1.

What do you mean by Manpower Planning? Describe the various stages & obstacles
involved in Manpower Planning. ?
Definition of Manpower Planning:
Explain the various stages involved in Manpower Planning:
Explain the obstacles in Manpower Planning

Ans: Manpower planning may be viewed as foreseeing the human resources requirement
of an organization and the future supply of human resources and (i) making
necessary adjustments between these two and organizational plans and (ii)
foreseeing the possibility of developing the supply of manpower resources in order to
match it with the requirements by introducing necessary changes in the functions of
human resources management.

Evaluate present manpower inventory

Manpower forecasting
Develop a manpower sourcing plan or retrenchment plan
Manpower allocation
Building requisite competencies

Evaluate present manpower inventory: It is very important to evaluate the present

manpower status before making a forecast for future manpower planning. To
evaluate the present manpower status a department level analysis and a job-role
analysis is conducted to arrive at the required manpower versus the available
manpower. This is accumulated across the organization at different levels and
departments. The final report is then consolidated and the required manpower
versus the available manpower is stated in terms of the quantitative analysis.
Another analysis on the qualitative side similarly shows the competencies required
versus competencies available for each of the job roles.
Manpower Forecasting: it is done based on the manpower forecasts.
The common manpower forecasting techniques are:
i.
ii.

iii.

Expert Forecasts: This includes formal expert surveys, informal decisions and
the Delphi technique.
Trend analysis: Manpower needs can be seen through the past practice of the
firm or organization keeping the principle year as a basis and a central
tendency of measure.
Work Load Evaluation: This depends on the nature of the work load in a
branch, department, or a division in affirm or organization.

iv.

v.

Work force evaluation: As production and the time duration are to be kept in
mind, allotments have to be made for getting the total manpower
requirements.
Other methods: A few mathematical models with the help of computers are
also used to forecast manpower needs.

The major obstacles in manpower planning are as follows:

Non Optimal Utilization of Manpower: The biggest obstacle of manpower planning is
the fact that organizations cannot optimally use their manpower once manpower
planning begins. During manpower planning, the number of resources required for a
job is decided based on the total work load, the processes to be followed and the
criticality of the job. Once the analysis is done, it is decided that one person can only
handle a certain portion of the workload and hence for any additional workload,
additional resources need to be hired proportionately.
Absenteeism: Every organization has witnesses an increase in absenteeism. This
has lead to errors creeping in the manpower planning exercise. If the plan stated that
4 employees are required to manage the total workload, increased degree of
absenteeism leads to the partial failure of the manpower planning exercise.
Lack of Employable Labor: People are not employable. The slow pace of acquiring
business required competencies by people at large also result in low employee
productivity. All manpower planning is done by keeping a certain productivity level as
the benchmark. And low productivity has negative implications for manpower
planning.
2.

What do you mean by Human Resource Accounting (HRA)? Discuss the objectives
and advantages of HRA. ?
Definition of Human Resource Accounting
Describing the objectives of HRA
Describing the major benefits of HRA

Ans:

The objectives of Human Resource Accounting are:

To provide cost/value information of Human Resource and associated

processes to the management and assist decision making
Serve as a basis for decisions concerning the human resource of the
organization.
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Provide methods and standard for evaluating the worth of people to the
organization effectively
Enable effective management and monitoring of resources
To report progress or retardation of human assets.
Form the base for developing management principles by reporting financial
outcomes of decisions taken.

The major benefits of HR accounting are:

It checks the corporate plan of the organization. The corporate plan aiming for
expansion, diversification, changes in technological growth etc. has to be
worked out with the availability of human resources for such placements or
key positions. If such manpower is not likely to be available, HR accounting
suggests modification of the entire corporate plan.
It offsets uncertainty and change, as it enables the organization to have the
right person for the right job at the right time and place.
It provides scope for advancement and development of employees by
effective training and development.
It helps individual employee to aspire for promotion and better benefits.
It aims to see that the human involvement in the organization is not wasted
and brings high returns to the organization.
It helps to take steps to improve employee contribution in the form of
increased productivity.
It provides different methods of testing to be used, interview techniques to be
adopted in the selection process based on the level of skill, qualifications and
experience of future human resources.
It can foresee the change in value, aptitude and attitude of human resources
and accordingly changes the techniques of interpersonal management.

3.

Explain the Selection process undertaken by an organization. ?

Listing out the steps in selection process
Explanation of the steps in the selection process

Ans:

The selection process consists of the following steps:

1.
2.
3.
4.
5.

Define the job

Review application/resume/CV/bio-data
Written examination
Preliminary interview
Business games
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6. Selection tests
7. Final interview with line manager
8. Medical examination
9. Reference checks
10. Job offer
For the shortlisted candidates prepare a list of questions to be asked to
evaluate the candidate profile effectively. Also keep a checklist handy for selecting an
employee. This will help to systematize the procedure for selecting an employee.
Written examination: It is conducted for those candidates whose applications have
been short-listed after reviewing the applications. The written examinations evaluate
candidates language skills, arithmetical skills, general knowledge, and reasoning
skills.
Preliminary interview: Many a time the recruitment team organizes an interview of
the candidate with a senior member of the organization, only to find that the
candidate was absolutely not suitable for the job. In fact the recruiter may have to cut
a sorry face in front of his seniors. Therefore, it is best to conduct a preliminary
interview. Here necessary inputs from candidates can be gathered and the
candidates suitability to be job can be assessed. This ensures that only the right
candidates are progressed for meeting the senior management and the purpose and
the effort of the main interview is not wasted.
Business games: This is a widely used selection technique where in a task is
allocated to candidates. While performing this task, the competencies demonstrated
and the behaviors are observed as well as the goal-oriented of the candidate. This
brings to forth the true competencies and behaviors of the candidate. Candidates
always want to present themselves better than what they really are. During these
business games, the true side of the candidates comes forth making it easier for the
interviewing panel to take a decision.
Selection tests: As described in the introduction, many organizations struggle with
critical problems in selecting the right candidates. Selection techniques and methods
reduce the challenges faced in selecting and hiring the right candidates for the
organization.
Final interview: An interview plays an essential part in selecting an employee. The
interview is an important tool employers use in selecting. The questions asked at the
interview are crucial as they help in selecting the right employee. Interview questions
help in separating the most capable candidates from average candidates and hence
interview questions are important to employees.
Medical examination: Almost all jobs require a certain set of physical qualities or
abilities. Like ability to see clearly, hear perfectly, stamina and clear speech. The
medical examinations if reveals the candidate having any previous health conditions
which may prevent or hinder the candidate from performing the job role properly.
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Reference checks: Efficient background check is one of the most important steps
when selecting an employee. One has to check that all the presented, credentials,
knowledge, skills, and experience are actually possessed by the candidate.

4.

Discuss in details the Employee Exit Process?

Explaining the Employee Exit process in detail

Ans:

, the payroll changes are made accordingly as per the relieving date decided, the
software generates the receipt of resignation letter, along with a no dues format, with
employee name, roll no, dept. already preprinted on the no dues format.
Operational Responsibilities:
This is termed as basic housekeeping. Immediately before or on the date of
departure the employee looks into basic housekeeping issues. Here are suggested
examples:
IT Checklist:

Clean-up local hard drive Clean-up network drives (personal & work)
Let them know what to do with network job files
Return manuals and disks
Delete organization software from personal laptops or other home
computers

Signature of Employee who reviews the checklist: ______

Administration Checklist:

Return all Office KeysClear out the office desk, files; return all stationary
/supplies/ equipment to production; take all personal belongings
Return Credit Cards (if any)
Have address changed on letters, bills/forwarded at post office/ courier
Hand in all copies of reports, files, manuals etc.
File all work, or arrange with someone responsible for filing work file when job
is complete (do not leave any work files in office)

Signature of Employee who reviews the checklist: ______

HR Checklist:

Leave forwarding address

Telephone Number
Facsimile (fax) Number
Mobile Number
Hand in all appropriate forms
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Signature of Employee who reviews the checklist: ______

Standardized Exit Survey:
This is documenting, "employee's general impressions," of the organization.
Employers document the employees' impressions of their work experience for later
use in improving the organization functionalities. Forward thinking HR managers
track the circumstances of employee exits as well as the outgoing perceptions of
those employees. This information offers valuable insights for enhancing SOPs,
employee incentive programs, organizational structure, managerial approach etc.
To ensure that basic employee exit information can be evaluated
reliably with statistical analysis, it must be collected in a standardized format and
procedure. There are companies that specialize in this type of evaluation. Employee
Exits should meet professional standards and legal requirements.
Face-to-Face Exit Interview:
This is viewed as the "personal and professional closure." The employer and
employee accomplish proper closure with a face-to-face exit interview. An exit
interview is generally conducted by impartial persons such as an HR manager or a
senior leader of the organization. The idea is that employee should tend to be more
forthright than disagreeable. Some organizations engage a third party to conduct
such interviews and provide honest feedback.
The objective of an exit interview is to gather information to improve upon the
lacunae it may have in its working conditions so that it helps in retaining other
employees. A questionnaire includes common questions such as reasons for leaving,
job satisfaction level, frustrations and feedback concerning the organization.
Aims of an exit interview:

Provides an opportunity to "amicably" part with employees who are unhappy

or angry.
Provides a quick feedback about organization and how employees should be
managed.
Provides inputs to design better HR practices.
Provides inputs for designing better training processes.
Provides inputs for improving recruitment and induction processes.
It provides direct indications as to how to improve staff retention.
Sometimes it can help retaining employees.
It is a source of inputs for managing succession planning.

In exit interviews, the interviewer has to listen more than talk and provide time and
space to the employee to answer as they may be nervous. Ensure a meeting room
is blocked and no interruptions occur during the process. The interviewer may
reassure to the employee to speak up and not feel threatened. He should interpret,
reflect and understand what employee is saying. The interviewer should resist from
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countering the employee. The idea is to draw inputs and feedback.

Exit interview process and questions may vary depending on
voluntary or involuntary attrition. Voluntary attrition is where employee wishes to
discontinue service with the organization but the organization wants to retain such
employees.
Involuntary attrition is where employee wishes to continue service, but the
organization does not want to retain such employees.
A proper closure in the exit interview, for both the organization and departing
employee encourages positive and professional ties between the two.
Role of HR:
It is the HR which is widely viewed as a neutral body. HR is the only department to
which employees usually open up to, because they feel that talking to HR does not
pose any threat. Only HR can effectively design, implement and monitor the exit
process to make improvements and reduce the employee turnover.
5.

As an HR, you are asked to focus on the Talent Development Process in your
organization .How would you define Talent Development? Explain the necessity of
Talent Development from an HR perspective. Explain the model for achieving
excellence in Talent Development?

Definition of Talent Development

Explain the necessity of Talent Development
Factors responsible for achieving Talent Development

Ans:

Talent Development: Talent development is an important part of HR. The process

involves changing an organization, its employees and its stakeholders. This process
is accomplished using planned and unplanned learning, in order to achieve and
maintain a competitive advantage for the organization.
Necessity of Talent Development:
Talent development is necessary in any organization because of the following:

This is the only way of improving employees productivity through automated

and integrated learning management, performance management, and
compensation management systems to drive business results.

Effective talent development in an organization reduces turnover at critical

positions, manages succession plans, minimizes business disruptions, and
also takes care to reduce the risk of non-compliance and litigation.
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Talent development is necessary to achieve extra ordinary goals.

Extraordinary goals require extraordinary talent.

With the growing economy in the 21st century, employee retention and
recruitment will be the key issue for different organizations. So finding the
proper talent and creating opportunities for its development would be reasons
enough for a talent to stay in the organization.

Identifying and developing talent are the critical steps in retaining the top
talents in an organization. The cost of replacing a valued employee is
enormous. Organizations need to promote diversity and design strategies to
retain people, reward high performance and provide opportunities for
development.

High Performing organizations anticipate the leadership and talent

requirement to succeed in the future. They do understand that it's critical to
strengthen their talent pool through succession planning, professional
development, job rotation and workforce planning. Hence, for that they need
to identify the right talent and groom it the right way.

Factors responsible for achieving Talent Development:

In order to achieve excellence in talent development, companies should focus on the
following factors:
Structure Functional profiles, competency models, and describing paths for growth
are the things companies should implement. Other than these a yearly performance
management cycle with some achievable targets should be set and incentive
structures, career- and succession planning are some things which form an integral
part of the talent management system.
Selective Development Most of the successful organizations carry on a close
examination of which are the talent programs and interventions that will be
necessary to realize the company strategy.
Process The total infrastructure for talent development should be such that it is a
part of the day-to-day leadership culture. Coaching and training skills are to be
developed by the managers who have an experience to execute talent management
effectively.
6.

Write short notes on the following:?

a) Recruitment
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b) Succession Planning

a) Meaning and objectives of Recruitment

b) Concept of Succession Planning
Ans:
The main goal or objective of the recruitment is to help in the selection
Process. Recruitment can be defined as: A process of finding and getting capable
applicants or employees or manpower for employment. This process begins when
new people or employees are sought or found. It ends when applicants matching the
job description submit their resume and application. The result is a list of applications
from which new employees are selected or chosen. Edwin B. Flippo has defined
recruitment as, The process of searching the candidates for employment and
stimulating them to apply for jobs in the organization. Recruitment is a continuous
process.
The firm attempts to develop a list of qualified candidates for the
future manpower resource needs. The vacancies may or may not exist in the firm.
Usually, the recruitment process begins when a manager realizes that there is a
possibility of a vacancy or an anticipated (there may be) vacancy in the organization.
b) Succession Planning: One of the types of career planning is succession planning.
Succession planning is a technique for identifying and developing internal employees
with the potential to fill important organizational positions. Succession planning
ensures the availability of experienced, skilled and competent employees that are
prepared to assume these roles as they become available. Succession planning
increases the progress of qualified employees from individual contributors to
managers and leaders. Thus:

It prepares present employees to undertake key roles

It develops talent and long-term growth of employees
It improves workforce capacities and performance of employee
It improves employee commitment and thus enables retention of employees
It ensures its support to employees throughout their employment term
It meets the career development requirements of existing employees
It understands the increasing difficulty of recruiting employees externally
It focuses on leadership continuity and improved knowledge sharing
It provides more efficiency in monitoring and tracking of employee proficiency
levels and skill gaps.