through it management strives to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organization, and the individual receiving, maximum long-rang benefit”

Nature of HR Planning Ascertaining of the manpower needs
An inventory of existing manpower Determine the shortfall of manpower Initiation of various organization programmes Acquisition ,utilization, improvement and preservation of the organization

Objective of HR Planning
Optimum use of HR currently employed Avoid Imbalance in demand and supply of HR To forecast future requirements for HR To provide control measures To link HRP with Organisational Planning To determine levels of Recruitment and Training To estimate cost of Hr and Housing needs of Employees To provide a basis for MDP To facilitate productivity Bargaining To meet the needs of Expansion and Diversification programmes

Need and Importance of HRP
To carry on its work and to achieve its objectives HRP identifies gaps There is need to replace employees HRP facilitates expansion and growth HRP helpful in effective utilization of HR and Technology HRP is useful in anticipating Cost of HR which facilitates budgeting easier HRP facilitates Career and succession planning HRP helps in planning for physical facilities like canteen staff quarters etc

Why HRP gained so much focus in recent times
Employment situation Technological Changes Organizational Changes Demographic Changes Lead time Hiring costs Increased Mobility Shortage of Skills Legislative Controls Pressure Groups Systems Concepts

Process of HRP Determine objective of HR planning
Analyzing current manpower inventory Forecasting Demand for HR Forecasting supply of HR Estimating Manpower Gaps Action Planning Monitoring and Control

Quantitative and Qualitative Aspects of HR Planning
Quantitative Aspects Demand Forecasting Managerial Judgment Work Load Forecasting Supply Forecasting Qualitative Aspect Job Description Job Specification

Job Analysis Job Analysis is a detailed and systematic study of jobs to know the nature and characteristics of people to be employed for each job This is a process of discovering and identifying the pertinent information relating to the nature of a specific job

Job Analysis Job analysis is a formal and detailed study of jobs
It refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the job It is essentially a process of collecting and analyzing all pertinent data relating to a job

Following data is required for Job Analysis
Job Identification Nature of job Operations involved in doing the job Material & Equipments to be used in doing the job Related with other jobs Personal attributes required to do the job

Objectives of Job Analysis
Job Redesign Work Standards Recruitment Selection Training Performance appraisal Job evaluation Safety

Benefits of Job Analysis
Organizational Design Human Resource Planning Recruitment and Selection Training and Development Performance Appraisal Career Path planning Job Design Job Evaluation Labour Relation Employee Counselling Health and Safety

The process of Job Analysis
Organisational Analysis Organising Job Analysis Programme Deciding the uses of Job Analysis Information Selecting Representative Jobs for analysis Understand Job Design Collection of Data Developing a Job Description Preparing a Job Specification

Techniques of Job Analysis
Personal Observation Interview Questionnaire Critical Incidents Log Records

Job Description Job Description is an organised factual statement of job contents in the form of duties and responsibilities of a specific job. Job description document discloses what is to be done ,how is to be done and why it is to be done.

Content of the Job Description
Job Title Job Location Job Summary Duties to be performed Machines, tools and material Related to other jobs Nature of Supervision Working Environment

Roles of Job Description
(1) Employment of Human Resources By what kind of ways does a company employ excellent human resources? -Contents and qualification of the job should be clarified and understood easily. -Job Description includes contents and qualification of each job.

(2)Mutual Relations among Departments
What are relations among departments in a company? -Analysis of jobs is conducted by Job Description. Job analysis includes each department’s goals and functions. -Relationship among departments can be understood by using Job Description.

(3) Promotion and Career Path
How does management explain promotion and career path* to employees? (*opportunity of promotion) -Promotion and career path are explained through Job Description. -Necessary ability and qualification to fulfill each job are clarified in Job Description.

(4) Determination of Salary Level
How is salary level determined? What is the basis for salary? -Salary level is determined by contents and difficulty of each job described in Job Description. -Difficulty of each job is determined by job evaluation and job standards for typical jobs are established.

(5) Job Evaluation and Standards
What makes us understand differences among jobs and more difficult (that is, higher salaried) job ? -Difficulty of each job is determined by job evaluation and job standards for typical jobs are established. -Salary level is determined by contents and difficulty of each job described in Job Description. (6) Performance Measurement What is the basis for performance measurement? -Performance is measured compared with performance planning in Job Description.

(7) Training Needs How can the management find training needs of employees? -Difference between planning and performance is regarded as training needs of employees. (8) Selection of Human Resources How should the management find and select -Excellent performers can be found by the difficulty of jobs they try and the result of performance measurement

Job Specification Job specification is also a document which states the minimum acceptable human qualities necessary to perform a job properly. Job specification translate the job description into human qualification and some other levels of performance for successful performance of the job

Differentiate between Job Description and Job Specification
Job Description is a functional description of what the job entails. And define the purpose and scope of a job. It is a written record it contains title, location, duties, responsibilities, working conditions, hazards and relationship with other jobs. Job specification is a statement of the minimum acceptable human qualities required for the proper performance of a job. It includes physical, mental, social, psychological and behavioral characteristics of a person

Job Evaluation According to BIM, Job evaluation is “the process of analysis and assessment of jobs to ascertain reliably their relative worth using the assessment as the basis for a balanced wage structure” Job evaluation begins with job analysis and ends up with the classification of jobs according to their worth. A job cannot be evaluated unless and until it is analyzed

Objectives of Job evaluation
To Determine equitable wage differentials between different jobs in the organization To eliminate wage inequities To develop a consistent wage policy To provide a framework for periodic review and revision of wages To provide a basis for wage negotiations To enable management to gauge and control the payroll costs Reduce grievances and labor turnover To minimize wage descriptions on the basis of age, sex, caste, region, religion , creed etc

Methods of Job Evaluation
Job Evaluation can be classified in to two categories 1. Non-quantitative methods: a. Ranking or Job Comparison b. Grading or Job Classification 2. Quantitative methods: a. Point Rating B. Factor Comparison

Significance of Job Evaluation
More rational and consistent wages and salary structure can be evolved Bringing harmonious relation between management and labor Fixation of wages Standardizing the process of determining the wage differential for different jobs Considering all factor for fixing wages Keeping down the cost of recruitment and selection

Process of Job Evaluation
Job Analysis(Process of Obtaining Job facts) Job Description ( A statement of duties and responsibility of a job) Job Specification(A statement of human qualities to fulfill the job) Job Rating(using different methods to study job description and specification and assigning a relative score to each job)

Process of Job Evaluation (cont….)
Money Allocation(assigning money rate of payment to each job acc. to its worth) Job Classification

UNIT-3

Recruitment Recruitment is the process of searching the candidate for employment and stimulating them to apply for job s in the organization Recruitment refers to the attempt of getting interested applicants & creating a pool of prospective employees so that the management can select the right person for the right job from this pool.

The sources of Recruitment
Internal Sources Transfers Promotions External Sources Press Advertisements Educational Institutions Placement Agencies Employment Exchanges Labour Contractors Unsolicited Applicants Recommendations Recruitment at Factory gate Online Management Consultants

Recruitment Process Steps in Recruitment Process:
Requisitions for recruitment from other department Locating and Developing the sources of Required number and type of employees Identifying the prospective employees with required characteristics Communicating the information about the organization, the job and the terms of conditions of service. Encourage the identified candidates to apply for jobs In the organization. Evaluating the effectiveness of recruitment process.

Recent Trends in Recruitment
Outsourcing Websites Poaching/Raiding

Internal Source Merits Demerits Employees Motivation Increase Moral
Industrial Peace Cheaper Prepare employees for higher jobs Shifting Workforce from surplus department Demerits Scope of fresh talent is reduced Employees become lethargic Frequent transfers reduce productivity

External Sources Merits Demerits Qualified Personals Wider Choice
Fresh Talent Competitive Spirit Demerits Dissatisfaction from existing staff Lengthy Process Costly Uncertain Response

What is Selection? Selection is the process of choosing the most suitable persons out of all the applicants. Selection is a process of matching the qualifications of applicants with the job requirements. It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate. The purpose of Selection is to pick up the right person for every job. Selection is negative process as it rejects a large number of unsuitable applicants from the pool.

Selection The next step after recruitment is the selection of candidates for the vacant positions from among the applicants Selection is the process of choosing the appropriate candidate from the obtained applications to match the requirements of the job A process of matching individual skills and job requirements

Goals of Selection Program
EFFECTIVENESS EFFICIENCY LEGALLY COMPLIANT

Selection The goal of selection isn’t always to find applicants who have the most of a given quality Selection is the search for an optimal match between the job and the amount of any particular characteristic that the applicant may possess Eg. depending on the job, more intelligence always isn’t better than less

Selection Challenging to cope with all possible objectives of a selection system One of the initial tasks is to identify which objective is most important for its circumstances Design of the selection process has to be based on HRP Job Analysis Job Description Job specifications

Why is selection important?
Create stable Work force Keep rate of Absenteeism low Keep labour turnover low Moral of employees are high Higher efficient employees are higher Achieve objective efficiently Rate of Industrial Accidents will be low Higher job satisfaction

Factors of Selection Many factors in the external and internal environment influence selection The amount and type of selection process is influenced by various internal characteristics, viz. size complexity technological volatility

Internal Factors Development & implementation of large-scale selection efforts is costly Larger organizations with economic means deploy complex selection systems Sufficient number of job vacancies are needed to recover the costs of developing expensive selection system

Internal Factors In structurally complex organizations with many job titles but very few occupants, time needed to recover the money invested in selection system may take many years Attitude towards hiring from within is also an important determinant of the kind of selection system that an organization develops

External Factors Organizations are subject to the legal framework of the country Size of the labour markets Composition of the labour markets Availability of local labour markets Economic, social, and political pressures on a community when unemployment rates are low, it’s difficult to identify, attract, hire the no. of people required

Selection Procedure Preliminary Interview Receiving Applications
Screening of Application Employment Test Physical Examination Checking Reference Final Selection

Preliminary Interview Domain Interview Background & Reference Checks
CV Review/ preliminary screening application blank Conducting Tests & Evaluating Performance Preliminary Interview Domain Interview Background & Reference Checks Selection Decision Job Offer Physical Examination Placement

Selection The next step after recruitment is the selection of candidates for the vacant positions from among the applicants Selection is the process of choosing the appropriate candidate from the obtained applications to match the requirements of the job A process of matching individual skills and job requirements

Methods of Selection 3. Personality Tests: Objective test
(a) Tests: 1. Aptitude Tests: Mental or Intelligence test Mechanical test Psycho-motor test 2. Trade/Proficiency tests: - Job Knowledge test - Work sample test 3. Personality Tests: Objective test Projective test Situation test 4. Interest Tests:

Selection Outcomes JOB PERFORMANCE Correct Wrong Decision UNSUITABLE
CANDIDATE Wrong Decision RIGHT CANDIDATE Correct ACCEPT REJECT JOB PERFORMANCE

Outcomes of Selection Four possible outcomes of selection
two of the possible outcomes have positive impact on the organizations other two have negative effect Positive Outcomes selecting the right candidate rejecting unsuitable candidate Negative Outcomes selecting an unsuitable candidate rejecting the right candidate

Preliminary Screening
Job applications are reviewed; those who do not match the required basic criteria are rejected Applicants have to complete application blanks Application blanks ask for enough information to determine whether the applicant is minimally qualified for the position Personal information Educational Qualification Work Experience Salary Personality Items (strength, weakness, career goals) Reference Checks This eliminates subsequent interviews to gather this information

Preliminary Screening
Biographical Information Blank (BIB) usually contains many more items than a typical application blank asks for information related to attitudes and experiences based on an assumption that these prior behaviours & experiences are good predictors of an applicant’s future behaviour

Employment Tests A mechanism (either a paper-pencil test or a simulation exercise) that attempts to measure certain characteristics of applicants skill level psychometric test to assist attitudes & personality intelligence, et al Very expensive to develop a test & many employers purchase existing tests These devices should be validated before it is actually used to make selection decisions

Employment Tests The type of test that is ultimately used will depend on a no. of factors budgetary constraints complexity & difficulty of the job the size & quality of applicants KSAOs required by the job Intelligence Tests logical reasoning, judgement, memory general mental ability, GK word fluency, verbal comprehension numbers, analytical skills

Employment Tests Aptitude tests Achievement tests Situational tests
measure an individual’s ability to learn a given job when given proper training Achievement tests also termed proficiency or knowledge tests measure the job-related proficiency & knowledge Situational tests test the applicant’s likely responses to real life business situations include GD, simulated business games, etc

Employment Tests Interest tests Personality tests
help in identifying & understanding the degree of interest of the applicant in a job they are generally inventories of the likes & dislikes of candidates vis a vis work, job, occupations, hobbies, recreational activities Personality tests are intended to assess an individual’s value system, emotions, maturity, self confidence, optimism, decisiveness, other personality traits the least reliable of employment tests

Benefits of Employment Test
Test is an objective and standardize sample of certain qualities Identify talent of individual Reduce the cost of selection and placement To know the aptitude of candidate Healthy Basis for comparing applicants background

Limitation Test measure only a part of the test information for correct decision Cant predict the chances of success Candidate can be nervous No test can measure the complex combination of characteristics required.

Development of test Analyze the job Selection of Test Procedure
Preliminary tryout and refinement Validation of test procedures Combination of test into a battery Administration of Tests

Interview Selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries Interviews help in assessing the candidate and validating the information provided in his application Forms a part of the recruitment process – employer can sell his organization & the job to the candidate

Interview Interviewer bias can be a disadvantage in making selection decisions halo effect opinion, values, perception of the interviewer timing and setting of the interview can also influence outcome Can only test the personality of the candidates Two strategies for making most out of an interview structuring the interview to be reliable and valid training managers to use the best available interviewing techniques

Significance of Interview
Evaluate various aspects of personality Evaluate to judge the candidate correctly Cheaper and time saving Mental and social makeup of candidate

Interview procedure The extent to which the applicant’s previous work experience resembles the work in the post to be filled in The applicant normal working tempo The applicant social background, education and achievement The applicants initiative and decision making skills The applicant attitude towards authority and descipline

Different types of Interview
(b) Interviews Informal Interview Formal Interview Patterned or Structured Interview Non-Directed or Unstructured Interview Depth Interview Group Interview Stress Interview Panel or Board Interview

Preliminary Interview
Brief first round interviews that aim to eliminate the applicants who are obviously unqualified for the job Generally informal and unstructured interviews Conducted even before the candidates fill in the application blanks More obvious facts and information can be gathered Enables managers to quickly evaluate the candidate

Selection Interview interviewer asks questions as they come to mind
Non-structured interviewer asks questions as they come to mind no set format to follow more open ended questions candidates are more comfortable tend to be more subjective Structured questions are specified in advance the responses may be rated for appropriateness of content based on thorough job analysis

Structured interviews
Structured interviews are generally more valid as there’s no scope for subjectivity The same set of questions are asked to all the candidates, which helps in better evaluation Can also help inexperienced interviewers to ask questions and conduct useful interviews Don’t always leave the flexibility to pursue points of interest as they develop

Interview In-depth interview Panel interview
suitable for high-end technology, high-skill jobs Experts in the relevant area test the candidate’s knowledge and understanding of the subject and assess his expertise Panel interview candidate is interviewed simultaneously by a group (or panel) of interviewers Interviewers can be from various departments Improves cross-functional interactions & reduces subjectivity

Induction/Orientation
Definition: “Orientation or induction is the process of receiving and welcoming an employee when he first joins a company and giving in the basic information he needs to settle down quickly and happily and start work”.

Orientation Introduction of a new employee to his/her job and the organization. A program designed to help employees fit smoothly into an organization; also called socialization. Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. It conveys three types of information: General information about daily work routine. Review of organization’s history ,purpose operations, and products or services and contribution of employee’s job to the organization’s needs. Presentation of organization’s policies, work rules and employee benefit.

Types of Orientation Two types of orientation: Work unit orientation:
Familiarizes employee with goals of work unit, contribution to the unit’s goals, introduction to co-workers. Organization orientation: Informs employee about the organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities.

Advantages and Objectives of an Orientation programme
1. To help the new come to overcome his shyness To build new employee’s confidence To develop the new entrants a sense of belonging and loyalty To foster a close and cordial relationship… To prevent false impression and negative attitude of the new employees To give the new comers necessary information like canteen, locker room. Rest periods and leave rules etc Advantages: It helps to build two way communication It facilitates informal relations and team work Induction is helpful in supplying information about the organization, job, and welfare of employees Proper Induction will reduce employees grievances, absenteeism and labor turnover Induction helps to develop good public relations and improve the overall morale of employees An Induction programme proves that the company is taking a sincere interest in getting him off to a good start

Contents of an Induction programme
Brief history and operations of the company. Products and services of the company. The company’s organization structure. Location of departments and employee facilities. Policies and procedures of the company. Rules, regulations and daily work routines. Grievance procedures. Safety measures Standing orders and disciplinary procedures Terms and conditions of service including wages, working hours, over time, holidays etc. Suggestion schemes Benefits and services for employees. Opportunities for training and promotions transfers etc.

PROMOTION Promotion refers to advancement of an employee to a higher post carrying greater responsibilities, higher status and better salary. It is the upward movement of an employee in the organization's hierarchy, to another job commanding greater authority, higher status and better working standards.

Promotion Policy Promotion policy should be in writing
Promotion policy should be understood by all It may also lay down that if senior person is not selected for promotion, he will be told the reason for this

How can a promotion policy be successful
Employees assessment and confidential reporting system should be objective Every employee should have faith in the promotion policy It is induced for better performance to get promotion Promotion policy must be flexible Sound promotion policy demands that internal staff should be given fair chance of promotion before posts are filled from external source

Benefits of promotion policy
Act as an incentives Recognition to an employee Increase job satisfaction of employees Increase the effectiveness of the organization Help to keep an effective force of employee Develops employees loyalty

Criteria of Promotion Seniority-length of service Merit

Transfer A transfer refers to a horizontal or lateral movement of an employee from one job to another in the same organization without any significant changes status and pay. It has been defined as “ lateral shift causing movement of individuals from one position to another usually without involving any marked change in duties, responsibilities, skills needed or compensation”

Need and purpose of Transfers
1. To meet organizational needs 2. To satisfy employee Needs 3. To better utilization of Employees 4. To make the Employee More versatile 5. To adjust the work force 6. To provide Relief 7. To Punish Employees

Types of Transfers 1. Production Transfer 2. Replacement Transfer 3. Versatility Transfer 4. Remedial Transfer 5. Shift Transfer

Transfer Policy It must be put in written and should meet the following requirement: Transfer policy should specify clearly the type and circumstances under which transfer will be done It should lay down the basis for transfer It should indicate the executives responsible for initiating and approving the transfer It should prescribe whether the transfer can be made only within the department or also between the different departments It should prescribe whether when an employee is transferred ,his previous seniority credit will be retained

Demotion Demotion implies the assignment of an employee to a job of lower rank with lower pay. It refers to downward movement pf an employee in the organizational hierarchy with lower status and lower salary. It is downgrading process and a serious type of Punishment, hence it should be used tactfully and only when it is absolutely necessary.

Need for Demotion: Why and When
1. Adverse Business Conditions 2. Incompetence 3. Technological Change 4. Disciplinary Measure.

Seperations Separation of an employee takes place when his service agreement with the organization come to an end and the employee the organization. It may occur due to resignation, death, dismissal and layoff. Following are various forms of separations. Resignation Retirement Layoff Retrenchment Dismissal

Retirement Retirement of an employee is an important event in his life and also has an important impact on the organisation where he worked for a major portion of his life . Retirement may be of the following kinds: Compulsory Retirement Forced Retirement Premature Retirement

Training

What is Training? Training is the act of increasing the knowledge and skills of an employee for doing particular job. Training makes newly appointed workers fully productive in the minimum of time. Its purpose is to achieve a change in the behavior of those trained & to enable to do better job. Process designed to maintain or improve current job performance. Most training is directed at upgrading and improving an employee’s abilities or skills.

Objectives of training.
Improved quality and Increased productivity Better HR planning Higher morale Better health & satisfy Prevention of obsolescence Enhance personal growth To familiarize with the company’s culture To enable the employee to do new jobs To prepare promotion to higher jobs To reduce supervision, wastage and accident

Nature of Training Training is a continuous process.
Managers are continuously engaged in training their subordinates. Training programs should bring about positive changes in the knowledge, skills, attitude of the workers. The purpose of training is to bring about improvement in the performance of work.

Importance of Training
Higher productivity Better quality of work Less learning period Cost Reduction Reduced supervision Low accident rate Economic Operations High morale Personal Growth Organizational Climate Standardization of Procedures Preparation of Future Managers

Types of training Induction or orientation training
Job training (specific job) Apprenticeship training (educational, knowledge, skills,earn when you learn) Internship training Refresher training or retraining Training for promotion

Methods of training On the job training
Coaching Position rotation Understudy( Fill vacancies due to death, retirement, promotions) Vestibule training (adapted to the environment at he place of work) In the classroom Simulation

(1) On the Job Training (OJT) 1
Strong Points of On the Job Training 1) More time, less costs 2) Practical knowledge, skills 3) Personal training 4) Long-term development planning

(1) On the Job Training (OJT) 2
Problem Areas of On the Job Training 1) Sometimes short-sited 2) Limited accumulation of knowledge/skills 3) Only limited number of trainees 4) Quality depending on trainers’ ability 5) Reliance between trainers and trainees needed

Designing a training program
Identification of training needs Analyze of objective Resource utilization analyze Climate analysis Setting training objectives Organization of training Trainer and instructor Period of training Evaluation of training outcomes or results

Effectiveness of training
Reactions Learning Behavior Results

Development

Management development
Management development is the process by which managers aquire not only skills and competences in their present jobs but also capabilities for future managerial tasks to increasing difficulty & scope. It is designed to improve the effectiveness of managers in their present jobs & to prepare them for future higher jobs.

Development Developing the employee can be regarded as investing in a valuable asset A source of motivation A source of helping the employee fulfil potential

Developmental Programs
A process designed to develop skills necessary for future work activities.

NATURE OF MGT. DVELOPMENT
Management development is a planned ,systematic & continuous process of learning &growth Behavior change in individuals Cultivativating their mental abilities Inherent qualities through acquisition, understanding & use of knowledge & skills.

Methods of mgt. development
On the job method On the job coaching Understudy Job rotation Multiple Management Committee assignments

On the job coaching Under this method the immediate superior guides the subordinate about various ways & methods & skill to do the job. The superior only guide & does not teach although he extends his assistance whenever needed periodic feedback & evaluation are also the part of coaching activity.

Understudy: The trainee is prepared to perform the work or fill the position of his superior .He is a trainee who at future time will assume the duties and responsibilities of the position currently held by his immediate superior when the latter separate from the job because of transfer, promotion, resignation, retirement etc.. Multiple Management: is the name given to the system whereby permanent advisory committee of executives study problems of the organization and make recommendations to higher management. Final Decision rest with the top management.

Committee Assignment: An adoc committee is constituted and is assigned a subject to discuss and make recommendation. The committee has assigned objectives and responsibilities related to some aspects of the organisation.

Off the job method Special courses Special projects
Conference training Sensitivity training Role plying Programmed instruction Simulation Transactional analysis

Off the job method Special Courses: The executives may be required to attend special courses which are formally organised by the enterprises with the help of expert from professional institutes. Special Readings: HRD Manager can provide Xerox copies of specific articles published in journals to the executives for improving their knowledge. Special Projects : A trainee may be assigned a project that is closely related to the objectives of his department. The trainee will study the problem ,collect and analyze data and make recommendation up to it .

Conference Training: A conference is a group meeting conducted according to an organized plan in which the member seek to develop knowledge and understanding by obtaining a considerable participation Sensitivity Training/T-Group Training/Laboratory Training: Conducted under controlled condition. It means development of awareness and sensitivity to behavioral patterns of oneself and others. Programmed Instruction :is a self teaching method particularly useful for transmitting information or skills that need to be learnt and placed in logical order.

Model of the industry Decision by team computations of outcomes
(operating decisions) competitive position of the team decision to buy information feedback of information to teams

Difference between Training and Developmental Programs
Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs.

Career A sequence of positions held by a person during his or her lifetime. It is also defined as “advancement”.

Career planning It is a process by which one fixes career goals &lays down the path to these goals. Career planning means helping the employees to plan their careers in terms of their capacities within the context of organization’s need. It invovolves designing an organization system of career movement & growth opportunities for employees from the employment stage to the retirement.

Career stage Exploration Establishment Mid career Late career decline

Graphic presentation of career planning

Characteristics of career planning
Career planning is a process of developing human resources. It is not an end in itself but a means of managing people to obtain optimum results It is a continuous process & not an event The basic aim of career planning is integration of individual & organization needs.

career planning and HR planning
Career planning is an integrated part of HR planning which inturn is integrated with the corporate planning. HR planning can’t be effective without proper & adequate career planning. Similarly, HR planning provide valuable information to facilitate career planning.

Need and objective of career planning
To attract component persons & to retain them in organization To correct mistakes in employee placement To improve motivation To reduce employee dissatisfaction To increase the utilization of managerial reserves To provide suitable promotional opportunities

Process of career planning
Preparation Identification individual career needs Analysis career opportunities Matching of employee needs with career opportunities Formulation implementation of training & development programme Review of career plan

Benefits of career planning
Provide knowledge of various career opportunities Helps in select the suitable career Help the organization to identify latented employees who can be promoted Internal promotions , up gradation & transfer motivate the employee .

Steps in career planning
Preparation of HR Inventory Identifying Individual Career Needs Analyzing career Opportunities Matching of Employees needs with career opportunity Formulation & Implementation of training and Development Review of Career Plan

Essentials of success in career
Carerer performance Career attitudes Career identify Career adaptability

Career Development

Career development Career development is indispensable for implementation career plans. It consists of activities undertaken by the individual employees & the organization to meet career aspirations & job requirements. The most important requirement of career development is that every employee must accept his/her responsibility for development.

Career Development involves the following steps
Challenging Initial Jobs Dissimilation of career Option Information Job Posting Assessment Centers Continuing Education and training Career Development Workshops Periodic Job change Sabbaticals (Leave granted at intervals)

Essentials of Success in Career
Career Performance Career Attitudes Career Identification Career Adaptability

Problem in Career Planning and Development
Mobility Career and Family Dual Career Family

Career Development (Past)
Programs typically designed by organizations To advance their work activities within specific organization. Provide information ,assessment and training to help employees to realize their career goals. Attract and retain highly talented people.

Career Development (Today)
Wide spread organizational changes have lead to uncertainty and chaos concerning the concept of traditional organizational career.

4. Career Development of Employees
Assistance to career development of employees by companies is important not only for employees but also for companies themselves. (Reason) Development of employees is directly connecting to their performance, that is, important components of corporate performance

Significant Conclusion about Career Development?
The individual – not the organization is responsible for his/her own career! Organizational members have to look out for themselves and become more self reliant. Boundary less career is being established in which individual rather than organization define Career Progression. Organizational loyalty. Important skills. Market place value.

Career Decisions Career choice. Initiate Job search.
How to survive and excel in your career. Opportunities for personnel development. Benefits. Recognition for good performance. Job location. Money. Working as a team.

Successful Management for Career Development
Develop a network. Continue upgrading your skills. Stay mobile. Support your boss. Don’t stay too long in your first job. Stay visible. Gain control of organization resources. Learn the power structure. Present the right image. Do Good work.

Problems in carrier planning & development
Mobility Career &family Dual career family

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