Human resource planning

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Human Resource Planning

Human Resource Planning

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  • 1. HUMAN RESOURCE PLANNING Jiwan Jyoti Maini Faculty, Management Studies Deptt. Malout Institute of Management & Information Technology
  • 2. Thought for the Day  Tell me and I’ll forget; show me and I may remember; involve me and I’ll understand. Chinese proverb Word for the Day  Melancholy n. A deep, pensive, and long-lasting sadness. adj. Sad, gloomy, or depressed. “She was in a melancholy mood.” Jiwan Jyoti Maini, Faculty, MIMIT Malout 2
  • 3. CONTENTS           Opening Case MEANING OBJECTIVES NEED IMPORTANCE HRP AT DIFFERENT LEVELS HRP DOUBLE EDGED WEAPON HRP RESPONSIBILITIES HRP PROCESS Jiwan Jyoti Maini, Faculty, MIMIT LIMITATIONS OF HRP Malout 3
  • 4. Opening Case          Subhiksha Pharma Limited was established in 1985. It started experiencing abnormal increase in HR cost by 2004, consequent upon its revised retention policy. Revised retention policy aimed at increase in salaries of Pharmasists & top level managers more than those of market leaders. Mr. George, has taken over the charge as new CEO in 2005. Upon his take over, he began to look for ways to make the organisation more profitable. Through his investigation, he found that company’s HR cost was too high & was a major cause for dwindling financial position of the company. Mr. George instructed HR manager of the company to downsize no. of employees by 30% creating a saving of Rs. 3 billion. HR Manager, offered a counter proposal that it would be wise to expand production & marketing operations of the company by revising the corporate strategy as the market is providing opportunities for pharmaceutical industry. Question: What is your assessment of the situation?
  • 5. Opening Case       CEO just paid deaf ear to the counter proposal of HR manager & consequently the HR manager initiated the downsizing process. HR Manager officially informed the employees the details of the downsizing programme The booming pharmaceutical industry enabled the employees of Subhishka Pharma to find jobs in other companies without much difficulty. However, most of the displaced employees were upset about being terminated & complained as the positions were lower than their current ones. However, most were successfully outplaced by June, 2006. Question: What do you think are the implications of such an approach?
  • 6. Opening Case The Company’s financial position improved marginally in 2007 & the CEO told the HR Manager that we achieved the goal.  But the HR Manager replied, “we achieved the goal but we lost an appropriate strategy & our competitors gained a lot by employing our trained & expert staff.”  Questions 1. Who is right: HR Manager or CEO?  2. Would it be appropriate to modify the strategy based on availability of staff and also when market is favourable
  • 7. MEANING OF HRP  Human Resource Planning is the process by which a management determines how an organisation should move from its current manpower position to its desired manpower position.  HRP is the process of getting the right no. of qualified people into the right job at the right time. Jiwan Jyoti Maini, Faculty, MIMIT Malout 7
  • 8. HRP Defined  “Human Resource Planning is the process of determining manpower requirements and means for meeting those requirements in order to carry out the integrated plan of the organisation” Coleman  “Human resource planning is the strategy for acquisition, utilization, improvement and preservation of an enterprise’s human resources. It relates to establishing job specifications or quantitative requirements of jobs determining the number of personnel required and developing sources of manpower” Stainer Jiwan Jyoti Maini, Faculty, MIMIT Malout 8
  • 9. Human Resource Planning Assessing Current Human Resources Assessing Future Human Resource Needs Developing a Program to Meet Needs Jiwan Jyoti Maini, Faculty, MIMIT Malout 9
  • 10. Human Resource Planning    We have found the gap, how do we fill this void? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an organization. Jiwan Jyoti Maini, Faculty, MIMIT Malout 10
  • 11. OBJECTIVES OF HRP Forecast personnel requirements  Cope with Changes  Use existing manpower productively  Promote employees in a systematic manner  Jiwan Jyoti Maini, Faculty, MIMIT Malout 11
  • 12. Need for HRP  Need assessed from following : Replacement of Persons Labour Turnover  Expansion/Diversification Plans  Technological Changes
  • 13. Need for HRP  Assessing Needs:  HRP also required to determine shortages/ surpluses of persons.  If shortage, work will be adversely affected  Any surplus will increase labour costs etc.  HRP ensures deployment of proper workforce.
  • 14. IMPORTANCE OF HRP Reservoir of Talent  Prepare people for Future  Expand or Contract  Cut Costs  Succession Planning  Better development of managerial talent  Jiwan Jyoti Maini, Faculty, MIMIT Malout 14
  • 15. HRP AT DIFFERENT LEVELS NATIONAL LEVEL  SECTORAL LEVEL  INDUSTRY LEVEL  UNIT LEVEL  DEPARTMENTAL LEVEL  JOB LEVEL  Jiwan Jyoti Maini, Faculty, MIMIT Malout 15
  • 16. HRP DOUBLE EDGED WEAPON      Max. utilization of resources Reduces labour turnover Reduces Absenteeism Improves Productivity Aids in Achievements of Org. Goals      Disruption in flow of work Lower production Less Job Satisfaction High Cost of Production Lower Morale Jiwan Jyoti Maini, Faculty, MIMIT Malout 16
  • 17. HR Planning Responsibilities  Top HR executive and subordinates gather information from other managers for use in the development of HR projections for top management to use in strategic planning and setting organizational goals Jiwan Jyoti Maini, Faculty, MIMIT Malout 17
  • 18. HRP PROCESS  HR Strategies – The means used to anticipate and manage the supply of and demand for human resources. • Provide overall direction for the way in which HR activities will be developed and managed. Overall Strategic Plan Human Resources Strategic Plan HR Activities Jiwan Jyoti Maini, Faculty, MIMIT Malout 18
  • 19. HRP PROCESS DEMAND FORECASTING OF HRs SUPPLY FORECASTING OF HRs DETERMINING GAPS FORMULATING MANPOWER PLANS Shortages Recruitment & Selection Surplus Redundancy,Retirement, Ret renchment,Redployment, V RS, Training, Transfers,Out placement Jiwan Jyoti Maini, Faculty, MIMIT Malout 19
  • 20. DEMAND FORECASTING OF HRs  EXTERNAL CHALLENGES -Economic developments -Political, Legal, Social & Technical -Competition changes Organisational Decisions  Workforce factors – Retirements, Terminations, Deaths, Resi gnation  Jiwan Jyoti Maini, Faculty, MIMIT Malout 20
  • 21. DEMAND FORECASTING OF HRs (Contd.)        Forecasting Techniques Expert forecasts Trend Analysis Other Methods – regression,optimisation models etc. Workforce Analysis Workload Analysis Job Analysis Jiwan Jyoti Maini, Faculty, MIMIT Malout 21
  • 22. SUPPLY FORECASTING/ PREPARING MANPOWER INVENTORY  INTERNAL SUPPLY FORECAST  Manning Table  Replacement Chart  Skill Inventory  EXTERNAL SUPPLY FORECAST  Labour Mkt Conditions  Macro level factorscultural factors, social norms & customs Jiwan Jyoti Maini, Faculty, MIMIT Malout 22
  • 23. Determining Manpower Gaps    Demand Forecasting Supply Forecasting Reconciling of the gap b/w Demand & Supply Jiwan Jyoti Maini, Faculty, MIMIT Malout 23
  • 24. LIMITATIONS OF HRP ACCURACY  SUPPORT  NUMBER’S GAME  Jiwan Jyoti Maini, Faculty, MIMIT Malout 24
  • 25. A light heart lives long. -William Shakespeare Jiwan Jyoti Maini, Faculty, MIMIT Malout 25