Hrp & hris

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presentation an human resource planning and it's implementation in organization with case study

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  • On July 1, A.G. Lafley woke up at 6 a.m., worked out, showered, and headed to the office in downtown Cincinnati, just as he had for nearly a decade. But this was the first morning in more than 3,000 days that he was no longer the chief executive of Procter & Gamble. The previous evening he had unobtrusively moved his belongings downstairs. It was a symbolic gesture, but an important one: Lafley wanted to be sure that on day one, McDonald could walk in and sit at the CEO's desk. It is something strange in this era of failed leadership, abysmal succession planning, and duelling egos: a transition atop one of the world's largest and most successful companies that is notable for what's gone right..
  • Today all executives who become general managers are evaluated every six months with what is called a GM Performance Scorecard. It is a two-page document, with one page of relevant financial measures and a second, equally important, assessing leadership and team-building abilities. All managers are reviewed not only by their bosses but also by lateral managers who have worked with them, as well as their own direct reports. All this sharing isn't for everyone. "We're perfect for Derek Jeter," says Lafley, "but A-Rod would not work out here."
  • 35 % bank were overstaffed so they had to implement VRS in 2002.Doordarshan,airindia.iocIndian army
  • 1.Planning is significant as it helps determine future personnelneeds.Surplus and deficiency in staff is the result of or defective planning.all public sector enterprises fibd themselves overstaffed now as they never had any planning of personnel requirement. Air india 16000 full time staff while kingfisher has 100002.Hrp provide a set of input into the strategic formulation process in term of deciding whwther the types and numbers of people available tp pursue a given strategy.4.HRP facilitate international expansion strategies.the hr department need to fill key jobs with expatriates ,motivate them and compenate them5.HRP provide essential information for designing and implementing personnel function such as recruitment,selection,personal movement etc.6.Another compelling reason for HRP is the investment an organisation makes in human resoueces.human asset as opposed to physical asset can increase in value.anemployee who gradually develop his/her skills and abilities becomes a more valuable recource.8.Upper management has better view of the hr dimension of the business,personnel cost may be less
  • People Capability Maturity Model (short names:People CMM, PCMM,P-CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performanceThe Capability Maturity Model (CMM) was originally developed as a tool for objectively assessing the ability of government contractors' processes to perform a contracted software project. The CMM is based on the process maturity framework first described in the 1989 book Managing the Software Process by Watts Humphrey
  • 1.Type of organisation is an important consideration because it determine the production process involved,number and type of staff needed2.The stage of an organisation growth can have considerable influnce onhrp.smallorganisation in the embryonic stage may not have personnel planning.3.social,political and economic change affect all organisation4.Time horizaon-planning may be short term and long term6,type and quality:the information used to forcast personnel needs originates from a multitute of sources.a major issue in personnel planning is the type of information which sud be used in making forecast.
  • 1.Environmental scanning refer to the systematic monitoring of the external force influncing the organisation.such as –economic factor,technologicalchange,demographicchange,political and legislative issue.2hr plan need to be based on organisationalobjectives.in practice this implies that the objective of the hr plan must be derived from organisational objective.Forcasting:-demand forcasting is the process of estimating the quantity and quality of people required to meet future needs of the organisation.
  • Employee and labor relation:auditingrecord,union negotiation costing,atttitute survey result,exit interview analysisHealth,safety and security:safetytraining,accidentrecords.,material data recordsCompensation:paystructure,wagesalerycosting,flexible benefit administration,vacationusage,benefit usage analysisHR development:employee training profile,training needs assissments,successionpla,career interest and experienceStaffing:recruitingsource,applicanttracking,job offer refusal analysisEqual employement:affirmative action plan,applicanttracking,workforceutilization,availibilty analysisHr planning and analysis:-organization charts ,staffing projection,skillinventories,turnover analysis
  • Hrp & hris

    1. 1. HR Planning & HR Information System<br />Rajesh Kumar<br />MBA 1st year<br />DMS<br />Presented by:<br />
    2. 2. CEO Swap: The $79 billion plan<br />Secret meetings. A binder full of top talent. Behind the scenes at Procter & Gamble, where A.G. Lafley and protégé Bob McDonald are navigating the sweet science of succession.<br />
    3. 3. Like just a handful of other companies, including PepsiCo (PEP, Fortune 500) and General Electric (GE, Fortune 500), P&G (PG, Fortune 500) has seen its ability to groom top talent as a competitive advantage -- as much of one as its trademark on Tide or patent on Pampers. Although the company is 172 years old, it has had only 12 chief executives, all insiders, and among them two family members.<br />
    4. 4. Indian scenario..<br />Punjab national bank – headless for 8 months<br />Bank of India – headless for 2 months<br />EXIM –headless for 7 months<br />Bank of India - headless for 1 month<br />Power grid –headless for 9 month in 2009<br />10 bank chiefs are due to retire this year<br />
    5. 5. Human Resource planning<br />Human Resource (HR) Planning<br />The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.<br />HR Planning Responsibilities<br />Top HR executive and subordinates gather information from other managers to use in the development of HR projections for top management to use in strategic planning and setting organizational goals<br />
    6. 6. <ul><li>Future personnel need
    7. 7. Part of strategic planning
    8. 8. Creating highly talented personnel
    9. 9. International strategies
    10. 10. Foundation for personnel function
    11. 11. Increasing investment in human resources
    12. 12. Resistance to change and move
    13. 13. Other benefit</li></ul>Importance of HRP<br />
    14. 14. HRP in wipro<br />Wipro is the first PCMM level 5,CMM level 5 and CMMI certified IT services company globally.<br />Wipro people process are based on the the current best practice of HRM, knowldge management and organizational development<br />
    15. 15. Benefit of HR planning<br />Better view of the HR dimensions of business decisions<br />Lower HR costs through better HR management.<br />More timely recruitment for anticipate HR needs<br />Better development of managerial talent<br />
    16. 16. Factor affecting HRP<br />Organizational growth cycle & planning<br />Type and strategy of organization<br />Environmental uncertainties<br />HRP<br />outsourcing<br />Time horizons<br />Type & quality of forcasting information<br />Nature of job being filled<br />
    17. 17. HR planning process<br />
    18. 18. Forecasting HR Supply and Demand<br />Forecasting:<br />The use of information from the past and present to identify expected future conditions<br />
    19. 19. Human Resource Information System<br />A HRIS is a systematic procedure for collecting,storing,maintaining ,retrieving and validating data needed by an organization about it’s human resource.<br />
    20. 20. Uses of HRIS<br /><ul><li>Employee and labor relations
    21. 21. Health ,safety and security
    22. 22. Compensation and benefits
    23. 23. HR development
    24. 24. Staffing
    25. 25. Equal employment
    26. 26. HR planning and analysis</li></li></ul><li><ul><li>Recruitment ,selection and placement
    27. 27. Training and development
    28. 28. Retraining and redeployment
    29. 29. Retention plan
    30. 30. Redundance plan
    31. 31. Succession plan</li></ul>HR plan implementation<br />
    32. 32. Requisites of Successful HRP<br /><ul><li>HRP must be recognized as an integral part of corporate planning.
    33. 33. Backing of top management
    34. 34. HRP responsibilities should be centralised
    35. 35. Personnel record must be complete,up-to-date and readily available
    36. 36. Plan should be prepared by skill levels</li></li></ul><li>Case study:Implementing HRIS in adidas<br /> Adidas India wanted to manage all the human resources, benefits, payroll, time and attendance, and talent management functionality that they need to manage every aspect of the employee life cycle in one place, whether your workforce management processes are centralized at headquarters or managed by branch offices. <br />
    37. 37. Contd…<br /><ul><li>The new HRIS Tool is helping the Adidas managers successfully manage the employees. For example, the payroll system enable the adidas Group implement all and any human resource requirement almost instantly and focus on their business goals.
    38. 38. The new user interface dramatically improves user experience and let the Adidas Employees accomplish any goal quickly and easily. </li></li></ul><li>references<br />http://www.thehindu.com/2008/06/14/stories/2008061453121500.htm<br />money.cnn.com/2009/11/19/news/.../procter_gamble_lafley.fortune/ -<br />

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