Description
Manpower Planning, Recruitment and Selection
Sep 2025 Examination
Q1. A large public sector bank is facing a wave of retirements among its senior managers over the next three years. At the same time, the bank is planning to expand its digital banking services, which requires new technical skills. The HR manager must ensure that the bank has the right number of employees with the necessary skills to achieve its growth targets, while also managing the transition of retiring staff and integrating new hires. Based on the scenario, how should the HR manager design and implement a manpower planning process to address both the upcoming retirements and the need for new skills, ensuring the organisation meets its future business targets? (10 Marks)
Ans 1.
Introduction
A large public sector bank in India is at a critical juncture where two simultaneous workforce challenges must be addressed: a significant number of senior managerial retirements over the next three years and a growing need for digital banking capabilities to support business expansion. This scenario demands a well-structured manpower planning process that bridges the generational talent gap and ensures the availability of future-ready skills. The HR manager must strategically align workforce supply with organizational demand by forecasting retirements, assessing skill gaps, reskilling current employees, and planning new talent acquisition. A proactive and dynamic manpower planning approach
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Q2. A global consumer goods company operates in multiple countries with diverse market dynamics. Recently, unpredictable economic shifts and changing consumer preferences have made it difficult for HR to accurately forecast manpower needs. The company has experienced both overstaffing in some regions and critical shortages in others, leading to increased costs and missed opportunities. Senior management has tasked HR with improving the reliability and responsiveness of its manpower planning process. Evaluate the challenges and potential solutions in forecasting manpower demand and supply in a multinational organisation facing fluctuating market conditions. How should HR balance accuracy and flexibility in its planning? (10 Marks)
Ans 2.
Introduction
Multinational corporations (MNCs), especially those in the consumer goods industry, operate in dynamic environments influenced by global economic conditions, local market behavior, regulatory policies, and consumer trends. In such settings, forecasting manpower demand and supply becomes a complex and high-stakes task. The global consumer goods company in question faces erratic staffing patterns—excess talent in some regions and shortages in others—causing inefficiencies and lost growth opportunities. As global markets shift rapidly, HR must move beyond traditional forecasting methods to ensure workforce readiness across geographies. Achieving the right balance between accuracy and
Q3(A). HealthFirst, a major healthcare provider, is facing a sudden public health emergency that requires rapid scaling up of its workforce across multiple departments. The HR team must implement HR programming to bridge the gap between current staffing and urgent demand. As the HR project manager, you are to design an action plan for effective and timely staffing. Design an action plan for implementing HR programming in a healthcare organisation that must quickly scale up its workforce to respond to a public health emergency. What steps would you include to ensure effective and timely staffing? (5 Marks)
Ans 3a.
Introduction
HealthFirst is currently facing a public health emergency that demands immediate expansion of its workforce. In such situations, traditional recruitment and staffing timelines are insufficient. The HR team must implement a rapid-response HR programming strategy that ensures timely identification, hiring, and deployment of qualified personnel across multiple departments. A structured action plan is critical for addressing both short-term capacity needs and long-term operational stability. The approach must be proactive,
Q3 (B) At FutureWorks, a mid-sized services firm, the HR department is challenged with placing both newly hired graduates and experienced internal candidates who are being promoted. The current placement process often leads to mismatches, affecting job satisfaction and organisational effectiveness. As the HR consultant, you are asked to propose a new model for employee placement that addresses these issues. Propose a new model for employee placement that addresses both the needs of newly hired graduates and experienced internal candidates being promoted. How would your model ensure job satisfaction and organisational effectiveness? (5 Marks)
Ans 3b.
Introduction
At FutureWorks, inconsistent employee placement is affecting morale and organizational performance. Mismatches between role expectations and employee capabilities—especially among fresh graduates and promoted internal candidates—have highlighted the need for a more structured and responsive placement model. As the HR consultant, the goal is to propose a solution that considers the career aspirations, skill levels, and growth
