Man power planning

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Man power planning

  1. 1. MAN POWER PLANNING
  2. 2. CONCEPT  “MANPOWER PLANNING is the process including forecasting, developing, implementing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right place, at the right time doing things for which they are economically most suitable.”
  3. 3. IMPORTANCE          Defining future personnel needs Coping with changes. Creating highly talented personnel Protection of weaker sections International strategies Foundation for personnel functions Increasing investments in human resources Resistance to change and move Forcing top mgt to involve in HRM
  4. 4. Responsibility of Human Resource Planning
  5. 5. HUMAN RESOURCE PLANNING PROCESS  FORECASTING future manpower requirements, either in terms of mathematical projections of trends in the economy or judgemental estimates based on specific future plans of the company.  INVENTORYING present manpower resources & analyzing the degree to which these resources are employed optimally.  ANTICIPATING MP problems by projecting present resources into the future & comparing them with the forecast of the requirements.  PLANNING the necessary programs of recruitment, selection, training, deployment, utilization, transfer, promotion, development, motivation & compensation to meet future MP requirements.
  6. 6. STEPS IN HRP Organizational objectives, plans and policies Human resource planning Identification of human resource gap Action plans
  7. 7. FORECASTING NEEDS OF HUMAN RESOURCE
  8. 8. Techniques for forecasting human resource needs Management judgement method Delphi technique Work study technique Ratio-trend analysis Statistical and mathematical models
  9. 9. FORECASTING OF HUMAN RESOUCE SUPPLY
  10. 10. Human Resource flow model HUMAN RESOURCE INVENTORY SKILLS INVENTORY MANAGEMENT INVENTORY
  11. 11. BARRIERS TO EFFECTIVE HUMAN RESOURCE PLANNING IMPROPER LINKAGE BETWEEN HRP AND CORPORATE STRATEGY INADEQUATE APPRECIATION OF HRP RIGIDITY IN ATTITUDES ENVIRONMENTAL UNCERTAINTY CONFLICT BETWEEN LONG-TERM AND SHORT-TERM HRP INAPPROPRIATE HR INFORMATION SYSTEM
  12. 12. REFERENCES Personnel management - L.M.PRASAD personnel mgt & HR mgt – Dr. K ASHWATHAPPA Personnel management – C.B. MEMORIA & S.V. GANKAR
  13. 13. THANK YOU Contact me at preethika_suvarna@rediffmail.com

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