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HUMAN RESOURCE PLANNINGDefinition ObjectivesNeed & importanceProcess
Human Resource Planning offers an accurate estimate of the number of employees required with matching skill requirements to meet organizational objectives.
HRP is a forward looking function as human resource estimates are made well in advance.
HRP is the process by which an organization ensures that it has the rt. no. & kind of people at the rt. places, at the rt. time, capable of
effectively & efficiently completing those tasks that will help the organization achieve its overall objectives.
HRP ,then translates the organization's objectives & places into the no. of workers needed to meet their objectives.
Need for HRP
• future HR needs
• technological change
•Organizational changes—the changes in org. design and structure
•Demographic changes—changing profile of work force.
•Skill shortages--To meet shortages.
•Labor laws
•Govt. policies in respect to reservation, child labor
•Pressure from trade unions
•The involvement of lead time in manning the job with most suitable capabilities
•International strategies
•Is foundation for HR functions
HRP at diff. Levels• National level
• sectoral level eg.agricultural sector , industrial sector
• industry level eg. Cement, textile, chemical• unit level—org. or Co. based on its corporate\ business plan.
• Departmental level
• Job level
Factors affecting HRP
• Type & strategy of organisation merger etc
• environmental uncertainties
•Type & quality of forecasting information
• nature of jobs being filled
• off-loading the work
•Org. growth cycles & planning.
• time horizonShort plan
Long range plan
Importance
Organisations use HRP to meet future challenges, cut costs, and achieve greater effectiveness
Importance of human resource planning
Create a talent pool
Prepare people for future
Cope with organisational changes
Cut costs
Help succession planning
Analysing org.al objectives, plans
& prgms.
DEMAND FORECAST Resourse requirement
skillwise ,knowledgewise etc.
Present prgms
Control & reviewmechanisms
SUPPLY FORECAST Present inventory of Human Resources + additions – losses (skillwise knowledgewise etc.)
Net human resources requiremnets for futures (skill , knowledge,values etc)
Forecast the future supply human resources in all sources if supply is inadequate
Surplus of future of available human resources within the organization
Shortage of future available human resource within the Organization
Minus
Adjust or Modify the Organisational Plan
Plan for
Redeployment Retrenchment/ Redundancy
Plan for
Employment Training Development Internal mobility
(1)
(2)(3) (4)
(5)
(6)
(7)
(8)
(9)
The Process Of HRP
1)Analyzing the organisational plan –into production plan ,plans for expansion diversification etc.
Each plan can be further analysed into sub units
2)Forecasting the overall human resource requirements.
Forecasting Techniques
Forecasting demand
Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
--by supervisors
--by top mgmt.
Best approach is participative
Statistical techniquesTrend Analysis: This is based on the assumption that the future is an extrapolation from the past. Human resource needs, as such, can be estimated by examining past trends.Ratios are calculatedEg –decline in physical stamina of employees change in values in extra & social activities are also calculated
Econometric modelBy analyzing the past statistical data & by bringing relationships among variables
Delphi Technique An attempt to decrease the subjectivity of
forecasts by soliciting and summarizing the judgments of a preselected group of individuals.
The final forecast represents a composite group judgment.
Existing inventory
• Heads counts regarding total, deptt. wise,sex wise, designation-wise, skill wise
• Job family inventory eg clerks, cashiers
• age inventory—balance of young & old is preferred
•Inventory of qualifications & training including minute qualifications & training received
• Inventory of salary grades—pay wise,allowances wise
• Inventory of past performance & future potentialities
• local & non--local wise inventory
Potential losses
Potential additions
Permanent total
PermanentPartial
Temporary total
Temporary partial
New hiresPromotions inTransfer in
Demotions in
Acquiring new skills,knowledge,values aptitude etc.by the existing employees
Deputations in
Consultancyor advice
Deptt.OrSub unit
PresentHR
Voluntary quitsDeathRetrenchmentDismissalsRetirementPromotions outDemotions outTransfers out
Loss of some skills,capabilities etc.due to ill health or accident
Loss of values,aptitudes etc.,due to change in the attitude ofexisting employees towards job,deptt & org
Absenteeism(temporary loss)Deputations outLay offConsultancyor advice
Permanent total
Permanent partial
Temporary total
Temporary partial
ADDITION LOSS
3) Analyzing sources of supply
A)Internal labour supply:
B) External Labour supply:
Local
National
HRIS can provide managers with a listing of
candidates with required qualifications after
scanning the data base.
Supply Forecasting
4)Estimating the net human resource requirement
5)Action plan for redeployment , redundancy, retrenchmentIf surplus in job—redeployment in form of transfers.Org. should plan for trg. or re-orientation before re-deployment.
7) Action plan for recruitment ,development etc.
8) Modify the org. planIf future supply of HR from all external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest the mgmt. to alter or modify the org.al plan.
9) Retention planFor retention of the existing employees by improving QWL.10) Control & review mechanism
6)Forecast future supply from all the sources if supply is inadequate
Responsibility For Human Resource Planning
HRP is a top management job. HR plans are
usually made by the HR division in consultation
with other corporate heads.
Limitations \Barriers Of Human Resource Planning
•Uncertainties
• People question the importance of HRP .They say offer attractive packages & u get or can quit people.
No need
This view is also held by top mgmt. ie. lack of top mgmt. Support
• HR plan may not adjust with org.al plan
• HR information not readily available.
• Conflict between short term & long term HR needs.
• Time & expense.
• Conflict between quantitative & qualitative approaches to HRP.
• Non-involvement of other mgrs.eg.mkting, production mgr. not concerned much about it.
The Top Ten Measures Of Human Capital
1. Your most important issues
2. Human capital value added
3. Human capital ROI
4. Separation cost
5. Voluntary separation rate
6. Total labor-cost/revenue percentage
7. Total compensation/revenue percentage
8. Training investment factor
9. Time to start
10. Revenue factor
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