This document discusses human resource planning (HRP), including its definition, importance, objectives, benefits, process, techniques, barriers, prerequisites, and factors affecting HRP. HRP is the process of forecasting an organization's future human resource needs and determining how to meet those needs. It is an important part of strategic planning and helps organizations recruit and retain talent, meet expansion needs, and balance workforce supply and demand. The key steps in HRP include forecasting demand and supply, identifying gaps, developing HR programs, implementation, and evaluation. Accurate HRP requires management support, understanding of the process, coordination, data, and consideration of factors like organizational growth.

1. HR PLANNING-
NATURE AND
SIGNIFICANCE
SWEETY RANJAN
2017A134MBA
COA
,CCS HAU ,HISAR
PIN-125004

2. DEFINITION
• HRP is the process of forecasting a firms future
demand for and supply of right type of people in
right number.
• HRP is the process of determining manpower
requirement and the means for meeting those
requirements in order to carryout the interior plan of
an organization.

3. IMPORTANCE
• Future personnel needs
• Part of strategic planning
• Creating highly talented personnel
• International strategies: Expansion, Full key jobs with
expatriate
• Increasing investment in HR’s
• Resistant to change and move
• Unite the perspectives of line and staff mangers
• Other benefits

4. OBJECTIVES OF HRP
• To recruit and maintain quality and quantity
• Predict employee turnover and make arrangements
• Meet the requirement of expansion and diversification
• Anticipate the impact of technology and work
• Progress the knowledge skill and standard
• Surplus or shortage
• Pleasant IR
• Minimize imbalances
• Make best use of HR
• Estimate cost of HR

5. BENEFITS OF HRP
• To meet up requirement of the organization
• Counter balance insecurity and change
• Helps in checking labor imbalance
• Right sizing the HR requirements of the organization
• To meet expansion and diversification needs of organization
• Training and development of employee
• Fulfill individual needs of employee
• Helps in formulation of budgets
• To check joblessness

6. HRP PROCESS
Organizational objectives
plans and policies
Forecasting HR Demand
Forecasting HR Supply
HR Programming estimate
net HR Gap/Requirement
Implementation of HR
Plan
Control And Appraisal of
HR Plan SurplusShortage

7. SURPLUS & SHORTAGE
Surplus
• Restricted hiring
• Reduced hours
• VRS and lay off
Shortage
• Recruitment
• Selection

8. TECHNIQUES OF FORECASTING
HR DEMAND
• Managerial judgment
• Work study technique
• Ratio trend
• Economic model
• Delphi technique
• Other technique

9. HR SUPPLY TECHNIQUE
Present /
Existing HR
Potential
Additions of HR
Potential loss of
HR
Estimated
Supply of HR = +
-

10. BARRIERS TO HRP
• Identity crisis failed to develop a strong sense of purpose
• Do not enjoy full top management support
• Over complicated initial efforts
• HR specialist do not fully understand HRP process
• HR specialist have a tendency to become absorbed in their own world & do not
interact with others
• Not keeping a balance between qualitative & quantitative approach
• Requires active participation and cordinated efforts on the part of operating
manager
• Forcefully introduce the sophisticated technique due to the reason that other co’s
have using it

11. PREREQUISITES
• Full top management support
• Fully understand HRP process
• Essential and integral part of overall organization plan
• Coordinate with other functional managers
• Personnel records of the organization
• Must be revised in the light of current and change
organizational requirements

12. FACTORS AFFECTING HRP
• Type and strategy of organization
• Organizational growth cycle and planning
• Environmental uncertainties
• Outsourcing
• Nature of job being filled
• Type and quality of forecasting information
• Time horizon