This document provides an overview of the HR planning process. It discusses how HR planning involves assessing organizational objectives/strategies and both external and internal environmental scans to determine HR needs. Forecasting is done to identify mismatches between HR demand and supply over long, medium, and short term timeframes. Responsibility lies with top executives and the HR department, though each department head is accountable for their own manpower planning. The key elements of the process are forecasting demand, analyzing supply, and balancing the two. The document outlines factors considered in forecasting demand both externally from the economy, technology etc. and internally from strategic plans. It also discusses forecasting availability by assessing succession, skills inventories, and labor markets.

1. HRP Process
Aravind.T.S
Assist.Professor
aravindcanon@gmail.com

2. OVERVIEW OF HRP

3. HR-PROCESS
ORGANISATIONAL
OBJECTIVES & STRATEGIES
External Environment
Scanning
Analyze Internal Inventory
Forecasting
ORGANISATIONAL need for
people
Survey of people available
HR strategies and Plans

4. • Considering the organisational objectives and
strategies
• Then both external and internal assessment of
HR needs and supply
• HIRS

5. • Once the assessment are complete , Forecast
must be developed to identify the missmatch
b/w HR Demand and supply
• Company level plan – long range plan
• Departmental Plan - Medium range plan
• Job Plan
- Short range plan

6. Who is responsible for the process ?
• TOP LEVEL Executives/Management
• Plans are usually prepared by the HR dept in
consultation with other corporate heads

7. BUT

8. • Responsibility and accountability for
manpower aspects of various divisions is on
their respective heads .
• Each dept should undertake – own appraisal
of future need forecasting and plans

9. HR dept must offer – counsel and advice to
various divisional heads
• Collect and summarise manpower data
keeping long run objectives and broad
organisational intent .
• Monitor and Mesure performance against the
plan and keep to management informed

10. 3 key element of the Process are
1. Forecasting the demand for labours
2. Performing a supply analysis &
3. Balancing supply and demand consideration.

11. Forecasting Demand
FORECASTING
DEMAND
External
Organisational
Work force

12. External
•
•
•
•
Economic development
Social-political-legal
Technological challenges
Competitors

13. Organisational
•
•
•
•
Strategic Plans
Budgets
Sales and production forecast
New venture

14. Work force
•
•
•
•
•
Retirement
Resignation
Termination
Death
Leave and absent

15. FORECASTING HR REQUIREMENTS (DEMAND ANALYSIS)
(Trying to predict future staffing needs)
Managerial Estimates
Sales Projections
Simulations
Vacancy Analysis (projected turnover)
FORECASTING HR AVAILABILITY (SUPPLY ANALYSIS)
(Predicting worker flows and availabilities)
Succession or Replacement Charts
Skills Inventories (use of HRIS)
Labor Market Analysis
Markov Analysis (Transition Matrix)
Personnel Ratios

16. Steps in HR Planning
• Forecasting – get ready for the future
• Inventory – Know your Skilled employees and
deficency
• Audit – We are not live in a static world
• HR Resource plan – Look at career planning
• Action Plan – know where you are growing
• Monitoring and control – it has to be
controlled ,follow up

17. Real fact
Majorities of the companies not having a
sound HRP

18. Success Mantra
“Plan for the future”
Thank you
aravindcanon@gmail.com