Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
The human resource process begins with a sound Human resource planning. Forecasting the Human Resource Demand and appropriately balancing the deficiency or surplus either from the internal environment or from the external environment lays down the foundation of a sound human resource planning. Explore More!
Anything HR Solutions (HR Planning)
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning
Human resource planning, Job analysis, Absenteeism and Employee turnoverSanthanalaxmi Karthikvel
This will give you a clear view on Human resource planning concept, their scope and importance. it gives a detailed description of HRP process along with its benefits. Job analysis is also comes under HRP, hence explanation related to job analysis process is also added here. The result of job analysis is job design. Presentation on job design and the clear content on job description and job specification with their merits and demerits is added in this chapter. The various job design such as job enrichment, job enlargement, job rotation and job simplification with their advantages and disadvantages are included in this chapter. The absenteeism and employee turnover are adjoined here which are the reasons behind the human resource planning. In order to reduce absenteeism and turnover, organisation need to devise employee retention policies. So finally the unit concluded with the retention strategies at various levels.
HR planning is a process by which an organization ensures that it has the right number and kinds of people, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objectives.
Human resource planning ultimately translates the organization's overall goals into number and types of employees needed to meet those goals.
Employment planning cannot exist in isolation . It must be linked to the organization’s overall strategy.
Institutions Supporting Small Business Enterprises.pptxshrinivas kulkarni
Active in the field of consultancy and training and has a number of specialized divisions to provide tailor-made solutions to agriculture and industry. These divisions, manned by trained consultants, deal with issues related to industrial engineering, plant engineering, energy management, HRD, informal sector, agriculture and so on
Social Entrepreneurship create innovative solutions to immediate social problems and mobilizes the ideas, Capacities, resources, and social arrangement required for sustainable social transformation
2. Human Resource is an important corporate asset and
the overall performance of companies depends upon
the way it is put to use.
Globally Major issues in today’s organizations are skill
shortages, competency gaps, redundancies,
downsizing, rightsizing.
3. HUMAN RESOURCE PLANNING
The process of analyzing and identifying the need for and
availability of Human Resources so that the Organization
can meet its objectives.
The Process of determining an Organization’s human
resources needs.
Or
4. “HRP includes estimation of how many qualified
people are necessary to carry out the assigned
activities, how many people will be available, and
what , if anything, must be done to ensure that
personnel supply equals personnel demand at the
appropriate time in the future.”
-Terry L.Leap and Michael
5.
6. Forecast future requirements of human resources with
different levels of skills.
Assess surplus or shortage, if any, human resources available
over a specified period of time. Anticipate the impact of
technology on job and requirements for human resources.
The ultimate objective is to relate future human resources to
future enterprise needs so as to maximize the future return on
investment in human resources.
7. Control the human resources already deployed in the
organization.
Provide lead time available to select and train the
required additional human resource over a specified
time period.
8. Large numbers of employees who retire, die, leave
organizations, or become incapacitated because of
physical or mental ailments, need to be replaced by
new employees. Human Resource Planning ensures
smooth supply of workers without interruption
9. 1. FUTURE PERSONNEL NEEDS
• Surplus or deficiency in staff strength
• Results in the anomaly of surplus labour with the lack
of top executives
2. COPING WITH CHANGE
• Enables an enterprise to cope with changes in
competitive forces, markets, technology, products &
government regulations
3. CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract &
retain qualified & skilled personnel
• Succession planning
4. PROTECTION OF WEAKER SECTIONS
• SC/ST candidates, physically handicapped, children of
the socially disabled & physically oppressed and
backward class citizens.
10. 5. INTERNATIONAL STRATEGIES
• Fill key jobs with foreign nationals and re-assignment
of employees from within or across national borders
6. FOUNDATION FOR PERSONNEL FUNCTIONS
• Provides information for designing & implementing
recruiting, selection, personnel movement(transfers,
promotions, layoffs) & training & development
7. INCREASING INVESTMENTS IN HUMAN
RESOURCES
• Human assets increase in value
8. RESISTANCE TO CHANGE AND MOVE
• Proper planning is required to do this
11. 9. OTHER BENEFITS
• Upper management has a better view of the HR
dimensions of business decision
• More time is provided to locate talent
• Better opportunities exist to include women &
minority groups in future growth plans
• Better planning of assignments to develop
managers can be done
12. Interfacing with strategic planning and scanning the environment
Taking an inventory of the company’s current human resources
Forecasting demand for human resources
Forecasting the supply of HR from within the organization and in
the external labor market
13. Comparing forecasts of demand and supply
Planning the actions needed to deal with anticipated shortage or
overages
Feeding back such information into the strategic planning process.
14. I. TYPE & STRATEGY OF ORGANISATION
Internal growth
Informal
Inflexible
Growth through M & A
Reactive
Flexible
Proactive
Formal
15. II. ORGANIZATIONAL GROWTH CYCLES &
PLANNING
• Embryonic stage – No personnel planning
• Growth stage – HR forecasting is essential
• Maturity stage – Planning more formalized & less
flexible
• Declining stage – Planning for layoff,
retrenchment & retirement
III. ENVIRONMENTAL UNCERTAINITIES
• Political, social & economic changes
• Balancing programmes are built into the HRM
programme through succession planning,
promotion channels, layoffs, flexi time, job
sharing, retirement, VRS, etc….
16. IV. TIME HORIZONS
• Short-term & Long-term plans
V. TYPE & QUALITY OF FORECASTING
INFORMATION
• Type of information which should be used in
making forecasts
VI. NATURE OF JOBS BEING FILLED
• Difference in employing a shop-floor worker & a
managerial personnel
VII. OFF-LOADING THE WORK
17. Organizational
objectives and policies
HR Needs forecast HR Supply
forecast
HR Programming
HRP Implementation
Control and evaluation of
programme
Surplus
Restricted Hiring,Reduced
Hours,VRS,Lay off etc
Shortage
Recruitment and
Selection
18. 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
19. Demand forecasting must consider several
factors both internal and external.
Among external factors are
competition(foreign
and domestic), economic climate, laws and
regulatory bodies, changes in technology
and
social factors.
Internal factors include budget constraints,
production levels, new products and services,
organizational structure and employee
separation.
20. Demand forecasting helps to :
◦ Quantify the jobs necessary for producing a given
number of goods
◦ Prevent shortage of people where and when they
are needed most
◦ Determine what staff-mix is desirable in the future
◦ Monitor compliance with legal requirements with
regard to reservation of jobs
◦ Asses appropriate staffing levels in different parts
of
the organization so as to avoid unnecessary costs
21. Managerial judgment
Ratio-trend analysis
Work study techniques
Delphi technique
Other techniques
22. In this all managers sit together, discuss and
arrive at a figure which would be the future
demand for labour.
This technique may involve a ‘bottom-up’ or
‘top-down’ approach. A combination of both
could yield positive results.
23. This is the quickest forecasting technique.
This technique involves studying past ratios,
say, between the number of workers and
sales in an organization and forecasting
future ratios, making some allowance for
changes in the organization or its method.
24. Work study techniques can be used when it is
possible to apply work measurement to
calculate the length of operations and the
amount of labour required.
25. • This technique is the method of forecasting
personnel needs.
• It solicits estimates of personnel needs from
a group of experts, usually managers.
• The HRP experts act as intermediaries,
summarize the various responses and report
the findings back to the experts.
• Summaries and surveys are repeated until the
experts opinion begin to agree.
26. Supply forecasting measures the no of
people likely to be available from within and
outside an organisation,after making
allowance for absenteeism, internal
movements and promotions, wastage and
changes in hours and other conditions of
work.
27. Quantify no of people and positions expected
in near future.
Clarify the staff mixes.
Prevent shortage of people
Asses present staffing levels in different parts
of organization.
28. Existing human resources
Internal sources of supply
External sources of supply
29. • Skill inventories – info about non-managers.
1. Personal data
2. Skills
3. Special qualifications
4. Salary and job history
5. Company data
6. Capacity of individual
7. Special preference of individual
30. • Management inventories
1. Work history
2. Strengths
3. Weakness
4. Promotion potential
5. Career goals
6. Personal data
7. Number and types of employees supervised
8. Total budget managed
9. Previous management duties.
31. HR planning and analysis
Equal employment
Staffing
HR development
Compensation and benefits
Health,saftey and security
Employee and labor relations
32. Inflows and outflows
IS= current supply – outflow + inflow
Turnover rate
No of seperations during one year × 100
Avg no of employees during the year
33. Conditions of work and absenteeism.
Absenteeism is given by
no of persons – days lost
×100
Avg no of persons × no of working days
Productivity level
Movement among jobs
34. New blood and new experience
To replenish old personnel
Organizational growth and diversification
35. After personal demand and supply are
forecast the vacancies should be filled at right
time with right employees.
36. Converting HR plan into action.
Action programmes are..
Recruitment
Selection & placement
Training and development
Retraining & redeployment
The retention plan
The redundance plan
The succession plan
37. If Shortage of employees
- Do-
Hire new full-time employees
Offer incentives for postponing retirement
Re-hire retired employees on part-time basis
Attempt to reduce turnover
Bring in over-time for present employees
Subcontract work to another company
Hire temporary employees
Re-engineer to reduce needs
38. If surplus of employees is expected
-Do-
Do not replace employees who leave
Offer incentives for early retirement
Transfer or reassign excess employees
Use slack time for employees training or
equipment maintenance
Reduce work hours
Pay off employee
39. It covers no. of trainees required
It necessary for existing staff
Identification of resource personal for
conducting development programmes
Frequency of training and development
programmes
Budget allocation
40. Retraining and redeployment:
◦ New skill should be imported to existing employee
Retention plan:
Compensation plan
Performance appraisal
Employees leaving in search of green pastures
The induction criss
Shortages
Unstable recruits
41. Who is to be redundant and where and when
Plans for re-development or re-training
Steps to be taken to help redundant
employees finding new jobs
Policy for declaring redundancies
Programme for consulting with unions or
staff associations
42. Analysis of demand
Audit of existing executives
Planning of individual career path
Career counseling
Accelerated promotions
Performance related training and
development
Planned strategic recruitment
Filling the openings
43. Establish the reporting procedures
Identifying who are in post and those who are
in pipe line
It should report employment costs against
budget and trends in wastage and
employment ratios
44. Institute of Applied Manpower Research
Requisites for successful HRP
Recognize of corporate planning
Backing of top management for HRP
HRP responsibilities should be centralized
Personnel record must be complete, up-date and readily
available
The time horizon of plan should be long for remedial
action
The techniques of planning should be best suit
Plans should be prepared by skill level
Data collection, analysis, techniques of planning should
be constantly revised
45. People question the importance of making HR practices
future oriented and role assigned to HR practitioners in
formulation of organizational strategies
HR practitioners are perceived as expert in handling
personnel matters, but are not experts in managing
business.
HR information often is incompatible with the information
used in strategy formulation.
Conflicts may exist between short term and long term HR
needs.
Conflicts between quantitative and qualitative approaches
to HRP.
Non-involvement of operating managers renders HRP
ineffective.