This document discusses Human Resource Information Systems (HRIS) and Human Resource Planning (HRP). It defines HRIS as a database system that stores employee information and feeds into HR decisions. HRP is a systematic process to ensure the right employees are in the right positions at the right time. The document outlines the steps in HRP, including assessing current HR, forecasting future demand and supply of employees, matching demand and supply, and developing action plans to address surpluses or shortages.

1. Human Resource Information
System (HRIS)
&
Human Resource Planning (HRP)

2. HRM Process
Organization goals
& strategies
Staffing
Employee
needs
Appraisal
Rewards &
Relations
Development
Performance
HR Information

3. HRIS
• A database system that keeps
important information about
employees in a central and
accessible location.
• Feeds information into HR
policy and planning as well as
other HR decision process.

4. Why HRIS?
• HRIS can significantly improve the
efficiency of the HR operation and
therefore a company’s bottom line.
• Help increase in number and variety
of HR reports produced.
• Help shift HR’s attention from
transaction-processing to strategic
HR.

5. Input Data
• Personal information
• Organization
• Occupation history
• Performance & potential assessment
• Qualifications, training & competency
• Salaries & benefits
• Development & succession plans
• Others (disciplinary, medical, references,
absenteeism)

6. Output Data
• Skill inventory
• Training & development report
• Compensation report
• Employee benefit record
• Turnover & absenteeism report
• Human resource plans

7. Human Resource Planning
Man is the key to our problems, not
money. Competent people can work
miracles even with small resources and
draw wealth out of barren land.

8. What is HRP?
• Human resource planning is a systematic
approach to ensure that the right people will be
in the right place at the right time.
• It is a process of deciding what positions the firm
will have to fill, and how to fill them.
• It is a process of determining HR needs of the
organization in the context of its strategic
planning.

9. The Need for HRP
• To ensure that HR is available: provide the information
and data to an organization on when, where and how
many employees need to be recruited.
• To assess the future supplies of and demands for HR:
reduce shocks and disturbances within the employment
patterns of large organizations.
• To match supplies and demands, making them
compatible with the achievement of the organization’s
future goals.

10. Needs determined by
• Assessing current human resources
• Analyzing corporate plans
• Forecasting staffing level and categories
in the light of corporate objectives
• Assessing availability of HR
• Determining HR needs
• Formulating HR programs to address the
needs.

11. Steps in HRP
1. Assessing Current Human
Resources
2. Demand Forecasting
3. Supply Forecasting
4. Matching demand and supply
5. Action Plan

12. Step 1: Assessing Current HR
1. HR Inventory (details of workforce:
something like CV or personal history form)
2. Job Analysis (details of jobs, resulting in JD
and JS)

13. Step 2: Demand Forecasting
• Estimates the number of people required in
future and their capacity.
To forecast personnel needs:
– Project the demand for the product or
service
– Project sales and revenues
– Plan the volume of production or activity
level to meet the planned sales, revenue or
activity requirements
– Estimate the size of the staff required to
achieve it

14. How to forecast personnel needs?
• Staffing plans also must reflect:
Projected turnover of staff
Quality and skills of employees in relation to
the changing needs of the organization
Strategic decisions (eg. Upgrade quality,
enhance productivity, enter into new markets)
Technological and other changes resulting in
increased productivity
Financial resources

15. HR Forecasting Methods
• Trend analysis
– Study the past staffing needs over a period of years to predict future
needs.
• Ratio analysis
– Use of ratios between one or more business factors and staffing level
as well as between different staff categories if the current year to
forecast future needs.
• Ratio trend analysis
– Use of ratios of the past years to predict needs
• Managerial judgement
– A big role
– Trends, ratios and relationships unlikely to continue unchanged
– Judgement needed to modify the forecast based on the factors that are
likely or should be changed

16. Step 3: Supply Forecasting
1. Internal supply forecasts
2. External supply forecasts

17. Forecasting Internal Supply
• Qualifications inventories
– Manual or computerized records listing
employees’ education, career and
development interests, languages, special
skills etc to be used in selecting inside
candidates for promotion
• Personnel inventory and development
– Information is complied about each
employee manually and recorded.

18. Forecasting Internal Supply
• Personnel replacement charts
– Company records showing present
performance and promotability of inside
candidates for the most important positions
• Position replacement card
– A card prepared for each position in a
company to show possible replacement
candidates and their qualifications

19. Forecasting External Supply
• Monitoring general economic conditions
• Local market conditions
• Occupational market conditions

20. Step 4: Matching demand & supply
• To determine future shortages or
surpluses
– Additional staff will be needed to meet the
shortage
– Retrenchment will be needed for surplus
staff

21. Step 5: Action Plan
Concerned with the preparation of action
plans to deal with shortages and
surpluses of human resource
Recruitment plan
Training and Development plan
Retention plan
Promotion plan
Redeployment plan
Redundancy plan
Transfer plan
Succession plan

22. Issues to be addressed in HR Planning
• How many employees does the organization
currently employ?
• What is the age profile, by department, of
employees?
• Where in the organization are these employees
to be found?
• Which are the biggest departments in the
organization?
• What skills do the employees possess?
• How many employees, on average, leave the
organization every year?
• In which areas of expertise do the organization
tend to loose more employees?

23. HRP in Nepal
• Analysis is in its infancy
• Fire-fighting tendencies
• Kowledge base (ad-hoc, guess work)
• Short term planning
• Overstaffing (govt. & public organizations)
• Nepotism/ favouritism (private org.)