netrashetty
Netra Shetty
Wizards of the Coast (often referred to as WotC or simply Wizards) is an American publisher of games, primarily based on fantasy and science fiction themes. Originally a basement-run role-playing game publisher, the company popularized the collectible card game genre with Magic: The Gathering in the mid-1990s, acquired the popular Dungeons & Dragons role-playing game by purchasing the failing company TSR, and experienced tremendous success by publishing the licensed Pokémon Trading Card Game. The company's corporate headquarters are located in Renton, Washington.[1]
Today, Wizards of the Coast publishes role-playing games, board games, and collectible card games. They have received numerous awards, including several Origins Awards. The company has been a subsidiary of Hasbro
1. Scanning the External Environment
At the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.
2. Government Influences
A major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.
Hence, Government trade policies and restrictions can affect HR planning.
3. Economic Conditions
The general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic
conditions.
4. Geographic and Competitive Concerns
Employers must consider the following geographic and competitive concerns in making HR plans:
l Net migration into the area
l Other employers in the area
l Employee resistance to geographic relocation
l Direct competitors in the area
l Impact of international competition on the area
5. Workforce Composition and Work Patterns
Changes in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
l Mobility and geographic preference
l Specific aptitudes, abilities, and interests
l Areas of interest and internal promotion ladders
l Promotability ratings
l Anticipated retirement
All the information that goes into an employee’s skills inventory affects the
employee’s career. Therefore, the data and their use must meet the same standards of job-relatedness and nondiscrimination as those used when the
employee was initially hired. Furthermore, security of such information is important to ensure that sensitive information is available only to those who have specific use for it.
USING ORGANIZATIONAL INVENTORY DATA
Data on individual employees can be aggregated into a profile of the current organizational workforce. This profile reveals many of the current strengths and deficiencies. The absence of some specialized expertise, such as advanced computer skills, may affect the ability of an organization to take advantage of new technological developments. Likewise, if a large group of experienced employees are all in the same age bracket, their eventual retirement will lead to high turnover and a major void in the organization.
.
Establishing an HRIS
The explosion of information technology has changed the nature of HR information
usage. Just a few years ago, most HR information had to be compiled
and maintained on mainframe computers. Today, many different types of
information technology are being integrated and used so that HR professionals
can access HR-related data and communicate it to other managers and executives.
CHOOSING AN HRIS
It is crucial when establishing an HRIS that the system be able to support the HR strategies of the organization.
Recruitment
Recruitment
• Tata owned Jaguar-Land Rover (JLR) has
announced a major drive to recruit 600
engineers and technical staff to work on its
700-million-pounds projects
• Besides, there are a "significant number"
of vacancies in its purchasing, finance and
human resources departments. It is also
launching a programme aimed at recruiting
Problem of booming B Schools
• Headhunters scouting around for MBAs
• 2000 witnessed an alarming rise in
number of institutes, offering management
education both at the undergraduate & PG
• All these needs atleast 200 MBAs for
teaching faculty
• Most of MBAs join industries
• Management are worried
• Where to find qualified & eligible MBAs…?
Recruitment is the process of searching
for prospective employees and
stimulating them to apply for jobs in the
organizations.
Selection starts where
recruitment ends
In simple terms:-
It is a process of searching for and obtaining applicant for job, from among whom right people can be selected.
In Formal Terms:
It is a process to find and attract capable applicant for employment. The process begins when new recruits are sought and ends when their applicants are submitted.
This result is a pool of applicants from which new employees are selected.
Purpose of Recruitment
- Determine the present and future requirements of the organizations.
- Increase the pool of job applicants at minimum cost.
- Help increase the success rate of selection process.
- Help reduce the probability that job applicants once recruited and selected, leave the organization after a short period of time.
- Meet the organizations legal and social obligations regarding the compositions of its work force.
- Begin identifying and preparing potential job applicants who will be the appropriate candidates.
- Increase organizational and individual effectiveness in short & long term.
- Study the effectiveness of various recruiting techniques and sources for all types of job applicants.
Factors governing Recruitment
1) External Factors
a) Unemployment Rate
b) Political and legal considerations.
c) Constitutions which prohibits discriminations.
d) Preferences to son of the soil
e) Company Image
2) Internal Factors
a) Recruiting Policy
b) Temporary & Part – Time employees.
c) Preference to local citizens in MNC.
d) Size
e) Cost.
A good recruitment policy is that which :
• Complies with government policies
• Provides job security
• Provides employee development
opportunities
• Flexible to accommodate changes
• Ensures its employees long-term
employment opportunities
• Cost effective for the organization
SOURCES OF RECRUITMENT
1. Internal search
rnal Search
HRIS
Job portals
Notice boards
Circulars
2. External search
Advertisements
Educational institutions
Employment agencies
Interested applications
Employee referrals
Today, Wizards of the Coast publishes role-playing games, board games, and collectible card games. They have received numerous awards, including several Origins Awards. The company has been a subsidiary of Hasbro
1. Scanning the External Environment
At the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.
2. Government Influences
A major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.
Hence, Government trade policies and restrictions can affect HR planning.
3. Economic Conditions
The general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic
conditions.
4. Geographic and Competitive Concerns
Employers must consider the following geographic and competitive concerns in making HR plans:
l Net migration into the area
l Other employers in the area
l Employee resistance to geographic relocation
l Direct competitors in the area
l Impact of international competition on the area
5. Workforce Composition and Work Patterns
Changes in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
l Mobility and geographic preference
l Specific aptitudes, abilities, and interests
l Areas of interest and internal promotion ladders
l Promotability ratings
l Anticipated retirement
All the information that goes into an employee’s skills inventory affects the
employee’s career. Therefore, the data and their use must meet the same standards of job-relatedness and nondiscrimination as those used when the
employee was initially hired. Furthermore, security of such information is important to ensure that sensitive information is available only to those who have specific use for it.
USING ORGANIZATIONAL INVENTORY DATA
Data on individual employees can be aggregated into a profile of the current organizational workforce. This profile reveals many of the current strengths and deficiencies. The absence of some specialized expertise, such as advanced computer skills, may affect the ability of an organization to take advantage of new technological developments. Likewise, if a large group of experienced employees are all in the same age bracket, their eventual retirement will lead to high turnover and a major void in the organization.
.
Establishing an HRIS
The explosion of information technology has changed the nature of HR information
usage. Just a few years ago, most HR information had to be compiled
and maintained on mainframe computers. Today, many different types of
information technology are being integrated and used so that HR professionals
can access HR-related data and communicate it to other managers and executives.
CHOOSING AN HRIS
It is crucial when establishing an HRIS that the system be able to support the HR strategies of the organization.
Recruitment
Recruitment
• Tata owned Jaguar-Land Rover (JLR) has
announced a major drive to recruit 600
engineers and technical staff to work on its
700-million-pounds projects
• Besides, there are a "significant number"
of vacancies in its purchasing, finance and
human resources departments. It is also
launching a programme aimed at recruiting
Problem of booming B Schools
• Headhunters scouting around for MBAs
• 2000 witnessed an alarming rise in
number of institutes, offering management
education both at the undergraduate & PG
• All these needs atleast 200 MBAs for
teaching faculty
• Most of MBAs join industries
• Management are worried
• Where to find qualified & eligible MBAs…?
Recruitment is the process of searching
for prospective employees and
stimulating them to apply for jobs in the
organizations.
Selection starts where
recruitment ends
In simple terms:-
It is a process of searching for and obtaining applicant for job, from among whom right people can be selected.
In Formal Terms:
It is a process to find and attract capable applicant for employment. The process begins when new recruits are sought and ends when their applicants are submitted.
This result is a pool of applicants from which new employees are selected.
Purpose of Recruitment
- Determine the present and future requirements of the organizations.
- Increase the pool of job applicants at minimum cost.
- Help increase the success rate of selection process.
- Help reduce the probability that job applicants once recruited and selected, leave the organization after a short period of time.
- Meet the organizations legal and social obligations regarding the compositions of its work force.
- Begin identifying and preparing potential job applicants who will be the appropriate candidates.
- Increase organizational and individual effectiveness in short & long term.
- Study the effectiveness of various recruiting techniques and sources for all types of job applicants.
Factors governing Recruitment
1) External Factors
a) Unemployment Rate
b) Political and legal considerations.
c) Constitutions which prohibits discriminations.
d) Preferences to son of the soil
e) Company Image
2) Internal Factors
a) Recruiting Policy
b) Temporary & Part – Time employees.
c) Preference to local citizens in MNC.
d) Size
e) Cost.
A good recruitment policy is that which :
• Complies with government policies
• Provides job security
• Provides employee development
opportunities
• Flexible to accommodate changes
• Ensures its employees long-term
employment opportunities
• Cost effective for the organization
SOURCES OF RECRUITMENT
1. Internal search
rnal Search
HRIS
Job portals
Notice boards
Circulars
2. External search
Advertisements
Educational institutions
Employment agencies
Interested applications
Employee referrals
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