Know your P.F. Claim Status

  Know your P.F. Claim Status

Know your P.F. Claim Status

Step wise procedure to know your Claim Status 

 

Step 1:-  Write EPFO on Google and open   www.epfindia.com .

Step 2:- Click on Know your Claim Status .

 

 

Step 3:-Click on given option  Click here for the status .

 

 

Step 4:- Click on select state option and select the state where your E P F is deducted For Example we 

               have selected Uttar Pradesh (U.P). 

 

 

 

Step 5:- Click on select city  option and select the city where your E P F is deducted For Example we 

               have selected NOIDA. 

 

Step 6 :- a) Enter your establishment code in the first blank column.

              b) Enter 000 (triple zero)  in the second blank column.  
              c) Enter your P.F a/c number  code in the third  blank column.

              d) At last click on Submit .

              h) Finally you will see the current status of your claim on this page itself.

 

 

Finally you will see the current status of your claim on this page itself.

Human Resources Planning

           

                     Human Resources Planning

Planning for human resource is more important than planning for any other resource as demand for the later depends upon the size and structure of the former whether it is in a country or in an industry. Further ,management of human resources hardly begins from human resources planning .In fact it is the basis for most of the other functions.

Objectives of Human Resources Planning

The important objectives of manpower planning in an organization are

1. To recruit and retain the human resources of required quantity and quality.

2. To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies.

3. To meet the needs of the program of expansion, diversification etc.,

4. To foresee the impact of technology on work, existing employees and future human resources requirements

5. To improve the standards skill .knowledge,, ability, discipline etc.,

6. To assess the surplus or shortage of human resources and take measures accordingly.,

7. To maintain congenial industrial relations by maintaining optimum level and structure of human resources;

8. To minimize imbalances caused due to non-availability of human resources of right kind ,right number in right time and right place;

9. To make the best use of its human resources; and

10. To estimate the cost of human resources.

What is Human Resources Planning?

E.W Vetter viewed human resources planning as “ a process by which an organization should move from its current manpower position to its desired manpower position. Through planning management strives to have the right number and right kind of people at the right places at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefit”.

According to Leon C Megginson human resources planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.

Human resources planning may be viewed as foreseeing the human resource requirements of an organization and the future supply of human resources and

1. making necessary adjustments between these two and organizational plans ;and

2. foreseeing the possibility of developing the supply of human resources in order to match it with requirements by introducing necessary changes in the functions of human resources management .In this definition, human resource means skill knowledge, values, ability, commitment, motivation etc., in addition to the number of employees.

Human Resources Planning

Human Resources Planning 

Human Resources Planning Planning for human resource is more important than planning for any other resource as demand for the later depends upon the size and structure of the former whether it is in a country or in an industry. Further ,management of human resources hardly begins from human resources planning .In fact it is the basis for most of the other functions. Objectives of Human Resources Planning The important objectives of manpower planning in an organization are 1. to recruit and retain the human resources of required quantity and quality. 2. to foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies 3. to meet the needs of the program of expansion, diversification etc., 4. to foresee the impact of technology on work, existing employees and future human resources requirements 5. to improve the standards skill .knowledge,, ability, discipline etc., 6. to assess the surplus or shortage of human resources and take measures accordingly., 7. to maintain congenial industrial relations by maintaining optimum level and structure of human resources; 8. to minimize imbalances caused due to non-availability of human resources of right kind ,right number in right time and right place; 9. to make the best use of its human resources; and 10. to estimate the cost of human resources. What is Human Resources Planning? E.W Vetter viewed human resources planning as “ a process by which an organization should move from its current manpower position to its desired manpower position. Through planning management strives to have the right number and right kind of people at the right places at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefit”. According to Leon C Megginson human resources planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members. Human resources planning may be viewed as foreseeing the human resource requirements of an organization and the future supply of human resources and 1. making necessary adjustments between these two and organizational plans ;and 2. foreseeing the possibility of developing the supply of human resources in order to match it with requirements by introducing necessary changes in the functions of human resources management .In this definition, human resource means skill knowledge, values, ability, commitment, motivation etc., in addition to the number of employees.

Human Resource Planning

Human Resource Planning

Human resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.

As defined by Bulla and Scott (1994), human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’. Reilly (2003) defined workforce planning as: ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand.’ Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, talent management strategy, recruitment and selection strategy.

Best practices

The planning processes of most best practice organizations not only define what will be accomplished within a given time-frame, but also the numbers and types of human resources that will be needed to achieve the defined business goals (e.g., number of human resources; the required competencies; when the resources will be needed; etc.).

Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.

These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the diagram below.

Implementation stages

The following implementation stages are suggested for mid to large organizations implementing competencies in support of Strategic Human Resources Planning.

Stage 1

Short - Term HR Planning

• Establish a Competency Architecture and Competency Dictionary that will support Strategic Human Resource Planning.
• For each group to be profiled, define the roles and career streams to help identify current and future human resources needs.
• Determine how competencies will be integrated with the existing HR Planning process and systems (e.g., Human Resource Information Management systems; other computer-based tools, for example forecasting models).

Stage 2

• Build or revamp HR Planning tools, templates and processes to incorporate elements as determined in Stage 1.
• Train managers and / or facilitate corporate HR Planning process.
• Contineuously monitor and improve processes, tools and systems to support HR Planning
•  

Overarching policy, process and tools

Governance/accountability structure Organizations that have effectively implemented competencies on a corporate-wide basis have ensured that there is an appropriate project management, governance and accountability framework in place to support the development, maintenance and revision/updating of the competency profiles to meet changing demands.

Process implementation stages

The following implementation stages are suggested for mid to large organizations.

Stage 1

• Identify the infrastructure and system requirements to support full implementation (e.g., Human Resources Information Management System; other on-line software tools needed to support various CBM applications).
• Develop the competency profiles.
• Implement the competency profiles in a staged-way to demonstrate benefits and create buy-in (e.g., as soon as profiles for a group are developed, implement quickly within a low-risk high-benefit planned application for the group).
• Communicate success stories as competency profiles are implemented.
• Good for organization.8

Stage 2

• Develop, revise/update competency profiles to meet changing demands.
• Monitor and evaluate applications to ensure that they are meeting organizational needs, and adjust programs/plans, as needed, to meet evolving needs.