1. Human resource planning is the process of determining an organization's current and future human resource needs to meet its strategic goals. It involves forecasting personnel needs, assessing available personnel, and developing programs to ensure the right people are available at the right time. 2. The planning process includes environmental scanning, setting organizational objectives and policies, forecasting HR demand and supply, developing HR programs, implementation, and control/evaluation. 3. Barriers to effective human resource planning include the principle of at-will employment, HR not being seen as strategic partners, financial forecasting taking precedence over HR planning, and conflicts between short-term and long-term goals.

1. HUMAN RESOURCE MANAGEMENT
BY:
I. POORNIMA
I- MBA

3. HUMAN RESOURCE PLANNING:
MEANING:
Human resource is the most important asset of an
organization. Human resources planning are the important managerial
function. It ensures the right type of people, in the right number, at the
right time and place, who are trained and motivated to do the right
kind of work at the right time, there is generally a shortage of suitable
persons.

4. DEFINITION:
According to E.W. Vetter, human resource planning is “the
process by which a management determines how an organization
should make from its current manpower position to its desired
manpower position”.
Dale S. Beach has defined it as “a process of determining
and assuring that the organization will have an adequate number of
qualified persons available at the proper times, performing jobs
which meet the needs of the enterprise and which provide
satisfaction for the individuals involved.”

6. IMPORTANCE:
1. FUTURE PERSONAL NEEDS:
Planning is significant as it helps determine future personnel
needs. Surplus or deficiency in staff strength is the result of the
absence of or defective planning. Surplus labor would not have
been there if there were HRP.
2. PART OF STRATEGIC PLANNING:
It provides a set of inputs into the strategic formulation process
in terms of deciding whether the types of number of people are
available to pursue a given strategy.

7. 3. INTERNAL STRATEGIES:
International expansion depends on the planning. The
department’s ability to fill key jobs with foreign nationals and the
re-assignment of employees firm across national borders is a
major challenge facing international businesses.
4. FOUNDATION OF PERSONAL FUNCTIONS:
Human resource planning provides essential information
for designing and implementing personnel function. Such as
recruitment, selection, training and development.

8. 5. INCREASING INVESTMENT IN HR:
Human assets, as opposed to physical assets, can increase in
value. An employee who gradually develops her skills and abilities
becomes a more valuable resource.
6. RESISTANCE TO CHANGE AND MOVE:
There is a growing resistance among employees to change
and move. There is also a growing on self-evaluation and on
evaluation of loyalty and dedication to the organisation. All these
are making it more difficult for the organisation to assume that it
can move its employees anywhere.

10. THE PLANNING PROCESS:
Human resource planning essentially involves forecasting
personnel needs, assessing personnel supply and matching demand
supply factors through personnel-related programme.
The planning process is influenced by over all organizational
objectives and the environment of the business.

12. ENVIRONMENTAL SCANNING:
It refers to he systematic monitoring of the external forces
influencing the organization. Managers monitor several forces but
the following are pertinent of HRP:
 Economic factors, including general and regional conditions.
 Technical changes, including robotics and automation.
 Social concerns including child care, and educational facilities
and priorities.
 Demographic changes including age, composition and literacy.

13. ORGANISATIONAL OBJECTIVES AND POLICIES:
Its plans need to be based on organizational objectives.
Specific requirements in terms of number and characteristics of
employees should be derived form the organizational objectives.
Some specific policies:
 How to enrich employees job?
 How to downsize the organization to make it more competitive?
 How to ensure continuous availability of adaptive and flexible
workforce?

14. HR DEMAND FORECAST:
Demand forecasting is the process of estimating the future
quantity and quality of people required. The basis of the forecast
must be the annual budget and long term corporate plan, translated
into activity levels for each function and department.
HR SUPPLY FORECAST:
Personnel demand analysis provides the manager with the
means of estimating the number and kind of employees that will be
required. Supply forecasting measures the number of people likely
to be available form within an outside of the organization.

15. HR PROGRAMMING:
Once an organization’s personnel demand and supply are
forecast. The two must be reconciled or balanced in order that
vacancies can be filled by the right employees at the right time.
HR IMPLEMENTATION:
Implementation requires converting an plan into action. A
series of action programmes are initiated as a part of plan
implementation. Some programmes are recruitment, selection and
placement, training and development.

16. CONTROL AND EVALUATION:
Control and evaluation represents the fifth and the final
phase in the process. The plan should includes budgets, targets and
standards. These may simply report on the number employed
against establishment and in the number required against
recruitment targets. But they should also report employment cost
against budgets, trends in wastage an employment rations.

18. BARRIERS TO HRP:
 Principle of “employment at will”.
 HR taking a base seat on “strat partner” roll.
 Financial forecasting takes precedence.
 Conflict between short an long term goals.
 Conflict between qualitative an quantitative method of
forecasting.
 Mis-coord between operations an HR.