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Humanresource planning

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  • 1. Human Resource Planning
  • 2. Definition of HRPHuman resource planning can be definedas the process of ensuring the right numberof qualified people,into the right job at theright time to deliver the results in anefficient and effective manner.
  • 3. Human Resource Planning (HRP)Is the first component of HRM strategyAll other functional HR activities are derived from and flow out of the HRP process.Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities.Is proactive in anticipating and preparing flexible responses to changing HR requirements.Has both an internal and external focus. 3
  • 4. HRP and Strategic PlanningStrategic Analysis  What human resources are needed and what are available?Strategic Formulation  What is required and necessary in support of human resources?Strategic Implementation  How will the human resources be allocated? Human Resource Human Resource Strategic Strategic Planning Planning Planning Planning 4
  • 5. Influence of Strategic Planning on HRPStrategy HRP requirementExpansion: Additional HR of existing categoriesDiversification: Additional HR of diff. categoriesM&A: Reduction of HR of managerial positions.Retrenchment: Reduction of HR of almost all the categories through VRS and other means. 5
  • 6. HR Planning IssuesStaffing Questions:How do we manage staffing in times of recession or expansion?What impact does technology change, mergers or relocation have on staffing issues?Do we always have the right people in the right jobs at the right time?How do we get our human resources: buy them or make them or both? 6
  • 7. Major Objectives of HRPPreventing understaffing and overstaffingEnsure the organisation has the right employees with the right skills at the right place at the right timeEnsure the organisation is responsive to changes in its environmentProvide direction and coherence to all HR activities and systems 7
  • 8. HRP process1)Forecasting (future requirements/2)Inventorying(present strength/ supply)3)Anticipating(comparison of present and4)Planning(necessary programme to meet
  • 9. Human Resource Planning Model FORECASTING DEMAND FORECASTING DEMAND BALANCING BALANCING Considerations Techniques SUPPLY AND SUPPLY AND Considerations Techniques DEMAND••Technology •• Trend analysis DEMAND Technology Trend analysis••Financial resources Financial resources •• Managerial Managerial (Shortage) (Shortage)••Organizational growth estimates Organizational growth estimates Recruitment Recruitment••Mgmt. philosophy •• Delphi technique Delphi technique Full-time //Part-time Full-time Part-time Mgmt. philosophy Techniques External External Techniques (Surplus) (Surplus) Considerations Considerations••HR inventories Reductions Reductions HR inventories ••Wkforce changes Wkforce changes ••Layoffs••Replacement charts Layoffs Replacement charts ••Mobility Mobility ••Terminations Terminations••Succession Planning ••Govt policies Succession Planning Govt policies ••Demotions ••Unemployment Demotions Unemployment ••Retirements Retirements FORECASTING SUPPLY FORECASTING SUPPLY 9
  • 10. Forecasting Demand forEmployees Quantitative Quantitative Methods Methods Forecasting Demand Forecasting Demand Qualitative Methods Qualitative Methods 10
  • 11. Quantitative Approach: Trend AnalysisExample of Trend Analysis of HR Demand BUSINESS ÷ LABOR = HR FACTOR PRODTY DEMAND YEAR (SALES IN ‘000) (SALES/EMPLOYEE) (NO. OF EMPLOYEES)2003 Rs. 3,613 11.12 3252004 Rs. 3,748 11.12 3372005 Rs. 3,880 12.52 3102006 Rs. 4,095 12.52 3272007 Rs. 4,283 12.52 3422008 Rs. 4,446 12.52 355 11
  • 12. Qualitative Approaches toDemand ForecastingManagement Forecasts  The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs.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. 12
  • 13. Forecasting Supply of Employees:Internal Labor SupplyStaffing TablesReplacement ChartsSuccession Planning 13
  • 14. Forecasting Internal Labor SupplyStaffing Tables  Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.Replacement Charts  Listings of current jobholders and persons who are potential replacements if an opening occurs. 14
  • 15. An Executive Replacement Chart 15
  • 16. Existing inventory at a future date is calculated asfollows:Future supply of HR=present inventory as on today + Potential additions – Potential losses.Note:Potential additions: includes transfers, promotions in , demotion in & new hires.Potential losses: includes VRS,death,dismissals,retirement. 16
  • 17. HRP ConsiderationsBalancing supply and demand 17
  • 18. Dealing with surplus Manpower.RetrenchmentOutplacementLay-OffsLeave of absence without payLoaningWork SharingReduced work hoursEarly/ Voluntary retirementAttrition 18
  • 19. Requisites for Successful HRP HRP must be seen as equally vital as business planning Top-management support Periodic review and revision of the forecasting techniques and the forecasts Without long range planning concentration becomes focussed on short-term needs resulting in “crisis management” reactions An excellent and up-to-date HRIS Active involvement of line managers and co-ordination between line mgrs and HR function 19