A condensed version of an actual B School course taught by me.

1. Human Resource Planning
By
Hemant Karandikar
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2. Preparation
 Form groups of five students each
 What is business?
 What is business strategy?
 Take one example and answer the above
e.g. http://www.learning-
leadership.com/blog/2009/06/29/apples-strategy/
 What is HRP?
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3. Questions to be asked about a business
• What are your offerings to your customers?
• What do you offer to your employees?
• What do you offer to your suppliers?
• What do you offer to the society in general?
• What do you offer to your investors?
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4. Another business view
Non-
competition Competitio
& forces of
innovation
n
Vendors Customer
People s
Organization
Processes
Systems
Culture
Raw materials, goods, services
Information, ideas, knowledge, values
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5. HRP -Objectives
 Provide 'right' people for various jobs processes tasks
 With right value and cost
 Provide job mobility -lateral, vertical
 Support corporate business strategies
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6. HRP -benefits
 Benchmark or reference for various HR processes
 Optimize costs of staffing
 Build, preserve, and adapt talent pool
 Helps implementation corporate business strategies
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7. HRP -limitations
 Depends for inputs and implementation on business managers
 Constrained by lagacies, current status, expected trajectory of
business
 Constrained by economy, markets, legal & regulatory, social
& cultural aspects
 Consultative role
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8. Corporate & Business Strategies
Vision & Mission -larger picture
Objectives -growth, market share, attract fresh capital for future
growth, downsizing, divestments, M & A, improving certain
financial indicators (margins, inventory turns, debt equity
rations),
Frameworks -Boston Consulting Group, Porter's Model of
competitive advantages, Prahalad's Core comptence, ...
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9. Elements of strategy
 Objectives
 Market offerings (e.g. product or service differentiation)
 Position on value chain
 Delivery of offerings (e.g. Competing on price)
 Existing or new markets
 Creation improvement augmentation of offerings
 Infrastructure
 Technology
 People
 Current position -SWOT
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10. The Regenerative HRP Model
Strategy
Work of Value
Value generating people
Combines qualitative & quantitative aspects
Integrates tools and best practices
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11. HRP Model Part 1 (work study)
Enumerate
Define Projects projects &
'work” processes Tasks
for plan
Processes
period
Inputs come from business
managers
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12. Define work
 Task -work resulting in some kind of output
Work is a logical grouping of tasks when done well leads to
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13. Examples of tasks and outputs
 Making a sale -bill, change in cash balance
 Making a reservation – ticket
 Repairing -repaired unit
 Reading -increase in knowledge or entertainment
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14. Processes & Projects
 A group of tasks resulting into some kind of output
 Process: when a group of tasks are done repeatitively
 Project: when a group of tasks is done in a one off manner
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15. People & Tasks
 Knowledge & experience
 Skills & track record
 Attitude, beliefs, & values
 Time (minutes, hours, days..) needed
 Available time
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16. Job (position)
 Job holder responsible for a set of tasks, processes, projects
 Knowledge
 Skills (application of knowledge for specific tasks)
 Problem solving & decision making for tasks
 Accountability
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17. Measuring work
Time & motion study
Based on time sheets
Based on census or questionnaires
Based on dependency on business variables
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18. Approaches to measuring work
 Per person based on collection of tasks in a period
OR
 Per Process Project based on collection of tasks per project
or process cycle and their recurrence in given periods
 OR
Using ratios or trend analysis (suitable for aggregate numbers)
OR
 Based on census of managers
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19. Working on assignments
Please try and go back and forth and re-look at what you have identified
and see if you get more ideas.
Try to 'see' cause and effect relationships amongst many 'causes' and
narrow down to fewer, more fundamental causes.
It is difficult to 'focus' on ten areas!
Distinguish between 'corrective' actions to solve problems of past and
'actions' to meet goals in future.
Recognize that there may be conflict between the above two types of
actions. You still have to make decisions and 'act'
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20. Assignments
Case1inventory.xls
Case1organisation.xls
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21. More on job analysis or evaluation
Job dimensions
– Define the universe on the basis of overall and HR strategy
– Assign weights to all the job dimensions (on a scale say 1 to
5)
Job position (function + level)
– Determine importance of each job dimension for success on
the job (on a scale 1 to 5)
Job rating = weighted importance on the basis of all job
dimensions
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22. Assignment
Refer to your case1overview.xls assignment and using 'what
could have happened' develop the manpower history of ABC
Retail Ltd.
File: case1org_history.xls
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23. HRP Model Part 2 (Demand)
Estimate skill Estimate
hours number of OR
Obtain required per process cycles Estimate
project step in plans needed per sets of
plans and or flow charts period tasks to
process List values, be done
flow- attitudes, or Group per
charts beliefs projects to be period
needed for done per
each step of period
work.
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24. HRP Model Part 3 (Demand)
Consolid Apply Identify
ate skills Convert skill factors rare or Finalize
+ value +values hours related expensive people
into people to
hours skills+ require
requirement working
needed hours, values, ment
per per period etc. risk factors plan
period Validate
using
various
tools
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25. HR Demand forecasting
 Requires models
 Models depend on assumptions
 Models need to be validated
 Models need to be changed when asssumptions are no longer
valid
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26. Index Trend Analysis
 Identify a business variable (e.g. Sales)
 Track employee strength and the variable over a period
 Calculate the relation (use Simple Regression Prediction
Model)
 Apply it to future using a the projected trend of the business
variable
 What are the limitations?
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27. Expert forecasts
Survey concerned managers.
Experienced managers have good idea about the workload
Consult industry experts, analysts etc.
What are the limitations?
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28. Delphi Technique
 Frame the question
 Identify experts, define various terms , and information
exhibits
 First round questionnarire (get forecast with rationale and
assunptions)
 Second round questionnaire along with summary of first
round responses. Get critiques and modified responses
 Repeat till reasonable convergence appears
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29. Scenarios
Build scenarios of business (variable) e.g. Worst case, Best
case, and most likely.
Estimate HR demand for each scenario.
Use judgment
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30. HR tools to influence HR Demand
In what ways can HR influence demand for people?
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31. Assignment
Forecast HR demand in ABC Retail Ltd. For 2012, 2013, 2014
File:case1d_fcsttrend.xls
File : case1d_fcstjudgement.xls
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32. HRP Model Part 4 (Supply)
Assess Estimate
current succession,
people Do reassignments,
availability for gap recruitment, Execute
skills + anal separation,
values. ysis and
development
Validate using various
tools for estimating
attrition etc.
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33. HR Supply Forecasting
Availability of people from within per job position at beginning
-attritions (expected)
+movements (expected) in from other (lower or lateral)
positions
-movements (expected) out to other positions
=availability at the end of period
Match this with demand (forecast) to determine surplus to be
dealt with or recruitment needed
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34. Markov model
Probability of being in the next state (different positions, same
position, or going out of organization) depends (only) on the
current state (position in which an employee is)
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35. Movement analysis
Used for analyzing internal supply (through movements,
promotions), losses (exits or movements out), new hires etc
to determine overall movement of people within the
organisation.
Markov model embeds movement analysis presented in a
different way.
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36. Vacancy model
Estimate demand each level and function
Estimate exits at each level and function
'Set' internal promotions hire proportions (policy)
Work out losses, promotions in, movements out, hiring etc
needed for each level function and period
Markov model use probabilities for various movements
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37. Assignment
File case1Supply_fcstMarkov.xls
Estimate supply position of people at various levels in ABC
Retail.
Prepare Demand – Supply Gap situation and action action
plans
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38. HR Demand Supply Bridging Actions
Determine gaps per position
Determine avaliable universe for successions
Succession planning (matching position successor candidates'
positions and potential)
Or hiring decisions
Planning Job transitions (lateral or vertical) -training,
development, preparatory assignments
Surplus HR supply: exit planning
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39. Job transitions
Lateral (horizontal) or vertical (levels)
Lateral: different functional area or business area (different
knowledge and functional skills required. Additional
behavioral skills also may needed)
Vertical: more responsibility (very different behavioral,
operational, and strategic skills required -Leadership Skills
required)
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40. Lateral transitions
Preparation: new knowledge and applying it
Training and 'apprenticeship'
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41. Vertical transitions
A progression of leadership skills
Starting with -emotional and communication skills
Operational skills -process and project management, agenda development
skills, people assessment and development skills
Strategic skills -business model and logic, eco-system development etc.
What are the methods for preparing for a vertical transition?
Read more on: www.learning-leadership.com
Register and enrol in Leadership learning and coaching process (free)
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42. Succession planning
Important for organisation and individuals
Organisation's needs (shifts in strategy)
Job evaluation (knowledge, skills, values, decision scope, impact,
accountability, preparation regime)
Which jobs can be considered as preparatory
Preparation regime may include movements prior to placement
Potentials' appraisal on above & motivation, how gaps can be corrected
(preparation regime)
Chain effects and succession hiring plans
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43. Please review all your submitted assignments
Prepare notes on what were the inputs that went into the
assignments, what you did, and what kind of outputs you
generated. Please don't reproduce the data or information in
your notes.
Prepare a flow chart using the above
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44. HRMS
Enables various activities realated to Human Resource
Planning & Management
Key deliverables:
HR Demand forecasting
HR Supply forecasting
Demand – Supply matching action planning and monitoring
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45. HRMS -Key elements
Inventory of jobs
Organisation structure
Job evaluation
Trend analysis
HR Demand & Supply forecasting models
Demand & Supply tracking
Linkages to strategic decisions through 'variables'
What if scenarios
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46. Assignment: HRMS
File case1HRMS.xls
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47. Assignment: Succession planning
File case1hrsuccessionplan.xls
Consider only jobs (as evaluated), not individuals
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48. Effects of various strategic initiatives
M&A
Divestment
Restructuring (downsizing)
Outsourcing
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49. People decisions
Retain, reward,
?? empower,
HIGH
rotate
Performance
potential Recruit
Discard Train, re-
deploy
LOW
LOW HIGH
values
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50. Assignment
File HRPABCRetail.com
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51. Hemant Karandikar
• Strategist, Design Consultant, Executive Coach
•
• Started: A web based executive coaching venture (Learning Leadership
www.learning-leadership.com)
• Education & Training: B.Tech. IIT Bombay, Philips Holland’s
International Management Course
More at http://in.linkedin.com/in/hemantkarandikar
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52. Thank you!
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