MODULE 2: Procurement

1. Explain comprehensively the steps in manpower planning.

a. Analyzing the current manpower inventory
Manpower inventory analysis provides information about the present and
potential manpower of the organization. It is necessary to have data about
manpower available with the organization so that, it will enable timely and
quick replacement, it will ensure proper placement, and it will lead to optimum
utilization of resources.
b. Making future manpower forecasts
On the basis of corporate goals and manpower analysis, forecasting of
manpower is done where the kind of people needed for conduct of the
business is decided.
Other forecasting methods aside from 1. Expert Forecasts, 2. Trend Analysis,
3. Work Load Analysis, and 4. Work Force Analysis are:

Thumb Rule

This is on the basis of firms beliefs with regard to forecasting Human

resource needs. For example one firm believes that a ratio of one
production supervisor for every 12 producers (Workmen) is optimal. This
firm maintains this 1:12 ratio because it has proved successful in the past.
Another thumb rule is based on past experience that one person can
produce 2000 units of output per day and accordingly 5 employees
needed for 10,000 units as a matter of forecast.
Unit Forecasting
This refers to the estimate of supervisors and managers with regard to
forecasting Human resource needs for the next year unit wise this
approach called as Bottom up approach to forecasting as the judgment
are made by lower level management and added together at a higher level
of the organization.

c. Developing employment program

After manpower inventory and forecast is determined, mapping out the
program for employment follows. Flexibility is required to meet all situations of
employment.

d. Design training programs

Training programs are designed to cure a particular performance problem in a
company or organization. For the program to be effective, the developer must
see to it that anyone who attends it will be sure he gets the knowledge he
needed to succeed.

2. Whose responsibility is the recruitment selection and hiring of employees?

Enumerate and explain each.
Recruitment and selection of employees for a business are handled by the
employment section of the human resources department. An employment
specialist knowledgeable in recruiting processes can fulfill all the duties
necessary to staff an organization. The stages of recruitment and selection
include sourcing candidates, reviewing applications, interviewing candidates and
selecting new hires.
a. Sourcing candidates
Sourcing means finding applicants for positions within the organization or
company. Newspaper advertisements have given way to electronic means of
advertising through career websites and linking to social networking sites.
Popular job-related sites include careerbuilder.com, monster.com, indeed.com
and simplyhired.com. Federal government positions are found on
usajobs.gov. Businesses also source candidates through word of mouth,
networking via professional organizations and watching for changes among
competitors in the same industry.
b. Reviewing applications

An applicant tracking system (ATS) is a human resources management

system (HRMS) that enables recruiters and employment specialists to
organize online application submissions and review them to select qualified
applicants.
When an employment specialist reviews applications for suitable
qualifications, she is looking for related experience, education, credentials
and the presentation of the applicants qualifications. A cursory review of an
applicants resume or application, using keywords that appear in the resume
and in the job posting, helps the recruiter identify qualified applicants.
c. Interviewing candidates
Once the recruiter or employment specialist narrows the field of applicants,
she conducts preliminary telephone interviews. The purpose of the
preliminary interview is to describe the job vacancy and duties, review
applicants work history, assess their communication skills and determine their
interest in a face-to-face interview. The employment specialist then forwards
the resumes of qualified applicants to the hiring manager. Experienced
recruiters and employment specialists sometimes make recommendations
based on the preliminary interview.
d. Selection and pre-employment processes
After completing the face-to-face interview, the hiring manager may want
candidates to complete a second round of interviews. Additional questions
about the candidates expertise and capabilities are suitable for a subsequent
interview, and if another manager is present the second interview will provide
another perspective in the selection process.
Shortlisting candidates means the hiring manager have decided on the final
two or three candidates best suited for the job. These are candidates he
wants to conduct reference checks on. The next step in the selection process
generally includes a background check to ensure the candidate does not
have a history of criminal activity. Some background checks also include a
credit inquiry, but this depends on the industry and the type of job vacancy.
e. Final negotiation and employment offer
Any negotiations concerning salary, benefits, perks and other matters should
be complete before an offer of employment is extended. Assuming the results

of the background check are acceptable, the manager is now prepared to

make an offer. Extend the employment offer in writing, recounting the details
of the position and the negotiations settled. In addition, include the start date
and the documentation the new employee needs to bring on the first day of
work.

3. What type should be taken in recruiting, selecting and hiring of employees?

Explain each type.
Internal or In-house recruitment
When a position opens in an organization, it is typically posted on the company's
intranet and in common areas, such as cafeterias, break rooms and
departmental information boards. If an employee is interested in the position, she
is normally required to go through a similar process as an external candidate.
The employee will submit her resume and cover letter to human resources, and if
she is qualified, the employee will be scheduled for an interview with human
resources and the hiring manager.
Sources of internal recruitment:

Transfers
Promotions
Upgrading
Demotion
Retired employees
Retrenched employees
Dependents and relatives of deceased employees

External recruitment
If no internal candidates are selected for an open position, the company will post
the position externally on Internet job boards, local newspapers and ask its
employees for referrals. In most cases, employee referral programs are
established and if an employee refers an outside candidate that is hired, the
employee will receive a cash bonus. Human resources will screen resumes of
candidates that applied, and select resumes that are qualified for the position.
Sources of external recruitment:

Press advertisements
Educational institutes
Placement agencies/outsourcing
Employment exchanges

Labour contractors
Unsolicited applicants
Employee referrals
Recruitment at factory gate
Recruitment websites
Job search engines
Social media like Facebook, Twitter and Linkedln

4. Give the importance of manpower planning of a well organized institution.

Manpower planning is vital to be in employees best interests as well as
organizations. In addition to undertake proper recruitment methods while
implementing appropriate selection procedures for the right candidates and
preserving the talents of the employees, it focuses on the requirement and the
arrangement of training and development programs for the employees who need
so as to equip them with their jobs requisites and activities. It is focused on the
promotion procedures for those who are skilled and can take challenge of doing
more advanced tasks than that are being performed currently. It is by means of
manpower planning process that the inefficiencies of the employees are
observed that necessary training may be provided, while it maintains morale of
the employees. The process of manpower planning produces such results that
improve productivity; the employees may become more efficient and their
performance may be more effective. In this way, they can contribute greatly to the
total organizational development and the success of a business that depends
upon quantity and quality of human resources.

Case analysis:
Give your analysis of the following problem:
A relative of a good and trusted worker is applying for a job in your school.
Another applicant for the same job is better. Whom would you choose if you were the
personnel manager or principal?
Analysis:
If a school head is torn between friendships, kinships or anything related to
mutual relationships, he should refer first to his institutions policies in hiring. In private

schools, nepotism may or may not apply but in government institutions, its a big no
and could put a manager in jeopardy.
So it depends on whether there is a rule prohibiting an applicant to have a
relative in the school he is applying for, the manager has the right to accept him if no
rule exists about nepotism.
On the other hand, with or without nepotism rule, it is practically correct to hire
the better applicant which is the latter because he is better for the same job. The
manager should not put aside what is best for his institution in exchange for his own
personal satisfaction.