Unit 2.pptx human resources management and development of the world

Introduction to Talent Acquisition & Its Importance.
Delivered By: Dr. Meghna Singh
Class: 5th

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
Introduction to Talent Acquisition
Learning Activity 1
Purpose and Importance
Role of TA in Organizational Success
Key Elements To An Effective Talent Acquisition Strategy
Aligning TA with Goals
Best Practices
Challenges
Activity 2 (Jigsaw)
Reflection
Conclusion and key Take aways
Outcome
Discussion on the Post – session Activities
Information about next session

At l Learning Outcomes
By the end of this session students are expected to:
LO1: Identify the importance of talent acquisition in
organizational success.
LO2: Describe the key elements that contribute to an effective
talent acquisition strategy.

Recap/Recall
Quick question: Recap of the previous session on HR
Outsourcing.
Engage into a quick Recap and gather responses from the students verbally through
general discussions.

Brain – Teaser
Question: “Why there is a need to hire people
in organizations?”
Gather responses from the students verbally
through general discussions (faculty may jot
relevant responses on a white board)

Talent Acquisition
Talent Acquisition refers to the process of attracting, identifying,
assessing, and hiring top talent to meet an organization’s current and
future needs.
• Key Elements of Talent Acquisition:
• Sourcing
• Recruitment
• Selection
• Onboarding

Learning Activity1
Think – Pair and Share
Instructions: In pairs Students will Think
individually about the role of talent
acquisition in organizational success. Pair
up to discuss their thoughts and share
insights. Present key takeaways to the
class.
https://app.wooclap.com/NZEIEU?
from=instruction-slide

PURPOSES AND IMPORTANCE
1. Determine the present and future requirements of the firm in conjunction with its
personnel-planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly
underqualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organisation only after a short period of time.
5. Meet the organization's legal and social obligations regarding the composition of its
workforce.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organisational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.

The Role of Talent Acquisition in Organizational Success
Why It Matters:
Hiring the right talent ensures that the organization can meet its objectives, innovate, and
maintain competitive advantage.
Contributions to Success:
• Aligning workforce capabilities with strategic goals
• Enhancing employee engagement and retention
• Building a strong, diverse, and skilled workforce
• Supporting leadership and culture development

KEY ELEMENTS TO AN EFFECTIVE TALENT ACQUISITION STRATEGY
Workforce Planning
Employer Branding
Talent Sourcing
Diversity and Inclusion Initiatives
Candidate Experience
Data-Driven Decision Making
Selection Process and Assessment Tools
Technology and Automation
Candidate Engagement and Relationship Building
Onboarding Process
Collaboration with Hiring Managers
Continuous Improvement and Feedback Loops

Aligning Talent Acquisition with
Organizational Goals
Strategic Alignment:
Talent acquisition should directly support the organization’s strategic goals, such as
growth, innovation, or market expansion.
Key Considerations for Alignment:
• Understand the business strategy and long-term goals.
• Identify the specific skills and competencies required to achieve these goals.
• Proactively plan for workforce needs and skill gaps.
Example:
A tech company aiming for product innovation will need to prioritize hiring skilled
software engineers, data scientists, and innovation-driven leaders.

Best Practices for Aligning Talent
Acquisition with Organizational Goals
1.Collaborate with Leadership:
Work closely with senior leadership to understand business goals and emerging needs.
2.Leverage Data and Analytics:
Use workforce analytics to predict hiring needs, monitor trends, and measure the
effectiveness of talent acquisition strategies.
3.Diversity and Inclusion:
Ensure that talent acquisition practices promote diversity, which can lead to
innovative solutions and better business outcomes.
4.Onboarding and Retention:
A successful hiring process must be followed by strong onboarding to integrate new
hires and retain top talent.

Challenges in Aligning Talent Acquisition with
Organizational Goals
• Misalignment between HR and Business Units:
Communication gaps between HR and other departments can lead to
misalignment of talent needs.
• Changing Business Priorities:
Rapid shifts in business strategy can disrupt workforce planning and
talent acquisition efforts.
• Competition for Talent:
In competitive industries, aligning talent strategies with business goals
is crucial to attracting top candidates in a tight job market.

Learning Activity2
Jigsaw on Talent Acquisition Elements
Instructions: Each group researches a sub-
topic of talent acquisition for a Hospitality
Industry (e.g., employer branding, recruitment
strategies, candidate experience).
Groups share their findings with others to build
a comprehensive understanding. Post insights
and resources on woo clap.
• Paste your QR code
here

Reflection-
Learning Activity 1 and 2
Ask students to Reflect on the activity conducted in the class.

Summary and Key Take aways
• Key Takeaways:
• Talent acquisition is a critical component of organizational success.
• Aligning talent acquisition strategies with business goals ensures the organization’s future
growth and competitiveness.
• Strategic planning, collaboration with leadership, and effective use of data are key to
achieving alignment.
• Final Thought:
Talent acquisition is not just about filling vacancies—it's about strategically
building a workforce that drives the success of the organization.

Outcomes: (1-2)
Students are able to identify the importance of talent
acquisition in organizational success.
Students are able to describe the key elements that
contribute to an effective talent acquisition strategy.

Discussion on the post session activities
After the class all the students are supposed to take the Post-Assessment Quiz
for the today’s Class available on your respective LMS latest by today 11:30
p.m.
The post assessment Quiz is visible on LMS by the name
“Post - assessment for Session 5 (Quiz)”

Information about the next lesson
Students are supposed to go through the pre- reading material available on LMS for
session 2 “Talent Acquisition Process” and come prepared for the next class.
The pre – reading material for the next session is visible on LMS by the name under
the section named as “Pre Read Material Session Wise” and the pre - reading material
for the session is named as
“Pre Reading For Session 6”
Don’t Forget to take the Pre-Assessment quiz for the next session!
“Pre - assessment for Session 6(Quiz)”

Review and Reflection from students for session 5 and 6
Ask students to Reflect on the session conducted in the class .
Use Wooclap/Wooflash/padlet or Discuss in verbal.
Paste your QR here

Talent Acquisition Process
Class: 6

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
Talent Acquisition Process
Learning Activity 1
Effectiveness of TA for successful recruitment
Role of TA in Organizational Success
Activity 2 (Role Play)
Reflection
Outcome

LO1: Explain the stages involved in the talent management
process.
LO2: Analyze the effectiveness of each stage in the talent
acquisition process.

Recap/Recall
Quick question: Recap on What is Talent Acquisition and why
it is important?

Activity 1: Fishbowl Discussion
•A few students simulate a talent acquisition process (from job
requisition to onboarding) while the rest of the class
observes.
•Observers provide feedback on each stage of the process.

Sourcing & Lead Generation
• Objective: Identify potential candidates through various
channels.
• Internal sources (employee referrals, internal job
postings)
• External sources (job portals, LinkedIn, career fairs,
recruitment agencies)
👉 Effective sourcing ensures a high-quality talent pool
and reduces hiring time.

Attracting & Recruiting
• 🎯 Objective: Engage potential candidates and encourage
applications.
• Employer branding (highlighting company culture, benefits,
career growth)
• Job descriptions (clear, engaging, and inclusive language)
• Social media and recruitment marketing campaigns
👉 An attractive employer brand enhances candidate interest
and ensures a diverse talent pool.

Hiring & Onboarding
• 📝 Objective: Ensure a seamless integration into the
organization.
• Preboarding (IT setup, paperwork, welcome emails)
• Orientation programs (introducing company culture, values,
and policies)
• Buddy system & training (mentorship for quicker adjustment)
👉 Effective onboarding boosts employee engagement,
retention, and productivity.

Interviewing
• 🗣 Objective: Assess candidate skills, experience, and cultural fit.
• Screening interviews (phone or video calls to shortlist candidates)
• Technical & behavioral interviews (evaluating competencies through
structured questions)
• Panel interviews (involving multiple decision-makers for diverse
perspectives)
👉 Well-structured interviews improve hiring accuracy and minimize
biases.

Checking References
• 🔎 Objective: Validate the candidate’s experience, skills, and
background.
• Contact previous employers or supervisors
• Verify achievements, responsibilities, and workplace conduct
• Conduct background checks if necessary
👉 Reference checks reduce the risk of hiring mismatches
and ensure candidate credibility.

Finalizing the Candidate
• ✅ Objective: Select the best candidate and extend an offer.
• Offer negotiation (salary, benefits, work arrangements)
• Legal and compliance checks (contracts, confidentiality
agreements)
• Communicating expectations (job role, company policies)
👉 A well-structured offer process ensures candidate
acceptance and a smooth transition.

Activity 2: Role Play on Talent Acquisition Stages
Instructions: Some students act as recruiters, while others
act as candidates.
Simulate various stages, such as interviews, negotiations,
and final decisions. Post reflections on each role and its
importance (Verbally).

• Key Takeaways:
• The Talent Acquisition Process involves six key stages: (1) Sourcing & Lead
Generation to identify candidates, (2) Attracting & Recruiting to engage them,
and (3) Interviewing to assess their fit. This is followed by (4) Checking
References for validation, (5) Finalizing the Candidate with an offer, and (6)
Hiring & Onboarding to ensure a smooth transition into the company.
• A well-structured process enhances hiring efficiency, improves candidate
experience, and boosts long-term employee retention.
• This structured talent acquisition process ensures that organizations attract,
assess, and onboard the right talent efficiently. By optimizing each stage,
companies can build a strong workforce and reduce turnover.

Outcomes: (1-2)
Students are aware about the stages in the talent acquisition
process
Students are able to describe the objectives and
effectiveness of each stage

Review and Reflection from students for session 5 and 6
Use Wooclap/Wooflash/padlet or Discuss in verbal.

p.m.

Students are supposed to go through the pre- reading material available on LMS for session 2
“Basics of Job Analysis & Process of Job Analysis ” and come prepared for the next class.
The pre – reading material for the next session is visible on LMS by the name under the
section named as “Pre Read Material Session Wise” and the pre - reading material for the
session is named as

Basics of Job Analysis & Process of Job Analysis
Class: 7th

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
Job Analysis
Activity 1 (T-P-S)
Job analysis Process
Importance of Job Analysis
Example of Job Analysis
Activity 2 (Jigsaw)
Reflection
Outcomes

LO1: Define job analysis and its importance in HRM.
LO2: Describe the systematic process of
conducting job analysis

Recap/Recall
Quick question: Recap of the previous session on
the talent acquisition process.
Engage into a quick Recap and gather responses
from the students verbally through general
discussions.

Brain – Teaser
Question: “Why job analysis is important for
effective HR management?”
Gather responses from the students verbally
through general discussions (faculty may jot
relevant responses on a white board)

Learning Activity1
Instructions: Think individually about the
components of job analysis, Pair up to discuss their
thoughts.
Share: Share findings with the class. Each pair will post
their answer on Woo clap.
Job analysis, a systematic process to determine the
essential duties, responsibilities, and requirements of a
job, encompasses several key components, including job
title, summary, duties, required skills, qualifications,
working conditions, and performance metrics.
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Job Analysis - Process
• Determine why the job
analysis is being conducted
—whether for recruitment,
training, performance
management, or another
HR function.
Identify the Purpose of the
Job Analysis
• Choose which jobs within
the organization will
undergo analysis. This
could be a single job, a
group of related jobs, or all
jobs within a specific
department
Select the Jobs to Be
Analyzed
•Collect data about the job
through various methods
such as interviews,
questionnaires,
observations, and work
diaries.
Gather Information
• Review and organize the
data to identify the
essential tasks,
responsibilities, and
qualifications for the job.
Analyze the Information
• Create detailed job
descriptions and
specifications based on the
analyzed data. List duties,
responsibilities, required
skills, and qualifications for
the job.
Document the Job Analysis
• Periodically review &
update to ensure it remains
relevant and accurate,
especially when
organizational needs or job
roles change.
Review and Update

Why is job analysis important?
Precision in
Recruitment
Performance
Evaluation
Training and
Development
Initiatives
Legal
Compliance
Efficient
Compensation
Systems
Workplace
Safety and
Job Design
Succession
Planning

Example - Sales job analysis Contd..

Learning Activity2
Jigsaw on Job Analysis Process
Instructions: Groups are assigned different steps in the job analysis
process (e.g., data collection, job description creation, job
specification).
• Each group prepares a short presentation on their assigned step.
• The class discusses the full job analysis process collaboratively.
• Groups share their findings. (Use white board/ Digital Aids like woo
clap or Padlet)
.

Definition
•A systematic process of identifying and determining responsibilities,
requirements, and skills needed for a job.
Process
1.Identify the purpose of the job analysis (recruitment, training, performance
management)
2.Select which jobs to analyze
3.Gather information through interviews, questionnaires, observations, work
diaries
4.Analyze data to identify essential tasks and qualifications
5.Document findings in detailed job descriptions and specifications
6.Review and update periodically as organizational needs change

Components
•Job Description: Title, position, location, duties, reporting relationships,
environment
•Job Specification: Education, work experience, skills, training, personal
characteristics
•Job Details: Tasks, environment, tools/equipment, relationships, requirements
Importance
•Precision in recruitment
•Performance evaluation framework
•Training and development initiatives
•Legal compliance
•Succession planning
•Workplace safety and job design
•Efficient compensation systems

Outcomes: (1-2)
Students are able to define job analysis and its importance in
HRM.
Students are able to describe the systematic process of
conducting job analysis

p.m.

“Methods for Collecting Job Analysis Information” and come prepared for the next class.
session is named as

Review and Reflection from students for session 7 and 8.
Ask students to Reflect on
the session conducted in
the class .
Use Woo clap.
https://app.wooclap.com/CQFTZP?from=instruction-
slide

Basics of Job Analysis & Process of Job Analysis
Class: 8

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
Job Analysis Methods
Pros & Cons of JA Methods
Recent Trends in JA
Activity 1 (T-P-S)
Reflection
Outcomes
Review and Reflection on Session

LO1: Identify various methods for collecting job analysis data.
LO2: Compare the advantages and
limitations of each method.

Recap/Recall
Quick question: Recap of the previous session on the job
analysis process.

Brain – Teaser
Question: “What methods do organizations use to collect job
analysis information?”
Gather responses from the students verbally through general discussions (faculty
may jot relevant responses on a white board)

JOB ANALYSIS METHODS
• Interviews: This method involves conducting interviews with employees who perform the
job or supervisors who oversee the job to gather information about the job's duties,
responsibilities, and requirements.
• Observation: This method involves observing employees performing the job and recording
information about the tasks and activities involved in the job.
• Questionnaires and Surveys: This method involves distributing questionnaires or surveys to
employees to gather information about the job's duties, responsibilities, and requirements.
• Job Performance Analysis: This method involves analyzing the tasks and activities involved
in successful job performance and identifying the knowledge, skills, and abilities required for
successful job performance.
• Work Diary or Log: This method involves asking employees to maintain a work diary or
log, recording their daily activities and tasks, to gather information about the job's duties,
responsibilities, and requirements.

Advantages & Disadvantages of Method

RECENT TRENDS – JOB ANALYSIS
Use of
technolog
y
Focus on
skills
Increased
flexibility
Emphasis
on
diversity
and
inclusion
Focus on
employee
well-being

Use of technology: As technology continues to advance, it is likely that job analysis and HR management processes
will increasingly rely on technology. This could include the use of artificial intelligence and machine learning
algorithms to automate job analysis processes and provide more accurate and reliable data.
Focus on skills: As the nature of work continues to change, there is likely to be an increased focus on identifying and
developing specific skills required for different jobs. This could lead to a shift away from traditional job descriptions
and toward more detailed descriptions of the skills and competencies required for each job.
Increased flexibility: With the rise of remote work and flexible work arrangements, there is likely to be an increased
focus on developing job analysis and HR management processes that can accommodate a more flexible workforce.
This could include the development of new job analysis methods and the use of technology to facilitate remote work
and collaboration.
Emphasis on diversity and inclusion: There is a growing recognition of the importance of diversity and inclusion in
the workplace, and this is likely to have a significant impact on job analysis and HR management processes. This
could include the development of new methods for identifying and addressing bias in job analysis, as well as the
development of more inclusive job descriptions and specifications.
Focus on employee well-being: There is increasing recognition of the importance of employee well-being in the
workplace, and this is likely to be reflected in job analysis and HR management processes. This could include the
development of new methods for assessing employee well-being, as well as the development of new job analysis
methods that prioritize employee health and well-being.

Learning Activity1
Instructions:
• Reflect individually on which job analysis method
they would choose for a specific job role (faculty
can assign any job role).
• Pair up to discuss their choice and rationale.
• Share insights with the class through woo clap.
.
https://app.wooclap.com/JFATGZ?from=instruction-slide

Reflection-
Learning Activity 1
Ask students to Reflect on the activity conducted in the class.

• Interviews gather in-depth job information but are time-consuming and
vulnerable to bias.
• Observation provides detailed job pictures but may miss aspects and reflect
observer bias.
• Questionnaires reach many employees efficiently but may lack depth and reflect
respondent bias.
• Job Performance Analysis identifies success factors but may overlook important
job aspects.
• Work Diaries offer detailed task information but burden employees and may
miss job elements.
• Recent trends include technology integration, skills focus, increased flexibility,
diversity emphasis, and employee well-being consideration.

Outcomes: (1-2)
Students are able Identify various methods for collecting job
analysis data.
Students are able Compare the advantages and limitations
of each method.

Review and Reflection from students for session 8 and 9.

p.m.

“Nature and Concept of HRP, Objectives, and Importance” and come prepared for the next
class.
session is named as

Nature and Concept of HRP, Objectives, and
Importance
Class: 9

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
HRP
HRP Features
HRP Objectives
HRP Process
Factors Affecting HRP
Importance of HRP
Activity 1 (Caselet Discussion)
Reflection
Outcomes

LO1: Define Human Resource Planning (HRP) and its
objectives.
LO2: Explain the importance of HRP in aligning human
resources with organizational goals.

Recap/Recall
Quick question: Recap of the previous session on job analysis
methods.

Brain – Teaser
Question: “Why is Human Resource Planning essential for
organizational success?”

Human Resource Planning
• HRP is the process of forecasting a firm’s future demand for, and supply of, the
right type of people in the right number.
• Human Resource Planning is the planning of Human Resources. It is also called
manpower planning/ personnel planning/ employment planning.
• It is only after Human Resource Planning that the Human Resource department
can initiate the recruitment and selection process.
• Human Resource Planning is a sub-system of organisational planning.

Features of Human Resource Planning
Future
oriented
Continuous
process
Integral part
of corporate
planning
Optimum
utilization of
resources
Qualitative
and
quantitative
aspect
Long term
and short
term
Study of
manpower
requirement

Objectives of Human Resource Planning
Achieve Goal
Estimates future
organizational
structure and
Manpower
Requirements
Human Resource
Audit
Job Analysis

Importance of Human Resource Planning
Aligning HR with
Organizational
Goals
Improving
Workforce
Utilization
Addressing Skill
Gaps
Enhancing
Employee
Development
Ensuring Business
Continuity
Supporting
Change
Management
Legal
Compliance

Learning Activity1
Group - Case let Discussion
Grahak Telecom is a one-year-old startup, in the mobile phone services business, which did well
in the year one and needs to plan for year two of operations. It currently is 25 employee strong,
with 18 people in the coding team, two architects, and a four-member sales team. It sold to two
customers during the year and feedback has been very good. For year two the founder CEO
proposes to retain the service offering as is and focus on customer satisfaction as well as target
at least five new customers. The company will close year one with a modest revenue of one
crore. As a small start-up they do not have the wherewithal/time to attend to the planning
exercise and have hired your team to help them chart out a plan for year two.
1. List all the information you will need to consider.
2. Prepare a HR plan for this company for the next two years.
Note: Faculty can divide class into the groups of 6 each . Each group prepares a short
presentation on the decided answer to the caselet questions.
The class discusses and can share their findings. (Use white board/ Digital Aids like woo clap or
Padlet)

1. HRP is the process of forecasting an organization's future demand for and supply of the right type and number of people in the right
positions.
2. Key features include: future orientation, continuous process, integral part of corporate planning, optimum resource utilization, both
qualitative and quantitative aspects, covers both long-term and short-term planning, and involves studying manpower requirements.
3. Main objectives are to: achieve organizational goals, estimate future organizational structure and manpower requirements, conduct
human resource audits, and perform job analysis.
4. The HRP process flows from organizational objectives through forecasting HR needs and supply, to programming, implementation,
and evaluation, ultimately resulting in either surplus (restricted hiring) or shortage (recruitment) actions.
5. Multiple factors affect HRP including: organizational growth cycle, type and strategy of organization, environmental uncertainties,
time horizons, outsourcing options, labor market conditions, and the quality of forecasting information.
6. HRP is important for: aligning HR with organizational goals, improving workforce utilization, addressing skill gaps, enhancing
employee development, ensuring business continuity, supporting change management, and maintaining legal compliance.
7. HRP precedes and enables the recruitment and selection process, functioning as a critical sub-system of overall organizational
planning.

Outcomes: (1-2)
Students are able to define Human Resource Planning
(HRP) and its objectives.
Students are able explain the importance of HRP in aligning
human resources with organizational goals.

p.m.

Students are supposed to go through the pre- reading material available on LMS for
session 2 “Methods for HR Forecasting” and come prepared for the next class.
The pre – reading material for the next session is visible on LMS by the name under
the section named as “Pre Read Material Session Wise” and the pre - reading material
for the session is named as
“Pre - assessment for Session 810Quiz)”

Review and Reflection from students for session 9.
Use Wooclap.

Methods for HR Forecasting
Class: 10

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
HR Forecasting
Importance
Methods of HR Forecasting
Reflection
Outcomes

LO1: To explain different methods of HR forecasting.
LO2: To evaluate the effectiveness of each method in
predicting future workforce needs.

Recap/Recall
Recap of the previous session on Human Resource Planning
(HRP).

Brain – Teaser
Question: “Why there is a need for organizations to predict
their future workforce needs?”

What is HR forecasting?
• HR forecasting is the process of predicting how a company's staffing
needs change with time so that it can remain prepared to operate
successfully.
• Organizations use HR forecasting to decide to hire more people,
reduce their staffing or adjust how they divide responsibilities.
• Since HR departments handle hiring, onboarding and training, they're
best qualified to execute this project.
• Companies might do HR forecasting periodically or continuously if
their business model involves frequent turnover or supply and demand
changes.

Why is HR forecasting important?
Demand
changes
Supply
changes
Market
changes
Internal
staff
changes
Resource
availability
changes

Strategies/Techniques/Methods for effective HR forecasting

1. Managerial Judgement
• In this, managers sit together, discuss and arrive at a figure which would be the future demand
for labour.
• The technique may involve a ‘bottom-up’ or a ‘top-down’ approach.
• This technique is used in smaller organizations or in those companies where sufficient data-
base is not available
2. Trend Analysis
• A trend analysis strategy uses historical data about the company's previous staffing to predict
its future needs.
• It compares your number of employees at different points in time against metrics important to
the business model.
3. Ratio analysis
• It functions similarly to trend analysis because it establishes a connection between key
metrics and total staffing. It prioritizes identifying the exact ratio that enables a business to
operate well and then applies it to the future.

4. Regression Analysis
• This is similar to ratio-trend analysis in that forecast is based on the relationship between sales volume and employee size.
• However, regression analysis is more statistically sophisticated.
• A firm first draws a diagram depicting the relationship between sales and workforce size.
• It then calculates regression line—a line that cuts right through the center of the points on the diagram.
• By observing the regression line, one can find out number of employees required at each volume of sales.
5. Work-study techniques
• Work-study techniques can be used when it is possible to apply work measurement to calculate the length of operations and the amount of
labour required.
• The starting point in a manufacturing company is the production budget, prepared in terms of volumes of saleable products for the company as
a whole, or volumes of output for individual departments.
• The budgets of productive hours are then compiled using standard hours for direct labour.
• The standard hours per unit of output are then multiplied by the planned volume of units to be produced to give the total number of planned
hours for the period.
• This is then divided by the number of actual working hours for an individual operator to show the number of operators required.
• Allowance will have to be made for absenteeism and idle time.

Galgotias University - Honey Kanojia - AP - SOB
• 6. Delphi Technique
• It solicits estimates of personnel needs from a group of experts, usually managers.
• The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts.
• The experts are surveyed again after they receive this feedback.
• Summaries and surveys are repeated until the experts’ opinions begin to agree.
• The agreement reached is the forecast of the personnel needs.
• The distinguishing feature of the Delphi technique is the absence of interaction among experts.
7. Flow Models - Markov model:
• A transition matrix, or Markov matrix, can be used to model the internal flow of human resources.
• These matrices simply show as probabilities the average rate of historical movement from one job to another.
• Figure below presents a very simple transition matrix. For a line worker, for example, there is a 20% probability of being gone in 12 months,
a 0% probability of promotion to manager, a 15% probability of promotion to supervisor, and a 65% probability of being a line worker this
time next year.
• Such transition matrices form the bases for computer simulations of the internal flow of people through a large organization over time.

Learning Activity1
V-Shop is a retail company part of a very popular brand and is doing very well in a new city they
entered two years ago and plan to start one more retail outlet in another location in the same city. The
size of this new unit will be identical to the existing one. The space has been located and leasing
agreements signed. The launch date was planned as July 1st
and this is now March 23rd. They have
outsourced the HR planning activity to your team and provided you with access to interact with the
team in the city to come up with a time bound HR Plan for the new outlet for the next two years. If
your team is able to identify ways to make the new outlet more profitable than the first one in six
months form the launch date, they would sign up a two-year contract with you to assist with planning
all the future outlets in any other city they venture to.
List all the information you will need to consider.
Prepare a HR plan for this company for the next two years.
Note: Faculty can divide class into the groups of 6 each . Each group prepares a short presentation on
the decided answer to the caselet questions.
The class discusses and can share their findings. (Use white board/ Digital Aids like woo clap or
Padlet)

1. HR forecasting is the process of predicting future staffing needs to ensure organizational readiness and operational success.
2. Organizations use HR forecasting to make informed decisions about hiring, reducing staff, or restructuring responsibilities.
3. HR departments are ideally positioned to lead forecasting efforts due to their expertise in hiring, onboarding, and training
processes.
4. Effective HR forecasting must account for multiple factors: demand changes, supply changes, market changes, internal
staff changes, and resource availability changes.
5. HR forecasting may be conducted periodically or continuously depending on the organization's business model and
turnover rates.
6. Various technical methods support HR forecasting, including managerial judgment, ratio trend analysis, regression
analysis, flow models, Delphi technique, and work study techniques.
7. HR forecasting helps organizations proactively address staffing challenges rather than reacting to shortages or surpluses
after they occur.

Outcomes: (1-2)
Galgotias University - Honey Kanojia - AP - SOB
Students are able to explain different methods of HR
forecasting.
Students are able to evaluate the effectiveness of each
method in predicting future workforce needs.

p.m.

“Preparing Manpower Inventory, and Succession Planning” and come prepared for the next
class.
session is named as

Use Woo clap.

Preparing Manpower Inventory, and Succession Planning.
Class: 11

Session Outline
Learning Outcomes
Recall/Recap
Opening: A question
Introduction to Manpower Inventory
Steps in preparing Manpower Inventory
Tools and Techniques for Manpower Inventory
Role of Succession Planning
Components of Succession Planning
Benefits of Succession Planning
Linking Succession Planning
Reflection
Outcomes

LO1: To describe the process of preparing a manpower
inventory.
LO2: To evaluate the role of succession planning in ensuring
long-term leadership development.

Recap/Recall
Recap of the previous session on HR forecasting methods.

Brain – Teaser
Question: “"How can organizations ensure they have the right
people in place for future leadership roles?"

Introduction
•A manpower inventory is the
process of systematically identifying
and maintaining detailed
information about the workforce,
including their skills, experience,
qualifications, and potential for
future roles.

Steps in Preparing a Manpower Inventory
Step 1: Workforce Analysis
• Assess current workforce skills, qualifications, and experiences.
• Identify gaps between current workforce capabilities and future business needs.
Step 2: Data Collection
• Collect data through surveys, interviews, and performance evaluations.
• Ensure the data is updated regularly for accuracy.
Step 3: Categorization of Skills & Competencies
• Group employees by job roles, departments, skill sets, and leadership potential.
Step 4: Forecasting Future Needs
• Analyze future trends and business goals to determine required skills and competencies.
Step 5: Gap Analysis
• Identify gaps in skills, experience, and competencies, and plan for training or hiring needs.
Step 6: Update and Maintain the Inventory
• Ensure the inventory is kept up to date with regular reviews, training, and career development
programs.

Tools and Techniques for Manpower Inventory
• Employee Database Management Systems (EDMS)
• Human Resource Information Systems (HRIS)
• Competency Frameworks
• Skills Matrix
• Talent Management Software

Employee Database Management Systems (EDMS)
What it is:
An Employee Database Management System is a software tool that stores, organizes, and
manages employee-related data. This system can track essential details such as personal
information, job titles, performance history, training records, and skill assessments.
How it works:
The EDMS provides a centralized repository where HR teams can store and easily access
data about employees. With this tool, organizations can maintain a comprehensive overview
of the workforce, allowing for the quick retrieval of employee records, which is critical for
maintaining an accurate manpower inventory.
Examples:
• Workday – A cloud-based software that provides a full suite of HR and financial management tools,
including employee data tracking, payroll, and performance management.
• SAP SuccessFactors – A comprehensive solution for HR management that includes employee
information systems to track employee performance, competencies, and development needs.

Human Resource Information Systems (HRIS)
• What it is:
A Human Resource Information System (HRIS) is a software system that helps in the
management of employee data, including recruitment, payroll, benefits administration,
performance tracking, and compliance. It acts as a central system for managing all HR
functions.
• How it works:
HRIS tools provide a user-friendly interface for storing and accessing employee records and
various HR processes. These systems can automate many HR tasks such as recruitment
workflows, employee evaluations, and training. HRIS also helps with workforce planning by
analyzing data and providing insights into skills gaps or future talent needs.
• Examples:
• Oracle HCM Cloud – A complete cloud solution for HR management that offers
features like talent management, workforce planning, and payroll management.
• ADP Workforce Now – Provides HR management tools, including talent management,
performance tracking, and payroll management, helping organizations manage manpower
efficiently.

Competency Frameworks
• What it is:
Competency frameworks are a set of standards or models used to define the skills, knowledge,
and behaviors required for successful job performance. This tool helps organizations map out
the competencies needed for each role, aligning skills with job requirements.
• How it works:
A competency framework defines a set of competencies (e.g., leadership skills, technical skills,
communication skills) that are essential for employees to perform effectively in their roles. It
can be used to assess the current skill levels of employees and to identify skill gaps.
Competency frameworks are essential for identifying future training and development needs
for the workforce.
• Examples:
• SHL Competency Framework – A widely used framework for assessing key competencies across
various job roles and industries.
• CIPD (Chartered Institute of Personnel and Development) – Provides a competency framework for
HR professionals, helping businesses build a highly effective HR function.

Skills Matrix
• What it is:
A skills matrix is a visual tool that maps out the skills and competencies of
employees across various roles or departments. It lists the skills needed for different
positions and matches them with the current proficiency levels of employees.
• How it works:
A typical skills matrix will display a list of employees and their proficiency levels in
various skills (e.g., beginner, intermediate, advanced). This allows HR managers and
leaders to quickly assess the capabilities of the workforce and identify employees
who are suited for specific roles or leadership positions. It also highlights gaps in
skills that can be addressed through training or hiring.
• Examples:
• Excel-Based Skills Matrix – Simple, but effective tools like Excel can be used to create a
custom skills matrix, listing employees on one axis and required skills on the other.
• Skillsoft Skill Matrix – A software that can automatically map employee skills to job
requirements and help track progress over time.

Talent Management Software
• What it is:
Talent management software is designed to help businesses manage the entire employee
lifecycle—from recruiting and onboarding to performance management, career development,
and succession planning. These tools integrate various HR functions into one platform to
streamline operations and improve decision-making.
• How it works:
Talent management software enables HR teams to manage recruitment processes, employee
performance, and development plans. It also allows companies to identify high-potential
employees and track their progress over time, which can be essential for creating a successful
manpower inventory.
• Examples:
• Cornerstone OnDemand – A talent management platform that integrates learning, performance, recruiting,
and development processes. It helps organizations align their workforce with business goals.
• LinkedIn Talent Solutions – A platform that provides tools for talent acquisition, performance tracking, and
workforce planning, allowing companies to identify and nurture internal talent.

Performance Management Systems
• What it is:
Performance management systems are tools used to track, assess, and improve employee
performance. These systems often include features like performance reviews, goal setting,
and feedback management.
• How it works:
Through regular evaluations, feedback, and performance tracking, these systems help
organizations monitor employee progress and assess their fit for future roles. Performance
management systems ensure that employees are aligned with organizational goals and
provide data that can be used for succession planning and leadership development.
• Examples:
• 15Five – A performance management software that emphasizes employee engagement, feedback,
and goal setting, providing real-time insights into employee performance.
• Trakstar – A comprehensive performance management tool that includes features like performance
reviews, 360-degree feedback, and employee development tracking.

Succession Planning Software
• What it is:
Succession planning software helps organizations identify, develop, and manage their
future leaders. These tools assist HR teams in creating a structured approach to
succession planning by identifying critical positions and high-potential employees,
and developing leadership pipelines.
• How it works:
Succession planning tools provide a framework to assess employee potential, align
succession plans with business goals, and track progress. They allow HR teams to
manage candidate pools, track leadership readiness, and ensure that the right people
are prepared for leadership roles.
• Examples:
• SuccessFactors Succession & Development – A component of SAP SuccessFactors that helps
manage leadership pipelines, identify talent gaps, and plan for future leadership transitions.
• Saba Cloud – A talent management solution that offers tools for leadership development,
succession planning, and performance management.

The Role of Succession Planning
• Definition: Succession planning is a process of identifying and
developing potential future leaders within an organization to ensure a
smooth transition and long-term success.
• Importance: It ensures that the organization has a pipeline of ready
talent to step into key roles when needed.

Key Components of Succession Planning
• Identification of Critical Roles
• Recognize positions that are crucial to the organization's strategic goals.
• Assessment of Internal Talent
• Identify high-potential employees who can grow into leadership roles.
• Development Programs
• Design training and mentoring programs to nurture future leaders.
• Career Pathing
• Help employees understand the trajectory for career progression and leadership roles.
• Continuous Monitoring and Evaluation
• Regularly assess the progress of succession plans and make adjustments as necessary.

The Benefits of Succession Planning
•Sustains Leadership Continuity
Minimizes disruptions during leadership transitions.
•Reduces Recruitment Costs
Promotes internal talent, reducing the need for expensive external hiring.
•Enhances Employee Engagement
Provides employees with career development opportunities.
•Mitigates Risk
Prepares the organization for sudden departures, retirements, or
unforeseen leadership gaps.

Linking Manpower Inventory and Succession Planning
Manpower Inventory as the Foundation
• The manpower inventory helps identify and track potential leaders for succession
planning.
Identifying Gaps in Leadership
• Both processes work together to fill leadership gaps through internal development or
external recruitment.
Future-Proofing the Organization
• Using manpower data to ensure the organization is ready for leadership challenges.

Learning Activity1
Case Study: Leadership Succession at TechSolve Corporation
Background: TechSolve Corporation is a fast-growing technology company that specializes in developing innovative software solutions for
businesses. Over the past five years, TechSolve has seen rapid growth, expanding into new markets and increasing its employee base. The
company is now preparing for future leadership transitions, especially within its senior management team.
Currently, the company’s Chief Executive Officer (CEO), Chief Operating Officer (COO), and Chief Technology Officer (CTO) are all
in their late 50s and are expected to retire in the next 3 to 5 years. The company's Human Resources (HR) team has conducted an initial
review of the leadership team but is uncertain about the organization's ability to maintain strong leadership after these key figures retire.
The Challenge: TechSolve’s HR department has identified a potential leadership gap, as there are no clear internal candidates ready to step
into the roles of CEO, COO, or CTO. Many of the current senior management team members have been with the company for several years
but have not been groomed for top executive positions. Moreover, TechSolve's leadership development program is still in its early stages, and
the company lacks a formal succession plan for these high-level roles.
Current Situation:
•The CEO, COO, and CTO roles are essential to the company's strategy, and the organization cannot afford a leadership vacuum.
•The senior management team has a few promising candidates in middle management, but they lack the necessary experience or training to
step into top leadership positions.
•HR has not yet created a comprehensive manpower inventory or succession plan for the company.

Learning Activity1
Task: In your small group, discuss the following questions:
1.Manpower Inventory: Based on the case study, what key leadership
roles are most critical for the future of Tech Solve? What qualifications,
experience, and skills should future leaders have?
2.Succession Planning: Identify potential internal candidates who could
be developed for leadership roles. What steps would you take to
develop these individuals? How would you ensure that TechSolve has a
strong leadership pipeline for the next 3 to 5 years?

• Manpower inventory is essential for understanding current workforce capabilities.
• Succession planning ensures leadership continuity and long-term organizational success.
• The Interconnectedness of Both : Effective succession planning relies on a comprehensive
manpower inventory to identify and develop future leaders.

Outcomes: (1-2)
Students are able to describe the process of preparing a
manpower inventory.
Students are able to evaluate the role of succession planning
in ensuring long-term leadership development.

p.m.

“Preparing Manpower Inventory, and Succession Planning” and come prepared for the next
class.
session is named as

Use Woo clap.

Unit 2.pptx human resources management and development of the world

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