A SUMMER PROJECT Report

ON

HUMAN RESOURCE PLANNING PRACTICES IN NEELACHAL ISPAT NIGAM LIMITED

For the partial Fulfillment of

MASTER DEGREE IN BUSINESS ADMINISTRATION

SUBMITTED BY

Bijayalaxmi Nayak

Roll no: 13201N132022

Session: 2013-2015

UNDER THE GUIDANCE OF

Corporate Guide Faculty Guide

Mr.Subrat Kumar Mohanty Miss. Kalpana Panigrahi

Manager (HRM) , NINL Lect. in Dept. of Business Admn.

Kalinganagar, Jajpur Road North Orissa University

DECLARATION

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I am Bijayalaxmi Nayak, bearing Roll. No 13201N132022, of North Orissa University, Baripada, do here by declare that the project report entitled “HUMAN RESOURCE PLANNING AND PRACTICES IN NEELACHAL ISPAT NIGAM LIMITED” is a bona-fide record of work carried and submitted by me in partial fulfillment of award of POST GRADUATE IN MBA.

I also declare that the project has neither been submitted earlier to any other institution nor has been published elsewhere.

Date:

Place:

Bijayalaxmi Nayak

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ACKNOWLEDGEMENTIt is my great pleasure to acknowledge the contribution of

those people who are directly or indirectly associated with the successful completion of this project report.

I express my sincere regards and indebtedness to Mr.P.K Sahoo, AGM (HRM) NINL, for giving me permission to conduct my Dissertation work and to my Advisor Mr. Subrat Kumar Mohanty, Manager (HRM) NINL, for their inspiring guidance, innovative ideas, constructive criticism and their meticulous supervision and support in collection of required data throughout the period of my project work. I am also grateful to entire team of other Executives and Engineers who has extended their helping hand for completion of the project.

It is my pleasant and solitary opportunity to acknowledge my reverence & indebtedness to my guide Miss. Kalpana Panigrahi, lecturer in department of business administration of North Orissa University for his constant supervision & persistent inspiration throughout the course of research, without whom the research work could not have been possible.

I am heartily thankful to Miss. Kalpana Panigrahi, for giving me permission to do this Dissertation in NINL.

I am thankful to my friends for their continuous help and support throughout this Dissertation work.

At last but not least I am genuinely grateful to my beloved parents for their continuous and incessant persuasion and affection.

Date:

Place: Bijayalaxmi Nayak

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GUIDE CERTIFICATE

I Certify that the work embodied in this project has been carried out by Miss. Bijayalaxmi Nayak bearing Roll.no.13201N132022, a student of MBA 2013-2015 batch of North Orissa University, Baripada on the topic “HUMAN RESOURCE PLANNING AND PRACTICES IN NEELACHAL ISPAT NIGAM LIMITED” under my supervision.

This project is an outcome of our original work and a study on the above subject is an outcome of his effort.

I recommend this report for being accepted and evaluated.

Date: Miss. Kalpana Panigrahi.

Place: Lect. in Dept. of Business Admn.

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North Orissa University

CONTENT

CHAPTER: 1

INTRODUCTION OBJECTIVES OF THE STUDY SCOPE OF THE STUDY METHODOLOGY LIMITATIONS

CHAPTER: 2 (COMPANY PROFILE)

INTRODUCTION ABOUT NINL

HISTORY OF NINL

ORGANISATION STRUCTURE

FUNCTION OF NINL

CHAPTER: 3 ( LITERATURE REVIEW)

MEANING & DEFINITION

IMPORTANCE OF HRP

HRP PROCESS

BENEFITS

CHAPTER: 4 (HUMAN RESOURCE PLANNING PROCESS IN NEELACHAL ISPAT NIGAM LIMITED)

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FORECASTING

POLICIES OF NINL

SOURCE IDENTIFY

CHAPTER: 5

DATA ANALYSIS AND INTERPRETATION

CHAPTER: 6

FINDINGS

SUGGESTION

CONCLUSION

QUESTIONNAIRE BIBLIOGRAPHY

CHAPTER-1

INTODUCTION

OBJECTIVE OF THE STUDY

SCOPE OF THE STUDY

METHODOLOGY

LIMITATION

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INTRODUCTION:

Starting from universe to solar system nothing is static, all are moving and accordingly our world is also moving. Therefore in these fast moving and dynamics world, the organization is a part which is striving for its best to reach the top level by achieving organization goals. To make organization to reach a successful level it is required to maintain and choose out best possible methods to handle man, money, machines, materials, and market. This requires defined goals, continuous efforts and perfect and preplanned mind settings to utilize the vast pool of resources (man, money, machines, materials, market). An organization requires money, materials, man, for its production, financing, marketing purposes. To fulfill the needs and to utilize it in a proper way it requires a proper Human Resources planning process for making these resources productive and meaningful. It is an essential and vital activity in all organization as it plays very crucial roles in determining and identifying the accurate needs and requirements of an organizations efficient and effective manpower. In this era of complex and competitiveness, if it do not pay attentions to its recruitments, selections, training, and development, promotional avenues, rewards system, career and successions planning etc. As every organization grows and survives in an environment of competitions and complexity it

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requires efficient and effective human resources. Therefore, every modern organizations would grows and develops efficiently if the human resources are organized and well planned because human resources planning is essentials the process of getting the right number of right or qualified people into right job at right time. Moreover, finding the right man for the right job and developing him into an effective team member is an important function of every HR managers. As we know that, the prime concern of every organizations is its validity and efficiency in long run therefore, a proper and well managed planning process is necessary to imparts a specifics work life balance for the employers as well as for the employees there by achieving the organizations goals and objectives so that it may able ti cope up the pressures of changing environment.

Hence, Human Resources are alone capable of enlargement i.e., capable of producing an output that is greater than the sum of inputs. In order to harness the human energies in the services of organizational goals proper planning along with certain amount of zeal and commitment is required to converts the rhetoric’s into concrete actions.

OBJECTIVES OF STUDY:The objective of the presents study is to analyze the existing Human resources planning activities. To understand the concepts and nature of human resources planning in NINL.

To understand the process that is the fore front of NINL.

To study on the methods or techniques of Demand and Supply forecasting that is followed at NINL.

To know the purpose managing of surplus and shortages at NINL.

To identify and analyze the factors and cause that act as ineffective human resources planning.

To suggest measures to overcome barriers.

SCOPE OF THE STUDY:

The scope of the study is to draw a complete analysis and survey of the HRP activities being practiced at NINL. A sample

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survey comprising of certain employees excluding Non executives’ level in order to avoid vague feedback are taken. The main aim of the study is to assess the existing HR planning activities for the upliftment and development of the present’s conditions of the employees as well as organizations effectively.

METHODOLOGY :

The scope of study is confine to the employees of NINL, kalinga Nagar. The present study of HRP is the organizations level study carried on for a period of 30 days. For the study purpose simple random sampling methods have been followed to selects the sample. The selected sample of certain employees was interviewed and necessary data were collected. The methodology employed to collect data to study the planning of HRP is taken both from primary and secondary sources.

PRIMARY SOURCES OF DATA COLLECTION:

The primary source of data collection includes questionnaire forms. The main objective of the questionnaire form is to elicit in formations on various methods of supply and demand forecasting and as well as how they effectively manages the surplus and shortages.

SECONDARY SOURCES OF DATA COLLECTION:

Secondary sources of data collection includes company’s manual, records, magazines, periodicals annual reports files, journals providing the statistics and data on different aspects of HRP. The entire data of the opinion survey is purely based on executives’ category. All the data are presented in tabular form .some of the questions are analyzed by ranking and scaling methods also.

HYPOTHESIS: Whether man power planning process is practically useful to

NINL.

Whether the organizations is effectively implementing the process or not.

LIMITATIONS:

Time:

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Time being an important factor is certainly a big constraint in the study. Due to the limited time and uneven working hours of the employees, it is not possible to cover all employees of NINL.

Accuracy:

projecting manpower needs over a periods of time is a risky one. It is not possible to track the current and future trends correctly and converts the same into meaningful actions guidelines.

Number’s games:

Due to excessive focuses on the quantitative aspects, the quality side of the coin is discounted thoroughly.

Response:

The response of the employees lack variety because of the compact and complex working environment.

Non-availability:

Non-availability of data was one of the major obstruction i.e, unavailability of the executives, their hesitations as well as reserved attitudes. Fear, unwillingness and lack of time of employees’ basically lead to unavailability of certain data. Despites of these limitations the efforts are made to collect necessary data and response to make the study more reliable and scientific.

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CHAPTER-2

COMPANY PROFILE

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Neelachal Ispat Nigam Limited (NINL) is situated in the district of Jajpur, Duburi having 2500acres of land of mother plant. It is a joint venture company promoted by MMTC and Orissa government. This is a plant of 1.1Mt integrated steel plant at Kalinga Nagar Industraial complex. NINL is the first steel plant to become operational at Kalinga Nagar Complex. This company is one of the biggest producers of pig iron and blast furnace coke. Company is having its captive power plant of 62.5MW capacity and is presently self sufficient power and also exporting substantial quality of power to Orissa government. Company is having its own captive mines at Koira in Sundargragh and Keonjhar district having 1800 hectares of mines area.

The major promoter of the company is Mineral and Metal Trading cooperation, government of Orissa and metallurgical engineering consultant ltd. MMTC is the main promoter in NINL having 51% shares.

HISTORY OF PLANT:

NINL was approved as a central government company for setting up an integrated iron and steel making complex in 1982. In April 1994, this company was taken over by government of Orissa to implement the project in assisted sector. A team of engineers from MECON, OSIL (Orissa sponge iron ltd.) and MMTC has visited ILVA steel works, Bangoli, Italy in May 1992 and December 1994 to inspect a used Blast furnace and to assess the conditions of the equipment for their usability in India. To have synergy of operations the two companies NINL and KMCL operating inside a single boundary merged on 8th December 2004 to form a single company NEELACHAL ISPAT NIGAM LIMITED.

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ORGANIZATION STRUCTURE:

Organization Structure

Managing Director

Director Finance

ED Works

ED HRM

GM

Project

DGM Commercial

Legend:

DF- Director Finance Comm-Commercial

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Chairman

GM- General Manager D.G.M-Deputy General Manager

ED- Executive Director A.G.M- Assistant General Manage

HRD- Human Resource Devlopment P&A-Personnel & Administration

Proj.-Project

FUNCTIONAL UNIT OF NINL:

There are four main units in NINL are:

Raw materials handling station coke oven Complex By product plant sinter plant Blast furnaces power plant pig casting machines. Steel Melting Shop (SMS) Main receiving station Compress air station Ladder repair shop Central repair shop Loco System Administrative and personnel department Finance and commercial Department

FUNCTIONS OF MAIN FUNCTIONAL UNITS:

1. RMHS( Raw Material Handling Section):The raw material handling and storage system comprises of

Receipt and unloading of material from railway, wagons roadway trucks.

Storing them in the raw materials storage yard.

Distributing the material to various consumption unit of the plant and

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Receipt storage and conveyance of coke breeze from the coke oven plant of KMCL.

Description of system:

Raw material such as sized iron owe fines, lime stones, dolomite, manganese ore, quartzite shall be received by railways wagons at plant site. Whereas bauxite shall be received by trucks. Imported coke in the initial stage of the project will also be brought to the steel plant through railway wagons.

The raw material handling and storage system shall be provided to receive, unload store raw materials in supply the same to blast furnace, sinter plant, lime from lime plant shall be converted to blast furnace stock house and steel melting shop respectively.

COKE OVEN COMPLEX:

It includes coke oven battery and coke oven byproduct plant.

Coke oven battery:

A modern seven meter tall coke oven battery is under operation of GIPROKOKS-MECON Design. The coke oven battery has 67 ovens with a chamber volume of 41.6 cum and a capacity of 31.6 tons dry coal charge. The carbonization charge is around 16 hrs. The battery is under –jet, compound type, having twin heating fuels with recirculation of waste gases. Temperature in heating fuels is around 1,330 degree Celsius & the final temperature of coke mass through the access of carbonization is 1000 degree to 1050 degree Celsius

COKE OVEN BYPRODUCT PLANT:

The coke oven gas generated during carbonization process is processed and cleaned in by product plant. Clean co gas is used for under firing of battery and balanced gas is sent to power plant for boilers and for sinter plant, ignition furnace. Balance gas if any is flared. Crude tar and ammonium sulphate is taken out in by byproduct plant from coke oven gas during cleaning and is sold out.

The coke oven plant is having:

Coal preparation plant

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Coke oven battery

Coke dry cooling plant

Coke sorting plant

By product plant

BOD plant

PLANT FACILITIES INSTALLED IN THE COKE OVEN AND BY PRODUCT PLANT:

Description No’s

Primary gas cooler 4

CDCP 1

Electrostatic Tar precipitator 2

Exhauster (Electric driven) 2

Mechanized Decanter 2

Saturator 2

Centrifuge 2

Fluidize bed drier 1

Ammonia steel 1

Final gas cooler 1

Naphthalene scrubber 1

SINTER PLANT:

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The main equipment in respect of sinter plant has been procured from china steel and Trade Corporation; Anshan Engineering Research Institute of Metallurgical Industry (AERIM) is a technology supplier of the sinter plant. The required raw material for sintering is stored in different proportionate bins. The material then conveyred in required proportion to MND(Mixing and Nodulising drum) with a common conveyor. The raw material is uniformly mixed and required amount of water is added in MND. The raw mix is then stored in charging hopper in sinter plant main building.

Major technological units in sinter plant are:

Raw feed storage bins and proportionate system

Mixing and nodulizing drum

Sintering and cooling system

Sinter screening system

Waste gas main/dedusting system ESP

Exhaust Fan:

The sinter plant has sintering area of 180 sqm with specific productivity of 1.2 tons/ sq mt /hr and designed capacity of 1.711 million ton per year.

BLAST FURNACE:

The blast furnace is having capacity to produce 1.1 million tons of hot metal per year .The blast furnace has been erected with a new refractory lining and with bell- less top, skip charging system ,heating stoves, slag granulation unit, blowers, gas cleaning plant with dust catcher ,wet scrubber and venturi scrubber.

POWER PLANT:

The Power plant has total capacity of generating 62.5MW of power with a gas turbo generator of 24 MW and two stream turbo turbo generator of 19.25 MW each. It has 3 gas fired boilers of 65 tons/hr capacity each of high pressure steam at 62 ata pressure and 492.c superheat temperature. The power plant has been

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designed on the concept of full utilization of surplus fuel gases such as blast furnace gas, converter gas and coke oven gas.

NINL is having a captive power plant of 62.5 MW capacities. NINL is generating average power at the rate 37-38MW.

STEEL MELTING SHOP (SMS):

The estimated projected cost for Steel making and mill expansion is about Rs1333 crores. Production envisaged out of this project expansion is 917913 tons per year liquid crude steel from which 897000 tons per year billets and 700000 tons per year bars and rods shall be produced. period of implementation of the project is envisaged as 36 months for Steel making facility and another 12 months for mills. Project implementation has been stared with effect from 31st May 2006.

Main technology suppliers associated with this project are M/s SMS damage from Germany for Steel melting shop, M/s CONCAST for Continuous casting shop, M/s Heavy Engineering Corporation for heavy equipment for SMS and Heavy Duty Cranes etc. M/s Hindustan Steel Construction Company Limited has been awarded for construction of civil and structural works. M/s MECON is the engineering consultant and project manager for the entire project. M/s. RITES has been given consultancy award for Railway related works. Design and selection of the equipment, Systems required for Steel Melting facility has been considered based on update technology availability in the world market. Continuous casting machine being supplied by M/s.

CONCAST is of the type high speed six strand caster, Which is the current market trend. In addition to the above main technological units, suitable supporting facilities have been envisaged like material handling and Ferroalloy charging system, compressed air facilities, power distribution system, shop electrics & illumination, telecommunication system, air conditioning & ventilation system, laboratory etc. 300 tons per day Lime calcinations plant and 100 tons per day Dolomite plant are being installed to cater needs of steel melting shop. Also, 450 tons per day capacity oxygen plant is envisaged to install on built-operate-own-transfer concept basis.

A. Major technological facilities:

Hot metal mixer 1*1300 t

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Basic oxygen furnace(BOF) 1*110 t

Ladle heating furnace(LHF) 1*110 t

Argon rinsing station(ARS) 1*110 t

Continuous casting shop(CCP) 1*6 strand billet caster

Bar & rod mill(BRM) 700,000 t

Oxygen plant(BOOT basis) 1*450 TPD

Lime calcination/Dolo plant 300/100 TPD

B.Estimated value of work involved

MAJOR TECHNOLOGICAL FACILITIES:

Hot metal mixer 1*1300 t

Basic oxygen furnace(BOF) 1*110 t

Ladle heating furnace(LHF) 1*110 t

Argon rinsing station(ARS) 1*110 t

Continuous casting shop(CCP) 1*6 strand billet caster

Bar & rod mill(BRM) 700,000 t

Oxygen plant(BOOT basis) 1*450 TPD

Lime calcination/Dolo plant 300/100 TPD

DESCRIPTION OF THE SYSTEM:

The hot metal which is charged in to the converter contains approx.4.1% carbon. During the process oxygen is blown through lance in to the bath & the metal is decarburized by oxidation of carbon in to 90% CO gas & 10% CO2 Gas. The combustible Gas is leaving the converter with a temperature of approx.1700 C. The gas is entering the hood cooling system above the converter

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together with a small amount of combustion air & partially burn within the cooling hood. The access of combustion air to the converter gas is restricted by movable skirt, attached with 4 hydraulic cylinders to the hood system. The skirt is lowered to the converter during blow to prohibit air entrance; approx. 10% of the gas is burnt by additional air. Before the gas can be cleaned, it has to be cooled to a temperature of 800 deg C in the hood cooling system. After the converter gas passed through the cooling stack, it pass in to the first stage of the gas cleaning plant (Quencher venture unit)with a temp. of approx. 800 C. In the first stage the Gas is cooled by direct contact with the quench water. Depending upon the actual gas temperature a part of the water evaporates while passing with the gas through the quencher throat. The saturated Gas temperature after the quencher is approx. 70-74 C during the blowing time. In the diffuser part, the cooled & saturated gases are slowed down & they pass to the impingement separator. Here the gases are separated from the scrubbing water containing large & medium dust particles. The dust laden scrubbing water is then leadoff to the water treatment plant. The pre-cleaned gases leaving the impingement separator then pass in to the 2nd stage of the gas cleaning plant (Baumco-venturi unit) for fine cleaning. They are accelerated to a high velocity in the convergent part of this secondary stage. In the Demag-Baumco-Venturi throat they impact against the water injected perpendicular to the gas flow whereby the water is scattered in to fine lamellas. In the venture throat the lamellas from a multilayer filter continually renewing itself in which even the finest dust particles are collected. The venturi throat is equipped with adjustable throat dampers which allow optimal adoption to the gas volume exhausted in the various phases of the steel making process. At the same time the required differential pressure is maintained & constant dust removal efficiency is assured. The cleaned gas passes through a connecting pipe of the flare head of the clean gas stack in which the combustible CO content of the gas is burnt & discharged in to the atmosphere or via the switch over station of the gas holder for gas recovery. Two pilot burners with LPG gas is provided at top of flare stack. Nitrogen purging facility has also been provided.

For saving energy during non blow period, the speed of ID fan reduced to 600 rpm.

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In order to recover the high quality CO Gas a dry seal gas holder has been provided for storage of gas.

Continuous Casting Plant(6 strand Billet Caster-1 Nos.):

Continuous Casting plant consists of one number 6 strand high speed Billet Casting Machine, Argon rinsing unit, ladle turret, moulds, tundish transfer car, strand guide segments, gas cutting unit, automatic mould level control, shroud system, marking machine along with other associated facilities.

BUSINESS PERFORMANCES:

In the year 2008 NINL crack the record in achieving the highest ever gross turnover of Rs. 1474 cores with a growth of 13.30% over the previous year and net profit after tax (PAT) of Rs.120.45 cores with a new increased record 108% profit as compared to Rs. 57.80 cores in previous year.

The strong financial performance contributed to enhanced cash generation to meet our strategic objectives. The company has spent Rs 132 cores on project activities out of internal accruals.

Regarding sales the company has maintained its position to be the largest exporter of pig iron. Along with that company is one of the producer of fertilizers for the purpose of agriculture that is being produced from the byproducts. It tries to utilize maximum of its materials for the production of different product and its sales.

Along with that it is no more backward in power generation it has its own captive power plant that has exported 88488 MWH which was highest for any financial year, clocking a growth of 17% over last year.

FUTURE OUTLOOK:

The company’s performance in coming years will further improve both in production and profitability terms due to better techno economics, higher sales volume, improved sales

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realization and reduction in the raw material cost by using iron ore from its captive mines.

The construction activities for Phase II of the project consisting of steel melting shop ,continuous casting plant and rolling mill facilities is going on. The technological suppliers for upcoming plant are SMS Demag Germany, Comcast Zurich, Terruzzi Italy and MECON is the engineering consultant for the project. Almost 55% civil work is completed and civil foundations of major equipment are ready and around 50% structures have been fabricated and partially erected.

ENVIRONMENT POLLUTION:

Environmental pollution is a major factor that is needed to be focused more when industry is consult. For controlling pollution industry has set up a better planned system for checking pollution.

Dust extraction system at coke oven crushing station , coke degusting unit, coke breeze bunker shave been commissioned for pollution control

A brick lined RCC tank has been constructed to retrieve the acid tar sludge and then washed and charged to ovens by mixing with coke dust for further production of other components.

All solid metallurgical wastes generated in different areas are being used in sinter plant on continuous basis.

BF Gas & Coke Oven Gas almost utilized for heating stoves coke oven battery and generation of steam & power at power plant.

CORPORATE SOCIAL RESPONSIBILITY

Company is committed to its corporate social responsibilities towards peripheral and community development in surrounding villages. Water pipelines were laid, deep bore wells erected for better water supply.

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Financial assistance was given for development of nearby villages.Financial assistance was also given for development of sports, art and cultural activities to 4 different organizations of nearby villages. Health camps were organized at nearby villages in which more than 600 patients were examined and medicines were distributed.

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CHAPTER-3

LITERATURE REVIEW

ON

HUMAN RESOURCE PLANNING PROCESS

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Human resources are an important corporate asset as overall performance of an organization depends upon the way it is put to use. In order to realize the objectives, the organization must develop a well defined human resource plan because proper planning process can only helps in acquiring, managing, sharpening and enhancing the knowledge and skill of an individual. HRP is a forward looking function that tries to assess manpower requirement in advance, by keeping the production schedules, market fluctuations, demand and supply forecast, etc into consideration.

Hence, HRP is a continuous process of analyzing and identifying the needs for and availability of human resource so that the organization can meet its goal and objectives and thereby prove to be valuable asset for the organization that on the other hand facilitates and fulfill the different , organizational objectives, like :

For example: Productivity, efficiency, viability, stability and growth. Proper and systematic planning program helps in acquiring, managing, sharpening and enhancing the knowledge and skill of an individual.

Optimum man power planning, therefore aims at:

Balancing demand supply, distribution and allocation of manpower.

Controlling cost of manpower. Formulating policies on transfer succession, relocation of

manpower.

HRP is essential wherever production of goods and services are involved. This may be done either by external agencies or by internal agencies

DEFINATION OF HRP:

Planning is mainly concerned with crystallization of the right kind of people so that they can be secured for future anticipated vacancies.

According to E.W.Vetter:HRP is a process by which an organization should move

from its current manpower position to its design manpower position by striving for a required no and kind of candidate at right time and place giving maximum long run benefit.

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According to Coleman:HRP is a process of determining manpower

requirement and the means for meeting the requirement in order to carry out the integrated plan for the organization.

According to Leon.C.Megginson:HRP is an integrated approach to perform the planning

aspect of the personnel function in order to have sufficient supply of adequately developed and motivated people to perform the duty and task required to meet organizational objective and satisfy the needs of individual as well as organizational need.

According to StainnerHRP is defined as a strategy for acquisition, utilization,

improvement &preservation (retention) of human resources.

IMPORTANCE OF HRP:

It determines the future personnel need of an organization It helps the personnel in coping with the changes. It provides bases for developing talents. it facilitates international expansion and /or diversification

strategies It provides essential information for designing and

implementing personnel functions It provide resistance to change and move To meet the growing occupational structure and rising job

requirement To fill the gap which arises due to technological,

organizational and demographical changes Change in the rules and regulations of the government as

well as changes in the legislation (labour law). Introduction of the new system concept Long lead time in the selection as well as training and

development process. Change in mobility helps the organization in meeting new

job requirement & to retain qualified employees It facilitates the preparation of an appropriate manpower

budget for each department and reduces unnecessary cost It utilizes the existing resources more usefully in relation to

the job requirement

NEED FOR HRP :

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It helps in meeting the challenges of new and changing technology

it helps in identifying the areas of surplus as well as shortage of personnel

It helps in maintaining and improving the organizations’ ability to achieve its goals by developing strategies that will result in optimum contribution of human resource.

It helps in meeting future personnel needs with the necessary qualification, skill, knowledge, experience, attitude as well as aptitude for work.

It helps in maintaining congenial industrial relation by structuring optimum level of human resource.

USES OF HRP:

As manpower planning is concerned with the optimum use of human resources hence it is practically useful at different levels such as:

At the National level:

It is mainly done by the government and covers items like population projection, program on economic development, educational facilities, occupational distribution and growth, industrial and geographical mobility of the personnel.

At the sector level:

It may be done by either the central or state government and cover manpower needs of agricultural, industrial and service sector.

At the Industrial level:

It may cover manpower forecast for specific industries such as Engineering, consumer-durables, public utility, heavy machinery.

At the Individual level:

It may relate to its manpower needs for various types of personnel.

OBJECTIVES OF HRP:

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To integrate planning and control of manpower with organizational planning to ensure best possible utilization of all resources.

To coordinate manpower policies of the organization to achieve the long-term objective.

To achieve efficiency of work in all sphere of the corporate body.

To ensure and control or minimizes manpower cost. To improve the efficiency and productivity. TO link manpower planning with organizational planning. To determine the recruitment level and selection process. To determine the optimum training and development level. To determine and provide health, safety, security and

welfare measures. To provide a basis for management development program. To assist productivity bargains. To anticipate redundancy. To forecast the pay package and the reward structure. To eliminate all types of wastage including waste of time. To maintain a required level of skill and competency by

matching the present and future needs of the organization. To ensure optimum use of human resource currently

employed. To avoid imbalance in distribution or allocation of human

resources. To forecast long-term manpower requirement. To forecast the compensation cost involved in manpower. To provide control measures to ensure that necessary

resources are available as an when required.

RESPONSIBILITY OF HR DEPARTMENT:

To put pressure on the operating management to plan an establish objective

To assist and to give counsel the operating management groups from time to time

To collect data from and for the entire organization. To ensure that manpower planning is carried out by keeping

pace with the long range objectives To measure and monitor performance against the plan and

provide feedback to the top management To carry out various R&D activities for effective manpower

planning

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COMPONENTS OF HRP:

The HR plan can be broken down into three components:-

Forecasting: It estimates future needs and stock taking of available

resources

Recruitment plan:It helps in filling the gap between the internal

resources and estimated need by external recruitment

Training and development plan: It helps in utilizing and developing the potential of human resources

ACTIVITIES REQUIRED FOR HRP:

Forecasting future manpower requirement either in terms of mathematical projection of trends in the economy and development in the industry or of judgmental estimates based upon specific future plan.

Preparing an inventory of present manpower resources and analyzing the degree to which these resources are employed optimally.

Anticipating manpower problem by projecting present resources into the future and comparing them with the forecast of requirement to determine their adequacy both quantitatively and qualitatively

Meeting manpower requirement by planning for various manpower program like recruitment, selection, training and development, motivation and compensation.

BENEFITS OF HRP: It helps in the improvement of overall corporate business

planning process of the company by ensuring sound manpower management.

It assists in career planning and management succession planning of the organization.

It tackles the problem of anticipated surpluses in the organization by natural wastage in a very rational and novel way.

It helps the organization in the effective and optimum utilization of human resources.

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It helps in anticipating future manpower requirement both in quantitative as well as qualitative aspects to meet the business expansion, diversification and introduction of new technological plans while spotting out shortage of skilled manpower and suggesting the management in taking appropriate actions by way of recruitment and selection as well as training and development.

It ensures a stable employment.

It often reminds the management of the importance and urgency of staff facilities.

It often plays an active role in the matter of industrial relation and collective bargaining

LIMITATION OF HRP:

Insptie of so many benefits, there are certain inherent limitation of forecasting which makes HR planning a tricky job. Thus HR plans suffer from inaccuracy, as long range forecast are difficult to prepare accurately. Changes in technology, economic condition market condition and labour force condition tend to make long range forecast unreliable. However, there is a great danger in not forecasting at all. It is possible to certain extent to predict with a reasonable degree of accuracy based on experience the future vacancies resulting from retirements, death and resignation. However, it is more difficult to anticipate which particular member of the personnel will be required to be replaced. It is also risky to take action on general estimates of personnel requirement, which are not specific enough. sometimes lack of support from the top management frustrates those in charge of HR planning .Again, inaccuracies are caused when forecast from various operating divisions are merely totaled together without any critical scrutiny. Thus, limitation occurs both from the uncertainty of forecasting itself, as well as at times from the techniques & methods used in HR planning.

HUMAN RESOURCES PLANNING PROCESS:

Human resource planning is a continuous process. A planning cycle can be identified with three phases such as:

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Strategic planning:

In this phase, corporate plan and company objectives are analyzed thoroughly .Human resource analysis is made to know the current manpower situation in terms of inventory, employment condition, productivity standard and organizational structure. Besides this forecasting of manpower supply are made in this phase, allover manpower plan is prepared.

Activation of the plan:

In this phase subsidiary manpower plan and programs like recruitment, selection, career planning ,appraisal, development, training efficiency investigation, retirement replacement and redundancies etc are prepared and implemented accordingly.

Feedback and revision:

This is the last phase of human resource planning. In this phase appraisals and evaluation of the actual practices of the personnel program are done .Then the results of the evaluation are measured against the standard ie the plans and programs .if any shortcomings are marked , then immediately revisions are made to rectify the mistakes .In this way continuous planning is going on inside an organization.

Thus, human resource planning consists of the following steps:

1. Establishment of the planning horizon2. setting of corporate objectives and strategies

3. Scanning the external environmental influence4. Analyzing the internal inventory of HR capabilities5. Forecasting the future manpower demand (requirement)6. Forecasting the future manpower supply7. Determining and identifying the manpower gap8. Managing the surpluses and shortage of manpower 9. Formulating the manpower plans and program 10. Evaluating and controlling planning activities

Establishment of planning horizon:

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The first step in HR planning process is establishment of planning horizon. In this step, the HR planners try to find out the time period for which the plan will apply

Setting of corporate objectives and strategies:

The objectives of the HR plans must be derived from organizational objectives. Specific requirements in terms of numbers and characteristics of the employees should be derived from the organizational objectives. Their objectives are defined by the top management and the role of HRP is to observe the overall objectives by ensuring availability and utilization of human resources.

Scanning the external environment:

Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Environmental factors such as government, economic condition, geographic and competition issues and workforces changes.

Analyzing the internal inventory:

Analyzing the skills of people currently available and the jobs that will need to be done is the next step in the HR planning process. The needs of the organization must be compared against the labour supply available inside the organization. The starting point for evaluating internal strengths and weakness is an audit of the jobs currently being done in the organization. An HR planner make detailed audit of current and future jibs as well as of current employees is the HR records in the organization. This is known as organizational capabilities inventory, this includes the individual employees demographics (like age, length of the service in the organization, time in present job), individual career progression(job held, time in each job, promotions or other job changes, pay-rate), individual performance data(work accomplishment, growth in skill).

Forecasting the HR demand:

HR demand forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long term corporate

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plan, translated into activity level for each function and department. Demand forecasting must consider several factors:

EXTERNAL FACTORS:

Competition Economic conditions Law and legislation Regulatory bodies Change in technology Social factors

INTERNAL FACTORS:

Budget constraint Production level New product and services Organizational structure Employees separation

Techniques of demand forecasting are:

1. Subjective techniques2. Time series analysis-cyclical and seasonal effect ,step,

random fluctuation3. Time and motion study4. Ratio and regression analysis5. Trend projection technique6. Historic average technique and manning table7. Life cycle technique8. Work load analysis9. Managerial judgment-Delphi technique and nominal group

method

Methods for demand forecasting are:

1. Qualitative Method: Job analysis

2. Quantitative Method: Work load analysis

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Work force analysis

Forecasting the requirements:

Supply forecasting measures the number of people likely to be available from within and outside an organization after making allowances for absenteeism, internal movement and promotions, wastages & change in hours and other condition of works. Forecasting the availability of Human Resources considers both external and internal supplies

External supply:

It includes extensive use of government labour force, population estimates, trends in the industry, net migration into and out of the area, individuals entering and leaving the work force, government regulations and pressures, technological development and shifts, economic forecast for the next few years etc.

Internal Supply:

Internal supply influence by certain factors like promotions, lateral moves, termination, training and development programs, retirement etc, this can be analyzed by taking these two important techniques into consideration:

Retention/ wastage analysis:

Labour turnover index

Stability index

Cohort analysis

Census analysis

Retention profile

Internal Movement Analysis:

Age and length of service distribution Markov model or Markov chain analysis (Hierarchical

systems) Renewal and Replacement Theory Model Stationary population model

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Salary progression curve Cambridge Model Monte-carlo Simulation model

Identifying the HR Gap:Forecasting demand for HR & forecasting supply of HR

help in identifying gap between HR needs and their availability. This gap may be in two forms either there may be surplus or there may be shortage of HR. A reconciliation of demand and supply forecast will give us the number of people to be recruited or made redundant as the case may be.

Managing surplus and/or shortages:Planning is of little value if no subsequent action taken

depends upon the likelihood of a HR surplus of shortage.

Managing surpluses:Retraining and redeploymentWorkforce reduction and the WARN actUsing slack time for employees trainingReducing working hoursOut placement serviceDownsizing/Rightsizing approaches

o Attrition and hiring freezeso Early retirement Buy outso Lay off

Managing shortages :Hiring / Recruitment new employees’ fulltimeOffer incentives to postpone retirementRehire retire employees on part time basisAttempt to reduce turn overBringing in overtime for present staffsSub contract work to another companyHire temporary employeesRe-engineers to reduce needs

Formulating HR plans:To translate the HR demands and supply, the

organization needs a concrete HR plan, back up by detailed policy, program and strategies for recruitment, selection, training and development, promotion, retirement, replacement, etc

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Evaluating and controlling the HR planning processEvaluation helps in monitoring the effectiveness of HR plan overtime. Deviation from the plan is identified and actions are taken. The extent to which HR objectives have been met is provided by the feedback resulting from the outcomes of HR planning.

CHAPTER-4

HUMAN RESOURCE PLANNING IN NINL

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HUMAN RESOURCES PLANNING IN NINL :

Human resources planning in Nilachal Ispat started functioning since 1982 and are being practiced since then with more new and developed method to increase productivity and effectiveness of the firm. It is a joint venture company promoted by MMTC and Government of Orissa which is known to be one of the largest producers of pig iron and blast furnace coke.

The basic objective of human resources planning in NILACHAL ISPAT is manning each and every unit with number of manpower .At NINL it is consist of FOUR major units which is needed to be run properly with available manpower and resources.

AUTHORITY TO PREPARE PLAN:

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Board of Directors of the organization based on the recommendation from the GOVERNMENT of India dealt with the practices of human resources plan in NINL. Every recruitment, redeployment, redundancy, training and development, retention as well as productivity plans as per the statutory rules & regulations of the state Government of India. There are number of statutory requirements handled by the organization itself.

PROCESS OF HUMAN RESOURCE PLANNING:

The procedure of preparing human resource planning in NINL is as followed

SWOT Analysis Establishment of planning horizon Inventorying Forecasting future requirement Forecasting future supply Managing surpluses and shortages Evaluation and control

ESTABLISHMENT OF PLANNING HORIZON:

Generally the planning is done for a long period of five years in addition to this short range, planning is also there to meet the current situation over certain category of employment. Manpower planning is done according to the statutory rules and regulation of industrial act. It also considers market forecast and production forecast. The corporation never suffers from surplus because all the required job vacancies are as per the statutory rules and regulation of the Government. New technologies are also adopted and existing technologies are evaluated to improve the breed standard. Keeping in view all these factors, the planning is done. The data assist the planners to make the plan more effectively is through secondary sources that is from organizations files and records.

INVENTORYING:

The inventorying of NINL is maintained by personnel department. Information in the manpower inventory is;

a. No of employees in various categories

b. Age, Educational Qualification, years of experience and Special Qualification

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c. Actual performance of some key employees etc

All these information’s are collected from the personnel files and records of the organization. However, inventories are not periodically updated by the organization. Though the organizations has introduced computerized records of financial and marketing data, it has not computerized various records of personnel functions in the organization and the inventory is not by computer

FORECASTING FUTURE HR REQUIREMENTS:

The future requirements of manpower in NINL are based on estimation done by the mutual concern of both organization and Government. Concerning about the production and marketing targets the organization estimates manpower requirements in every five years. For other divisions, estimation (according to their own experience and judgment) and projection (workload) are used to determine the manpower requirement. The approach is top-down ie for each division, the divisional head gives their yearly requirement of manpower. Similarly, the departmental heads gives their yearly requirements. As far as the other department of the NINL are concerned the yearly requirement for each section are projected keeping in view the future workload. Then these numbers are aggregated to find out the total requirement of the unit. The aggregate number of manpower for the department, division and plants are summed up to know the total requirement so far as the qualitative requirements are concerned the organizational job charts serves as a guideline. The yearly turn over that is transfer; resignation and retirement are also calculated.

The following factors are taken into consideration while forecasting is:

.Future expansion and diversification

.Particular requirements of organization

.Statutory requirements

FORECASTING HR SUPPLY SOURCES:

A profile of annual resignation, retirement, transfer and promotion are kept. Thus keeping in view these turnovers the supplies of manpower within the organization are estimated

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through promotion and giving adequate training. When the organization does not get suitable manpower from inside the organization it utilizes employment exchange, advertising vacancies in the news paper and by drawing persons from government or other public undertaking on deputation basis.

So far as the matching between supply of work force and future requirement are concerned the corporation has not faced any constraint till date to improve the internal supply sources periodically review is done during the course of program , committee meeting , production planning meeting and promotion committee meeting.

EVALUATION AND CONTROL:

The evaluation and control activities in the corporation are usually through programming committee, once in a month. The committee consists of the following:

Managing director of NINL. General Managers of all departments. Officer looking after Quality control working at different

units of the corporation. Officers looking after various divisions at the corporate

offices.

THE POLICIES FOLLOWED AT NINL:

Sources of recruitment:

The recruitment of manpower would be form Open market through:

a. Employee Exchangeb. Advertisement in the press/ Internetc. Reputed placement/ manpower agencies/other reputed

organization who recruit through all India Testd. Campus selection from reputed institutese. Negotiations directlyf. Selected panel of reputed organization like SAIL etc for MTs.g. Recruitment of the unskilled non executive group or

personnel is done through employment exchange The local Employment Exchange shall be sent notification incorporating designation , pay scale, experience number of vacancies, job specifications(keeping in view multi skill and

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multi trade concept), job code, age limit, physical standards/ other special needs, if any for the post.

THE PROMOTION POLICIES FOLLWED AT NINL:

` NINL has a vision to emerge as an excellent organization in the comity of steel producers of the country. This calls for dynamic organization structure responding swiftly and flexibility to the fast changing business environment. In promoting and sustaining such a dynamic structure the company is committed to provide professional satisfaction to its executives through clear-cut responsibility and accountability.

The policies are best followed at NINL to provide satisfaction, feeling of competitiveness among employees to excel in their performances.

To linking the career growth of executives with their performances.

To provide positional growth with specific responsibility and definite accountability.

To strengthen frontline ‘executive base’ by broad banding of the grades.

To promote and sustain a flatter structure by providing growth without building up hierarchy.

To spell out clearly the principles, which govern the system of promotion of executives in the company.

To retain talent within the company in an atmosphere of competitive scenario.

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CHAPTER: 5

DATA ANALYSIS

AND

INTERPRITATION

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OPINION SURVEY ANALYSIS:

Manpower planning is considered as the effective and optimum utilization of human resources and thus proves to be real benefit to the enterprise n determining their anticipated future manpower requirement, both in their quantitative and qualitative aspects to meet their business expansion and diversification. Manpower planning is a very important step and should be meticulously done. Manpower data from similar industries should be collected in detail: unit-wise, section-wise, and operation-wise. While collecting the manpower details, technology used should also be noted in detail. In the documentation process special care should be taken to study the Work-Organization of each unit along with the manpower details and principles envisaged.

A small opinion survey has been conducted to verify whether a proper planned and systematic manpower planning exists or not and if exists then the extent of its functioning in the organization as well as the drawbacks of the existing planning activities. To assess the level of functioning of manpower planning activities a opinion survey of 16 employees was conducted keeping NINL the largest steel industry of ORISSA in view .The NINL consists of around 1358 employees and among them Executive group contains 277 & Nonexecutive group contains 108 employees .For the purpose of survey, 16 employees

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from Executive group were selected and nonexecutive group were not taken into consideration though to avoid vague responses. They were selected randomly with the help of simple random sampling technique to elicit an unbiased and accurate response. To obtain desired data, well structured schedule (refer appendix-I) were administered which includes almost all relevant questions required to analyze manpower planning activities. Various responses so obtained through the help of the questionnaires are tabulated and analyzed in the subsequent paragraph.

GENERAL AWARENESS REGARDING HUMAN RESOURCE PLANNING:

To ensure whether manpower planning activities exits or not, a question is put to the respondent and the responses of executives are presented in the following tables:

Table: 1

AWARENESS OF EXECUTIVES REGARDING MAN POWER PLANNING PROCESS IN NINL:

Statement Responses

Manpower planning activities exits 15(94%)

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Manpower planning activities does not exist 1(6%)

Total 16(100%)

From the above table it was concluded that 94% of the employees agreed that man power planning activities exits in the organization where as 6% executives denied that manpower planning activities are not being conducted in the organization. This is due to the fact that manpower planning process is not accepted and understood by few employees which creates dissatisfaction among them which is needed to be taken into account in order to implement a proper effective profitable manpower management and avoid over expenditure.

Table: 2

BENEFITS ACCRUED FROM HUMAN RESOURCE PLANING

Statement:

It ensures optimum use of human resources -Rank 1

It forecast long term manpower requirement-Rank 6

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It determines optimum training levels and provides basis for management development-Rank 3

It improves efficiency and productivity-Rank 2

It avoids imbalance in the allocation and distribution of human resources-Rank 4

It controls manpower cost-Rank 5

Ranks were given after analysis which shows the order in which the manpower planning benefits the organization.

Table: 3

AUTHORITY TO PREPARE PLAN:

Authority No of Responses Total

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Personnel department 8* 50%

Professional consultant 5* 31%

Industrial Engineering Dept 1 6.25%

Committee 7 44%

(* Respondents gave more than one option)

Total 16

From the above table it is concluded that 50 % of the employees agreed that personnel department prepares the plan whereas 44% concluded that committee consisting of experts from personnel department and respective head of departments prepare the plans and around 31% agreed that professional consultants helps in preparing plans and very few viewed that industrial engineering dept also contribute in planning process. This overall conclude that human resource planning process is totally done very minutely by personnel department with the consults of every department and professional experts to effectively plan the human resource for better productivity.

Table: 4

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MAINTAINANCE OF MAN POWER INVENTORY:

Statement Responses

Manpower inventory is maintained properly (14), 87%

Manpower inventory is not maintained properly (2),13%

Total (16) 100%

From the above table it is found that 87 % employees agreed that man power inventory is being properly maintained in order to meet the shortages, where as 13% of the employees denied the regular maintenance of inventory. This shows that man power inventory is maintained properly but sometimes it lacks proper management which might hamper the production process so more modern methods should be put in order to meet the requirements at the time of need.

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Those who agreed that manpower inventory is properly maintained they were asked a question to know which method is being used or the source through which information for the purpose of manpower inventory are maintained.

Table: 5

Observation 2Interview 1Analysis of company records, personal files etc 13

Maximum of the respondents agreed that through analysis of company records files and reports and personal files of employees and few also viewed that along with company records, interview and observation is also taken into account when maintenance of manpower is concerned.

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Table: 6

Contents of manpower inventory that helps in manpower planning:

Statement EmployeesTotal

Personal history data 7*44%

Educational qualification 12*75%

Training experience 3*19%

Special Qualification 7*43%

Salary & occupational 4*25%

Interest and aptitude 3*18%

Location & preference 16%

Actual performance 9*56%

Total 16

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After analysis of the above table we consider that educational qualification is the main content of manpower inventory and least considered is location & preference, Interest and aptitude ,training experience and salary & occupation. These above least used things are also necessary but after fulfilling the primary component ie educational qualification other things are taken into account thereafter

Table: 7

Factors involved in Forecasting of future requirements :

Factors 1 2 3 4 5 Rank

Goals and plans

of the organization. 4 1 1 2 75

Forecast sales /unit 1 2 2 5 34

Plan layout shifts and 1 1 5 4 4 3

equipment

New facilities 2 5 5 3 12

Expansion and 7 2 4 2 01

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Modernization

According to the analysis the rank has been given that helps to forecast the future plans.

Table: 8

Techniques used to forecast manpower requirements.

Statement Responses %

Judgment and Experience 3*19%

Work study Methods 7* 44%

Ratio and regression analysis 212%

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Life cycle methods 16%

Budgetary planning 531%

Don’t know 16%

Total 16

(*Implies respondents gave more than one option)

The above analysis predicts that work study method is best suited technique for the estimating future requirements of the manpower .Where as other are also considered being important somehow to estimate the future requirements apart from work study method. Therefore every method is used by the organization for forecasting future requirements of manpower.

Table: 9

Job analysis as a method for qualitative assessment for future manpower requirement.

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As per the above analysis it is concluded that maximum employees ie 81 % admitted that qualitative assessment is done where as 19 % denied that qualitative assessment by job analysis method is not done in the organization, ie some of the employees are not aware about the fact.

Table: 10

Man power losses

Statement No of responses

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Retirement/Quit or resignation 12

Layoff 2

Promotion 1

Do not know 1

Total 16

From the above analysis ,it was found that 75% of the employees concluded that retirement /Quit or resignation were given more weight age than the promotion and lay off in the organization.

Table: 11

Maintenance of skill inventory

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Statement Responses

Skill inventory updated 12

Skill inventory not updated 3

Do not know 1

Total 16

From the above analysis it is found that 75% of the employees agreed that skill inventory is updated regularly and very few % did not agree to this .Therefore it is required to focus more on updating of the manpower inventory time to time which will help in the estimation of requirement and shortages.

Table: 12

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Time Horizon of Human Resource Planning:

Statement Responses

One year or less than that 3

2-5 years 9

More than 5 years 3

Any other time period as required -

Do not know 1

Maximum percentage of employees agree that manpower planning is done once in every 2-5 years gap where as some employees concluded that there is no particular time period for planning it depends on various factors when manpower planning is concerned.

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Table: 13

In this questionnaire a set of questions were asked to the respondents to gather information regarding the satisfaction level of the employees in the organization which includes all the programs that is being conducted and the present status of the firm.

For analyzing a scale has been in corporate to make the analysis in a simplified and understandable form.

Poor category : 0-30%

Average category : 31-40%

Good category : 41-60%

Very good category : 61-80%

Excellent category : 81-100%

Analysis: 1

The present manpower planning process in our organization

From the above analysis a score has been counted to be in a very good category that means the present

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manpower planning process in the organization is good and satisfactory. But it requires more attention for better planning.

Analysis: 2

The present system of maintaining manpower inventory

After analysis it was found that 63% of the employees are satisfied with the method of maintenance of the inventory. They also have admitted that man power inventory maintenance is highly required for production industries. The company should enforce better methods in maintenance of manpower.

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Analysis: 3

The extent to which the employees are involved in maintaining their inventory

From the above analysis it was found that more than 50% of the employees are satisfied that they involved in the inventory maintenance. But it requires more attention so that full involvement will be there from employee side for better results.

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Analysis: 4

In our organization the extent to which we accurately forecast

As far the response is concerned maximum of the manpower planning is accurately forecasted in order to maintain a updated information regarding requirements.

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Analysis: 5

Results of examining the components of job performed by different personnel

After a analysis it has been clear that employees are satisfied with the components of job performed by different personnel.

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Analysis: 6

Goal and role of individual employees

Maximum of the employees are satisfied and are aware of their goals as per the above analysis is concerned.

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Analysis: 7

Opportunities for growth and development

As far as the analysis is concerned the maximum of the employees agreed that there is a scope for growth and development. But still there are some who are not exactly have defined about their opportunities for growth and development. So, more plans needed to be chalked out regarding this.

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Analysis: 8

Degree to which accountability is concerned

As far as analysis is concerned the accountability for results is average.

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Analysis: 9

Evaluation and follow up actions in the organization

From the above analysis 50% of the employees admit that proper evaluation and follow up is done properly but it still lacks because entire evaluation procedure is not satisfactory so the results come to 50% only.

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Analysis: 10

Recruitment and selection program in the organization

Regarding the recruitment and selection procedure the results comes to very satisfactory. But some better plans and methods should be applied to make the recruitment procedure for more effective and excellent selection.

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CHAPTER-6

FINDING

SUGGESTION

CONCLUSION

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FINDING:

Overall 94% of the employees agreed that man power planning activities exits in the organization where as 6% executives denied that manpower planning activities are not being conducted in the organization.

50 % of the employees agreed that personnel department prepares the plan whereas 44% concluded that committee consisting of experts from personnel department, around 31% agreed that professional consultants helps in

preparing plans.

87 % employees agreed that man power inventory is being properly maintained in order to meet the shortages, where as 13% of the employees denied the regular maintenance of inventory.

81 % admitted that qualitative assessment is done where as 19 % denied that qualitative assessment by job analysis method is not done in the organization.

75% of the employees concluded that retirement or resignation were given more weight age than the promotion and lay off in the organization.

Maximum percentage of employees agree that manpower planning is done once in every 2-5 years gap where as some

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employees concluded that there is no particular time period for planning it depends on various factors.

Maximum of the employees are satisfied and are aware of their goals.

50% of the employees are satisfied that they involved in the inventory maintenance.

SUGGESTION:

Manpower planning is itself a difficult task owing to complexities involving a lot of consideration .Following suggestions are made to make the manpower planning more effective and realistic.

1. There should be proper and accurate analysis of organizational strength and weaknesses of key performance area.

2. Manpower planning as well as other personal functions. Therefore the organization‘s most essential duty is to maintain manpower inventory in a systematic manner keeping in view organizational requirements and should update inventory at regular interval or periodically. For this purpose, computerized database system should be used.

3. Skill inventory is essential because it will help in identifying personal during the time of requirement therefore is suggested that skill inventory be a part of manpower inventory.

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4.Forecasting of manpower should be done periodically .For this purpose work study method is a essential thing for NINL which it should follow strictly .It will help in assigning appropriate workload to every unit and thus will enable to avoid imbalance of manpower in different departments/divisions/units of NINL.

5. Job analysis should be made in a systematic manner, which is one of the major drawbacks of NINL. It will help the organization to obtain efficient and skilled workforce.

6. Means of selection of the employees should be given more attention to make it more efficient.

7. There should be a proper orientation program from time to time to develop skill/ awareness.

8. Organizational change that is being made should be communicated to the employees. There should be goal clarity and role ambiguity must be minimized.

9. Job oriented training should be imparted to the employee’s .For this purpose a proper training need analysis has to be conducted by the organization.

10. Job rotation system should be introduced to make the job of the employees more challenging and motivating which will help in avoiding stagnating of employees with one type of work.

11. Performance appraisal system needed to be modified in order to reduce biasness and analyze the actual performance of individual employees. At each beginning year key performance area should be evaluated by mutual discussion, this will enable both appraiser and appraise to know and understand the gaps in knowledge and skill which can be filled up by planned guidance and training. Periodical performance appraisal should be there.

12. Target in terms of quantity and quality of work should be fixed for each employees.

13. Promotion system has to be planned in a proper way .Promotional committee meeting should be conducted each year. Promotion should be given to deserving employees.

14. At last, there should be a career map for each employee and a career planning system has to be introduced

CONCLUSION:

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Hence, from the above findings it can be concluded that though there is a good level of satisfaction among employees but cannot be considered as complete satisfaction .Few among the employees are also there who are completely dissatisfied regarding the rules, procedures and current methods of man power planning activities. So, one cannot say that percentage of satisfaction level is excellent though it is little more.

Thus, the study partially supports the hypothesis that manpower planning is essential for NINL and need to effectively implement in the organization. After the above analysis it is reflected that it is practically useful for NINL and is implemented properly in the organization but require little more attention and new techniques to progress it from very good to excellent. Man power planning is a systematic procedure of all other personal functions in an organization which is satisfactory in NINL and needed to be more focused to make it highly satisfactory.

From the analysis of secondary and primary data, the researcher has derived certain findings that reflect that the study supports the hypothesis and is more or less has able to meet the requirements needed to implement manpower planning activities in the organization. Simultaneously, it requires a lot more of reorientation and restructuring of the present practice to set the organization to a new era.

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BIBLIOGRAPHY

QUESTIONNAIRE

BIBLIOGRAPHY:

I. Reference Books:

FLIPPO EDWIN, B., Personnel Management, McGRAW-HILL INTERNATIONAL EDITIONS 1984

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Mamoria C.B Personnel Management, Himalaya Pubications Pvt. Ltd. 1999.

II. Journals and Magazines

Indian Journals of Industrial Relations

Annual Magazines of NINL

WEBSITE

www.steelindia.com

www.jpconline.com

www.steelguru.com

www.wikipedia.com

www.ninl.in

QUESTIONNAIRE

SECTION-1

A SURVEY OF HR PLANNING PRACTICES:

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Personal profile (please put tick mark for appropriate answer where it is necessary.

Name: Department/ Designation: Years of experience in the organization:

Sex:o Male/Female

Educational Qualification:o Below Metrico Metrico Under Graduateo Graduateo Post Graduate

Other Qualificationo Age Groupo Below 25 Yearso 26-35 Yearso 36-45 Yearso 46-45 Yearso 56 Years or above

Marital status

SECTION-2

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1. Is there any manpower planning activities in practice in your organization:

a. YES b. NO

2. What benefit does it provide to the organization?

Rank according to the order of preference

a. It ensures optimum use of human resources b. It forecast long term manpower requirementc. It determines optimum training levels and provides a basis

for management developmentd. It improves efficiency and productivitye. It avoids imbalance in the allocation or distribution of

human resourcesf. It controls manpower cost

3. Who does prepare the manpower plan?

a. Personnel department b. Professional consultant agencyc. Industrial engineering departmentd. A committee consisting of experts from personnel training,

industrial engineering department and respective head of the department

e. If any other specify

4. Whether manpower inventory is maintained by a organization or not

a. YES b. NO

If YES, how the information for the purpose of the preparation of manpower inventory obtained tick mark ( ) the right method.

a. Questionnaireb. Observationc. Interviewd. Analysis of company records, file reports and personal files

of the employee

5. What are the contents of manpower inventory that helps in manpower planning?(put tick mark)

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a. Personal history data or demography of the employeeb. Educational qualification and previous job experiencec. Training Experience, training acquired in the employing

organizationd. special qualificatione. Salary and occupational progressionf. Interest and aptitude as well as career goal of the

employeesg. Location preference of the employeesh. Actual performance of the employee from the performance

appraisal report

6. What factors are taken into account while forecasting the future requirement?Rank according to the order of their preferencesa. Goals and plans of the organizationb. Forecasted sales/units to be produced per number of clients

to be servedc. Plant layouts shifts and equipmentsd. New facilitiese. Expansion and modernization, if any.

7. What techniques are usually in practices in tour organization to forecast future manpower requirements quantitatively?(Put tick mark)

a. Judgments and experienceb. Work study methodsc. Ratio and regression analysisd. Life cycle methodse. Budgetary planningf. If any other, then specifyg. Do not know

8.For qualitative assessment of future manpower requirement whether job analysis method is in practice or not?(put tick mark )

a. YES b. NO

9.What type of manpower looses taken into account when the existing sources of manpower supply are analyzed ?(put tick mark)

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a. Retirement /quit or resignationb. Layoff c. Promotiond. If any other then specifye. Do not know

10. Do the planners periodically update skill inventory?

a. a. YES b. NO

11. What Is the usual time period for which your organization forecast manpower requirement need?

a. One year or less than thatb. 2 -5 yearsc. More than 5 yearsd. Any other time period as specifiede. Do not know

12.

Sl.No

Statements Highly satisfied

Satisfied

Dissatisfied

Highly Dissatisfied

Donot know

1 The present manpower planning process in our organization. I feel

2 The present system of maintaining manpower inventory. I feel

3 The extent to which employees are involved in maintaining their inventory. I feel

4 In our organization

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the extent to which we accurately forecast. What I feel

5 Whenever I examined the components of job performed by different personnel. I feel

6 Regarding the goal clarifies &the role of individual employee is concerned. I feel

7 As far as opportunities for growth & development concerned. I feel

8 In our organization degree to which accountability for results as established, makes me feel

9 In our organization regarding the evaluation and follow up actions. I feel

10 In our organization regarding recruitment and selection program. I feel.

11 In our organization about existing orientation

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program. I feel12 The existing

training program make me feel

13 The existing training appraisal program makes me feel

14 The existing re training and re development program makes me feel

15 The existing promotion, job orientation & career planning system in our organization make me feel.

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