Manpower planning, also known as workforce or human resource planning, determines future staffing to ensure the right number, type, and skills at the right time across blue-collar and white-collar roles.

Analyze objectives of departments or the organization to determine manpower needs; assess current manpower inventory; forecast future demand and supply; calculate the tentative gap; and monitor feedback to adjust plans.

Forecast manpower requirements by analyzing budget, workload, technology, and skill availability. The lecture uses manufacturing and retail examples to show legal, cultural, and union factors shaping staffing plans.

Explore the systematic process of gathering and analyzing job data to produce job descriptions and job specifications, and compare traditional analysis with a shift toward competency-based methods.

Learn how competency blends knowledge, skills, and attitudes into observable behaviors that reliably differentiate performance, and distinguish it from competence through KSA and KSAO models and behavioral versus technical competencies.

Explore competency based job analysis, focusing on observable behaviors described as knowledge, skills, and attitudes. Learn to build competency matrices with behavior indicators and rubrics to map job profiles.

Explore how competency based job analysis guides manpower planning, recruitment, performance evaluation, and remuneration; use competency matrices for targeted training, task allocation, and development.

Explore the common methods for collecting job information in HRM, including observation, interviews, questionnaires, examining manuals, and technical conferences, to support job analysis.

Explore the distinction and practical interchangeability of recruitment and selection, and examine sources like campus placement, job portals, references, and terms such as talent acquisition, headhunting, and executive search.

Learn how sourcing, pre-screening, assessment, decision, negotiations and job offer, background checks, and onboarding fit together in recruitment and selection.

Explore the meaning of sourcing and contrast internal versus external sourcing, highlighting cost, time, loyalty, and access to new talents through channels like job portals, agencies, colleges, and networking.

Identify internal sources such as promotion, demotion, and transfers, and external sources such as employee referrals, former employees, job portals, campus placement, and recruitment process outsourcing, to tailor hiring strategies.

Explore common job portals and how to choose the best sources for different profiles, including country-specific portals and startups or specialized platforms like Facebook jobs for posting and candidate search.

Understand how boolean search helps HR professionals filter resumes by skills like iOS and Android, using and, or, and not operators.

Leverage LinkedIn as a professional recruitment platform to find candidates and optimize your profile. Search with filters, connect through first-degree, second-degree, and third-degree connections, and post content to stay active.

Learn how to screen candidates effectively, compare resumes and cover letters, evaluate experience and gaps, conduct HR pre-screening calls, and craft professional follow-up emails.

Explore six common types of assessment tests used in recruitment: job-specific knowledge, job-specific skills, cognitive tests, creativity tests, personality tests, and physical fitness tests.

Explore common assessment methods in HRM, including written tests (closed-ended and open-ended), case studies, group discussions, role plays, presentations, performance tasks, portfolios, and align these with essential competencies.

Distinguish between unstructured and structured interviews and emphasize assessment through competency-based behavior event interviewing. Apply the STAR technique: situation, task, action, result to evaluate competencies and reduce bias in scoring.

Explore common evaluation biases in hr hiring: halo, horn, leniency, central tendency, first impressions, recency, stereotyping, and learn strategies: clear competencies, structured interviews, observable behaviors, and diverse assessors.

Navigate the decision, negotiations, and job offer process by evaluating fixed and variable salary components, in-hand versus CTC, notice periods, and offer, letter of intent, and appointment documentation.

Background checks verify a candidate's history, identity, and credentials, including work and academic records, criminal history, and reference checks. Learn cost-aware reference checking tips to assess competencies and verify information.

Guide new hires from offer to becoming a productive employee by detailing offer release, acceptance and waiting period, joining paperwork with emergency contact details, induction, product training, and mentoring programs.

Explore common recruitment terms such as poaching, anti-poaching agreements, probation periods, lateral hiring, and consulting versus consultancy. Understand information technology service and product company terminology and the retail industry context.

Explore recruitment challenges such as niche skills, unattractive roles, and limited outreach channels. Learn how branding, local partnerships, and flexible strategies help attract and hire the right candidates.

Explore the meaning of training, development, and learning in corporate settings, and discover diverse methods—classroom instruction, self-paced videos, mentoring, on-the-job training, simulations, and more—to build competencies.

Explore instructional system design (ISD) and the Addie model to plan, develop, deliver, and evaluate training that builds competencies, with emphasis on sequencing, objectives, and evaluation.

Explore the Addie model and its five phases—analyze, design, develop, implement, evaluate—and how to apply them to identify training needs and deliver effective employee development.

Analyze the Addie model’s first phase by identifying gaps in knowledge, skills, and behavior toward outcomes, via learning need analysis (lna) or training need analysis (tna).

Identify root causes of customer complaints through needs analysis and a competency matrix. Target development plans to upskill customer support executives in customer focus and communication by closing competency gaps.

Analyze which gaps in the hrm program to prioritize by aligning competencies with available resources such as budget, time, and training space, and identify the essential competencies to focus on.

Analyze the trainees and trainer using a competency matrix or survey to tailor the session, assess current knowledge and skills, determine batch size, and choose in-house or external trainers.

Analyze where the program will occur, including on the job, at head office, at a training venue, or online via webinar platforms like Zoom, Google Meet, or Microsoft Teams.

Decide when the program occurs in the HRM course by setting the date and time, choosing one-time or recurring sessions, and determining the total session length.

Analyze how to apply HRM methodologies through classroom sessions and outbound training, using case studies, role plays, group and individual activities, discussions, presentations, and video-based learning.

Assess how much a learning program costs by evaluating budget, trainer fees, topics, and batch numbers. The seven parameters of the Addie analysis phase guide design decisions and next steps.

Design the training program by building a structured blueprint during the ADDIE design phase, using a table of contents and a detailed session plan to outline topics and activities.

Explore Bloom's taxonomy to structure learning from remembering to creating, showing how each level builds mastery and informs training objectives for HRM programs.

Create a structured session plan detailing training name, learning outcomes, topics, objectives, methodology, and duration, and apply Bloom's taxonomy and the Addie model design phase.

Develop effective training content in the ADDIE framework by mastering intro strategies, icebreakers, pretests, and show-and-tell techniques that boost learner engagement and relevance.

Create impactful training slides, using PowerPoint, Google Slides, or Canva, with presenter notes, concise visuals (charts, diagrams, infographics), brand colors, and the power of three for engaging training.

Implement delivery phase of the Addie model by introducing the trainer, using icebreakers, conducting pretests and post-tests, setting ground rules, and applying the show-and-tell method with seven seas of communication.

Explore the Kirkpatrick model for evaluating training within the Addie framework, covering reaction, learning, behavior, results, and ROI. Learn how feedback and assessments measure impact and drive improvement.

Explore common HRM terminologies and learning modalities, including LMS, self-paced, cohort-based, synchronous and asynchronous learning, microlearning, hybrid and blended approaches.

Explore outbound trainings as experiential learning outside the classroom, utilizing natural environments and adventure activities to build skills while prioritizing safety, inclusivity, weather contingencies, and cost considerations.

Align employee activities with organizational goals through the performance management system, a four-step process—plan, act, track, and evaluate—featuring formal appraisals and ongoing feedback.

Learn how to evaluate employees in performance management by balancing traits, competencies (observable behaviors), and results; discover why competencies reduce bias and guide clear performance indicators.

Explore how performance management differs from performance appraisal, a continuous, development-focused process that covers planning, removing obstacles, feedback, and coaching, with assessment and developmental functions aligned to business needs.

Discover the key characteristics of an effective performance management system, including clear expectations, continuous feedback, two-way discussions on goals, coaching, and alignment with organizational goals through everyday performance management.

Smart goal setting serves as a core strategy in performance management systems, using specific, measurable, attainable, relevant, and timeframe criteria to set goals, with examples like selling 200 cars.

Define KRAs as the core areas HR managers are accountable for, and show KPIs as performance indicators using recruitment metrics like average time to close a position and score weighting.

Strengthen your HR expertise by mastering Indian labor laws, from recruitment and onboarding to disciplinary procedures, benefits, and compliance under codes like wages, safety, industrial relations, and social security.