This document discusses human resource planning. It defines HRP as ensuring the right number and type of employees are in the right places at the right time to help the organization achieve its goals. The key steps in HRP are forecasting future personnel needs and available supply, matching demand and supply, developing programs to address gaps, implementing programs like recruitment and training, and evaluating outcomes. Forecasting techniques include trend analysis, manager judgment, and surveys of experts. HRP aims to prevent understaffing and overstaffing and ensure the organization can adapt to changes.

1. 1
Human ResourceHuman Resource
PlanningPlanning
Ms.Sadhana Banerji
Asst.Professor-NDIM

2. Human Resource Planning
• The process by which an organization
ensure that it has right number of and
right kind of people at the right place ,at
right time capable of effectively and
efficiently completing those task that will
help the organization achieve its overall
objectives.

3. Objective of HRP
• Preventing understaffing and overstaffing.
• Ensure the organization has the right
employees with the right skills at the right
place at the right time.
• Ensure that organization is responsive to
changes in its environment.

4. Nature of Human
Resource Planning.
• It tells an organization how much human
resource is required both in kind and in
number.
• It gives inventory of existing manpower in
the organization.
• It enables identification of the gap of
existing man power.
• Determines the shortfall or surplus.

5. Process of Human
resource Planning.
HRP basically involves
forecasting personnel
needs, assessing
personnel supply and
matching demand –
supply factors through
personnel related
programmes.

6. HR supply
forecast.
HR Need
forecast.
HR Programming.
HRP Implementation.
Control and Evaluation
Recruitment.Surplus
Organizational Objectives and
policies
Environment

7. Organizational
“Objectives and policies
• HR plans need to be based on the
organizational objectives.
• HR plan must be derived from
organizational objectives.

8. Human resource demand
forecast.
• Demand forecasting is the process of estimating
the future quantity and quality of people required.
• There are several reasons to conduct demand
forecasting:
 Quantify the jobs necessary for producing a given
numbers of goods.
 Determine what staff mix is desirable in the
future.
 Preventing shortage of people where and when
they needed most.

9. Various forecasting techniques
A)Quantitative
Trend analysis- HR needs can be
estimated by examining past
trends.

10. Example of Trend Analysis of HR
Demand
1999 Rs. 2,935 8.34 352
2000 Rs. 3,306 10.02 330
2001 Rs. 3,613 11.12 325
2002 Rs. 3,748 11.12 337
2003 Rs. 3,880 12.52 310
2004 Rs. 4,095 12.52 327
2005* Rs. 4,283 12.52 342
2006* Rs. 4,446 12.52 355
BUSINESS LABOR HR
FACTOR PRODTY
DEMAND
YEAR (SALES IN ‘000) (SALES/EMPLOYEE) (NO. OF EMPLOYEES)
*Projected figures
÷ =

11. Contd…
B) Qualitative:
Delphi Techniques-Taking estimates of
personnel needs from a group of experts.
The final forecast represents a composite
group judgment
Managerial judgment- experienced
managers estimate the future manpower
requirements and their skill level for their
respective departments .

12. HR Supply forecast.
• The basic purpose is to find out the
quality and size of personnel available
within the organisation.

13. Forecasting Supply of Employees:
Internal Labor Supply
• Staffing Tables
• Skill Inventories
• Replacement Charts

14. Forecasting Internal Labor
Supply
• Staffing Tables
– Graphic representations of all organizational
jobs, along with the numbers of employees
currently occupying those jobs and future
(monthly or yearly) employment
requirements.

15. Internal Supply
Forecasting Tools
• Skill Inventories
– Files of personnel education, experience,
interests, skills, etc., that allow managers to
quickly match job openings with employee
backgrounds.
• Replacement Charts
– Listings of current jobholders and persons who
are potential replacements if an opening
occurs.

16. An Executive Replacement Chart

17. HRP Considerations
Balancing supply and demand

18. 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.

19. HR Plan Implementation.
• Converting an HR plan into action.
• A series of action programmes are
initiated as a part of HR plan
implementation.(Recuitment,selection
and placement, T and D, retaining
etc.)

20. Control And evaluation
• HR plan should includes budgets, targets
and standards.
• Comparison between what has been set and
what is actually achieved.
• Cost against budget.

21. IF HR SUPPLY IS IN
SURPLUS
• VRS
• LAY-OFFS : due to shortage of
POWER,, MACHINE BREAKDOWNS .
• Restricted Hiring.

22. IF HR is in shortage.
• Recruitment ,selection and
Placement.

23. Requisites for Successful HRP
1. HRP must be seen as equally vital as business
planning
2. The planner of human resource must be aware of
the corporate objectives.
3. Top-management support
4. Periodic review and revision of the forecasting
techniques and the forecasts.
5. An excellent and up-to-date HRIS
6. Active involvement of line managers and co-
ordination between line mgrs and HR function