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  1. 1. PLANNING Manohar Prasad - Manohar Prasad
  2. 2. PLANNING Process off fore- casting firm’s future demand and supply for the right type of people for the right job. E.W.Vetter- A process by which an organization moves from its current manpower position to its desired manpower . It strives to have the right number and right kind of people at the right places at the right time both in the organization and individual level making maximum long-run benefit.
  3. 3. Importance of Human Resource Planning 1. Future Personnel Needs. 2. Parts of Strategic Planning. Planning ,Hiring , Training, Remunerating, 3. Creating Highly Talented Personnel. 4.International Strategies. Expansion policies with expatriate training.
  4. 4. 5.Foundations for Personnel Functions Recruitment , Selection , Training & Development, Transfers, Promotions , Lay-offs etc. 6. Increasing Investments in HR Investments in Personnel through direct training or job assignments. 7.Resistance to change and move. 8. Unite the perspective of Line and Staff Managers.
  5. 5. Need for Human Resource Planning 1.The shortage of certain categories of employees or skills despite unemployment. 2. Rapid change in technology ,marketing, Management etc. requires new skills new technologies. 3.The change in organizational design and structure affects manpower demands. 4.Demographic changes in profile of the workforce In terms of age , sex , education etc. 5.Government policies in respect to reservation , child labor , working conditions etc.
  6. 6. 6.The labor laws affecting demand for and supply of Labor. 7.Trade unions , politicians , sons of the soil are also a pressure. 8.Introduction of computers , robots etc. 9.Involvement of manpower at the job with the most suitable candidate.
  7. 7. Factors Affecting HRP External Factors 1. Government Policies : Labor Policy, Industrial Relations Policy , etc. 2. Level of Economic Development-The supply of Human Resources in the future of the economy. 3.Business Environment- The environmental factors influences the volume and mix of production to the future demand of human resources. 4.Level of Technology- Determines the kind of human Resources required. 5. International Factors-The demand and supply of Human resources in various countries.
  8. 8. 6. Outsourcing- Availability of outsourcing facilities with required skills and knowledge of people reduces dependency on HRP. INTERNAL FACTORS 1.Strategies of the company Policies and strategies relating to expansion, diversification and alliances. 2.Human Resource Policies Quality of HR, compensation level, quality of work life . 3. Job Analysis Job description and job specialization determines the kind of employees required. 4.Time Horizons. Organizations with stable competetive environment can
  9. 9. Plan for the long run and firms with unstable competetive environment can plan for short term range. 5. Type and quality of information Planning process needs qualitative and accurate information and so with human resource plan strategic, organizational and specific action is taken. 6.Company’s Production Operation’s Policy To prepare the final product it influences the number and kind of people recquired. 7. Trade Unions- It’s influences the number of working hours per week, recruitment sources which affect HRP.
  10. 10. Process of Human Resource Planning Analysing organisational plans Demand Forecasting The overall human resource requirements with the organizational plans. Supply Forecasting
  11. 11. 4. Estimating net human resources requirements. 5. With future surplus plan for deployment , retrenchment and lay-off. 6.In case of future deficit , forecast of future supply of human resources from all sources. 7.Plan for recruitment ,development and internal mobility of future supply should be equal to the net of human resources. 8. To modify or adjust the organizational plan for future supply will be inadequate if there is no reference of future net requirements.
  12. 12. To plan for efficient human resource planning the following steps should be followed: • Analyzing the organizational plans. Tech. plan sales plan , prod.plan, financial plan, marketing , diversification. • Forecasting the overall HRM. The job design and analysis be reviewed in view of Future capabilities ,knowledge and skills of present employees. The forecasting methods: Managerial Judgement It’s a method where managers and supervisors
  13. 13. Handle the working network with their experience. The top management prepares the organizational plans, departmental plans and human resources plan. Statistical Technique Ratio Trend Analysis- Ratio of past data relating to no. of employees of each division. Present level of production- (1.1.2010)- 5,000 units Pres. no.of Foremen – (1.1.2010)- 5 Ratio is 5:5000 i.e.1:1000 Estimates prod. on – 1-1-2011- 10,000units Foremen recqd. As on – 1.1-2011= 10000 /1000=10
  14. 14. Delphi Technique – It’s named after the ancient Greek oracle at the city of Delphi. It requests estimates of personnel needs from a group of experts , usually managers. Regression Analysis – It’s similar to ratio trend analysis and the forecast is based on the relationship between sales volume and employee size. Its more statistically sophisticated.
  15. 15. Future Changes Include Econometric Models They are built by analyzing the past statistical data And by bringing the relationship among variables. These variables include factors like manpower Requirement directly and indirectly like prod., sales , work load etc. It is used to forecast manpower needs based on Movements in various variables.
  16. 16. Work Study Techniques It’s the volume of work which is measurable, in this method total production and activities are estimated in a year. Planned operation during the year-2010 1,60,000units (for clerical sec. of personnel dept. in XDE Co. Ltd.) Standard man hours needed to perform each unit 0.25 hrs.
  17. 17. Planned man hrs. needed per year- 40,000 Work employability per employee in man Hours - 2,000 Number of employees reqd. in 2010 – 40,000 ------------ = 20 2,000 Thus 20 number of employees are reqd. For clerical section of HR dept. of XYZ Co. Ltd.
  18. 18. Supply Forecasting The supply analysis covers : 1. Existing Human Resources 2. Internal sources of supply 3. External sources of supply Present Employees – Analysed by HR Audits it summarises each employee’s skills and abilities. Non-Managers audits are called Skill Inventories. Management audits are called Management Inventories.
  19. 19. Supply Forecast determines whether the HR Department will be able to procure the required Number of personnel. The supply forecast measures the number of people likely to be available from within and outside an organization. Skill Inventories – It consists of personal data, Skills- education , training ,job experience, salary ,job history ,company data- ,capacity of in-dividual ,and special preference of individual. It’s Used for non-managerial positions.
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