Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-3-1225376118868825-8
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    Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-3-1225376118868825-8 Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-3-1225376118868825-8 Presentation Transcript

    • Human Resource Planning – Concept and need Factors affecting HRP, HRP Process
    • Human Resource Planning
      • Meaning – Assessment of Human Resource requirements and time and stages of requirement.
      • Right person ---At Right place ---At Right time.
      • Definition – HRP is defined as the process by which management determines how an organization should move from its current manpower position to its desired manpower position.
      • HRP is also called manpower planning , personnel planning or employment planning.
    • Objectives of HRP
      • To ensure optimum use of existing HR.
      • To forecast future requirement for HR.
      • To provide control measures to ensure that necessary HR are available as and when required.
      • To asses the surplus and shortage of HR. (Downsizing).
    • Objectives of HRP – Contd.
      • To anticipate the impact of technology on jobs and HR.
      • To determine the level of Recruitment and Training.
      • To estimate the cost of HR and Housing needs of employees.
      • To meet the needs of expansion and diversification programmes.
    • Importance of HRP
      • Future Personnel needs – exa-excess staff, VRS
      • Creating highly talented personnel - upgrade
      • International Strategies – PCNs, HCNs, TCNs
      • Foundation of personnel function – recruitment, selection, promotions
      • Resistance to change and move – anywhere,
      • anytime
      • Increasing investment in human resources – Foreign Assignments
    • Factors Affecting HRP Type and strategy of organization Time horizons Type and Quality of forecasting Information Nature of job Outsourcing Environ mental Uncertain ties Organisational growth cycle and planning HRP
      • The type of organization determines the production process, type of staff, (supervisor and manager). And the strategy plan of the organization defines its HR needs.
      • Organizational growth cycle and planning – start up, growth, maturity, decline
      • Environmental uncertainty – political, social and economical change affect all organizations.
      • Outsourcing – the process by which employees transfer routine or peripheral work to the another organizations.
      • Nature of job – job vacancies, promotions and expansion strategies.
      • Type and quality of forecasting information - organizational structure, budgets, production.
      • Time horizons – long term plans and short term plans, the greater the uncertainty the shorter the plan.
      • Example computers and university.
    • HRP Process Environment Org objectives and policies HR Supply Forecast HR Needs Forecast HR Programming HRP Implementation Control and Evaluation Shortage Surplus
    • HRP Process
      • Environment - :
      • Economic factors
      • Technological Changes
      • Demographic changes
      • Political and legislative issues
      • Social concerns
    • HRP Process (Contd.)
      • Organizational objectives and policies-:
      • HR plans need to be based on organizational objectives.
      • Specifics requirements in terms of numbers and characteristics of employees must be derived from organizational objectives.
    • HRP Process (Contd.)
      • HR need or demand forecast-:
      • The process of estimating the future quantity and quality of people required.
      • The basis of forecast will be annual budget and long term corporate plans.
      • Demand forecasting must consider several factors like
      • Internal (Budget constraints, employee separations, production level etc.)
      • External (Competition, laws, change in technology).
    • HRP Process (Contd.)
      • HR Supply forecasting- :
      • It determines weather the HR department will be able to acquire the required number of workers.
      • Specifically supply forecasting measures the number of people likely to be available from within and outside an organization.
    • HRP Process
      • HR Programming-:
      • Once the Organization’s HR need and supply are forecast,
      • Then vacancies can be filled by the right employee at the right time.
      • HR Plan Implementation-:
      • Implementation requires converting an HR plans into action. (Recruitment, Training, etc.)
      • Control and evaluation :-
      • Surplus – restricts hiring, reduced hours (VRS, lay off etc)
      • Shortage – recruitment and selection