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HumanResou r ceP l ann ing
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Meaning HR Planningeaning HR Planning HR planning consists of a series of activities, viz.,R planning consists of a series of activities, viz., Forecasting future work for ce requirementorecasting future work force requirement ( projections based on future plans of company under developing( projections based on future plans of company under developing
economic trends)economic trends)
Making inventory of existing manpoweraking inventory of existing manpower and assessing their extent ofand assessing their extent ofutilizationutilization
Anticipating work force problemsnticipating work force problems :( By projecting present resources:( By projecting present resourcesinto future and comparing them with the forecast of requirements tointo future and comparing them with the forecast of requirements todetermine their adequacy both quantitatively and qualitativelydetermine their adequacy both quantitatively and qualitatively
Planning the necessary programslanning the necessary programs of recruitment, selection,of recruitment, selection,deployment, utilization, transfer, promotions, development, motivation anddeployment, utilization, transfer, promotions, development, motivation andcompensation to ensure future requirementscompensation to ensure future requirements
HRM & TQM by Reshma Arora- Samuel / Everest Publishing Delhi/ First editionHRM & TQM by Reshma Arora- Samuel / Everest Publishing Delhi/ First edition
HRM by Mirza Saiyadain / Tata macGrawhill / Third editionHRM by Mirza Saiyadain / Tata macGrawhill / Third edition
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We can define HR Planninge can define HR Planningass A process by which an organization ensures that it has theA process by which an organization ensures that it has the rightrig
htnumbernumber &&kind of peoplekind of p
eople at theat the right placerig
ht place and at theand at the right timerig
ht time,,capable ofcapable ofeffectively and efficientlyeffectively
and efficiently completing those tasks thatcompleting those tasks thathelp the organization to achieve its overall objectives.help the organization to achieve its overall objectives.
Right number of people with right skills at right place at right timeRight number of people with right skills at right place at right timeto implement organizational strategies in order to achieveto implement organizational strategies in order to achieveorganizational objectivesorganizational objectives
The systematic and continuing process of analysing anThe systematic and continuing process of analysing an
organization's human resource needs under changing conditionsorganization's human resource needs under changing conditionsand developing personnel policies appropriate to the long termand developing personnel policies appropriate to the long termeffectiveness of the organisation.effectiveness of the organisation.
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HR PLANNING OBJECTIVEHR PLANNING OBJECTIVE
To recruit and retain human resources in reqd qnty and qualityTo recruit and retain human resources in reqd qnty and quality
To reduce employee turn over and make arrangement to minimizeTo reduce employee turn over and make arrangement to minimize
turn over and fill the consequent vacanciesturn over and fill the consequent vacancies
To meet the HR needs for expansion, diversification etcTo meet the HR needs for expansion, diversification etc
To improve the knowledge, skills, ability, discipline etcTo improve the knowledge, skills, ability, discipline etc To assess the surplus or shortage of human resources and takeTo assess the surplus or shortage of human resources and take
appropriate steps to manage the sameappropriate steps to manage the same
To maintain congenial industrial relations by maintaining optimumTo maintain congenial industrial relations by maintaining optimum
no of employeesno of employees
To make the best use of human resourcesTo make the best use of human resources
To estimate the employee costTo estimate the employee cost
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HR Planning
Job Analysis &Designing
HR Planning &
Forecasting
Employee
Recruitment
Employee
Selection
Job Description
Job Analysis
Job Specification
The tasks and responsibilities of a
job
A study of the task required to do aparticular job well
A list of skill, knowledge and abilities
A person must have to fill the job
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HR Planning Process:
HR Objectives & PolicesCorporate Strategy &Policy
HR Surplus
HR Supply ForecastR Demand Forecast
Differences
HR ShortageLayoffTerminateV. RetiredReassign
HirePay Over timeSub ContractSystem Automation
No Differences:Requirement = Supply
Compare
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Collect Information
Forecast demand for HR
Forecast supply of HR
Plan and conduct program
Feedback on Planning Process
HR Planning Model
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A Model For HR Planning
1. Collect InformationFrom External Environment
a. Economy-general and specific industry.b. Technologyc. Completion
d. Benchmarking and best practice information.e. Labor marketsf. Demographic and social trendsg. Government regulations.
From Inside the Organizationa. Strategy.b. Business plansc. Current Human resources.d. Rates of Turnover and Mobility.
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2.Forecast Demand for Human Resourcesa. Short term and long term
b. Aggregate and individual position.
3. Forecast Supply of Human Resourcesa. Internal Supply.
b. External Supply.
4. Plan and Conduct Needed Programsa. Increase or reduce work force size
b. Change skill mix
c. Develop managerial succession plans
d. Develop career plans5. Feedback on Planning Processa. Were forecasts accurate?
b. Did programs meet needs?
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Forecasting The Demand For Labor
Once HR planners have collected information from bothinternal and external sources, they forecast the demand forlabor.
These forecasts based on the information of past andpresent, and assumptions about future.
Demand Forecasting methods can be divided into twocategories:
A. Judgmental Method
B. Mathematical Method.
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Forecasting The Demand For Labor (Cont..)
A. Judgmental Method: Estimates Rule of Thumb Delphi Technique
Nominal Group Technique Brainstorming
Estimates
Bottom-up Method
Each unit, branch or department estimates its own future needfor employees with the guidance and information of managers.The sum of the estimated unit needs is the demand forecast forthe whole organization. HR planners review the unit forecastsbefore summing so as to control managers natural tendencies to
exaggerate the needed size and importance of their units.
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Forecasting The Demand For Labor (Cont..)
Estimates (Cont)
Top-down Forecasting
Another judgmental method involves top-down forecasting by
experienced top managers and executives. These expertsmeet to discuss how trends, business plans, the economy,and other factors will affect the need for human resourcesat various levels of the organization. Besides predicting themost likely future demand, these experts also may makeseparate forecasts based on best and worst case scenarios.
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Delphi Technique
Forecasting The Demand For Labor (Cont..)
Leader identifies judgment issues and develops questionnaire.
Prospective participants are identified and asked to cooperate.
Leaders send questionnaire to willing participants, who record theirjudgments and recommendations and return the questionnaire.
Leaders compiles summaries and reproduces participants responses.
Leader sends the compiled list of judgment to all participants.
Participants comment on each others ideas and propose a final judgment
Leader accepts consensus judgment as groups choice.
Leader looks
for consensus
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Nominal Group Technique
Forecasting The Demand For Labor (Cont..)
A small group of 4-5 people gathers around a table. Leader identifies
judgment issue and gives participants procedural instructions.
Participants write down all ideas that occur to them, keeping their listsprivate at this point. Creativity is encouraged during this phase.
Leader asks each participant to present ideas and writes them on ablackboard or flipchart, continuing until all ideas have been recorded.
Participants discuss each others ideas, clarifying, expanding, andevaluating them as a group.
Participants rank ideas privately in their own personal order andpreference.
The idea that ranks highest among the participants is adopted as the
groups judgment.
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Forecasting The Demand For Labor (Cont..)
B. Mathematical Method.Simple Mathematical Method
Moving Average Method
Weighted Average Method
Productivity Ratio
Staffing Ratio
Complex Mathematical Methods Multiple Regression
Linear Method
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Forecast Supply of Human Resources
Internal SupplyConsists of all the individuals currently employed by an
organization.
Replacement charts
Promotability; these employees can help to fill futuredemands by remaining employed in their current positions orby being promoted or transferred to fill vacancies elsewherein the organization.
Succession planning
The internal supply is constantly changing as new people enterand other resign, retire, or are discharged. The skill mix isalso thereby changed.
Skills Inventory HRIS
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Forecast Supply of Human Resources
External Supply Labor Markets
Demographic Trends in the Labor Supply
Work Force Diversity
The Contingent Workers
Industry and occupational trends
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Choosing Forecasting Methods
The following factors should be considered inchoosing techniques for HR forecasting:
Stability and Certainty
Availability of Data Number of Employees Resource Available Time Horizon Credibility to Management
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Choosing Forecasting Methods
Stability and CertaintyMethods that rely heavily on past should not be used
if the organization is changing rapidly and inunpredictable ways.
Informed human judgment may be superior in thissituation.
Different forecasting with varied assumptions maybe
useful.
Availabil ity of DataAccuracy and completeness to be checked.
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Choosing Forecasting Methods
Number of Employees Some statistical techniques are reliable for large number of
employees. Judgmental Method may be applicable for smaller numbers.
Resource Available How much time, computing facilities, statistical experts are
available.
Time Horizon Judgmental method is suitable to analyze the long-term
trend. Statistical method may be accurate for short-term prediction.
Credibil ity to Management Acceptance and belief of the key line managers.
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Planning Human Resource ProgramsPlanning for Shortages
1. Recruit new full-time employees
2. Offer incentive for postponing retirement
3. Rehire retired employees part-time
4. Attempt to reduce turnover
5. Overtime
6. Subcontract work to another firm
7. Hire temporary employees8. Reengineering to reduce needs
9. Outsource an entire function
10. Use technology to improve productivity
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Planning Human Resource ProgramsPlanning for Surpluses
1. Do not replace employees who leave
2. Offer incentive for early retirement
3. Transfer or reassign employees
4. Use slack time for employee training or equipmentmaintenance
5. Reduce work hours
6. Lay Off employees
7. Freeze hiring
Managerial Succession Planning
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Staffing Alternatives in Employee Shortages
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