Human Resources Planning involves forecasting an organization's future human resource needs and ensuring the right people are available. It includes forecasting demand and supply of human resources. Demand forecasting considers internal factors like production levels and external factors like the economy. Supply forecasting analyzes existing employees and potential internal and external candidates. Job analysis is the process of gathering information about specific jobs through methods like interviews, observation, questionnaires and panels of experts. It involves creating job descriptions of tasks and duties and job specifications of required qualifications.

1. Human Resources Planning

2. The process of forecasting an organisation’s
future demand for, and supply of the right type of
people in the right number, in right place at right
time.
It is a sub-system in the total org. Planning.
It tries to assess human resources requirements in
Advance and keeping in view the production,
Market fluctuations, demand/supply forecast etc.
In the background

3. Need for HRP
Replacement of persons
Labour Turnover
Expansion Plans
Tech. Changes
Assessing Needs

4. OBJECTIVES / IMPORTANCE
OF HRP

5. Forecast personnel requirements
Cope with the changes
Use existing manpower productivity
Promote employees in a systematic manner
Creating high talented personnel
Protection of weaker sections
International strategies
Resistance to change.

6. Factors influencing the HRP
•Type and Strategy of Organization.
•Organisation Growth Cycles and Planning.
•Environmental Uncertainties.
•Time Horizon.
•Type and Quality of Forecasting
information.
•Nature of job being filled.
•Off loading the work.

7. PROCESS OF HUMAN RECOURCES PLANNING
Org.Objectives/Policies
HR
Demand Forecast
HR Plan Programme
HR programme implementation
HR
Supply Forecast
Control & Evaluation
Programme
Shortage
Recruitment&selection
Surplus
Restrict hiring/
Retrenchment/Layoff

8. HR DEMAND FORECAST
Demand forecast is the process of estimating
the future quantity and quality of people
required. Demand forecasting must be
consider both external and internal factors.

9. EXTERNAL FACTORS are
•Competition (foreign & domestic)
•Economic Climate
•Laws & Regulatory bodies
•Changes in Technology
•Social Factors.

10. INTERNAL FACTORS are
•Budget constraint
•Production Level
•New Products and Services
•Organizational Structure.
•Employee Separation

11. Demand Forecast may be
Long-range or Short range.

12. Long-Range includes
•Strategic Plans
•Demography
•The economy
•Technological trends
•Social Trends

13. Strategic plans: If the mgt. Wants to split its Org
or wants to expand or taking new assignments i.e.
entering into another type of production should
plan for new professionals.
Demography: This related to fluctuations in
births & death rates of a particular country, it may
effect the long term policies.
The Economy: Economic conditions in the count
Technological Trends: Advances in tech. Have
effects the demand forecasting.
Social Trends: The impact of the social customs
Political Systems have had major effects.

14. Forecasting Techniques
•Managerial Judgement
•Ratio-Trend Analysis
•Work-study techniques
•Delphi technique

15. Managerial Judgement:This is very simple.
Managers sit together Discuss and arrive at a
figure which would be the future demand for
labour.This tech. involve ‘bottom-up or a top-down
approach.
Ratio-trend Analysis:This is the quickest
forecasting technique. This technique involves
studying the past ratioslike the no. of workers
in the past and forecasting the future ratios
making some changes in org. methods.
Eg: present level of production (1.1.2011) is …..1500 units
No. of foreman ratio is (1:500)…………….3
Estimated production for the next year (1.1.2012) is2500units
No. foreman required as on ….?

16. Work-study technique: This technique can be used when
It is possible to apply work measurement to calculate the length
of operations and the amount of labour required.
Eg.
1.Planned out-put for next year……20,000 units
2.Std. Hrs per unit………………….5 hrs.
3.planned hrs for the year………….1,00,000 (i.e 20,000x5)
4. Productive hrs.per man/years ……2000
planned hrs. for the year
No. of workers required = -------------------------------------
productive hrs per man/year
1,00,000/2000=50.

17. Delphi Technique: Named after the ancient
Greek prophet at the city of Delphi. In this
method group of experts, usually managers
estimates the personnel needs. The HRP experts
acts as a intermediaries, summarise the various
responses and report the findings back to the
experts. The experts are surveyed again after
they receive feedback. Summaries and surveys
repeated again until they reach a common
opinion.

18. HR SUPPLY FORCASTING

19. After demand forecasting, next logical step for
the manager is to determine whether it will be abl
to procure the required no. of personnel and the
sources of such procurement. This Information
provided by the supply forecasting.
Supply forecasting measures the no. of people like
to available from within and out side of the org.
after considering absenteeism, internal movement
promotions, wastage and change in working hrs.
Supply analysis covers:
•Existing Human Resources
•Internal Sources of Supply,External Sources of S

20. Supply analysis covers:
•Existing Human Resources
•Internal Sources of Supply,
•External Sources of Supply

21. Existing HR or Inventory:
Inventory can be prepared basing on the employee skill &
abilities. They are like
Personal Data : Ages, Sex, Marital status.
Skills : Education, Job, Experience.
Spl.qualifications : any spl. achievements of
membership in any
professional bodies.
Salary & Job History : Present and past salary and
increments in pay.
Company data : Benefits, seniority, retirement info.
Capacity of Individual : like dept. tests interviews.
Spl. Preferance of Individual: like geographic location,

22. Internal sources of Supply:
For internal sources of supply we have to Consider like:
Voluntary retirements
Retrenchments
Dismissals
Lay-offs
Disablements due to accidents
So to calculate about turnover rate
No.of employees entered in the org./Actual employees x
100.
The internal source includes trg. Facilities, salary levels,
Benefits and individual development.

23. External sources:
Local and National Factors.

24. Local: Local populations,
Local un-employment Level,
availability of employees in part-time, out-put from
local educational institutions,
Availability of manpower with required skills &
Qualifications,
local housing,
reservations.
National Level: Trends in growth of working
Population, out-come from technical, professional and
educational institutions in the country, Social security
measures(un-employment benefits Retirement
benefits) impact of government rules and regulations

25. JOB ANALYSIS

26. Jobs are very important to individual – jobs are
Help for standard of living – place of residence-
Status and org. point of view its important to
reach or achieve their objectives or targets.
Jobs are not fixed they are subject to change
Due to tech. change.

27. JOB ANALYSIS
JOB TERMINOLOGY
•TASK
•DUTY
•POSITION

28. •TASK
It is an identifiable work activity carried out for a
specific purpose.Eg: counseling sessions.
•DUTY
Consisting of several tasks that are performed by an
individual.
•POSITION
Is nothing but collection of Tasks and Duties
performed by the employee.

29. Job Analysis means:
•The process of gathering information about
the job.
•It is a detailed examination of a specific job
•It is a systematic investigation of the tasks,
duties and responsibilities necessary to do a job.

30. JOB ANALYSIS
Job Task
Job Duties
Position

31. USES OF JOB ANALYSIS
•H.R PLANNING
•RECRUITMENT
•SELECTION
•PLACEMENT & ORIENTATION
•TRAINING & DEVELOPMENT
•SAFETY & HEALTH
•PERFORMANCE APPRAISAL
•JOB EVALUATION

32. PROCESS OF JOB ANALYSIS
Taking Acceptance from the Mgt.
Constitute a Committee
Selecting Jobs for analysis
Collection of job analysis data
Preparation of job Description
Preparation of job specification

33. JOB ANALYSIS
JOB DESCRITION
JOB ANALYSIS

34. Job description is nothing but a written
Statement of the tasks & duties performed,
material & tools used, working conditions and
relations with other jobs.
Contents of Job Description are:
Job title – Location of the Job – Equipment
Worked with – Designation of immediate
Supervisor & subordinate – Salary level –
Conditions of work – T&D facilities, Promotion
Chances.

35. Job description is an organised, factual statement
Of the duties and responsibilities of a specific job
It should tell what the job holder does – how it is
Done – under what conditions it is done.
Uses of J.D: It can me used to orient new emp.
Towards basic duties & responsibilities.
It can be used for job evaluation.

36. Job specification: It is nothing but a written
Statement of the minimum qualification
required for the successful performance of a
Job. It specifies the qualifications, experience,
Skills, knowledge and abilities to perform a
Particular job

37. JOB ANALYSIS
(the process of gathering information
for a particular job)
JOB DESCRIPTION
(statement of tasks & duties
Involved in the job)
JOB SPECIFICATION
(a statement of human qualities
required)
JOB EVALUATION
(assessing the relative worth of job)

38. METHODS OF JOB ANALYSIS
•INTERVIEW
•OBSERVATION
•QUESTIONNAIRE METHOD
•PANEL OF EXPERTS
•DIARY METHOD