Chapter 2 hr planning


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  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • HRM Developed by N. Zaidi
  • Chapter 2 hr planning

    1. 1. Human Resources Planning The right people at the right place at the right time… Presented by: Md. Musharrof Hossain President-BSHRM & Head, HRM, ICDDR,B Published by
    2. 2. Emerging HR Issues <ul><li>Finding specialized technical talent </li></ul><ul><li>Finding seasoned managers </li></ul><ul><li>Developing fair HR management practices </li></ul><ul><li>Devising fair workable layoff policies </li></ul><ul><li>Improving productivity </li></ul><ul><li>Managing career development opportunities </li></ul>
    3. 3. HR Planning <ul><li>Human Resource (HR) Planning </li></ul><ul><ul><li>The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. </li></ul></ul><ul><li>So Human resource planning is a process by which an organization ensures that </li></ul>
    4. 4. Purpose of HRP <ul><li>Reduces personnel costs </li></ul><ul><li>Provides a better basis for planning employee </li></ul><ul><li>development </li></ul><ul><li>Improves the overall strategic plan </li></ul><ul><li>Promotes awareness of HR planning at all levels </li></ul><ul><li>Provides tools for evaluation </li></ul><ul><li>Creates more opportunities for women and minority </li></ul><ul><li>groups in work plans </li></ul>
    5. 5. HR Planning Considerations… <ul><li>Organizational growth </li></ul><ul><li>New products, services, areas, industries </li></ul><ul><li>New skills required </li></ul><ul><li>Organizational stage </li></ul><ul><li>Organizational structure change </li></ul><ul><li>Budget </li></ul>
    6. 6. Importance of Planning <ul><li>Deal with change -- technological , social, regulatory, and environmental </li></ul><ul><li>Objectives </li></ul><ul><li>&quot;if you don't know where you are going, any road will get you there.&quot; </li></ul>
    7. 7. Factors That Determine HR Plans <ul><li>Strategy of the organization </li></ul><ul><li>Culture of the organization </li></ul><ul><li>Financial environment </li></ul><ul><li>Current organizational Situation </li></ul><ul><li>Time-Horizon </li></ul><ul><li>Economic Factor </li></ul><ul><li>Social Factor </li></ul><ul><li>Demographic Factors </li></ul><ul><li>Competition </li></ul><ul><li>Technological Factors </li></ul><ul><li>Growth and Expansion of Business </li></ul>
    8. 8. Benefits of HR Planning <ul><li>Lower HR costs through better HR management. </li></ul><ul><li>More timely recruitment for anticipate HR needs </li></ul><ul><li>Better development of managerial talent </li></ul><ul><li>Improve the utilization of human resources. </li></ul><ul><li>Make successful demand on local labor market. </li></ul><ul><li>Co-ordinate different HR programs </li></ul>
    9. 9. HR Planning Process                                                                                                                      
    10. 10. 1 st Step: Environmental scanning <ul><li>External Forces are as follows </li></ul><ul><ul><li>Economic Factor </li></ul></ul><ul><ul><li>Technological changes </li></ul></ul><ul><ul><li>Demographic changes </li></ul></ul><ul><ul><li>Political issues </li></ul></ul><ul><ul><li>Social concerns </li></ul></ul><ul><ul><li>Government Regulation </li></ul></ul><ul><ul><li>Employment opportunities vis-à-vis unemployment levels </li></ul></ul><ul><ul><li>Competitors’ strategy </li></ul></ul>
    11. 11. 1 st Step: Environmental scanning <ul><li>Internal Changes in Organizational Environment </li></ul><ul><ul><li>Product mix and capacity utilization. </li></ul></ul><ul><ul><li>Acquisition and merger. </li></ul></ul><ul><ul><li>Activities of expansion operations and technological up gradation. </li></ul></ul><ul><ul><li>Wages revision and bonus payment. </li></ul></ul><ul><ul><li>Working environment and conditions. </li></ul></ul><ul><ul><li>Changes in ownership and Boards of Directors. </li></ul></ul><ul><ul><li>Morale and motivation of new managers. </li></ul></ul><ul><ul><li>Reorganization and induction of new managers. </li></ul></ul>
    12. 12. Steps <ul><li>2 nd : Organizational Objective and policies : HRP need to be based on organizational objectives. </li></ul><ul><li>3 rd : HR Demand Forecasting </li></ul>
    13. 13. Forecasting the Demand for Human Resources <ul><li>Demand forecasting is the process of estimating the quantity and quality of people required to meet future needs of the organization </li></ul><ul><li>Forecasting Methods </li></ul><ul><ul><li>Trend Analysis: Study of firms past employment needs over a period of years to predict future needs. </li></ul></ul><ul><ul><li>Judgmental </li></ul></ul><ul><ul><ul><li>Estimates — asking managers’ opinions, top-down or bottom-up </li></ul></ul></ul><ul><ul><ul><li>Rules of thumb —using general guidelines </li></ul></ul></ul><ul><ul><ul><li>Delphi technique — asking a group of experts </li></ul></ul></ul><ul><ul><ul><li>Nominal groups —reaching a group consensus in open discussion </li></ul></ul></ul><ul><ul><li>Mathematical </li></ul></ul><ul><ul><ul><li>Statistical regression analysis — </li></ul></ul></ul><ul><ul><ul><li>Productivity ratios — units produced per employee </li></ul></ul></ul><ul><ul><ul><li>Staffing ratios — estimates of indirect labor needs </li></ul></ul></ul><ul><li>Ratio Analysis: A forecasting technique for determining future staff needs by using rating between production/ sale and employee needed. </li></ul>
    14. 14. 4 th : HR Supply Forecasting <ul><li>The supply analysis covers </li></ul><ul><ul><ul><li>Existing human resources: </li></ul></ul></ul><ul><ul><ul><li>Internal sources of supply </li></ul></ul></ul><ul><ul><ul><li>External sources of supply </li></ul></ul></ul><ul><li>Present Employees: </li></ul><ul><ul><ul><li>Skills Inventory: Audit of Non managers. Include-personal data, skill, salary & job, company data, capacity of individual etc. </li></ul></ul></ul><ul><ul><ul><li>Management Inventory: Audit of Managers. It includes-Work history, strength & weakness, carrier goal, personal data, previous duties etc. </li></ul></ul></ul><ul><li>Internal Sources: The techniques generally used for the purpose are: </li></ul><ul><ul><ul><li>Inflow and outflow </li></ul></ul></ul><ul><ul><ul><li>Productivity level </li></ul></ul></ul><ul><ul><ul><li>Movement among jobs </li></ul></ul></ul><ul><li>External Supply: University, college, Recruiting agency, open job market, Experienced employee market. individuals after early retirement. Ex-Army Etc. </li></ul>
    15. 15. Steps of HRP <ul><li>5 th : Gap Analysis : </li></ul><ul><li>After the forecasting of HR demand and supply, the two must be balanced. </li></ul>Gap Human Resources shortage Human Resources surplus
    16. 16. Steps of HRP <ul><li>6 th : Solution Analysis: </li></ul><ul><li>Solution analysis is the development of strategies for closing the gaps through applying different startegies like: </li></ul><ul><ul><li>Recruitment & selection </li></ul></ul><ul><ul><li>Placement, Training and development </li></ul></ul><ul><ul><li>Retention activities, </li></ul></ul><ul><ul><li>Downsizing plan etc.. </li></ul></ul>
    17. 17. 6 th : HR Plan Implementation <ul><li>Managerial Succession Planning: Succession planning is the process of ensuring a suitable supply of successors for current and future senior or key jobs. It refers to the process of deciding how to fill the most important executive posts in the organization. </li></ul><ul><ul><li>Succession planning </li></ul></ul><ul><ul><ul><li>includes the development of replacement charts </li></ul></ul></ul><ul><ul><ul><li>portray middle-to-upper level management positions that may become vacant in the near future </li></ul></ul></ul><ul><ul><ul><li>lists information about individuals who might qualify to fill the positions </li></ul></ul></ul>
    18. 18. Successful HRP — the role of HR <ul><li>HR personnel to understand the role of HRP processes </li></ul><ul><li>Top management to be supportive </li></ul><ul><li>Not to start with an overly complex system </li></ul><ul><li>Healthy communications between HR personnel and line managers </li></ul><ul><li>HR plan to be integrated with the organisation’s strategic plan </li></ul><ul><li>Balance between qualitative and quantitative approaches </li></ul>
    19. 19. Summary <ul><li>An effective HRP is required for an organisation to be effective </li></ul><ul><li>A complex system is not what’s required </li></ul><ul><li>Measure of success of the system: if the right people are available at the right time </li></ul><ul><li>HRP needs to be fully in integrated to the organisation’s business plan </li></ul><ul><li>HR managers must be able to demonstrate the success of HRP processes </li></ul>
    20. 20. ? Thanks