Master of Business Administration-MBA Semester 3MU0010 Manpower Planning and Resourcing - 4 CreditsAssignment Set- 1 Q.

.1 What are the obstacles in Manpower Planning [10] Introduction According to Eric W. Vetter, manpower planning is a very vital process where the managementdetermines how the organization should move from its present manpower position to a desiredmanpower position. According to Stainer, manpower planning may be defined as a strategy for the procurement, development, allocation and utilization of an enterprises human resources.We all know that organizations are made up of people. Manufacturing industries need people tooperate machines, maintain machines and ensure desired output quality. Service industries need people to serve customers. People are the most important part of any organization. It is the people working in an organization who individually and collectively contribute to theachievement of the business objectives. One cannot ever overstress the importance of people tomake an organization successful. Manpower planning managers need to estimate the totalnumber of resources required for each position or job role correctly. Definitions According to K. F. Turkman manpower planning can be defined as an attempt to match thesupply of people with the jobs available in an organization. Statistical techniques have been usedto match the supply of people with the jobs available.Bruce Coleman has defined manpower planning has been defined as the process of determiningmanpower requirements and the means for meeting those requirements in order to carry out theintegrated plan of the organization.The website www.businessdictionary.com defines manpower planning as: Estimating or projecting the number of personnel with different skills required over time or for a project, anddetailing how and when they will be acquired.A business definition according to www.bnet.com for manpower planning is The developmentof strategies to match the supply of workers, and the availability of jobs at organizational,regional or national level. Obstacles in Manpower Planning The major obstacles in manpower planning are as follows: Non Optimal Utilization of Manpower The biggest obstacle for manpower planning is the fact that organizations cannot optimally usetheir manpower once manpower planning begins. During manpower planning, the number of resources required for a job is decided based on the total work load, the process to be followedand the criticality of the job. Once the analysis is done, it is decided that one person can onlyhandle a certain portion of the workload and hence for any additional workload, additionalresources need to be hired proportionately.Over a period of time, the total workload may change, the processes may change, the criticalityof the job may change and new technological innovations may make the job far easier toaccomplish. However when the same employees are asked to step up the productivity, they resistaccepting any additional workload and resist even deployment of new technology, hence making it hard for the management to maximize the use of their manpower. This makes theorganizational processes ineffective or inefficient and hence the organization as a whole becomesineffective or inefficient and loses out to competition which may be able to remain lean in termsof number of resources and highly effective and efficient. Absenteeism Every organization has witnessed an increase in absenteeism. This has lead to errors creeping inthe manpower planning exercise. If the plan stated that 4 employees are required to manage thetotal workload, increased degree of absenteeism leads to the partial failure of the manpower planning exercise. Lack of Employable Labor People are not employable. The slow pace of acquiring business required competencies by people at large also result in low employee productivity. All manpower planning is done basis acertain productivity level considered as a benchmark. And low productivity has negativeimplications for manpower planning. Modern Manpower Control and Review Processes Any increase in manpower is to be approved by the top most levels of the management today. Manpower budgets created on the basis of manpower planning act as control mechanisms tokeep the manpower cost and headcount under certain defined limits. Usually the productivity of any organization is calculated using the formula: Productivity =Output / Input.Example: 5 products are sold

during the day/ 8 hours of effort put in during the day. i.e., the sales productivity of the employee is 5 products per day.But a rough guide of employee productivity used today is: Employee Productivity = TotalProduction / Total no. of employees Example: 50 products are sold during the day/12 employees were responsible for selling 50 products during the day. i.e., the sales productivity of each employee is 4.17 products per day. The rate of manpower turnover, exit interviews and absenteeism are sources of measuringdissatisfaction level of manpower. To eliminate employee dissatisfaction and to ensure better utilization of resources a study of the reasons causing the dissatisfaction level is required. Overtime is paid to employees due to real shortage of manpower, inefficient management or improper utilization of manpower. Manpower planning requires a study of the overtime statistics.The current pace at which business is done today is very fast. Many organizations either do nothave data or are overwhelmed with data. Non availability and non utilization of the data are alsoreasons for complicating the situation. In some organization even the existing technologiesavailable for manpower planning are not optimally used. This also creates obstacles in manpower planning. Example: Business Scenario for Obstacles in Manpower Planning (Lack of employablelabor) The entire BPO industry is suffering with this scenario of lack of employable labor.In a dynamic business scenario, manpower planning is critical to organizational growth andstability. It is integral to recruiting, retaining, retraining and redeployment of talent. Linked to business needs of the organization, the process of manpower planning is much more complicatedthan it seems. Manpower planning involves developing skills and competencies of existingemployees to meet market demands which can change with time. Manpower planning alsorequires having a contingent plan in place in case of any eventuality (talent shortage). Out of every 100 candidates interviewed only 10 of them are employable. Majority of them areunemployable by the BPO industry. Its a known fact in the BPO industry. The manpower planning exercise requires BPO companies to budget for travel to the interiors of the state, travelto other states. It also needs to budget for providing new joiners with relocation allowance. It hasto make provision for some joining bonuses as well when the hiring by all companies was at its peak. It decided to lower the level of hiring and spend additional time on training candidates. Itneeded to engage external organizations to evaluate the voice and accent capability or the potential of the candidate in order to validate its own findings with that of an independentagency, so that no potential candidate was rejected and no candidate who was not trainable washired.The manpower planning required inclusion of non standard practices to ensure that the hiringtargets were met so as to ensure that migration of client business processes from other countriesto India was as per committed timelines.In fact some of the BPOs in India also have operations in countries like Philippines. Due to theinability of the India BPOs to hire in some cases, work is split up between India and Philippines.Q.2 Explain demand forecasting techniques. [10] Demand Forecasting Techniques Forecasting is an expensive way to help a company plan and prepare for the future years.Forecasting is not fortune telling; it is but an educated guess of how much manpower will berequired and utilized by a firm or organization. It is a tool used to help in budgeting andallocating finances or hiring employees as perfectly as possible. One of the important features of forecasting is the quality of manpower resources (knowledge, skill, values and competency,capacity etc) as well as the quantity of manpower resources.There is no right way of forecasting, but there are many different types of forecasting methods.Each one is specifically planned and designed to help different retail organization and it is up toeach of them to choose the model which is best and most appropriate for them.Manpower planning is done based on the manpower forecasts. The common manpower forecasting techniques are: 1 Expert Forecasts This is a group forecasting method in which experts present their independently developedforecasts to the group. However, the experts do not meet each other. The group keeps refiningtheir forecasts until a group consensus is reached. This is called as the Delphi technique. In thismethod managers estimate future manpower requirements based on their experience and judgment. 2 Trend Analysis This technique requires studying the past data of an organization. Based on the past forecast,utilization and requirement actually experienced in the business, the future

forecast is made. For example, if an organization had 12 secretaries in the firm and this number were increasing by 1secretary every year for the last 4 years. Then the trend analysis would forecast a requirement of 13 secretaries for the following year. That is one additional secretary for the year.Past data is used to make future predictions. Known or Independent variables are used for predicting unknown or dependent variables, using the trend equation called Predictive analysis. Based on trend equation, we find Line of Best Fit and then it is projected in a scatter diagram, dividing points equally on both sides.The time series analysis has three goals: forecasting (also called predicting), modeling, andcharacterization. The logical order in which to tackle these three goals depends on the keyobjective. The idea of deciding the order is to ensure that one task leads to another and /or justifies the other tasks. Sometimes the objective is getting better forecasts. Then the order isforecasting, modeling and characterization. Sometimes the objective is to understand and explainwhat is going on. Then modeling is the key, though out-of-sample forecasting may be used totest any model. Often modeling and forecasting proceed in an iterative way and there is nological order in the broader sense. You may model to get forecasts, which enable better control, but iteration is again likely to be present.The trend equation is:Y^ = a + bX + EY^ = Estimated value of Ya = Constant or Intercept b = slope of trend lineX = independent variableE = Error termExplained variation means the extent to which the independent variable explains the relativechange in the dependent variable. Higher the explained variation, lower the error value leading toaccurate forecast.R2 = Explained Variation1- R2 = Unexplained Variation Fig. Trend Analysis Line of Best Fit This process may be followed at the organization level as a whole or for parts of the organization based on department, location etc. Doing this at a granular with assumptions being documentedand shared with the approving authority increases the forecast accuracy. The drawback is thatyou follow practices that you followed in the past. If the organization is experiencing the samerate of growth then this may work. But for extraordinary circumstances either good or bad for theorganization, the trend analysis forecasting method often fails. Also this may build in turn theorganization teeth to tail ratio unfavorable for making profits or enhancing profits. Teeth are theno. of employees who are directly into revenue earning jobs. E.g.: production employees,operations employees and sales staff. Tail is the no. of employees who are enabling theemployees involved in directly revenue earning jobs. E.g.: secretaries, finance, administration &human resources. 3 Work Study Technique

It is a technique that can be used when it is possible to apply work measurements to know howlong operations should take and the amount of labor required. It is calculated in two ways. Work-Load Analysis Work-Force Analysis

I) Work-Load Analysis One more method of forecasting is by evaluating the work load in a department or job role. Thisthen enables deciding the no. of employees required for doing the job. This depends on thenature of the work load in a branch, department, or a division in a firm or organization. Example: In BPOs, if an agent can handle 18 calls in a day of about 25 minute duration. If 2 lakh calls arereceived in a month, then the workload is evaluated on a per day basis. Calls receivable per hour are plotted. Then the no. of employees required to service those number of calls is calculated.Also the service level is considered. Some clients do not want to keep their customers on hold for more than 1 minute, in such cases the service level may be taken as 100%. This requires for staffing additionally such that the customers are not on hold for more than 1 minute. Staffing isdecided to ensure per hour manpower adequacy to support the service level required by theclient. The client understands the cost involved and is willing to pay for a higher service level.Based on all the above inputs the workload evaluation technique allows forecasting manpower demand. II) Work-Force Analysis In workforce analysis a sufficient margin for absenteeism, labor turnover and idle time on the basis of past experience is made. This allows for completing the total job at hand undertaken byan organization despite the challenges of labor turnover or absenteeism. The organization needsto make reasonable prediction of labor turnover or absenteeism. However, if the actual labor turnover or absenteeism exceeds the predicted value, then it puts the business under loss. Thiscould mean the profits of the company reducing or the company experiencing a loss. As we allknow that a business organization with high overheads cannot sustain losses for more than acertain number of weeks or months depending on the business. This would mean many people go jobless if the company happens to shut down. Therefore the workforce analysis has to be donewith caution and by an experienced person with data validated for the past periods. Also theforecasting person, needs to be able to keep in mind any seasonal variations and special eventsthat are likely to occur for the predicted period. Demand forecasting is a very responsible job.The entire organizations future depends on this. The organization leaders get involved to ensurethat the demand forecasts are realistic and there is a reasonable buffer built in, so as to be able tosustain any deviations without a severe compromise in profitability or credibility with the client. 4 Managerial Judgment Technique This is a simple technique. In this the managers of different departments sit together, discuss andarrive at conclusions as to the number employees required for future operations based on their past experiences. This technique involves a top-down or bottom-up approach. In top-down approach the managers prepare departmental forecasts. These are viewed bydepartment heads and a decision is taken. In bottom-up approach the managers submit their departmental proposals to top managerswho arrive at forecast. Neither of these forecasts is accurate but both when combined could achieve effective results.This technique is used in smaller retail organizations or where there is not enough data available.

5 Cost-Benefit Analysis This is a term that refers both to: helping to appraise, or assess, the case for a project or proposal, which itself is a process knownas project appraisal; and An informal approach to making economic decisions of any kind.Under both definitions the process involves, whether explicitly or implicitly, weighing the totalexpected costs against the total expected benefits of one or more actions in order to choose the best or most profitable option. The formal process is often referred to as either CBA (Cost-Benefit Analysis) or BCA (Benefit-Cost Analysis).Benefits and costs are often expressed in money terms, and are adjusted for the time value of money, so that all flows of benefits and flows of project costs over time (which tend to occur atdifferent points in time) are expressed on a common basis in terms of their present value.Closely related, but slightly different, formal techniques include cost-effectiveness analysis,economic impact analysis, fiscal impact analysis and social return on investment (SROI)analysis. The latter builds upon the logic of cost-benefit analysis, but differs in that it is explicitlydesigned to inform the practical decision-making of enterprise managers and investors focusedon optimizing their social and environmental impacts.Work that is done by hand can be done faster by machines. It is also uniformly done. Number of employees is also less, hence you save up every month on their salary but it has gone into the purchase of a machine which is a onetime investment. So it does prove to be beneficial to thefirm or organization. E.g. tagging or stamping an item or product for sale. 6 Markov Analysis This is a mathematical technique. It forecasts the availability of internal job candidates. In thisanalysis, various job classifications can be predicted based on past movements (transfers, promotions, attrition, new joiners, resignations, and retirement). 7 Statistical Judgment Technique This technique concentrates on using the past to predict the future by identifying trends, patternsand business drives within the data to develop a forecast. This forecast is referred to as astatistical forecast because it uses mathematical formulas to identify the patterns and trends whiletesting the results for mathematical reasonableness and confidence. These include ratio-trendanalysis and econometric models. In ratio trend analysis the ratios are calculated for the past dataand these are used to calculate future manpower requirements. Example:These models are built up by analyzing past statistical data.

Q.3 What are the inputs provided by HR for Manpower planning [10] Inputs Provided by HR for Manpower Planning Some of the relevant inputs provided by HR for manpower planning are: Specific business goals of the organization drawn from the vision and mission statement for the period for which manpower planning is to be done. The controllable variables such as the productivity data, productivity incentives, cost of trainingand cost of benching (if any). Benching here refers to a state of having excess staff, mostly as aresult of preparation for anticipated business requirements and occasionally as a result of business process reengineering or some reduction in planned business. Which departments will grow and by what percentage? Which are the new confirmed clients likely to be added or withdrawing during the course of theyear? Which are the unconfirmed clients likely to be added or withdrawing the business during thecourse of the year? The uncontrollable variables modifying the scenario for the year under consideration(PESTLE). PESTLE stands for Political, Economic, Social, Technological, Legal andEnvironmental Scenario. The maturity level of the organization in terms of people capability between 1-5 wherein:- level 1 is Initial (inconsistent management)- level 2 is Managed (people management)- level 3 is Defined (competency management)- level 4 is Predictable (capability management)- level 5 is Optimizing (change management) The changed organization structure at a high level in terms of the business verticals and thesupport horizontals if any.Apart from providing inputs for the orientation program, the HR function provides the requisiteinputs in each of the 5 steps of manpower planning. Table : Inputs provided by HR Therefore it is safe to say that HR plays an important role in the manpower planning process. , monthly, quarterly, half-yearly. tive manner to promote improvements. oyees. even after employees put in a huge effort to share their knowledge, they can only share 5% of their total knowledge in their life time. But this 5% of knowledge sharing is instrumental inhelping organizations minimize costs, rework, enhance customer satisfaction and innovate. 5 Publicize Good Performances of Employees Each and every organization has some employees who perform better than the others. Such performances need to be recognized in meetings or displayed on notice boards and posted on theintranet. This motivates the high performing employee and also motivates

other employees togive their best performance. A good system would be to recognize high performers at specifictimes in a year.While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), theachievements of a fellow employee. There can be nothing better for an employee than the headyfeeling from a resounding applause. Best practice # 5 : Many companies publish the star of the month employees. Such employees are recognized in public. Remember recognize in public and not in private. Reprimand in private and not in public.There is no point recognizing individuals in private, it is as good as not recognizing the performance of the individual. Organizations actually hold a major celebration or event torecognize the stars of the month or quarter. 6 Discussions with Employees Successful organizations nurture ideas of employees because the employees are the closest to the business operations and customers. They know the business better than any management wouldever know it. Employees can provide the best ideas. The management should seek employeeideas. Best practice # 6: Suggestion boxes should be placed to receive ideas. Through this system, the management canfind good talented employees and develop them. 7 The Surprise Factor Everyone likes surprises? The employees deserve a surprise when they are least expecting it. Itcould be a gift voucher or a small reward. Surprises dont have to be limited only to the best performers, but it can be given to other employees as an incentive too. Any employee in theorganization can be given this surprise reward.Such healthy HR practices encourage growth of the organization as it is the employees after allwho play a major role in the well-being of an organization. Making an employee feel important proves to be of success to the firm or organization.Q.4 Write a detailed note on competency mapping system and its componenents. [10] Competency Mapping (Skills Inventory) A competency mapping evaluates all aspects of the person with respect to the job role to be performed by the person. It evaluates knowledge, skills, attitude, reflection of attitude that is behavior and possibly values where as skill mapping is restricted to just that skill. We are usingthe terms here interchangeably only so that some companies would like to start with skill andthen increase the scope to evaluate the entire set of competencies. But in true life these cannot beinterchangeably used as their scope varies.

A competency mapping exercise results in a report which contains information on knowledge,skills, abilities, and experiences of current employees. It aims to identify the skills an employeehas demonstrated or has not demonstrated. If the job role requires the employee to demonstrateskills which the employee has not demonstrated, then that becomes a development area for theemployee. Skills can be developed through paid and unpaid work experiences, volunteerism,hobbies, work experiences, and through everyday experience in life. A skills inventory reportshows an employee which skills he or she possesses and at what proficiency level. Example An employee Rahul thinks he possesses the same level of skills as Vijay. He also believes hiscompensation of INR 3 lakhs per annum is far lower than Vijays compensation of INR 6 lakhs per annum. Therefore Rahul feels that he is being unfairly compensated by the company andstarts looking out for another job.But if the company had done a competency mapping exercise or skills inventory exercise, Rahulwould have know that he possesses only 4 of the 10 critical competencies and is at proficiencylevel 2 whereas Vijay possesses 8 of the 10 critical competencies and is at proficiency level 4.Then if Rahul is objective, he would start focusing on enhancing his competencies to Vijayslevel and beyond so that he could get the same level or higher level of compensation, designationand recognition. He would not focus on looking out. This

makes Rahul realize that it is not thecompany which is being unfair to him, but his own limitations that are restraining him fromgetting higher compensation, growth and recognition. His focus then becomes buildingcompetencies rather than looking out for jobs. 1 Competency Mapping System The four essential components of competency mapping system are: Classification system Measurement unit Process of measurement Accessible Data, Information and Knowledge 2 Classification System For any meaningful competency mapping or skills inventory management program, a clear, welldefined and detailed system of classification is important to have in place. Without a clear classification system, any inventory management program will tend to fail. Competencymapping or skills inventory cannot be assigned numbers as easily as numbers are assigned to any physical products. A soft skill is particularly hard to define and therefore it is important that agood classification system is in place, so that everyone is referring to the same behaviors, skillsand level of the competency. When it comes to creating the grading system for building a skillsinventory, the problem often arises from a lack of standardized definitions for skills. There areno defined standards acceptable worldwide. Internally in the organization we dont want acomparison between apples and oranges. We want a fair comparison and hence a goodclassification system is essential.If the skills are defined earlier by the HR team leading the competency mapping or skillinventory exercise then the managers do not have to repeat the time consuming process of defining skills. They focus on evaluation of the skills critical for the success of the organization.They focus on identifying the high performing employees to participate in a skills inventoryinitiative and decide which skills are important to the organizations success.An objective system is important. An established list of predefined skills and an agreed-upon setof rules by which to measure them enable competency mapping or skills inventory. Initially an organization should focus on a few critical skills. As the ability of the organization to mapcompetencies or skills improves, in the future additional skills can be inventoried and managed.As a foundation for establishing a skills program, many organizations begin by agreeing on themain objectives and identifying the skills that most closely impact these goals. An objectiveskills classification system frees decision-makers to focus on the exact skills and organizationsobjectives, and hence helps to fairly establish the parameters for a successful initiative. 3 Measurement unit While companies have some difficulty tracking their inventory of office supplies or other physical resources which can be measured by number of units, weight, or volume calculatingemployee competencies or skills is a different matter.Organization A & B have 4 customer service executives and 1 customer service manager respectively. Refer Table 5.4 and analyze if the team and individuals are equal in terms of competencies? Of course, they are not at all equal in terms of their competencies.Many organizations can rely on subjective forms of assessments for the answer. For example,employees are asked to self-asses their own skills. Self-assessment is a subjective form of evaluation. Self-assessments are inaccurate, with inexperienced employees overrating their skillsor experts underrating their ability. Personal verification is subject to individual influence andmay not be a question of a manager being just, but more influenced by familiarity with certainemployees. How do you measure an employees level of skill? Clear definitions help managersidentify employees level of skill or skills. A well planned measurement system enablesdecision-makers to rely on objective data and they are not forced to rely largely on unreliable,subjective skills data. Online skills measurement tools are now available and give managers theunit of measure they require to account for skills levels on a regular basis. Unlike subjectivemeasures, these metrics will not differ from one department to another. The whole system isevaluated, delivered, and reported online.The objective measurement system calculates changes in skills levels over a period of time. Thatis, with a constant and well detailed unit of measure to track skills, employees and managers maydocument skills

improvement. The management and managers should track skills inventories,identify shortfalls (skills gaps) and surpluses (skills strengths). They should also differentiate between the skills levels of different employees, information that is vital to meeting the demandsof each client or project.A constant unit of measure enables decision makers i.e. managers to analyze skill levels withinthe organization. 4 Process of Measurement The requirement for an easily-administered measurement procedure is probably the mostneglected need of a skills inventory plan. An organizations ability to evaluate skills on a regular basis and arrive at a suitable measurement can determine program success. How canorganizations develop a practical skills measurement system one that can be continued to be usedlong after implementation?Ease of use and meaningful feedback are important characteristics of an effective measurementsystem.While the organization may not have to re-measure or re-evaluate its skills inventory with thesame frequency as it tracks other items, repeat measurement is essential. Without the ability todeliver repeat evaluation, a skills inventory management initiative becomes nothing more but aone-time employee test, with unstable data that cannot track changes in an organizations supply of skills. Many organizations have made unsuccessful attempts at tracking skills in the past, andoften they still apply the same wrong strategies till today. Employees can be asked to completeand submit self-rating forms, or they can be asked to take a test associated with a career milestone such as a training event or a periodic review. Unfortunately, the results of suchassessments often disappear into a records system without re-emerging as actionableinformation for the organization or for the employee. As results fail to show action, theusefulness of this initiative is compromised, and participation declines.The secret for a successful skills inventory management lies in the ability to automate testadministration and provide quick, actionable feedback. Through an online testing system,employees can take a skill evaluation in their own time without the requirement for supervision.Results are calculated and delivered immediately. The online system addresses two issues whichhave negatively impacted skills inventory management efforts: Ease of Testing It makes it easy for the employees to undertake the skills assessment at their own time and whenthey are ready. It also allows repeat testing 3 months later or at some point in the future. Onlinetests ask questions from a questions bank, so different questions are presented to the employee. Fast, Meaningful Feedback An effective online skills inventory management provides quick or immediate feedback. Armedwith this knowledge managers constitute a team with complementary skill sets. It also enables tosend the employee to the right training programs or take good performance-related decisions.Performance evaluation in most organizations is not objective and tends to remain subjective.For employees, the quick feedback stimulates self improvement and is provided at the time whenmotivation for improvement is strongest immediately after an evaluation.A repeatable evaluation system enables employees and managers to track skills improvementover a period of time. 5 Accessible Data, Information and Knowledge The success of any inventory management initiative is based on its ability to deliver constant,actionable results. Skills inventory management is also no exception. The immediateaccessibility of objective metrics helps managers to take action such as what training anemployee needs, provide assignments that leverage existing skills and provide assignments thatdevelop skills that need to be improved (such assignments require the employee to be mentored)and identifying the right employees to be part of project teams.With an online skills inventory management system, exact and relevant data is just easilyaccessible. No one needs to manage large amounts of data. If a manager is to manage largeamounts of data, his/her initiative in the exercise declines. But if the data is automaticallymanaged by the online system, then his/her inclination is not dented. Using the data andinformation, managers gain more knowledge about their

team members competencies. Over asustained period of knowledge of the proficiency levels of different skills, help managers takewise decisions and enable them to demonstrate greater wisdom in decision making. The need for skills inventory management is the highest today in the post recessionary period. 6 Motivating Employees Motivating and educating employees about the advantages of the Competency mapping system isimportant. It is not only the job of the HR department, but also the management, to motivatethem constantly. Today skills are the only currency that carries a lot of value in the presentknowledge-driven economy. An employees value is determined by the depth of skills he possesses. Any procedure that enhances skills becomes important to the employee as well as to the organization. This is the basic assumption in educating employees about working towardsenhancing their skills.For an organization, building a skills inventory has many advantages from improving operationalefficiency and productivity to competitive advantage in the marketplace. It creates a learningenvironment and is a great internal employee building strategy that an organization is able toretain employees as well as successfully attract new employees.Q.5 Discuss External sourcing in detail [10] Sources of Candidates Many organizations use a combination of both internal and external sourcing alternatives todeliver business support services. Sourcing the candidate from within the organization is knownas internal source of recruitment and sourcing candidates from other sources is known as externalsource of recruitment. Internal Sourcing External SourcingProficient planning and execution of these multi-sourcing strategies requires efficient controland change management. The sourcing strategy must accomplish a proper balance between business drivers such as cost, quality of services, transformation, business agility and control.Organizations should focus on aligning these solutions with short-term and long-term businessgoal, as well as the strategic and planned initiatives across their business units. The success of sourcing alternatives depends on the strategic alignment of sourcing internally. External Sourcing When you hire staff or contract staff who has never worked with your organization earlier, thenit is called as external recruitment. Examples are: Advertisements in Media Advertisements of the job openings in newspaper and journals magazines are generally used as asource of external recruitment. Campus Selections in Institutions Various colleges and institutions are a good source of recruiting well qualified executives,engineers, medical staff etc. Employee Referrals Organizations encourage internal employees by providing benefits for referring friends andrelatives for some position in their organization. Consultants They identify candidates matching the job profile and charge a fee for providing candidates tillyou find the right candidate who accepts the offer. Data Banks Organizations collect CVs of candidates from different sources like employment exchange,training institutes etc. and screen and shortlist the candidates.When the business grows and if the business is manpower intensive, then additional resourcesare required. Therefore external recruitment is done. This is the only way to scale up the business. Also it brings in a freshness of thought and perspective. Capable people from theworlds best organizations bring best practices with them. They bring the culture of performanceand meritocracy. External recruitment has many advantages. If the job role requires tremendous

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