COVER PLANNING PROCESS OF HUMAN RESOURCE AND THEIR VARIOUS COMPONENTS

1. SUMANDEEP VIDYAPEETH
DEPARTMENT OF MANAGEMENT
MBA IN HEALTHCARE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE PLANNING 2
- MAITRI D. PATEL
- FIRST YEAR OF MBA SEMESTRER 2

2. INDEX
1. THE PLANNING PROCESS OR HRP PROCESS.
A. ENVIRONMENT.
B. ORGANIZATIONAL OBJECTIVE AND POLICIES.
C. HR DEMAND FORECAST.
I. MANAGERIAL JUDGEMENT.
II. RATIO TRADE ANALYSIS.
III. REGRESSION ANALYSIS.
IV. WORK STUDY TECHNIQUES.
V. DELPHI TECHNIQUES.
VI. FLOW MODELS.
VII. OTHERS TECHNIQUES.
D. HR SUPPLY FORECASTING.
E. HR PROGRAMMING.
F. HR PLAN IMPLEMENTATION.
G. CONTROL AND EVALUATION.

3. HR PLANNING PROCESS

4. 1. ENVIRONMENT
IT’S A SYATEMATIC MONITERING OF THE EXTERNAL FORCES INFLUENCING THE
ORGANIZING.
Economic
factor
• General and regional
condition.
• Ex, market demand ,
competitors strategy etc.
Technological
factor
• Robotics condition.
• Ex, new technology etc.
Demographic
Factor
• Age, composition and
literacy.
• Ex, Retirement Etc.
Political and
Legislative
factor
• Laws and Administrative
rules.
• Ex, laws, changes in
taxation structure.
Social factor
• Child care, educational
facilities and priorities.
• Ex, child care, health
facilities.
Factors

5. 2. ORGANISATIONAL OBJECTIVE AND POLICIES.
 HR PLANS NEED TO BE BASED ON ORGANIZATIONAL OBJECTIVES. IN PRACTICE, SPECIFIC
REQUIREMENT IN TERMS OF NUMBER AND CHARACTERISTICS OF EMPLOYESS SHOULD BE
DERIVED FROM THE ORGANIZATION OBJECTIVE.
 THE ROLE OF HRP IS TO SUBSERVE THE OVERALL OBJECTIVE BY ENSURING AVAILABILITY
AND UTILIZATION OF HR. ONCE THE ORGANIZATIONAL OBJECTIVES ARE SPECIFIED,
COMMUNICATED AND UNDERSTOOD BY ALL CONCERNED, THE HR DEPARTMENT MUST
SPECIFY ITS OBJECTIVE WITH REGARD TO HR UTILIZATION IN THE ORGANIZATION. IN
DEVELOPING THESE OBJECTIVE, SPECIFIC POLICIES NEED TO BE FORMULATED TO
ADDRESS THE FOLLOWING MATTER…….

6. Are vacancies to be filled by promotions from within or
hiring from outside?
HOW do the training and developing objectives interface
with the HRP objectives?
What union constraints are encountered in HRP and what policies
are needed to handle these constrains?
How to enrich employee’s job? Should the routine and boring
jobs continue or be eliminated?
How to downsize the organization to make it more comitative?
To make extent production and operation be automated and
what can be done about those displaced?
How to ensure continuous availability of adaptive and flexible
workforce?

7. HR DEMAND FORECAST
• DEMAND FORECASTING IS THE PROCESS OF ESTIMATING THE FUTURE QUALITY AND
QUANTITY REQUIRED.
• TO TAKE AS THE BASE OF ANNUAL BUDGET AND LONG TERM CORPORATE PLAN ,
TRANSLATED IN TO ACTIVITY LEVELS FOR EACH FUNCTION AND DEPARTMENS FOR
FORECAST.
DEMAND FORECASTING
MUST CONSIDER SEVERAL
FACTORES
EXTERNAL FACTORES
COMPITITION (FORIGN
AND DOMESTIC), LAWS
AND REGULATION,
CHANGES IN TACHNOLOGY.
INTERNAL FACTORES
BUDGET, ORGANIZATIONAL
STRUCTURE, PRODUCTION
LEVEL. ETC.

8. • REASON FOR DEMAND FORECASTING;
1. PRODUCING THE GIVEN NUMBER OF GOODS AND SERVICES.
2. HOW MANY STAFF ARE REQUIRED IN FUTURE?
3. APPROPRIATE STAFF ARE PROVIDE TO VARIOUS DEPARTMENT SO COST WILL REDUCE.
4. PREVENT SHORTANGE OF STAFF WHEN NEEDED MOST.

9. FORECASTING TECHNIQUES

10. MANAGERIAL JUDGEMENT
• IN THIS TECHNIQUES MANAGER SIT TOGETHER, DISCUSS AND ARRIVE AT A FIGURE
WHICH WOULD BE THE FUTURE DEMAND FOR LABOUR.
BOTTOM-
UP
APPROACH
LINE
MANAGER ARE
SUBMIT THEIR
PRAPOSAL TO
TOP LEVEL
MANAGEMENT
TOP-
DOWN
APPROACH
TOP MANAGERS
PREPARE
COMPANY AND
DEPARTMENTAL
FORECAST
COMBINE
APPROACH
DEPARTMENTAL
MANAGER GIVE
GUIDELINES. TOP HR
MANAGER ALSO
PREPARE THE
FORECAST. AFTER
ARRANGE THE
MEETING IN THE
MEETING TAKE ALL THE
APPROVAL.

11. RATIO-TRADE METHOD
• THIS IS THE QUICKEST FORECAST TECHNIQUES.
• THERE TECHNIQUE INVOLVE STUDYING PAST RATIO, SAY, BETWEEN THE NUMBER OF
WORKERS AND SALES IN AN ORGANIZATION AND FORECASTING FUTURE RATIO, MAKING
SOME ALLOWANCE FOR CHANGES IN THE ORGANISATION ON ITS METHOD.

12. REGRESSION ANALYSIS
• THIS IS SIMILAR TO RATIO ANALYSIS IN THAT FORCAST IS BASED ON THE RELATIONSHIP
BETWEEN SALES VOLUME AND EMPLOYEE SIZE.
• REGRESSION ANALYSIS IS MORE SATISFICALLY SOPHISTICATED. A FIRM FIRST DRAW A
DIAGRAM DEPICTING THE RELATIONSHIP BETWEEN SALES AND WORKFORCE SIZE. IT
THEN CALCULATES REGRESSION LINE. BY OBSERVING THE REGRESSION LINE, ONE CAN
FIND OUT NUMBER OF EMPLOYEES REQUIRED AT EACH VOLUME OF SALES.

13. WORK-STUDY TECHNIQUES
• WHEN IT IS POSSIBLE TO APPLY WORK MEASUREMENT TO CALCULATE THE LENGTH OF
OPERATIONS AND THE AMOUNT OF LABOUR REQUIRED.
PLANNED OUTPUT FOR NEXT YEAR 20000 UNITS
STANDARD HOURS PER UNIT 5
PLANNED HOURS FOR THE YEAR 100000
PRODUCTIVE HOURS PER MAN/YEAR 2000
NUMBER OF DIRECT WORKERS REQUIRED 50

14. DELPHI TECHNIQUE
• NAME COMING FROM ANCIENT GREEK ORACLE AT THE CITY OF DELPHI.
• THE DELPHI TECHNIQUE IS A METHOD OF FORECASTING PERSONNEL NEEDS.
• THE MANAGER ARE SOLICITS ESARIMATE OF PERSONNEL NEEDS. THE HR EXPERTS WORK
INTEMIDIARIES, SUMMERISE THE REPORT AND GIVE TO THE EXPERT. EXPERT ARE SURVEY
AND GIVE THE FEED BACK THIS PROCESS ARE CONTINUOUS THAT THE EXPERT ARE NOT
APPROVE.

15. FLOW MODELS
1) THE SIMPLEST MODEL IS MARKOV MODEL.IN THIS TECHNIQUES,
A. THE DETERMINE TIME THAT SHOULD BE COVERED. SHORTER LENGTHS OF TIME ARE
GENERALLY MORE THAN LONGER ONE.
B. ESTABLISED THE CATEGORY. TO WHICH CAN BE EMPLOYEES ASSIGNED.
C. COUNT ANNUALLY MOVEMENT. WHICH ARE RETIREMENT, ABSESNCE, DISABILITY,
LAYOFF ETC.
D. ESTIMATE THE PROBABILITY OF TRASACTION FROM ONE STATE TO ANOTHER BASED ON
PAST TRENDS.
2) SEMI MARKOV
TAKE THE EMPLOYEES FOR SOME TIME OF SOME TENURE.
3) VACANCY MODEL
WHICH PREDICT THE VACANCIES. THIS MODEL IS THE BEST RESULT GIVEN.

16. OTHER FORECASTING TECHNIQUES
1. NEW VENTURE ANALYSIS
IN THIS TECHNIQUES THERE ARE REQUIRE OUR COMPITITORS HR PLANNING.
2. MATHEMATICAL TECHNIQUES
𝑬 𝒏=
(𝑳𝒂𝒈𝒈 𝒏+𝑮) 𝟏
𝒙
𝒚
En = estimated level of personnel demand in the planning periods
Logg = overall level of current business activity in rupees.
Gn = total growth in business activity expected through period n in today’s rupees.
X= average productivity improvement from today through planning period.
y-= conversion figure relating todays overall activity to personnel require. It shows the
today business activity per person.
𝒕𝒐𝒕𝒂𝒍 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒂𝒄𝒕𝒊𝒗𝒊𝒕𝒚
𝒕𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒆𝒓𝒔𝒐𝒏𝒏𝒂𝒍
SOME TIME ORGANIZATION ADOPT ONE THAN MORE TECHNIQUES LIKE; M&W
MANAGERIAL TECHNIQUES AND WORK-STUDY TECHNIQUES.

17. HR SUPPLY FORECAST
• IT MEASURES NUMBER OF PEOPLE TAKEN IN THE ORGANIZATION AND OUT OF THE
ORGANIZATION, INTERNAL MOVEMENTS AND PRAMOTION ETC.
• ITS HELP IN
 TO KNOW ABOUT THE ARRANGEMENT OF THE STAFF.
 TO KNOW ABOUT THE STAFF EXIST WHICH ARE SKILLED.
 PREVENT THE SHORTAGE WHEN MOST NEEDED STAFF.

18. SUPPLY
ANALYSIS
EXTERNAL
SOURCE
OF SUPPLY
INTERNAL
SOURCES
OF SUPPLY
EXISTING
HUMAN
RESOURCE

19. • EXISTING HUMAN RESOURCES:
IN THE HR AUDITS ANALYSIS THE EXIXTING HR. IN THIS AUDITS INVOLVE EACH EMPLOYESS
SKILLS AND ABILITIES
 SKILLS INVENTORIES: TH EAUDITS TAKEN BY NON MANAGERS ARE CALLED THESKILL
INVENTORIES. THERE INFORMATION USED IN THE TRANSFER, PRAMOTION DECITION,
THERE ARE 7 BROAD INFORMATION INCLUDE IN,
PERSONAL DATA: AGE, SEX, MARITAL STATUS
SKILLS: EDUCATION, JOB EXPERIENCE, TRAINING.
SPECIAL QUALIFICATION: SPECIAL ACHEVEMENTS,
MEMBERSHIP IN PROFESSIONAL BODIES.
SALARY AND JOBHISTORY: PRESENT AND PAST SALARY,
DATES OF PAY RAISES, VARIOUS JOB HELD.
COMPANY DATA: BENEFIT PLAN DATA , RETIREMENT
INFORMATION, SERIORITY.
CAPACITY OF INDIVIDUAL: SCORES ON PSYCHOLOGICAL
AND OTHER TESTS, HEALTH INFORMATION.
SPECIAL PREFERANCE OF INDIVIDUAL: GEOGRAPHIC
LOCATION, TYPE OF JOB.

20. • MANAGEMENT INVENTORIES:
IT INCLUDE
 WORK HISTORY
 STRENGTH
WEAKNESSES
 PRAMOTION
CAREER GOALS
PETRSONAL DATA
NUBER AND TYPE OF EMPLOYESS SUPERVISED
TOTAL BUDGET MANAGED
PREVIOUS MANAGEMENT DUTIES

21. INTERNAL SUPPLY
• IN THE ORGANIZATION ARRANGE THE EMPLOYESS FOR FULL VACANCIES.
 INFLOW AND OUTFLOW
IN FLOW- PRAMOTION, TRASFER
OUTFLOW- DISCHARGE, LAYOFF, DEMOTION, RETIREMENT.
 TURNOVER RATE
TRADITIONAL AND SIMPLE METHOD
𝑵𝑼𝑴𝑩𝑬𝑹 𝑶𝑭 𝑺𝑬𝑷𝑨𝑹𝑨𝑻𝑰𝑶𝑵𝑺 𝑫𝑼𝑹𝑰𝑵𝑮 𝑶𝑵𝑬 𝒀𝑬𝑨𝑹
𝑨𝑽𝑬𝑹𝑨𝑮𝑬 𝑵𝑼𝑴𝑩𝑬𝑹 𝑶𝑭 𝑬𝑴𝑷𝑳𝑶𝒀𝑬𝑬𝑺 𝑫𝑼𝑹𝑰𝑵𝑮 𝑻𝑯𝑬 𝒀𝑬𝑨𝑹
*100
 CONDITION OF WORK AND ABSENTEEISM
CHANGE IN CONDITION LIKE, NORMAL WEEKLY HOUR, OUTCOME POLICY, LENGTH AND
TIMING OF HOLIDAYS ETC.
ABSENTEEISM MEANS UNAUTHORISED ABSESE IN THE ORGANIZATION.
 PRODUCTIVITY LEVEL
ANY CHANGE IN THE PRODUCTIVITY WOULD AFFECT THE NUMBER OF PERSON REQUIRE
PER UNIT OF OUTPUT. INCREASE IN PRODUCTIVITY WILL REDUCE THE REQUIREMENT. AND
DECREASE ARE OPPOSITE EFFECT.

22. MOVEMENT AMONG JOB
SOME JOBS ARE SOURCES OF PERSONNEL FOR OTHER JOB.
EXTERNAL SUPPLY
1) FRESHERS OF COLLAGE AND UNIVERCITY
2) CONSULTANT
3) GATEWAY
4) COMPITIORS
5) SOCIALMEDIA
6) ADVERTISEMENT
7) AGENTS
8) ONLINE

23. HR PROGRAMMING
• TO GIVE THE JOB EMPLOYEES TO THEIR SKILLS AND JOB REQUIREMENT. TO GIVE THEM
CORRECT POSITION.
HR PLAN IMPLEMANTATION
ITS REQUIRES TO CONVERTING PLAN IN ACTION PROGREMMES LIKE TRAINING AND DEVELOPMENT,
SELECTION AND PLACEMENT, RETRAINING ETC

24. CONTROL AND EVALUATION
• ITS INCLUDE BUDGET, TARGET AND STANDARDS. IN THE REPORT ALL ARE MENTION TO
STUDY THAT AND KNOW ABOUT THAT PRESENT WORKING IS DONE TO AS ESTIMATING
WORK. IF ANY PROBLEM ARISE TO GO TO THE CHECK THE PLANNING TO SOLE THE
QUARY.

25. 🎀 THANKYOU 🎀