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  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi


  • 1. Human Resources Planning The right people at the right place at the right time… Md. Zahid Hossain Bhuiyan Lecturer in Management, IIUC-DC Published by
  • 2. Emerging HR Issues
    • Finding specialized technical talent
    • Finding seasoned managers
    • Developing fair HR management practices
    • Devising fair workable layoff policies
    • Improving productivity
    • Managing career development opportunities
  • 3. HR Planning
    • Human Resource planning is a systematic approach to anticipating staffing needs and determining what actions should be taken.
    • This multisteps involves: 
    • 1. Gaining a thorough understanding of your current Human Resource;
    • 2. Envisioning the operating environment that will most likely exist in the future;
    • 3. Identifying the competencies that will move the organization forward to overcome challenges, seize opportunities, and thrive in what will undoubtedly be a new world of work.
    • 4. Developing strategies and implementing tactics for building this Human Resource.
  • 4. HR Planning
    • Human Resource (HR) Planning
      • The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.
    • So Human resource planning is a process by which an organization ensures that
  • 5. Purpose of HRP
    • Reduces personnel costs
    • Provides a better basis for planning employee
    • development
    • Improves the overall strategic plan
    • Promotes awareness of HR planning at all levels
    • Provides tools for evaluation
    • Creates more opportunities for women and minority
    • groups in work plans
  • 6. HR Planning Considerations…
    • Organizational growth
    • New products, services, areas, industries
    • New skills required
    • Organizational stage
    • Organizational structure change
    • Budget
  • 7. Importance of Planning
    • Deal with change -- technological , social, regulatory, and environmental
    • Objectives
    • "if you don't know where you are going, any road will get you there."
  • 8. Factors That Determine HR Plans
    • Strategy of the organization
    • Culture of the organization
    • Financial environment
    • Current organizational Situation
    • Time-Horizon
    • Economic Factor
    • Social Factor
    • Demographic Factors
    • Competition
    • Technological Factors
    • Growth and Expansion of Business
  • 9. Benefits of HR Planning
    • Lower HR costs through better HR management.
    • More timely recruitment for anticipate HR needs
    • Better development of managerial talent
    • Improve the utilization of human resources.
    • Make successful demand on local labor market.
    • Co-ordinate different HR programs
  • 10. HR Planning Process                                                                                                                      
  • 11. 1 st Step: Environmental scanning
    • External Forces are as follows
      • Economic Factor
      • Technological changes
      • Demographic changes
      • Political issues
      • Social concerns
      • Government Regulation
      • Employment opportunities vis-à-vis unemployment levels
      • Competitors’ strategy
  • 12. 1 st Step: Environmental scanning
    • Internal Changes in Organizational Environment
      • Product mix and capacity utilization.
      • Acquisition and merger.
      • Activities of expansion operations and technological up gradation.
      • Wages revision and bonus payment.
      • Working environment and conditions.
      • Changes in ownership and Boards of Directors.
      • Morale and motivation of new managers.
      • Reorganization and induction of new managers.
  • 13. Steps
    • 2 nd : Organizational Objective and policies : HRP need to be based on organizational objectives.
    • 3 rd : HR Demand Forecasting
  • 14. Forecasting the Demand for Human Resources
    • Demand forecasting is the process of estimating the quantity and quality of people required to meet future needs of the organization
    • Forecasting Methods
      • Trend Analysis: Study of firms past employment needs over a period of years to predict future needs.
      • Judgmental
        • Estimates — asking managers’ opinions, top-down or bottom-up
        • Rules of thumb —using general guidelines
        • Delphi technique — asking a group of experts
        • Nominal groups —reaching a group consensus in open discussion
      • Mathematical
        • Statistical regression analysis —
        • Productivity ratios — units produced per employee
        • Staffing ratios — estimates of indirect labor needs
    • Ratio Analysis: A forecasting technique for determining future staff needs by using rating between production/ sale and employee needed.
  • 15. 4 th : HR Supply Forecasting
    • The supply analysis covers
        • Existing human resources:
        • Internal sources of supply
        • External sources of supply
    • Present Employees:
        • Skills Inventory: Audit of Non managers. Include-personal data, skill, salary & job, company data, capacity of individual etc.
        • Management Inventory: Audit of Managers. It includes-Work history, strength & weakness, carrier goal, personal data, previous duties etc.
    • Internal Sources: The techniques generally used for the purpose are:
        • Inflow and outflow
        • Productivity level
        • Movement among jobs
    • External Supply: University, college, Recruiting agency, open job market, Experienced employee market. individuals after early retirement. Ex-Army Etc.
  • 16. Steps of HRP
    • 5 th : Gap Analysis :
    • After the forecasting of HR demand and supply, the two must be balanced.
    Gap Human Resources shortage Human Resources surplus
  • 17. Steps of HRP
    • 6 th : Solution Analysis:
    • Solution analysis is the development of strategies for closing the gaps through applying different startegies like:
      • Recruitment & selection
      • Placement, Training and development
      • Retention activities,
      • Downsizing plan etc..
  • 18. 6 th : HR Plan Implementation
    • Managerial Succession Planning: Succession planning is the process of ensuring a suitable supply of successors for current and future senior or key jobs. It refers to the process of deciding how to fill the most important executive posts in the organization.
      • Succession planning
        • includes the development of replacement charts
        • portray middle-to-upper level management positions that may become vacant in the near future
        • lists information about individuals who might qualify to fill the positions
  • 19. Successful HRP — the role of HR
    • HR personnel to understand the role of HRP processes
    • Top management to be supportive
    • Not to start with an overly complex system
    • Healthy communications between HR personnel and line managers
    • HR plan to be integrated with the organisation’s strategic plan
    • Balance between qualitative and quantitative approaches
  • 20. Summary
    • An effective HRP is required for an organisation to be effective
    • A complex system is not what’s required
    • Measure of success of the system: if the right people are available at the right time
    • HRP needs to be fully in integrated to the organisation’s business plan
    • HR managers must be able to demonstrate the success of HRP processes
  • 21. ? Thanks