Manpower

Planning &
Recruitment:

GROUP 3 Team Members

Pranit Chordiya (17)

Jeet Churi (18)
Dhananjay Dahifale (19)
Akshaya Dalvi (20)
Pratik Dangore (21)
Amruta Deo (22)
Swapnil Deotale (23)
Kushal Desai (24)

Group 3

Manpower planning & Recruitment: trends and

best practices

Manpower Planning Introduction

Process by which the management
ensures that the right number and the
right kind of people are at the right
place and time and are doing the right
things(for which they are best suited)
for the achievement of organisational
objectives
Process of developing and determining
objectives, policies of procurement in
relation to manpower

Requires forecasting manpower needs

and planning of activities to fulfill those
forecast needs

Group 3

Manpower planning & Recruitment: trends and

best practices

Major Aspects of Manpower

Planning

Number of
personnel
required

U
A

Work Load
Analysis

Type of
personnel
required

Q
U
A

Requirement
s of the job

L
I

T
I

Work Force
Analysis

Skillset
Analysis

A
T
T
A Group 3

Manpower planning & Recruitment: trends and

best practices

Manpower Planning - Process

1

Deciding goals or objectives

Analysis of current manpower resources

Formulation of recruitment plan

Estimating future organizational structure and

manpower requirements

Developing a Human Resource Plan

Group 3

Manpower planning & Recruitment: trends and

best practices

Importance of Manpower
Planning
Human resource planning ensures that people
Future

Future
Manpower
Needs

Coping With
Change
Recruitment
Of Talented
Personnel
Development
of Human
Resource
Proper
Utilization of
Human
Resource
Group 3

are available to provide the continued smooth

operation of an organization

Human resource planning is important to

cope with the change associated with the
external environmental factors
Another purpose of HR planning is to recruit
and select the most capable personnel to fill
job vacancies

Human resource planning identifies the skill

requirements for various levels of jobs

HRP ensures that the organization acquires

and utilizes the manpower effectively to
achieve objectives.
Manpower planning & Recruitment: trends and
best practices

Need for Manpower Planning

Shortage/Sur
plus
Basic Step
Reduce
Labour Cost
Readily
Available
Importance of
HRM
Group 3

Shortages and surpluses can be

identified so that quick action can be
taken wherever required.

All the recruitment and selection

programmes are based on manpower
planning.
It also helps to reduce the labour cost as
excess staff can be identified and
thereby overstaffing can be avoided.
It helps in growth and diversification of
business. Through manpower planning,
human resources can be readily
available
It helps the organization to realize the
importance of manpower management
which ultimately helps in the stability of
a concern.
Manpower planning & Recruitment: trends and
best practices

Recruitment
Recruitment is the process of finding and
hiring the
best-qualified candidate (from within or
outside of an
organization) for a job opening in a timely
and costeffective manner
The Recruitment method chosen will depend
on the
size of the organization, the type of position
available
and the nature of the labour force in the
Group 3

Manpower planning & Recruitment: trends and

best practices

Internal Recruitment
It involves considering present employees as
applicants for available positions
Advantages
Cheaper and quicker to recruit
People already familiar with the business
Provides opportunities for promotion within the
business can
be motivating
Disadvantages
No new ideas can be introduced from outside
May cause resentment amongst candidates not
appointed
Group 3

Manpower planning & Recruitment: trends and

best practices

Internal Recruitment
Referrals are a good source of internal recruitment
These are references of families and friends and if
successful the
employee gets a referral bonus to help find the
organization the
right person for the job.
Eg- Companies like Microsoft, Infosys use this
technique to attract
talent
Formal Employees may be willing to come back to
work on a parttime basis. An advantage here is that the company
already has an
Manpower planning & Recruitment: trends and
Group 3
best practices
idea
about the performance
of these employees 8

Referrals

Group 3

Manpower planning & Recruitment: trends and

best practices

External Recruitment
It involves finding a suitable applicant from outside
the
organization
Advantages
Outside people bring in new ideas
Larger pool of workers from which to find the best
candidate
Disadvantages
Longer process
More expensive process due to advertising and
interviews
required
Group 3

Manpower planning & Recruitment: trends and

best practices

10

Recruitment Agency

Group 3

Manpower planning & Recruitment: trends and

best practices

11

Advertisement in
Newspapers

Group 3

Manpower planning & Recruitment: trends and

best practices

12

Campus Drive

Group 3

Manpower planning & Recruitment: trends and

best practices

13

Recruitment & Selection process

Recruitment
Job
Description
Shortlisting
Written Test/
GD
Personal
Interview
Select
Induct
Group 3

Manpower planning & Recruitment: trends and

best practices

14

Job Description

Job Title
Summary Description
Tasks and Responsibilities
Qualification
Work Experience
Working Hours
Salary

Group 3

Manpower planning & Recruitment: trends and

best practices

15

Shortlisting and Written Tests

Candidates are shortlisted based on Qualification,
area of expertise, past experience
Technical and Aptitude Test
Psychometric Test
Group Discussions

Group 3

Manpower planning & Recruitment: trends and

best practices

16

Personal Interview
Technical Interview A panel of 2 or 3
Stress Interview How you handle stress
HR Interview To check candidates soft skills,
overall fit in the organization
Usually 2-3 rounds of PI are conducted
Based on all criteria candidate is selected
Later Induction/ Training is conducted by HR

Group 3

Manpower planning & Recruitment: trends and

best practices

17

Introduction
Deloitte has more than 220,000 professionals
at member firms delivering services inAudit
& Enterprise Risk, Consulting, Tax, Financial
Advisory and related services in more than
150 countries and territories. Revenues for
fiscal year 2015 were US$35.2 billion.

Deloitte

Audit &
Enterprise Risk

Group 3

Consulting

Tax

Financial
Advisory

Manpower planning & Recruitment: trends and

best practices

Facts and Figures

Group 3

Manpower planning & Recruitment: trends and

best practices

Facts and Figures

Group 3

Manpower planning & Recruitment: trends and

best practices

Global Presence

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

Revenues
(US$ in
$35.2
billions)

$34.2

$32.4

$31.3

$28.8

$26.6

$26.1

$27.4

$23.1

$20.1

People

225,000 210,400 200,000+ 193,000 182,000 170,000 169,000 165,000 150,000 135,000

Countries
and
150+
territories
Group 3

150+

150+

150+

150+

150+

140

140

Manpower planning & Recruitment: trends and

best practices

142

136

Shared Values
Strength from cultural diversity
-Working with people of different backgrounds, cultures and thinking
styles helps the people grow into better professionals and leaders
Commitment to each other
-The culture of borderless collegiality is a competitive advantage for
them. They go to extraordinary lengths to support their people.
Outstanding value to markets and clients
-Deloitte plays a critical role in helping both the capital markets and
member firm clients operate more effectively
Integrity
-Deloitte demonstrates a strong commitment to sustainable and
responsible business practices

Group 3

Manpower planning & Recruitment: trends and

best practices

Organization Structure

Deloitte U.S. India offices are registered under five

companies based on the function Deloitte Tax Services,
Deloitte Audit and Enterprise Risk Services, Deloitte Financial
Advisory Services, Deloitte Consulting and Deloitte Shared
services. The first four serve external clients, whereas the
last firm is established for internal client, Deloitte
Group 3

Manpower planning & Recruitment: trends and

best practices

Organization Structure
The Deloitte organisational structure is divided into four core
vertical functions that collaborate across dedicated market
segments

Group 3

Manpower planning & Recruitment: trends and

best practices

HR structure
The HR department is
renamed as Talent and it has
been further sub-divided into Talent
Talent Acquisition
Acquisition
(Recruitment), Talent
Talent
Development (Learning and
Development
Development) and Talent
Talent Delivery
Delivery (Resource
Management).
Deloitte assigns additional
generalist HR managers to
each service line and thus
follows a combination of
functional and clientele
structure

Deloitte
Shared
Services

In addition, a team called

Total Rewards team exists
Manpower planning & Recruitment: trends and
Group 3
separately
for Compensation
best practices

Generalists ->
Consulting

Generalists ->
Tax

Generalists ->
Auditing

Generalists ->
Financial
Auditing
6

Sources of Recruitment

INTERNAL
Analyzing the current
inventory
Making future manpower
forecasts
Forecasting and Human
Resource Planning

Group 3

EXTERNAL
Campus Recruitments
Job sites and Portals
Company Website
Social Media Recruiting

Manpower planning & Recruitment: trends and

best practices

Process of Manpower Planning

Start

RM checks KX
portal, internal
job posting for
internal
allocation

Intimate
resource
manager

No
Demand
met?
Yes
Group 3

Meet
demand
using flexi
time or
overtime

Forecast
requirement
using DTE,
Project
complexity

No

External
recruitment,
campus
interviews, walk
ins, referral
programs

Manpower planning & Recruitment: trends and

best practices

Yes

Demand
met?

Stop

29

Recruitment Process
Application by the candidate and Scrutiny by HR
The Group Shortlisting Process
The Interview Process
Selection of Candidate
Sending of Offer Letter and Acceptance by candidate
Joining of candidate and Induction into the company
Group 3

Manpower planning & Recruitment: trends and

best practices

30

MANPOWER FORECASTING
External
estimatio
n

Internal
estimatio
n

Extrapolation of trends derived

from historical data

The estimated chances of getting

the project

Comprehensive econometric
models

Hypothesized duration of the

project

standard growth curves of the

population growth and its
location

Specialist knowledge required to

meet the deliverables in the
project

study of occupational growth

prospects and requirements
via social & demographic
trends:

The requirement for field

experience

Group 3

Manpower planning & Recruitment: trends and

best practices

JOB ANALYSIS

Interviews

Questionnair
es

The current
employees are
interviewed for the
scope of their job and
the time put in by
them

People working in the

organization have to
fill out questionnaires
to provide information
about their job
requirements

Questions include
factual and behavioral
questions

The responses are

collated at group level

Group 3

XD Portal
The Extended
Delivery Center (XD)
is a hub of technical &
business process
expertise, which
provides application
coverage at a
competitive price
point
Every employee has
to record the activity
that he performs
along with the
number of hours he
spends on that
activity every week

Manpower planning & Recruitment: trends and

best practices

SUCCESSION PLANNING
PROCESS
1

Connecting Succession Planning to the needs and values of the

organization

Bridging the Gaps Identifying issues with the expected demand and the
current supply. Structuring the business plan in accordance to the longterm talent needs and not position replacement

Identification of Talent Pool Using feedback mechanisms to assess and

evaluate employees and identifying the closest fit between the positions
and the competencies

Developing Succession Strategies Using feedback mechanisms to assess

and evaluate employees and identifying the closest fit between the
positions and the competencies

Implementing Strategies of Succession This involves implementing the

Recruitment, Retention and Training strategies which were formulated in
the step above

Assessing and Evaluation This involves evaluation of the performance and

giving feedback. It also includes preparing a response to the change in
requirements and needs

Group 3

Manpower planning & Recruitment: trends and

best practices

CASE STUDY ON INFOSYS

10 REASONS TO WORK WITH INFOSYS
1. Youll work with new
technologies, while theyre
still new
2. You can get trained by
Harvard
3. Youll learn to think like an
entrepreneur
4. Youll look forward to
attending your college
reunion
5. You can play ping pong at
work
6. Youll get to do good
7. Youll get to be who you are
8. Youll go on to make history
9. Youll discover how to make
work fun
10.Youll never wait for the

RECRUITMENT METHODS:

nline Application Process

Experien
ced
Website
Fresher

Current
Opportuniti
es
Browse by
Domain
Browse by
Location

Employee Referral Scheme

Location
Other Locations
Reference Code
Job Description
Experience
Industry
Educational
Requirements

On-Campus Recruitment

THE TRAINING PROCESS:

Testimonial
Best Professional Training :
This is probably the best technical you
can ever get.
Even if you take a course/tuition and
pay for it, no course can match the
level of this training.
This training is designed by experts,
hands on extensive and really to the
point that, personally, I do not believe
can be found anywhere else.
Source: obeinfoscion.blogspot.in

Organization chart

Samson
David
Senior
Vice
President Global
Head
Cloud,
Infrastruct
ure
Services &
Security at
Infosys
Bengaluru
Area, India,
Information
Technology
and
Services
April 2015
Present (11
months)
Bengaluru
Area, India

Career Journey at Infosys:

College of Engineering
Pune
BE, Mechanical
1986 1990

Service Engineer,
Voltas Limited
August 1990
December 1991
(1 year 5 months)

Various Roles
Infosys
March 1992
December 1998
(6 years 10 months)

VP & Head of
Communications,
Media &
Entertainment Americas
Infosys
April 2008 May 2010
(2 years 2 months)

AVP & Head of

Delivery - APAC &
Canada
Infosys
June 2003 March
2008
(4 years 10 months)

Client Partner
Infosys
January 1999 May
2003
(4 years 5 months)

VP & Global Head Business Platforms

Infosys
June 2010 August
2013
(3 years 3 months)

Senior Vice President

Infosys
August 2013 June
2014
(11 months)

COO & Member of the

Board
EdgeVerve - An
Infosys Company
July 2014 March
2015
(9 months)

Thank You!

Group 3

Manpower planning & Recruitment: trends and

best practices

39