Easy2Siksha Sample Paper
GNDU Most Repeated (Important) Quesons
B.B.A 3rd Semester
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
(Based on 4-Year GNDU Queson Paper Trend Analysis: 2021–2024)
Must-Prepare Quesons (80–100% Probability)
SECTION–A (Human Resource Management & Planning)
1. Human Resource Planning – Meaning, Process, and Factors Aecng It
Appeared in: 2022 (Q1), 2023 (Q2), 2024 (Q2)
Probability for 2025: (100%)
2. Emerging / Changing Trends in Human Resource Management
Appeared in: 2023 (Q1), 2024 (Q1)
Probability for 2025: (100%)
2025 Smart Predicon Table
(Based on GNDU 2021–2024 Queson Trend)
No.
Queson Topic
Years
Appeared
Probability for 2025
1
Human Resource Planning – Process &
Factors
2022–24
(100%)
2
Emerging / Changing Trends in HRM
2023–24
(100%)
3
Job Analysis – Meaning, Objecves &
Methods
2021–22
(90%)
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2025 GUARANTEED QUESTIONS (100% Appearance Trend)
Top 7 Must-Prepare Topics (Appeared in All or Most Years)
1. Explain Human Resource Planning and the various factors aecng it.
2. Discuss the emerging trends in Human Resource Management.
BONUS HIGH-PRIORITY (80–90%) QUESTIONS
8. What are the objecves and methods of job analysis?
9. Discuss the challenges and factors inuencing employee remuneraon.
GNDU Most Repeated (Important) Answer
B.B.A 3rd Semester
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
(Based on 4-Year GNDU Queson Paper Trend Analysis: 2021–2024)
Must-Prepare Quesons (80–100% Probability)
SECTION–A (Human Resource Management & Planning)
1. Human Resource Planning – Meaning, Process, and Factors Aecng It
Appeared in: 2022 (Q1), 2023 (Q2), 2024 (Q2)
Probability for 2025: (100%)
Ans: Human Resource Planning – Meaning, Process, and Factors Affecting It
A Fresh Beginning
Imagine you are the captain of a large ship sailing across the ocean.
You have a beautiful destination in mind, but before you begin your journey, you must
answer some important questions:
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• How many sailors will you need?
• What skills should they have?
• What if someone leaves during the voyage?
• What if a storm comes and you need extra help?
Just like a captain plans before sailing, every organization — whether a school, hospital,
bank, or company — needs to plan how many people it will require, what kind of people
it needs, and how to make sure the right person is at the right job at the right time.
This careful and thoughtful planning of people in an organization is called Human
Resource Planning (HRP).
Meaning of Human Resource Planning
In the simplest terms, Human Resource Planning (HRP) means deciding in advance how
many and what kind of people an organization will need in the future, and how to
ensure they are available when required.
It is like creating a roadmap for managing people efficiently — making sure there are
neither too few nor too many employees, and that everyone is doing the right job.
Easy Definition:
“Human Resource Planning is the process of forecasting an organization’s future human
resource requirements and developing plans to meet those requirements effectively.”
In other words, it’s about matching people with jobs, both for today and tomorrow.
Why Human Resource Planning is Important
Let’s take an example:
Suppose a company suddenly gets a huge new project but doesn’t have enough skilled
workers. The company will miss deadlines and lose reputation.
On the other hand, if it hires too many employees without proper planning, it will waste
money on salaries and resources.
So, Human Resource Planning helps to balance — it ensures the right number of
people with the right skills are in the right place at the right time.
Some key reasons why HRP is important:
1. To avoid shortage or surplus of employees.
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2. To reduce labour costs and increase efficiency.
3. To prepare for future changes in technology or structure.
4. To identify training and development needs.
5. To support expansion or downsizing decisions.
The Process of Human Resource Planning
Human Resource Planning is not done in a single step.
It follows a systematic process, just like a farmer who first studies the land, then decides
what to sow, when to water, and how to harvest.
Let’s understand each step of HRP as a simple story.
Step 1: Analyzing Organizational Objectives
Every plan starts with a purpose.
Before deciding how many people are needed, the organization must be clear about its
goals — such as launching a new product, expanding to new areas, or increasing
production.
Example:
If a car company plans to produce 10,000 cars next year instead of 6,000, it will need
more engineers, mechanics, and supervisors.
So, in this first step, HR managers study:
• What are the company’s short-term and long-term goals?
• What kind of manpower will be needed to achieve these goals?
This step connects people planning with business planning.
Step 2: Analyzing Current Human Resources
The next step is to take a look at the existing workforce — like checking what you
already have before buying more.
The HR department collects data about:
• How many employees are currently working?
• What are their skills, experience, and qualifications?
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• Who might retire or leave soon?
• What is their performance level?
This analysis helps to understand the present manpower position.
Example:
If a company currently has 100 salespeople, but 20 of them are nearing retirement, the
HR team must plan replacements well in advance.
Step 3: Forecasting Future Human Resource Demand
After knowing what you have, the next step is to predict what you will need.
This means estimating:
• How many employees will be required in the future?
• What type of skills and experience will be needed?
This depends on several factors like company growth, new projects, technology, and
market conditions.
Example:
If a hospital plans to open two new departments, it will forecast the need for additional
doctors, nurses, and administrative staff.
There are two types of forecasting:
1. Short-term forecasting: For immediate or near-future needs.
2. Long-term forecasting: For future expansion and development.
Step 4: Forecasting Human Resource Supply
After forecasting demand, the next step is to forecast supply — that is, where the
required people will come from.
This can be:
• Internal supply: Employees already working in the organization who can be
promoted or transferred.
• External supply: People available in the job market.
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Example:
If a company needs 10 software engineers, it may fill 5 positions from its current staff
and recruit 5 from outside.
This step ensures that there is a clear understanding of how to fill the gap between
demand and supply.
Step 5: Identifying the Manpower Gap
Now comes the comparison part.
By comparing the demand and supply of human resources, the HR team can find out:
• Is there a shortage of people? (Need to hire more)
• Is there a surplus of people? (Need to reduce or redeploy staff)
Example:
If the company needs 50 engineers but has only 40, there is a shortage of 10 engineers.
If it has 60, there is a surplus of 10.
This step is crucial because it helps in taking corrective actions.
Step 6: Developing HR Plans and Strategies
Once the gap is identified, the organization prepares plans to handle it effectively.
If there is a shortage, strategies may include:
• Recruitment and selection
• Training existing employees
• Hiring temporary or part-time workers
If there is a surplus, strategies may include:
• Retirement schemes
• Transfers or redeployment
• Layoffs or job sharing
The aim is to ensure that human resources match the organization’s future needs
perfectly.
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Step 7: Implementation of the HR Plan
Planning is not enough — it must be put into action.
This step involves:
• Conducting recruitment drives
• Providing training programs
• Promoting deserving employees
• Adjusting transfers or layoffs as per the plan
Example:
If a school decides it needs 5 new teachers for the next academic year, this is the stage
where the hiring actually happens.
Step 8: Monitoring and Feedback
The final step is to check whether the plan is working properly.
The HR department monitors the progress and evaluates:
• Were enough employees recruited on time?
• Is the training improving performance?
• Are there still shortages or surpluses?
If something is not going as planned, the HR team makes necessary adjustments.
This step keeps the plan flexible and adaptable to changing situations.
Factors Affecting Human Resource Planning
Human Resource Planning does not happen in isolation.
Many internal and external factors influence how HRP is carried out.
Let’s understand them one by one in simple words.
1. Organizational Objectives
Every company’s goals affect its HR planning.
If the organization aims for rapid expansion, it will need more staff.
If it plans to reduce operations, manpower will be decreased.
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2. Nature of the Business
The type of business determines the kind of employees required.
A software company needs IT experts, while a manufacturing firm needs technicians and
machine operators.
3. Technology Changes
With new technology, old jobs may disappear, and new jobs may be created.
Example: Automation and AI have reduced manual jobs but increased the demand for
tech-skilled workers.
4. Economic Conditions
When the economy is booming, companies expand and hire more employees.
During recessions, they may freeze hiring or even reduce staff.
5. Labour Market Conditions
If skilled labour is easily available in the market, HR planning becomes simpler.
But if there is a shortage of qualified workers, companies must invest more in training
and development.
6. Employee Turnover and Retirement
The rate at which employees leave the organization due to retirement, resignation, or
transfer affects future manpower needs.
7. Government Policies
Laws related to employment, wages, reservation, and working conditions influence HRP
decisions.
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8. Time Frame
Some organizations plan for the short term (1–2 years), while others plan for the long
term (5–10 years).
The time frame chosen affects the depth and detail of planning.
9. Internal Policies and Culture
A company’s internal promotion policy, management style, and culture also affect HR
planning.
If a company promotes internally, it needs to train existing employees instead of hiring
new ones.
Conclusion
In short, Human Resource Planning is the backbone of an organization’s success.
It ensures that the organization never faces a shortage of skilled people and never
wastes resources on unnecessary employees.
It is not just about numbers — it’s about people, potential, and preparation.
Just like a gardener plans where to plant each seed for the best growth, HR planning
ensures that every individual in the organization is placed where they can grow and
contribute the most.
When done properly, Human Resource Planning turns a company’s human resources
into human treasures — skilled, motivated, and ready to lead the organization toward
its goals.
2. Emerging / Changing Trends in Human Resource Management
Appeared in: 2023 (Q1), 2024 (Q1)
Probability for 2025: (100%)
Ans: It’s the year 2025, and a young HR manager named Aarav walks into his office. He
looks around and realizes that the workplace he manages is nothing like the one his
father worked in twenty years ago. Employees are logging in from home, some are
working from cafés, and others are collaborating with AI-powered tools. Instead of piles
of resumes, Aarav has algorithms shortlisting candidates. Instead of annual performance
reviews, he has real-time feedback dashboards.
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This is the story of how Human Resource Management (HRM) is changing—how it is
evolving from a back-office function into the heartbeat of modern organizations. Let’s
explore the emerging and changing trends in HRM in a way that feels like a story, simple
yet examiner-friendly.
The Changing Face of HRM
Traditionally, HR was about hiring, payroll, and compliance. But today, HR is about
people strategy, culture, and technology. The shift is from administration to
transformation.
Why? Because the workplace itself has changed:
• Technology is reshaping jobs.
• Employees demand flexibility and purpose.
• Diversity and inclusion are no longer optional.
• Mental health and well-being are central to productivity.
Emerging / Changing Trends in HRM
Let’s walk through the key trends, as if Aarav is discovering them one by one in his HR
journey.
1. Hybrid and Remote Work Models
• What’s happening: COVID-19 accelerated remote work, and now hybrid models
(mix of office + remote) are the norm.
• Impact: HR must design policies for flexible work, digital collaboration, and
employee engagement across geographies.
• Story Note: Aarav notices that his best coder works from a small town hundreds
of miles away. Productivity is high, but HR must ensure inclusion and connection.
2. AI and Automation in HR
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• What’s happening: AI tools now screen resumes, schedule interviews, and even
predict employee turnover.
• Impact: HR professionals focus less on paperwork and more on strategy.
• Story Note: Aarav’s AI assistant shortlists 50 resumes from 5,000 applications in
minutes, freeing him to focus on candidate experience.
3. Employee Experience (EX) as the New Priority
• What’s happening: Just like companies focus on customer experience, HR now
focuses on employee experience—from onboarding to exit.
• Impact: A positive EX improves retention, engagement, and employer branding.
• Story Note: Aarav designs a smooth onboarding journey with welcome kits,
mentorship, and digital learning, making new hires feel valued.
4. Focus on Employee Well-being and Mental Health
• What’s happening: Stress, burnout, and mental health challenges are rising.
• Impact: HR introduces wellness programs, counseling, flexible hours, and
mindfulness sessions.
• Story Note: Aarav arranges weekly wellness check-ins and sees absenteeism
drop.
5. Upskilling and Reskilling
• What’s happening: Technology is changing jobs faster than ever. Skills become
outdated quickly.
• Impact: HR invests in continuous learning, online courses, and internal mobility.
• Story Note: Aarav launches a digital academy where employees learn AI, data
analytics, and leadership skills.
6. Diversity, Equity, and Inclusion (DEI)
• What’s happening: Workplaces are becoming more diverse in terms of gender,
ethnicity, and culture.
• Impact: HR ensures fair hiring, equal pay, and inclusive policies.
• Story Note: Aarav introduces blind recruitment (removing names/gender from
resumes) to reduce bias.
7. Data-Driven HR (People Analytics)
• What’s happening: HR decisions are now based on data, not intuition.
• Impact: Analytics help predict attrition, measure engagement, and optimize
workforce planning.
• Story Note: Aarav uses dashboards to see which teams are thriving and which
need support.
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8. Gig Economy and Freelance Workforce
• What’s happening: More people prefer freelancing, short-term projects, and
flexible work.
• Impact: HR must manage contracts, engagement, and performance of gig
workers.
• Story Note: Aarav hires a freelance designer for a project and integrates her into
the team virtually.
9. HR Tech and Cloud-Based Solutions
• What’s happening: Cloud HR platforms manage payroll, performance, and
learning seamlessly.
• Impact: HR becomes more efficient, transparent, and accessible.
• Story Note: Aarav’s company switches to a cloud HR system, and employees can
now apply for leave or access payslips on their phones.
10. Continuous Performance Management
• What’s happening: Annual reviews are being replaced by real-time feedback and
continuous coaching.
• Impact: Employees get timely recognition and guidance.
• Story Note: Aarav introduces monthly check-ins instead of yearly appraisals,
boosting motivation.
11. Sustainability and Purpose-Driven Work
• What’s happening: Employees want to work for organizations that care about
the planet and society.
• Impact: HR integrates sustainability into policies and employer branding.
• Story Note: Aarav’s company launches a tree-planting initiative, and employees
feel proud to be part of it.
12. Employee Retention and Engagement
• What’s happening: With talent shortages, retaining employees is as important as
hiring them.
• Impact: HR focuses on recognition, career growth, and meaningful work.
• Story Note: Aarav introduces a “Star of the Month” program and career
mentoring, reducing attrition.
Why These Trends Matter
• For Organizations: They ensure competitiveness, innovation, and resilience.
• For Employees: They create workplaces that are flexible, inclusive, and fulfilling.
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• For HR Professionals: They transform HR into a strategic partner, not just an
administrative function.
Recap in a Narrative Table
Trend
What It Means
Impact
Hybrid Work
Mix of office + remote
Flexibility, inclusion
AI in HR
Automation of tasks
Efficiency, focus on strategy
Employee Experience
Focus on journey
Retention, engagement
Well-being
Mental health support
Productivity, loyalty
Upskilling
Continuous learning
Future-ready workforce
DEI
Inclusive policies
Fairness, innovation
People Analytics
Data-driven HR
Better decisions
Gig Economy
Freelance workforce
Flexibility, new challenges
HR Tech
Cloud platforms
Transparency, efficiency
Continuous Feedback
Real-time appraisals
Motivation, growth
Sustainability
Purpose-driven work
Pride, employer branding
Retention
Recognition & growth
Lower attrition
Wrapping the Story
So, the story of emerging and changing trends in HRM is really the story of how
workplaces are becoming human-centered, tech-enabled, and purpose-driven.
• Yesterday, HR was about files and forms.
• Today, HR is about people and possibilities.
• Tomorrow, HR will be about creating workplaces where humans and technology
thrive together.
Final Analogy: If the workplace were a ship, HR used to be the crew keeping it afloat.
Today, HR is the navigator, steering the ship through storms of technology, waves of
employee expectations, and winds of global change—towards a future where work is
not just about earning, but about living, learning, and belonging.
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