Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization.

2. Human Resource Planning
2

3. Definition of HR Planning
“The process by which an organization ensures
that it has the right number of people and the
right kind of people at the right place at the
right time, doing things for which they are
economically most useful”.
Thomas H. Patten
3

4. Definition of HR Planning
“HR planning is the process of determining HR
requirements and the means for meeting
these requirements in order to carry out the
integrated plans of the organization”
Coleman Bruce
4

5. Right
number
Right
kind
Right
place
Right
time
The number
which fills the
vacancies
With
necessary
qualities
Where
qualifications
match the job
As soon as
there is a
vacancy
Economically
most useful
Doing a job
worth the
salary paid
5

6. It aims at ascertaining the HR needs of the
organization, in right number and in right kind.
Meaning of the Definition
6

7. It includes an inventory of present HR to determine
the status of the present supply of available
personnel and to discover developed talent within
the organization.
Meaning of the Definition
7

8. It assesses the future requirement of HR.
Meaning of the Definition
8

9. It must focus not only on people but also on their
working conditions and relationship in which
they work.
Meaning of the Definition
9

10. Man
Power
Planning
Human
Resource
Planning
Personnel
Planning
10

11. The process of getting
the right number of
qualified people to the
right job at the right time
11

12. The long-term success of any organization
ultimately depends on having the right people in
the right jobs at the right time
12

13. Man Power
Planning
is
a preparation
for the future
There is a significant lead-time
that normally exists between the
recognition of the need to fill a
job and finding a qualified
person to fill that need
13

14. Man Power Planning is a “Process of
formulating plans to fill future openings,
based on Job analysis of the positions that
are expected to open.’
14

15. Organizational
Plan
HR
Plan
What the organization
should achieve
How the employees
should be aligned to
achieve organizational
plan
15

16. Objectives Of HR Plan
To ensure optimum use of available HR
16

17. To forecast future requirements (Estimate
surpluses and lack of HR)
Objectives Of HR Plan
17

18. To cope with changes
• Competitive Forces
• Market
• Technology
• Products
• Government Regulations
Objectives Of HR Plan
18

19. To help in recruitment and selection
(Rate of labour turnover is reduced by effective
HR planning)
Objectives Of HR Plan
19

20. Objectives Of HR Plan
20

21. Objectives Of HR Plan
21

22. Objectives Of HR Plan
22

23. Establishing good industrial relations
Objectives Of HR Plan
23

24. Reduction of labour cost
Objectives Of HR Plan
24

25. Analyzing
organizational
objectives and
plans
Convert corporate
objectives to man
power objectives
Forecasting future
man power needs
Assessing current
man power supply
Comparison of
man power
Demand and
Supply – Man
power gaps
Action plan to fill
man power gaps
Monitor – control
and Evaluate HR
planning effort
25

26. The ultimate objective of HR planning is matching
employee abilities to enterprise requirements with
an emphasis on future instead of present
arrangements.
26

27. In order to achieve the corporate objectives what
should the HR objectives be?
27

28. Forecasting is made on the basis of corporate
and functional plans, future activity levels and
future needs for human resources in the
organization.
28

29. avoid over staffing and
under staffing.
assessing the stock of
the existing HR
could be done with the
help of a Man power
skill inventory
29

30. the assessment of
the present and the potential capabilities
qualitatively and quantitatively.
30

31. A comparison
between the existing
workforce and the
projected workforce.
It will reveal either
surplus or deficit of
workforce in future.
Gaps may occur in
terms of knowledge,
skill and aptitudes.
These gaps may be
bridged by training
and development
31

32. Once the HR gaps are identified, action plans are
developed to bridge the gaps.
32

33. Once action plans are
implemented, the human
resource structure and
system need to be
reviewed and regulated
periodically.
The monitoring and
control phase involves
allocation and utilization
of human resource over
time.
Control of HR costs is
another important aspect
of monitoring and control
33

34. Demand for goods and services
34

35. • Introduction of new products
• venturing into new markets
• new production methods
The
objectives
and the
strategic
plans of the
organization
35

36. Changes in production methods
Changes from labor intensiveness to capital
intensiveness the man power demand reduces.
36

37. Retirements Resignations
Leave deaths
37

38. External
factors
• Economic
• social
• political
• technical
• legal factors
• Environmental factors
38

39. Methods of Forecasting
Informal Forecasting
Forecasting based on informal methods
randomly.
39

40. Expert estimating
Forecasting, with the help of a respective
Department Managers, by way of discussions and
interviews.
Methods of Forecasting
40

41. Delphi technique
Forecasting based on available factors, special
reports, interviews and discussions by a specialist
team
Methods of Forecasting
41

42. Unit Demand Forecasting
A method where each unit manager will study,
each job under his purview and submits an
estimate to the department head.
Methods of Forecasting
42

43. Trend projection
Forecasting based on trend projection
To manufacture 100 units = 01 operator
To manufacture 200 units = 02 operators
Methods of Forecasting
43

44. To avoid over staffing
To avoid under
staffing.
Should be done with
the help of a Man
power skill inventory.
44

45. What is
“shortage”?
What is
“excess”?
45

46. Stop
recruitment
Transferring
excess
employees
to vacant
positions
Stop over
time
VRS
46

47. Introduce or
increase over time
Contract work
Out source
Employment on
temporary and
contract basis
Training and
Development of
employees and
assigning of
additional
responsibilities
Invest on
Automation
47

48. Problems in HR Planning
Inaccuracy - Due to
forecasting
Time and Cost
involved - Data
collection etc.
Resistance by
employees and
employers - Due to
lack of understanding
Uncertainties - Labour
turnover, absenteeism,
technological changes,
market fluctuations
Inadequate support
from top Management
48

49. Job Analysis
49

50. JOB ANALYSIS
• Gary Dessler
Job Analysis is
the procedure
for
determining
the duties and
the skill
requirements
of a job and
the kind of a
person who
should be hired
for it.”
50

51. Data collection of jobs
(tasks, duties,
responsibilities)
Data analysis
Job Description
Job Specification
51

52. Collect Background Information
Select Representative Positions
Collect Job Analysis Data
Develop Job Description
Develop Job Specification
52

53. 1.Collection of background information
Old Job
Descriptions
Organizational
Chart
Recruiting
information
Wage and Salary
information
53

54. • Time consuming to consider all of the jobs of
each category
• one representative position could be analyzed in
order to represent all the similar jobs of the same
category
54

55. 3. Collect Job Analysis data
55

56. 4. Develop Job Description
56

57. 5. Develop job Specification
(Personal Specification)
57

58. Job Description
58

59. 59

60. A Job Description (JD) is a list of job’s
duties
• responsibilities
• reporting relationships
• working conditions
• supervisory responsibilities
Job Description
60

61. Job title Location
Summary of
duties
Detailed
statement of work
to be performed
Tools, Equipment
and machines to
be used
Materials used
Responsibility
Working
conditions
Hazards
Authority
Relationship top
other jobs
61

62. Job Specification
62

63. 63

64. Specification (JS) a list of a job’s “human
requirements
• the requisite education
• Skills
• Personality
64

65. Education
Qualifications
required
Experience Training
Skills
Attitude and
motivation
Initiative
Analysis and
judgment
ability
Adaptability
Emotional
characteristics
Personality Age – range
Health
65

66. Krishantha Jayasundara
BA.Peradeniya, PQHRM.IPM, NDTHRD.IPM
krishanthajayasundara.branded.me
krishantha896@gmail.com
66