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1. SAMPLE ASSIGNMENT MS-23
FIRST SEMESTER 2017
Course Code MS - 23
Course Title Human Resource Planning
Assignment Code MS-23/TMA/SEM - I/2017
Assignment Coverage All Blocks
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School of Management Studies
INDIRA GANDHI NATIONAL OPEN UNIVERSITY
MAIDAN GARHI, NEW DELHI – 110 068

2. 1. Explain the concept of Human Resource forecasting. Describe the forecasting demand for
employees in any organization you are familiar with. Discuss the issues in demand forecasting.
Concept of --------------------------------------- forecasting
Human resources forecasting ------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------- sales, office growth, attrition and other factors that
affect a company’s need for labor. In ---------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------go along with adding workers or downsizing.
Organization --------------------
One of the most basic forecasting -------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------structure consisting of a few key employees who work
directly with you, it’s a good idea to create a chart that shows how your company will be organized a year or two down the
road. You might begin adding -----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------chart helps you hire proactively and avoid ending up with
employees who don’t fit in to your future organization.
Production and --------------------
If you make a product, your labor needs -----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------declines in sales that affect your labor needs. This
prevents falling behind on order fulfillment or paying idle workers. A simple example of labor forecasting is a restaurant
that has nights with many bookings and ------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------. At a factory, the sales, production and human
resources managers work together to --------------------------------------------------------------------------- or retailer.
Succession
Human resources --------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------. Using this information, your HR manager plans to fill these holes with
internal staff or prepares for a quick recruiting effort. As ----------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------to make the move to directors, if
possible. Lower-level staff can’t fill some positions because they require specific degrees or certifications, but some
positions might best be filled by ---------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------need to be replaced.
Budgeting
In addition to --------------------------------------------------------------------------------------------------------------- staffing levels.
For example, demand forecasting might ----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------employees. If your labor needs won’t change next
year, you might still have increased -----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------budgeting.
Forecasting the ------------------------ Resources
The main emphasis in HR ----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------. Even when mathematical methods are used, human judgments
are also needed to confirm the conclusion of the mathematical models.
The demand for employees can ----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------individual units in the organization.
Forecasting human resource demand is the ------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------requirement is to be estimated keeping in
view the organisation's plans over a given period of time. Analysis of employment trends; replacement needs of employees
due to death, resignations, retirement ---------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------. Demand forecasting is affected by a number of
external and internal factors.

3. Job analysis and forecasting about ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------capabilities of the present employees.
HR plans depend heavily on forecasts, -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------of forecasting. However, change does not obviate
the need for staffing planning, though this is ------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------are threefold:
 Planning involves --------------------------------------------------------------------- contingency plans.
 As long as survival and ------------------------------------------------------- future is no excuse for not trying.
 Science has developed a lot of ------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------future with accuracy and reliability.
FORECASTING DEMAND FOR EMPLOYEES
Economic factors: As business ---------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------of raw materials, inflation rate, etc. Fiscal policies and
liberalisation of trade will also influence requirements.
Social factors: Here, we consider the --------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------and public opinions.
Demographic factors: Decisively ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------education, income level, education/literacy, etc.
Competition: Competitors strategies, including advertising, quality of product, pricing, and distribution influence future
staffing in a variety of ways. For example, if -----------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------the product design.
Technological factors: Technology has to --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------labour force requirements. Given that our future
staffing needs obviously depend on expected trends in technology, ‘technology forecasting’ has become a specialist field in
modern management.
Growth and expansion of business: -------------------------------------------------------------------. Growth is possible through:
 -------------------------------------diversification
 Increased -------------------------------------- production.
Expansion ----------------------------------- through:
 ------------------------------------------
 -------------------------------------
 Joint ------------------------------------
 Formation of ------------------------------------------- integration
 ----------------------------------------------- value chains.
All these activities require additional staffing with right qualities in the right numbers at the right times.
Management philosophy/Leadership: Top ------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------on future staffing needs. In many developing
countries, there are ‘-----------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------a liberal philosophy of ----------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------entrepreneurial considerations than by
social policy, try to employ the optimum number of employees.
Innovative management: As competition --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------workplaces, continuous improvement,
relationship management, customer, ----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------innovative practices.
Managerial Dilemma

4. Questions that always confront the ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------the forecast made today will not survive over the long
term? Examples of giants like IBM and Digital which had to layoff or retrench several thousand employees loom large in
the minds of planners.
The answer to these and such other -----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------will enable us to take proactive steps? If one is looking
for accurate numbers in the long range, no ---------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------changes in a proactive manner.
Another issue, which often confronts managers, --------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------to broadly indicate the number of
employees required during the year. Such input --------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------only inadequate but is also inaccurate and
unrealistic. The mangers generally ---------------------------------------------------------------- needs during such an exercise.
An annual budgeting exercise which is -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------ignores the long-term needs of the enterprise.
Annual budgeting programmes get focussed on annual revenue, costs, cash flows and annual profitability. This annual
number crunching activity or the activity of -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------of workforce, its deployment, long-term utility,
long-term adequacy, ability to retain and hire etc.
In most enterprises, managers spend a lot ----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------0.5 headcount for certain departments and in
some cases, they go to ridiculous levels of approving 0.25 headcount for a given work, with a promise to review in future. In
this numbers game, the issue of productivity ------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------term, which in turn leads to non-recognition of
the long term demands of the business, scarcity of the right resources, finally resulting in compromises “by re-deployment or
by hiring of talents which do necessarily meet ----------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------per cent of the positions in any organisation
are staffed by the wrong persons, making them a drag -------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------is lack of planning.
ISSUES ----------------------- FORECASTING
Before discussing --------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------, with a view to trigger readers to consider other similar issues that may
influence their own enterprises.
Social Factors- It is --------------------------------------------------------------------------------------------------------------------------
delayed due to social pressures. For example, a --------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------resource demand forecasts made by the
planners will undergo substantial changes. Delays result in cost escalation, changes in technology to accommodate the
needs/sentiments of society, changes in the --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------enterprise will be saddled with surplus staff
right at the beginning of the ------------------------------------------------------------------- in the non-availability of planned
resources and therefore further delay the activities. More examples can be ------------------------------------------------------------

5. ----------------------------------------------------------------------------------------------------------------------------------Indian market of
food products using fat extracted from beef.
Technological Factors- Rapid changes in ---------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------during which, changes in technology may make
the entire project unviable. Businesses -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------electronic industry.
Political Factors- Unforeseen political factors ---------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------either for the sourcing of their raw materials
or for selling of their products and services. Several examples can be seen in the recent past. Indian enterprises were
dependent on the export market to the erstwhile USSR. -----------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------made a major impact on some
enterprises, which were dependent on the construction business in that part of the world.
Economic Factors- Economic factors often result in several -----------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------in the early nineties. The
traditional concept of manufacturing everything indigenously, even if it meant just assemble at the component level had to
undergo substantial change and several ------------------------------------------------------------------------------------------------------
----------------------------------------------------------business strategies and for some enterprises, even the threat of closure.
Demand Generation- Before -----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------factors that create demands.
Growth- Growth, in traditional business, may ----------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------improvement at that relevant time, simple
statistical models discussed in the later part of this chapter can be applied to forecst future manpower needs of an enterprise.
Employee Turnover- Employee turnover ---------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------not be appropriate to simply make a forecast
based on the trends. Changing business scenario and environment have to be considered before any assumptions on future
turnover of employees can be made. To illustrate this -------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------and managerial personnel is stable,
well managed organisations could be safely assumed. This picture, however, changed with the economic reforms, which
brought several new multinationals into ------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------. Such changes in employee turnover trends vary
from profession to profession and skill to skill depending on the demand and supply position.
Technological Shifts- Changes in ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------could also become different and in the office,
automation could bring about a major change in the nature of work. Such changes may result in a redundant and surplus
workforce and might also bring about shortages --------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------short or long period of time. Hence,
whenever any shift is planned, either on the basis ------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------might soon be in short supply internally.
There are several good reasons to conduct ---------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------what staff-mix is desirable in the future; (iii)
assess appropriate staffing levels in different parts -----------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------requirements with regard to reservation of jobs.
The Organization I am referring to you is for analysis of forecasting human resource planning IDBI
Bank
To forecast that the firm ------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------in the warehouse. This unit breakdown obviously allows for more
consideration of the specific skills needed than the aggregate method does.

6. Forecasting human resources is done using --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------with the top positions in the organization,
because from those there can be no promotions to a higher level.
Based on this analysis, a decision rule for a -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------from personal bankers, and 25% from new
hires. But forecasters ----------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------our example, forecasts for the need for customer service tellers and
personal bankers also have to be developed. The overall ----------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------ number and type for the
forecasted period.
2. Explain the concept of job evaluation and objectives of job evaluation. Describe the various job
evaluation methods with suitable examples from any organization you are familiar with.
Job evaluation is the process of analyzing --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------relative worth in an organization.
Job evaluation is an ----------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------skills required.
The objective of job evaluation is ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------job evaluation. Research indicates, however, that each
method is nearly as accurate and reliable -----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------the basis for wage and salary negotiations.
For Example, Beth is a human ----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------of the company. Job evaluation is a systematic and
objective process used by organizations to compare the jobs -----------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------people that perform the job.
Beth's employer will use job evaluations to -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------everyone is paid fairly relative to one another
based upon the value they bring to the organization. For example, if a -----------------------------------------------------------------
------------------------------------------------------------------------------------------------- brings more value than a mail clerk.
Criteria used in job evaluations can include -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------for Beth to use. Let's take a look at some of her
options.
Some of the main ------------------------------------------ are as follows:
1. The main objective of job---------------------------------------------------------------- in wages structure.
Thus, inequalities in wages must be -----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------is a case of internal inconsistency.

7. 2. The systematic ---------------------------------------------------------------------------- in solving wage controversies.
3. It aims at removing ---------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------to simplify union management negotiations on wages.
4. It aims at conducting --------------------------------------------------------------------- with other concerns.
5. Its aim is to fix --------------------------------------------------------------------------- the organisation,
6. It introduces --------------------------------------------------------------------------------- differentials.
7. It helps in the ----------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------selection and recruitment costs.
8. It should ensure that ------------------------------------------------------------ doing similar type of work.
The main object of job evaluation -------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------is to establish, on agreed basis, the relative values of
different jobs in given plant or machinery----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------for less important jobs or higher wages for beginners etc.
The Organisation I am referring here is Tata Steel which uses following methods for job evaluation.
Qualitative methods are:
1. ---------------------------------
2. Job ------------------ or grading
Quantitative methods are:
1. -----------------------------------
2. Point rating or -------------------
Ranking Method-
Perhaps the simplest -----------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------. Jobs also can be arranged according to the relative difficulty in
performing them. The jobs are examined as a whole rather -------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------of the list will have the lowest value.
Jobs are usually ranked in ----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------of ranking of jobs.
Table: Array of ----------------------------------- Ranking Method
Rank Monthly salaries
1. ------------------- Rs 3,000
2. Accounts clerk ---------
3. Purchase assistant Rs 1,700
4. -------------- ----------
5. Typist Rs 900
6. Office boy --------
The variation in payment of -------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------for a small organization. Its simplicity, however, works to its

8. disadvantage in big organizations because ---------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------scientific and fruitful way of job evaluation is called for.
Job Classification or grading
According to this method, a predetermined --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------or job grades. Separate classes may include
office, clerical, managerial, personnel, etc. Following is a brief description of such a classification in an office.
(a) Class I - Executives: Further -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------supervisor, etc.
(b) Class II - Skilled workers: -------------------------------------------- assistant, Cashier, Receipts clerk, etc.
(c) Class III - Semiskilled workers: Under this ----------------------------operators, Switchboard operators, etc.
(d) Class IV - Semiskilled workers: This -------------------------------------, File clerks, Office boys, etc.
The job classification method is less ---------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------. One strong point in favor of the method is that it
takes into account all the factors ---------------------------------------------------------- used for a variety of jobs.
The weaknesses of the job classification method are:
 Even when the ---------------------------------------------------------------------, depending on the status a job carries.
 It is difficult ---------------------------------------------------------------------------- of a grade.
 The method ---------------------------------------------------------------------------------- and different grades.
 When -----------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------judgments.
Factor Comparison-
A more systematic and --------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------method, instead of ranking complete jobs, each job is ranked
according to a series of factors. These factors include mental effort, physical effort, skill needed, supervisory responsibility,
working conditions and other relevant --------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------required for each job, i.e., the present wages paid for
key jobs may be divided among the factors --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------in comparison to its ranking on each job factor.
The steps involved in factor comparison method at Tata Steel may be briefly stated thus:
 Select key jobs (say -------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------as possible.
 Find the factors in ------------------------------------------------------------ physical effort, working conditions, etc.).
 Rank the selected jobs under --------------------------------------------------------------------- committee) independently.
 Assign money value to -------------------------------------------------------------- each key job.
 The wage rate for ------------------------------------------------------------------ factors.
 All other jobs are compared -------------------------------------------------- determined.
Point rating or assessment
This method is widely used --------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------up to determine the wage rate for the job. Jobs with similar
point totals are placed in similar pay grades. The procedure involved may be explained thus:
(a) Select key jobs----------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------, effort, responsibility, etc.
(b) Divide each major factor into-----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------long a scale.
The most frequent factors employed in point systems are:

9. I. Skill (key factor): Education -----------------------------------------------------------------------------------------
---------------------------------------------------------------------------------/use of judgment, Creative thinking;
II. Responsibility/Accountability: Breadth ---------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------of subordinate
staff, Extent of accountability for equipment/plant, Extent of accountability for product/materials;
III. Effort: Mental ---------------------------------------------------------------- of potential stress.
The educational ------------------------------------------------------------------------------- thus in the order of importance.
Degree Define
1. Able to -------------------------------------------------------- School educated
2. Does all the clerical operations; --------------------------------------------------------
3 Handles mail, -----------------------------------------------------------------; post graduate
Assign point values to ------------------------------------------------------------------- key factor.
Table: Point ------------------------------------------------- a Scale
Point values for Degrees Total
Factor 1 2 3 4 5
---------------- 10 20 30 40 50 150
Physical effort 8 16 24 32 40 120
--------------------- 5 10 15 20 25 75
Responsibility 7 14 21 28 35 105
------------- conditions 6 12 18 24 30 90
Maximum total points of all factors depending on their importance to job = 540
The point method is a superior -----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------assigned to all factors in a systematic way, eliminating bias
at every stage. It is reliable because raters using similar criteria would get more or less similar answers. “The methodology
underlying the approach contributes to a -----------------------------------------------------------------------------------------------------
---------------------------------------------------, but the rating scales established under the point method remain unaffected.
Job evaluation is a process of determining the --------------------------------------------------------------------------------------
--------------------------------------------------------------------------------is advantageous to a Tata Steel company in many ways:
1. Reduction in inequalities in salary structure - It is ---------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------have external and
internal consistency in salary structure so that inequalities in salaries are reduced.
2. Specialization - Because of division of labour and thereby specialization, a large number of enterprises have got
hundred jobs and many employees -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------job evaluation.
3. Helps in selection of employees - The --------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------into account while selecting the employees.
4. Harmonious relationship between employees and manager - Through ---------------------------------------------------
-------------------------------------------------------------------------of salaries controversies can be minimized.
5. Standardization - The process of --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------into salary structure.
6. Relevance of new jof new jobs in a concern.
According to Kimball and Kimball,“ Job evaluation represents an effort to determine the relative value of every job in a plant
and to determine what the fair basic wage for such a job should be.”

10. Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in
performance appraisal, the worth of employee is rated.
3. Discuss the aims and objectives of career planning. Describe the process, structure and benefits of
career planning. Explain at least two ways that career planning might benefit an individual.
Career planning is the -------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------to a person’s life. The increasing rate of change in the existing
political, economic, technological, and social systems has made career planning and development much more important than
it was in the past. Career planning ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------in the process.
The key ingredients of an effective -----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------, (5) develop career counseling, and education and
training. A career plan should be --------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------appropriate sequence, a comprehensive career
management system is created. Clearly, --------------------------------------------------------------- ensure positive results.
Aims and objectives of career planning
Effective HRM -----------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------highest rate of attrition, causing much harm to their plans and programmes.
Similarly without succession planning managing of vacancies, particularly at higher levels, become difficult. There are
examples of many organizations that ---------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------, it is now a well established fact that normal
employment span for key performers remains awfully short.
Career planning aims at -----------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------has the right people with the right skills at the right time. In
particular, it indicates what training and development would be necessary for advancing in the career, altering the career path
or staying in the current position. Its focus is on future ------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------levels of responsibilities for each
and every employee of the ----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------of career planning are:
1. To secure the ------------------------------------- the right time;
2. To maintain a ------------------------------------ employees;
3. To provide adequate -------------------------------------------------------- of responsibilities; and
4. To strengthen ------------------------------------------------- organisation.
An effective career management plan --------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------career management programme is not only
committed to and --------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------development.
Career planning is the process of --------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------of planning one’s future work. In this process, an
individual analyses his or her interest, values, goals, and capabilities. From the management view point, career planning and
development should remain an ----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------to aid individual career planning are career counseling,
career and life planning, and self development activities.
Career planning involves four ---------------------------------------------------------------------------
Direction: This involves the -------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------and realities.

11. Career Time: This ------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------to get there.
Transition: This is the resistance -------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------en route to a career goal.
Outcomes: This relates to the --------------------------------------------------------------- for career progress will pay off.
The important influences on careers are ------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------seen from the perspective of both parties.
Career Planning process and structure with their benefits in L&T Infotech
The organization I am referring to you is L&T Infotech Pvt. Ltd. L&T Infotech is a global IT services and solutions provider.
They provide the winning edge to our clients by --------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------and Lafarge, among others. They have
found in us a right-size partner who combines scale, stability and customer-centricity.
At L &Ts parent company is ------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------- given us many inherent advantages that we translate into
tangible benefits for our clients.
L &T’s policy for career planning is a well thought out, -----------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------and skills they may need to develop
in order to do full justice to their new role within the organization.
At L&T Infotech, we place People first. In this ---------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------and professional growth. they are a People
driven organization that helps it's employees gain a level of freedom that provides security, satisfaction and, most
importantly, a sense of professional fulfillment.
Recruitment and Selection at L&T Infotech:
 Believe in the ----------------------------------------------------------------------the-right-job"
 Believe in the phrase "----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------Institutions, impart extensive technical, behavioral
and managerial training and create thoroughbred professionals out of them.
Induction:
The new entrants - Fresher as ------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------is to begin the process of integration of the incumbent with
the organization and -------------------------------------------------- consists of inputs on the following:
 Company ---------------------- Philosophy
 Corporate Culture
 Work Culture
 Quality Process
 Project ----------------------------
 Information on -------------------------- Plans
 ------------------------- Organization Structure
 Systems and -------------------------
 -----------------------Appraisal
Emphasis on building ------------------------------------- & Team Effectiveness:
 Team Development --------------------------------------team cohesion
 Believe that it helps the --------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------to the organization.
 Believe that it’s the teams of --------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------, cooperation, and collaboration is given a priority.

12. Job Rotation
 Job rotation at L&T -------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------process which helps individuals to enhance their
technical, behavioral and managerial competence.
At L&T Infotech, people are our --------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------with opportunities that match their drive and ability. With
one of the lowest attrition rates in the industry, L&T Infotech's people-force is inspired, committed, and thoroughly
professional. If you have what it ---------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------" section to post your resume on our site. It could be your
first step towards getting closer ----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------that's driving relationships globally."
At L&T Infotech you are faced with ----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------believe that it's all happening here.Theye provide:
Opportunities for Entrepreneurship
 Freedom to ------------------------------------------ be inspired
 In------------------------------------------------ and professional growth
 Infinite access to -------------------------------------------------------
 Opportunities ----------------------------------------- early in your career
 Freedom --------------------------------------------------------- innovative
 Compensation that is ----------------------------------------------------- in the industry
 HR polices that are ------------------------------------------------------- welfare
Variable Compensation Schemes
The compensation policy of L------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------itself to the highly sensitive IT business scenario.
The total compensation package ---------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------of the variable component is dependent on the individual’s
performance and the company performance in the year under consideration.
The above compensation structure is ---------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------for the company’s performance in any year.
The compensation review exercise ------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------inputs from various sources like performance appraisal
ratings, relative performance vis--vis others in the same business unit and various other factors
They Care...
They believe in ---------------------------------------------------- are aimed, mainly at, employee care.
They care for :
 People's need for self -----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------, recreation facilities)
 Self-worth -----------------------------------------------, Motivation Plan)
 Collective excellence (------------------------------------------------------ with best customer orientation)
 People ------------------------------------------------------ workshops. Library, Higher Study Plan)
 People's opinion (---------------------------------------------------------------)
 People's need to ------------------------------------------------ Time, News Flash)
Policy Profile
The High Commitment Work Systems Policy:
As per our High Commitment -----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------involvement and develops a mature work culture. This in

13. turn has a good bearing on the company helping it achieve goals and targets successfully in a competitive environment.
Performance Appraisal Policy
At L&T appraise employee --------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------that is both objective and holistic in its approach. Their HRD
personnel facilitate the appraisal --------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------of the appraisal.
Their Performance Appraisal System has several salient features :
 An ------------------------------------------------------- Assessment
 A clear and equal --------------------------------- and the Process
 Identifying ---------------------------------------- needs
 Distribution of ------------------------------------------- based manner
Recognition & Motivation
They believe that our people are our ----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------, our well-developed policies help them to recognize
performance at work.
Recognizing Individuals and Teams
They understand the crucial role ---------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------- from a sincere sharing of an ‘I Appreciate’ Note for a
specific job well done to granting honors through an established formal ‘Employee Award Plans’.
So if you're an achiever with a passion for ---------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------success story – an unique experiment to
empower our line managers to recognize and give spot rewards to individuals and team in pursuit of excellence.
Recognizing Collective Excellence
In addition to the above, we have -------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------. The award recognizes excellence in the management of
projects and encourages a competitive spirit -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------standards in project management.
To encourages and foster the -------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------Orientation’ has been institutionalized. This award encourages
a competitive spirit amongst the business units to achieve better performance through higher standards in customer service.
Training for Development…
They believe in a ---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------, themselves.
They mix and match intensive -----------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------employee morale running high. They realize the value that people
add to their organization and formulate policies that take into consideration individual needs and benefits.
Some of the --------------------------------------------------------- at L&T Infotech are
 An extensive orientation-----------------------------------------------------------equipped Training Center
 Conduct Focused Management -------------------------------------------- Development Center
 Continuous skill ----------------------------------------------------- technologies
 Behavioral Training Programs ----------------------------------------------- groups viz.
 Customer orientation
 Team work
 Communication

14.  Self development
 They ------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------, Administrative Staff College of India etc.
Benefits of Career Planning:
1. Career planning ensures a constant supply of promotable employees.
2. It helps ---------------------------------- of employees.
3. Career ----------------------------------------- growth and development.
4. It discourages the negative -------------------------------------------------------------------------------- the subordinates.
5. It ensures that ------------------------------------------------------------------------------- who can move upwards.
6. It can always create ---------------------------------------------------------------------------- contingency.
7. Career ------------------------------------------------------------------------------------ turnover.
8. Every organization ----------------------------------------------------------------------- is the first step.
4. Explain the concept, need and scope of HR Audit. Describe the essential steps involved in the
auditing process being followed in any organization you are familiar with.
Concept and Need of HRD Audit
HRD audit is a -----------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------inputs required to assess all aspects of HRD and assign the HRD score for the
company on a number of dimensions. Its main ----------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------, it uses a variety of methods including interviews,
observation, secondary data workshops. It has to be business-driven and comprehensive.
The human resource audit is based ------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------needs. Human Resource Audits are not routine practices aimed at
problem solving. Instead of directly sol-------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------- future problems.
The findings of these audits aid decision -----------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------and standardised, Human Resource Audits are non-routine
and may be designed to cater to the unique --------------------------------------------------------------------------------------------------
-------------------------------------------------------------from self-directed surveys to interventions by outside consultants.
Human Resource practices and functions have ----------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------. This is why they are claimed to be closely related to
a business’s ‘balance scorecard’ through “productivity, people, and processes” (Ulrich, ). Given its criticality, a regular
assessment of the HR function, like that of --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------, turbulent, environment, where
human resource management needs continuous up-gradation and re-alignment.
Moreover, with increased importance of -----------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------is under transformation. It is gradually moving from the
role of a service provider to that of a ------------------------------------------, the HR function has to continually assess :
 Whether it is adding ------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------cost; and
 Whether it is doing --------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------, sustainable.
Answers to all ------------------------------------------------------------------------ HR Audit.
Scope:-
To can get the top management to think in term of strategic and long-term business plans

15. The audit, therefore, has forced ----------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------of annual planning and sharing of the business plans with
management staff, to ------------------------------------------------------------ programmes, have been initiated.
Changes in the styles of the top management.
Any successful HRD ----------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------only if the managers of the company exhibit an HRD orientation, ability to
convert and use mistakes, conflicts and problems as learning opportunities and so on.
Role clarity of HRD --------------------------------------------------------------------- in HRD
In almost all cases, the HRD -------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------of the HRD department and the HRD function, resulting in increased
understanding of line managers about --------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------favorable impact on employee productivity.
Improvements in HRD systems
HRD audit has helped most --------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------changed or renewed system include performance appraisal, induction
training, job rotation, career planning ---------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------HRD subsystem as a result of HRD audit.
Increased focus ----------------------------------- competencies
One of the results of HRD audit is to focus --------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------competencies of staff at various levels. This
differentiation has been found to --------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------and fixing of accountability.
Better --------------------------------------------------- staff
HRD audit proposes the competence ---------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------recruitment policies and procedures. As a results, in some
companies, new ----------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------- and procedures.
More planning ------------------------------ training
HRD audit has been found to ------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------about the returns. The process of identifying training needs, and
utilization of training and learning for organisation growth -------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------the training function with relative ease.
Strengthening ------------------------------------ other mechanisms
HRD audit can give significant inputs about -------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------dimensions. A number of organisations have introduced
systems of performance planning, sharing----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------systems.
Streamlining of other management practices
Most often HRD ---------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------both human productivity and utilization of the existing competency base, e.g., MIS,
rules and procedures, etc., which may have an ----------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------for delegation of powers, clarification of roles and
responsibilities, developing --------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------activities.
TQM interventions

16. Quality improvements and ---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------, and helped in strengthening the same.
Due to improvements in the --------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------In few organisations performance appraisals have been changed to
integrate -------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------quality systems.
It can enhance the ----------------------------------------- of the HR function
In addition to all the above ---------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------processes and enhances the value-adding activities and processes. It
reduces -------------------------------------- HR department.
METHODOLOGY OF HRD AUDIT AN OVERVIEW
HRD audit requires the -------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------the use of all the methods.
------------------------- Interviews
The auditors --------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------their thinking about the future plans and opportunities available for the company. Also,
by virtue of occupying --------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------of the top management.
Group Interviews
Normally, in --------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------serve as a good mechanism for collecting information about the effectiveness of existing
system. --------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------or similar levels.
Workshop
In workshops -------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------either around various subsystems or around different dimensions of HRD, do a SWOT
analysis and make presentation. The Workshops -------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------been found to be very good.
Organization I am referring to you is of the Audit of the Local HR Department of a Multinational
Bank at Ranchi
The bank to which this --------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------every two years. As it is an international organization, the practice usually
followed is that an Audit Team is -------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------of the workings of the HR department.
The local HR department is --------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------formulated by the HR department, which consists of the overall structure
of the department, the functional responsibilities of the ------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------audit team in advance, usually two weeks
before the start date of the audit, so that he/ she ---------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------will have considerable experience in setting overall
status of the audit plan, an understanding of the business areas and dynamics of the country in question.
Upon arrival, the team leader will -------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------state and goals of the business and its key personnel, as well as their
expectations. These can then be translated into what should be the focus of the audit (Compliance and Risk Review vs.
Functional Competence, for example). It also gives the HR ------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------and discuss the audit deliverables and

17. records that will need to be on hand or submitted to the auditors for their review. Usually the Deputy HR head is appointed
as the Liaison Person for the duration of the audit, -----------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------and answering queries and making clarifications of
the questions that may be brought up. --------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------the understanding and perspective of the functional area
executives and broaden their horizons from a management and audit point of view.
The HR department in --------------------------------------- functional areas:
1. Hiring & ----------------------------------
2. ------------------------------- & Staff Legal Aspects
3. ----------------------------------------------------
4. Compensation -----------------------------------------
5. Management of ------------------------------------------------------ (HRIS) and Data Feeds
6. Employee --------------------------------------------------
Thus there are six -------------------------------------------------------------------------------- turn reports to the Country Business
Manager, with dotted line reporting to the Regional and Divisional HR head office.
5. Discuss the role of human resource measures and audit in Human Resource Planning system.
Describe the transformational process through social, economic, organizational and technological
changes at work place.
Are you interested in how to -------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------your Human Resource business planning is identifying what Human
Resources measures to collect.
When you consider ------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------set of measures forms the cornerstone.
Your selection of measurements should be --------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------want to provide the Human Resources department with
measures that you can use for continuous improvement.
Once upon a time, standing in my -------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------the age old mistake of measuring actions, not results.
They proposed that my --------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------employees made in their work areas. I told them I could begin to work with
them on the last one, but the first two had nothing to do with the results we wanted to achieve.
This story has played out in workplaces perpetually ---------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------is a stretch. At least in the small and mid-sized
companies where I have spent much of my time, this is true.
One of the measurements that HR has collected --------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------the first of its kind in the United States. You’ll want to
see what such a standard entails for measurement in your organization.
Another measurement that ----------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------gives you a baseline for improvement
in which you can enlist the help of others.

18. Other HR processes I’ve ------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------taken or steps involved. In one example, a department of eight HR
employees charted out the steps they took in their ------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------e discarded or consolidated.
Weeks later, they had eliminated half -------------------------------------------------------- they had an empowerment problem.
The HR director added ten days to the --------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------have permission to proceed without his signature. His priority
was the --------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------time-to-hire.
Because of the number of -----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------needs assessment in your organization will inform you about what your
employees, colleagues ---------------------------------------------------------------------------- Resource measures.
A second option is to ----------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------the most money. A fourth is to determine which human resources measures will
help you most ------------------------------------------------------------------- of your employees.
From these factors, ------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------just a few and don’t overwhelm your time and staff with more than you can do. It
is better to consistently ------------------------------------------------------------------ Resource measures in many.
Examples of What HR Departments Measure
Here are ------------------------------------------------------------------------------ departments measure.
 ------------------------------------------- hire
 Time ---------------------------------------
 Employee ---------------------------------- rate
 Employee -------------------------------- cost
 Preventable ------------------------------ turnover
 Percentage of -------------------------------------------------------------------------- plans or appraisals current
 Cost of ------------------------------------------------------------------------------------------ goal attainment
 ------------------------------------------------------------------- satisfaction
 Length of --------------------------------------------------------
 Components of the ------------------------------------------------------------------ of benefits per employee
These are just a few of the ----------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------your measure serve you and your organization.
Auditing has been a routine --------------------------------------------------------------------------------------------------------------------
--------------------------------------------------. Some of the companies nevertheless prefer to have Human Resource audits.
Like any audit, the Human ---------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------respect to the organization’s human resource management. It
systematically and -------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------performance.
The human resource audit is -------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------needs. Human Resource Audits are not routine practices aimed at ---------
------------------------------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------and future problems.
After explaining the concept of HR planning and its usefulness, the audit covers these steps:
1. How to develop --------------------------------------------------------------------- system.

19. 2. How to estimate -----------------------------------------------------------------------------------------------------------------------
-------------------------------------------can also use these techniques to calculate how many staff you need now.
3. ----------------------------------------------------------------------------------- supply.
4. How to analyse the ----------------------------------------------------------- surplus or a shortfall.
5. Handling the implications --------------------------------------------- & development, and employee retention.
6. Monitoring your plans - --------------------------------------------------------warning of problems ahead.
Human resources transformation refers to the massive restructuring of corporate human resources (HR)
departments that took place in the decade or so ---------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------. HR staff saw themselves as lifetime career specialists
with little need for knowledge or experience of what the rest of the business was about.
But with the growing appreciation ------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------, the role of HR has more and more come to be seen as strategic.
The old-style HR that dealt with strikes, bonuses and gripes was rarely suited to this task.
So companies -------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------at the University of Michigan and author of a 1997 bestseller, “Human Resource
Champions”, the book that more than any other set the HR transformation ball rolling.
HR transformation has --------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------”, while another 23% had recently completed an HR transformation. A further
10% were planning to start one within the next 12 months.
The consequences of HR -----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------transformation process, with another 20% or so following them over the next
few years. A study by IBM's ---------------------------------------------------- of the workload of the traditional HR generalist.
The great expectations that HR ----------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------of people was not in need of improvement. Part of the problem lay in
making --------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------suddenly going to become so.”
For some companies --------------------------------------------------------------------------------------------------------------- that fast-
stream recruits destined for the top should spend time in HR as a matter of course along their career path.
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