1. Submitted to Ms. Fatima Ashraf
Presented by :
Ameer Hamza
Zeeshan Ali Khan
Muhammad Umer Yaqoob
Sayed Adeel Hussain Shah
Imran Ghaznavi

2. 
HR planning is much more then efficient
recruitment and replacement of
employees.

It is to have “the right number and kind
of people in the right place, at the right
time, doing things for which they are
economically most useful”.
Crane (1974)
REFERENCE: HUMAN RESOURCE MANAGEMENT: THE STRATEGIC PERSPECTIVE

3. What is Human Resource
Management?
Human Resource Management is to
help companies best meet the needs of
their employees while promoting
company goals.
 It deals with any aspects of a business
that affects employees, such as hiring
and firing, pay, benefits, training, and
administration.


4. What is HR Planning ?
 Human resource planning compares
the present state of the organization
with its goals for the future
 Then identifies what changes it must
make in its human resources to meet
those goals

5. OBJECTIVES OF THE HUMAN
RESOURCES PLANNING
1. To ensure optimum use of human
resources current employees.
 2. To assess or forecast future skill
requirement.
 3. To provide control measures to
ensure that necessary resources are
available as when required.


6. Levels of HR Planning

International Level

National Level

Occupational and Industry Level

Organizational and Enterprise level

7. Levels of HR Planning
International level
 Policies to encourage migration
 Programs for the international
recognition of occupational or
professional qualifications
 Agreements that allow people to work in
foreign countries

8. Levels Of HR Planning
National level
 Monitoring labour markets and
employment patterns
 Reviewing education and training
policies
 Providing employment and training
advice and assistance

9. Levels Of HR Planning
Industry and occupation level





Professional societies(PMDC, ICAP, ICMA,
APNS)
Industry Associations (FPCCI, PBC, ABC)
Involvement in planning and providing
education and training for potential
members(In collaboration donor Agencies)
Regulation of entry (Through
Memberships)
Monitor and control standards of
performance and behavior of members

10. Levels Of HR Planning
Organization or enterprise level
Acquiring human resources
 Developing human resources
 Managing and motivating human
resources


11. Overview of HR Planning
Process
Review Organizational HR plans
Accessing internal and External Workforce
• External Conditions and Influences
• Internal Workforce capabilities
Compile HR Planning Forecast
• Demand for Human resources
• Supplies for human resources
Develop HR Staffing Plans and Actions
• Employee retention and turnover utilization
• Recruiting sources and means
• Selection process and Actions

12. Human Resource Planning:
Organizational Level
Evaluating current human resources
 Accessing future human resources
needs
 Developing a program to meet future
needs


13. Evaluating Current HRP
Based on two Factors
 Internal Factors
 External Factors

14. Evaluating Current HRP
Internal Factors

Human resource inventory (Employee
Profile)
 Name, education, training, prior employment,
languages spoken, special capabilities, and
specialized skills

Job analysis- consists of four elements
Worker activities
Tools and equipment used in the job
The context in which the job is performed
The personnel requirements
-Job description
-Job specification
1.
2.
3.
4.

15. Evaluating Current HRP
External Factors

Economic Factors - Change in
productivity levels, Interest rates
economic growth, consumer prices,
Inflation and Unemployment rates will
effect the HR Planning

Competitive Evaluations - Evaluating the
workforce of Competitors.

16. HR Planning Functions

The HR planning mainly consists of Two
components:
Job Analysis
2. Forecasting Demands and Supplies
1.

17. Job Analysis:

Job analysis is the process of obtaining
information about jobs through a
systematic examination of job content.

18. Purpose of Job Analysis
The information coming through job
analysis is helpful in:
 Work activities and behaviors
 Interactions with others
 Performance standards
 Financial and Budgeting Impacts
 Working conditions
 Knowledge, Skill and Abilities

19. Job analysis perspective
Methods
2. Sources of data
3. Conduct By
1.

20. Methods
Questionnaires
 Interviews
 Observations
 Focus groups


21. Sources of Data
Employees
 Supervisors
 Managers
 Job Analysts


22. Conduct By
Job Analysts (HR)
 Outside Consultants
 Supervisors and Managers


23. HR FORECASTING
Forecasting is considering the future
needs of organization. One of the most
useful outcomes of this phase is the
identification of potential problems or
issues facing the organization.
 Forecasting will be based on the data
collected from the information sources in
the analyzing phase.
 The outcome will help in developing the
future strategies.


24. HR Forecasting Process
Forecast of HR Demand
--
Forecast of HR Supplies
Forecast of HR Surplus or Shortage
Getting Goals and Strategic Planning
Program Implementation and Evaluation

25. Forecasting a future HR plan
1. Developing Future HR strategies
2. Documenting the Strategic HR plans
3. Implementing the Strategic HR plans

26. A. Developing future HR
Strategies
HR strategies to meet the organization‟s
future needs.
1. Restructuring Strategies
2. Training and Development Strategies
3. Recruitment Strategies
4. Outsourcing Strategies
5. Collaboration Strategies

27. 1.Restructuring Strategy
Reducing Staff by
Termination/Resignation.
 Regrouping task to create well Designed
jobs
 Recognizing work units to be more
efficient


28. 2:Training and Development
Strategies
Providing staff with Trainings to take on
new roles
 Providing current staff with development
opportunities to prepare them for future
jobs in Organization


29. 3. Recruitment strategies
Recruiting new staff with the skill and
abilities that the organization will need in
the future.
 Considering all the available options for
strategically promoting job openings and
encouraging suitable candidates to
apply


30. 4. Outsourcing strategy

Using external individuals or
organizations to complete some tasks

31. 5. Collaboration Strategy
Working together to influence the type of
courses offered by educational institutes
 Working with other organizations to
prepare future leaders by sharing in the
development of promising individuals
 Sharing the costs of training for groups
of employees


32. Documenting the strategic HR
plan

Documentation of strategies

33. Implementing The HR
Strategies
The process of implementing the
Strategic plans include:
1. Agreement with the plan
2. Communication
3. Legislation and mandates
4. Organizational needs
5. Evaluation


34. Human Resource Planning
Benefits
A systematic and integrated approach to HR
policies and programs
 An improved framework for communicating
clearly defined goals and strategies
 Improved employee relations and higher
productivity
 Greater security and stability of employment
 Lower turnover
 Improved succession planning
 Improved competitiveness and „survivability‟


35. Challenges of Human Resource
Planning
Continuing competitive pressures to
develop new or different markets,
products and services
 Greater demand for better services at
lower costs
 Introduction of new technologies
 Restructuring and relocations
 Changes in work systems and methods
 Changing attitudes among various
groups in the workforce


36. Conclusion
Human resource planning begins with a
forecast of the number and types of
employees needed to achieve the
organization‟s objectives.
 Planning also involves job analysis, which
consists of the preparation of job
descriptions and job specifications.
 Of particular concern for today‟s executives
is the growing body of laws regulating the
human resource management process


37. Thank you for your
patience