Human resource planning is a process that identifies an organization's current and future human resource needs and determines how to meet those needs. It involves analyzing corporate strategies, forecasting future human resource demand and supply, estimating gaps between demand and supply, and developing action plans. The goal is to ensure the right candidate is in the right job to help achieve organizational objectives.
Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)deepakmhrm
Human resource planning (HRP) involves forecasting an organization's future needs for employees and ensuring the adequate supply of qualified workers. The key steps in HRP are analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating personnel gaps, formulating an action plan to address deficits or surpluses, and monitoring implementation of the plan. HRP is important as it helps organizations plan for future personnel needs, cope with changes, develop talented workers, protect vulnerable groups, support international strategies, and lay the foundation for other HR functions like recruiting and training.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
The document discusses key aspects of human resource (HR) strategy and strategic HR management. It defines HR strategy as connecting business strategy to HR efforts to build a competitive organization. Strategic HR management integrates HR strategies and systems to achieve business goals while meeting employee needs. The document also outlines areas where HR can make strategic contributions, such as workforce planning, compensation strategies, and measuring HR performance. Finally, it discusses the goals of workforce planning as identifying gaps between current and future human capital needs.
This document provides an overview of human resource planning. It begins by defining human resource planning as linking people management to an organization's strategic goals and objectives. The importance of HRP includes forecasting future manpower needs, coping with change, recruitment, development of employees, and proper utilization of human resources. The key steps of the HRP process are information collection and analysis, forecasting supply and demand, approval from management, budget adjustments, and implementation and evaluation. Techniques like job analysis, succession planning, and Markov analysis can be used to forecast human resource needs and transitions.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
This document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. The key points are:
1. Human resource planning is the process of determining current and future human resource needs to carry out an organization's strategic plan. It aims to ensure the right number and type of people are available at the right time.
2. The objectives of HRP include optimizing existing human resources, forecasting future needs, controlling availability, and assessing surpluses and shortages.
3. The HRP process involves forecasting HR needs and supply, programming HR actions, implementing the plan, and controlling and evaluating the results.
1. Reliance Energy Ltd forecasts future human resource needs by linking it to strategic planning and considering both internal and external factors.
2. It aims to develop a multi-skilled workforce through career development programs, induction training, and continuous learning and development initiatives.
3. Performance management is used to evaluate jobs, design customized roles, and provide growth opportunities to motivate employees and achieve organizational goals.
Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)deepakmhrm
Human resource planning (HRP) involves forecasting an organization's future needs for employees and ensuring the adequate supply of qualified workers. The key steps in HRP are analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating personnel gaps, formulating an action plan to address deficits or surpluses, and monitoring implementation of the plan. HRP is important as it helps organizations plan for future personnel needs, cope with changes, develop talented workers, protect vulnerable groups, support international strategies, and lay the foundation for other HR functions like recruiting and training.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
The document discusses key aspects of human resource (HR) strategy and strategic HR management. It defines HR strategy as connecting business strategy to HR efforts to build a competitive organization. Strategic HR management integrates HR strategies and systems to achieve business goals while meeting employee needs. The document also outlines areas where HR can make strategic contributions, such as workforce planning, compensation strategies, and measuring HR performance. Finally, it discusses the goals of workforce planning as identifying gaps between current and future human capital needs.
This document provides an overview of human resource planning. It begins by defining human resource planning as linking people management to an organization's strategic goals and objectives. The importance of HRP includes forecasting future manpower needs, coping with change, recruitment, development of employees, and proper utilization of human resources. The key steps of the HRP process are information collection and analysis, forecasting supply and demand, approval from management, budget adjustments, and implementation and evaluation. Techniques like job analysis, succession planning, and Markov analysis can be used to forecast human resource needs and transitions.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
This document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. The key points are:
1. Human resource planning is the process of determining current and future human resource needs to carry out an organization's strategic plan. It aims to ensure the right number and type of people are available at the right time.
2. The objectives of HRP include optimizing existing human resources, forecasting future needs, controlling availability, and assessing surpluses and shortages.
3. The HRP process involves forecasting HR needs and supply, programming HR actions, implementing the plan, and controlling and evaluating the results.
1. Reliance Energy Ltd forecasts future human resource needs by linking it to strategic planning and considering both internal and external factors.
2. It aims to develop a multi-skilled workforce through career development programs, induction training, and continuous learning and development initiatives.
3. Performance management is used to evaluate jobs, design customized roles, and provide growth opportunities to motivate employees and achieve organizational goals.
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
This document provides an overview of human resource planning. It discusses the introduction, purpose, history, key features, reasons for, importance of, and factors influencing human resource planning. The history section outlines human resource planning from ancient times through the present day. Key features include it being an ongoing, long-term process that is closely related to corporate planning. Reasons for planning include attracting and retaining staff, ensuring effective utilization of employees, and anticipating changes in labor supply. The importance of planning is that it enables organizations to maximize human resource utilization and better achieve objectives. Factors influencing planning can be internal, such as organizational objectives and leadership style, or external, such as government policies and economic conditions.
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.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of qualified employees to meet those needs. It is a process to ensure the right number and type of people are available at the right time and in the right places. The key steps in HRP include forecasting demand and supply of personnel, identifying any gaps, and developing programs for recruitment, training, performance management, and attrition management. The goal is to align human resources with organizational strategy and objectives.
Manpower planning involves analyzing the current workforce, forecasting future needs, and developing employment programs and training to ensure the right people are in the right jobs. It is a systematic process that matches organizational goals with human resources. Key aspects of manpower planning include analyzing current employees, projecting future needs using techniques like trend analysis, developing recruitment and training programs, and ensuring efficient utilization of personnel for higher productivity. It helps identify shortages or surpluses, reduce costs, utilize talents, and support organizational growth. Manpower planning occurs over both short and long terms.
The document discusses human resource planning, which involves analyzing an organization's future human resource needs under changing conditions, and developing activities to satisfy these needs. It involves forecasting personnel requirements, assessing current human resources, matching future demand and supply, and planning retrenchment activities if needed. The goal is to ensure the organization has the right number and type of people with the necessary skills at the right times to achieve its objectives.
Human resource planning is a process that forecasts an organization's future demand for and supply of employees. It is a subsystem of the organization's overall planning process. An effective HR plan facilitates achieving organizational goals by ensuring the right people are available. Key factors that affect HR planning include the organization's strategy, growth, environmental uncertainties, and job requirements. The planning process involves forecasting HR needs and supply, setting objectives, programming activities, implementing the plan, and evaluating outcomes. Barriers to effective planning include the time required, lack of business expertise, incompatible data, and uncertainties. Guidelines for improving HR planning are to have adequate information systems, participation, organization, alignment with corporate planning, and appropriate time horizons.
This document provides an overview of human resource planning. It defines HRP as determining an organization's current and future human resource needs. The objectives of HRP include forecasting personnel requirements, adapting to changes, promoting employee development, and succession planning. An effective HRP process involves assessing current and future needs, identifying gaps, and developing programs to address surpluses or shortages through recruitment, training, or redundancy. HRP is important for strategic workforce management but also has limitations due to forecasting inaccuracies and challenges implementing plans.
Factors Affecting Human Resource PlanningJAGJITSINGH25
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
The document discusses topics related to human resource planning and management. It covers units on human resource planning, job analysis, recruitment, selection, orientation and placement of employees, employment tests, interviewing and induction. Some key points include defining human resource planning and its importance, discussing the process of job analysis and its outcomes of job descriptions and specifications, and examining factors that influence recruitment and selection. The document also lists reference books and provides an overview of the course content and units to be covered.
Manpower planning involves forecasting future personnel needs, assessing current staffing levels, and developing strategies to ensure the right number and types of employees are available at the right times. It is a systematic process that promotes optimal use of human resources, continuous staffing, and flexibility to adapt to changing needs or circumstances. The goal is to link business and operational strategies by maintaining an appropriate balance between future workforce supply and demand.
Human resource planning is the process by which an organization ensures it has the right number and type of employees with the capabilities needed at the right times. It is important for strategic planning and creating a talented workforce. The planning process involves forecasting future HR needs and supply, developing programming to address any gaps, implementing programs, and evaluating outcomes to ensure organizational objectives are met. Key factors that influence HR planning include organizational growth, the external environment, and the nature of jobs to be filled.
Human resource planning helps organizations in several key ways:
1) It ensures that organizations have the right number and type of employees with the necessary skills, knowledge, and experience to meet their operational needs.
2) It helps offset uncertainties and changes by making sure the right human resources are available at the right time and place.
3) It anticipates and counters imbalances in staffing levels to avoid both shortages and surpluses of employees that could impact productivity.
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
Human resource planning is the process of anticipating and carrying out the movement of people into, within, and out of an organization. It ensures a continuous and proper staffing that avoids occupational imbalances. The key elements are forecasting future labor demand, analyzing current labor supply, and balancing supply and demand. The goals are to achieve optimal use of human resources and have the correct number and types of employees needed to meet organizational goals. It is a systematic and flexible continuous process that includes forecasting requirements, assessing current resources, anticipating problems, and planning programs for recruitment, selection, training, development, and utilization.
The document discusses human resource planning (HRP), including what planning is, the advantages of planning, strategic planning, and the HRP process. The key aspects of HRP are forecasting future human resource needs, determining if there will be a surplus or shortage of workers, and developing action plans to address surpluses or shortages. Methods for addressing surpluses include restricted hiring, reduced hours, early retirements, and layoffs. Methods for addressing shortages include creative recruiting, compensation incentives, training programs, and lowering selection standards.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of personnel to meet those needs. It ensures the right number and types of employees are available at the right times and places. The HRP process includes forecasting demand and supply of personnel, identifying surpluses or shortages, and developing programs to address imbalances through activities like recruiting, training, succession planning, or layoffs. The goal is to help organizations achieve their objectives by having qualified staffing at all levels now and in the future to cope with changes.
This document discusses human resource planning and manpower planning in organizations. It provides an overview of the objectives, benefits, and steps involved in human resource planning. Some key points include:
Human resource planning helps ensure the availability of qualified employees when needed and counterbalances uncertainties. It anticipates shortages or surpluses of workers and helps correct imbalances. The planning process involves forecasting future needs, assessing current resources, identifying gaps, and creating action plans to address deficits or surpluses. Workload analysis is one technique used to estimate human resource requirements based on projected workloads and employee productivity.
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.
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
This document provides an overview of human resource planning. It discusses the introduction, purpose, history, key features, reasons for, importance of, and factors influencing human resource planning. The history section outlines human resource planning from ancient times through the present day. Key features include it being an ongoing, long-term process that is closely related to corporate planning. Reasons for planning include attracting and retaining staff, ensuring effective utilization of employees, and anticipating changes in labor supply. The importance of planning is that it enables organizations to maximize human resource utilization and better achieve objectives. Factors influencing planning can be internal, such as organizational objectives and leadership style, or external, such as government policies and economic conditions.
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.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of qualified employees to meet those needs. It is a process to ensure the right number and type of people are available at the right time and in the right places. The key steps in HRP include forecasting demand and supply of personnel, identifying any gaps, and developing programs for recruitment, training, performance management, and attrition management. The goal is to align human resources with organizational strategy and objectives.
Manpower planning involves analyzing the current workforce, forecasting future needs, and developing employment programs and training to ensure the right people are in the right jobs. It is a systematic process that matches organizational goals with human resources. Key aspects of manpower planning include analyzing current employees, projecting future needs using techniques like trend analysis, developing recruitment and training programs, and ensuring efficient utilization of personnel for higher productivity. It helps identify shortages or surpluses, reduce costs, utilize talents, and support organizational growth. Manpower planning occurs over both short and long terms.
The document discusses human resource planning, which involves analyzing an organization's future human resource needs under changing conditions, and developing activities to satisfy these needs. It involves forecasting personnel requirements, assessing current human resources, matching future demand and supply, and planning retrenchment activities if needed. The goal is to ensure the organization has the right number and type of people with the necessary skills at the right times to achieve its objectives.
Human resource planning is a process that forecasts an organization's future demand for and supply of employees. It is a subsystem of the organization's overall planning process. An effective HR plan facilitates achieving organizational goals by ensuring the right people are available. Key factors that affect HR planning include the organization's strategy, growth, environmental uncertainties, and job requirements. The planning process involves forecasting HR needs and supply, setting objectives, programming activities, implementing the plan, and evaluating outcomes. Barriers to effective planning include the time required, lack of business expertise, incompatible data, and uncertainties. Guidelines for improving HR planning are to have adequate information systems, participation, organization, alignment with corporate planning, and appropriate time horizons.
This document provides an overview of human resource planning. It defines HRP as determining an organization's current and future human resource needs. The objectives of HRP include forecasting personnel requirements, adapting to changes, promoting employee development, and succession planning. An effective HRP process involves assessing current and future needs, identifying gaps, and developing programs to address surpluses or shortages through recruitment, training, or redundancy. HRP is important for strategic workforce management but also has limitations due to forecasting inaccuracies and challenges implementing plans.
Factors Affecting Human Resource PlanningJAGJITSINGH25
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
The document discusses topics related to human resource planning and management. It covers units on human resource planning, job analysis, recruitment, selection, orientation and placement of employees, employment tests, interviewing and induction. Some key points include defining human resource planning and its importance, discussing the process of job analysis and its outcomes of job descriptions and specifications, and examining factors that influence recruitment and selection. The document also lists reference books and provides an overview of the course content and units to be covered.
Manpower planning involves forecasting future personnel needs, assessing current staffing levels, and developing strategies to ensure the right number and types of employees are available at the right times. It is a systematic process that promotes optimal use of human resources, continuous staffing, and flexibility to adapt to changing needs or circumstances. The goal is to link business and operational strategies by maintaining an appropriate balance between future workforce supply and demand.
Human resource planning is the process by which an organization ensures it has the right number and type of employees with the capabilities needed at the right times. It is important for strategic planning and creating a talented workforce. The planning process involves forecasting future HR needs and supply, developing programming to address any gaps, implementing programs, and evaluating outcomes to ensure organizational objectives are met. Key factors that influence HR planning include organizational growth, the external environment, and the nature of jobs to be filled.
Human resource planning helps organizations in several key ways:
1) It ensures that organizations have the right number and type of employees with the necessary skills, knowledge, and experience to meet their operational needs.
2) It helps offset uncertainties and changes by making sure the right human resources are available at the right time and place.
3) It anticipates and counters imbalances in staffing levels to avoid both shortages and surpluses of employees that could impact productivity.
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
Human resource planning is the process of anticipating and carrying out the movement of people into, within, and out of an organization. It ensures a continuous and proper staffing that avoids occupational imbalances. The key elements are forecasting future labor demand, analyzing current labor supply, and balancing supply and demand. The goals are to achieve optimal use of human resources and have the correct number and types of employees needed to meet organizational goals. It is a systematic and flexible continuous process that includes forecasting requirements, assessing current resources, anticipating problems, and planning programs for recruitment, selection, training, development, and utilization.
The document discusses human resource planning (HRP), including what planning is, the advantages of planning, strategic planning, and the HRP process. The key aspects of HRP are forecasting future human resource needs, determining if there will be a surplus or shortage of workers, and developing action plans to address surpluses or shortages. Methods for addressing surpluses include restricted hiring, reduced hours, early retirements, and layoffs. Methods for addressing shortages include creative recruiting, compensation incentives, training programs, and lowering selection standards.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of personnel to meet those needs. It ensures the right number and types of employees are available at the right times and places. The HRP process includes forecasting demand and supply of personnel, identifying surpluses or shortages, and developing programs to address imbalances through activities like recruiting, training, succession planning, or layoffs. The goal is to help organizations achieve their objectives by having qualified staffing at all levels now and in the future to cope with changes.
This document discusses human resource planning and manpower planning in organizations. It provides an overview of the objectives, benefits, and steps involved in human resource planning. Some key points include:
Human resource planning helps ensure the availability of qualified employees when needed and counterbalances uncertainties. It anticipates shortages or surpluses of workers and helps correct imbalances. The planning process involves forecasting future needs, assessing current resources, identifying gaps, and creating action plans to address deficits or surpluses. Workload analysis is one technique used to estimate human resource requirements based on projected workloads and employee productivity.
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.
Human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills and abilities to implement organizational strategies and achieve objectives. It involves assessing the current workforce, determining future labor demand and supply, and matching them to identify any gaps. Key aspects of HR planning include conducting a job analysis, developing succession plans, forecasting future needs and availability of workers, and integrating planning with the organization's overall strategic direction. The goal is to competitively position the organization by having a workforce that can adapt to changing business requirements.
Importance of manpower planning in Hospitals Leslie Richard
You will shock to know , Growth and Salary comes last if we talk about Causes of Employee Satisfaction . My slides will give you a brief idea . Focus more on Recognision , Staffs Praising and Empower them and trust me you will be successful .
Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels.
by kanchan yadav
Human resource planning (HRP) involves forecasting an organization's future human resource needs and determining how to meet those needs. The key aspects of HRP include analyzing current staffing levels, forecasting future demand, forecasting future supply internally and externally, identifying gaps between demand and supply, and developing action plans to address surpluses or shortages. The goal is to ensure the right number and types of employees are available at the right times to help the organization achieve its goals. HRP should be integrated with the organization's overall strategic plan and involve ongoing evaluation and refinement.
Human Resources planning involves systematically reviewing HR requirements to ensure that the required number of qualified employees are available when needed. The process includes analyzing organizational objectives, evaluating the current workforce, forecasting future needs, developing an action plan, and monitoring the plan. Some key factors that affect HR planning are the business environment, technology, policies, and internal strategies. Recruitment is the process of finding and hiring qualified candidates and involves defining job requirements, attracting applicants, screening and selecting candidates, and integrating new employees. Sources of recruitment can be internal through promotion, transfer or rehiring former employees, or external through advertising, employment agencies, educational institutions, and online platforms. The goal is to obtain the right talent to meet organizational needs.
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
Human resource planning is a process by which management ensures the right number and type of employees are available at the right time and place to achieve organizational goals. It involves forecasting future human resource needs, developing plans to meet those needs, and adjusting plans as needed. The objectives of HRP include ensuring optimal employee use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures to ensure resource availability when required. Benefits include reduced costs, improved employee development, identification of skills gaps, and better business and succession planning.
Human resource planning (HRP) involves forecasting future personnel needs and the availability of qualified employees. It ensures the right number and types of employees are available at the right time and place. The HRP process includes forecasting demand and supply of personnel, identifying gaps, and developing programs to address surpluses or shortages through actions like recruiting, training, reassignment, or layoffs. Effective HRP is based on organizational objectives and requires support from top management with accurate personnel data and appropriate forecasting techniques.
Manpower or human resource planning is the process of forecasting an organization's future human resource needs and determining how to meet those needs. It involves analyzing the current workforce, forecasting future needs based on organizational strategies and goals, developing programs to recruit and train employees, and designing policies around promotion. The objectives of manpower planning are to ensure the right quantity and quality of employees are available at the right time and place to achieve organizational objectives. It is an important function that impacts managerial functions, efficient resource utilization, employee motivation, human relations, and productivity.
This document discusses human resource planning, including its meaning, definition, and objectives. Human resource planning is defined as the process by which management determines how to move from its current manpower position to its desired position. The objectives of HRP include ensuring optimal use of existing human resources, forecasting future requirements, providing control measures to ensure necessary resources are available, and assessing surplus and shortage of human resources. Key factors that influence HRP are the type and strategy of the organization, organizational growth and planning, environmental uncertainties, outsourcing, the nature of jobs, forecasting information, and time horizons. Benefits of HRP include meeting organizational requirements, countering insecurity and change, checking labor imbalance, and meeting expansion/
Staffing is the process of acquiring, developing, and retaining the right people in the right jobs at the right time. It includes identifying workforce needs, recruitment, selection, placement, training, evaluation, and compensation. Manpower/human resource planning is a key part of staffing as it involves forecasting future personnel needs, preparing an inventory of current employees, identifying gaps between current and future needs, and creating action plans to address surpluses or shortages. The goals are to ensure the right number and types of employees are available when and where needed to achieve organizational objectives. Internal factors like business plans and external factors like laws and competition influence staffing and planning decisions.
The document discusses human resource planning, which involves forecasting future human resource needs and the availability of personnel, then developing programs to ensure the organization has the right number and type of employees. It covers determining demand through different forecasting techniques, assessing current and future supply, identifying surpluses or shortages, and developing action plans to address gaps through recruitment, training, or redundancy programs. The goal is to help the organization meet its objectives by having the optimal human resources at the right time.
The document discusses manpower planning, including its definition, importance, objectives, process, current manpower levels, and budgeting. It explains that manpower planning involves forecasting future needs, taking inventory of current employees, identifying gaps, and creating action plans to address shortages or surpluses. It also provides an overview of the current manpower levels and future requirements at different departments of a company.
This document discusses manpower planning (also called human resource planning) which involves analyzing an organization's total manpower needs and requirements to have the right number and types of employees. It defines manpower planning, discusses its importance for efficient utilization of resources and higher productivity. The document also outlines the functions, prerequisites, types (based on level and time period), and methods of manpower planning. Finally, it discusses some common problems with health resource planning in Nepal such as a lack of coordination and commitment to implementation.
Human resource planning is the process of identifying an organization's future human resource needs and developing strategies to meet those needs. It involves analyzing the current workforce, forecasting future demand and supply, determining any gaps, and developing an action plan through recruitment, training, or other means. The objectives of human resource planning are to provide information for decision making, ensure effective utilization of employees, support organizational goals and economic development, determine future requirements, and analyze and manage change. The key steps in the planning process are determining objectives, analyzing current staffing, forecasting needs, identifying gaps, creating an employment plan, providing training, and evaluating the effectiveness of the plan.
Human resource planning is the process of forecasting future human resource needs and determining how to meet those needs. It helps ensure an organization has the right number and types of employees at the right times. The human resource planning process involves analyzing the current human resource supply, forecasting future demand, and developing strategies to address any gaps, such as recruiting or training programs. The objectives of human resource planning are to assess future personnel needs, provide a foundation for other HR functions, and help the organization adapt to changes.
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3. • Human resource planning is a process that identifies current and future human
resources needs for an organization to achieve its goals. Human resource
planning should serve as a link between human resource management and the
overall strategic plan of an organization.
• It is the HRP process which helps the management of the organization in meeting
the future demand of human resource in the organization with the supply of the
appropriate people in appropriate numbers at the appropriate time and place. Further,
it is only after proper analysis of the HR requirements can the process of recruitment
and selection be initiated by the management. Also, HRP is essential in successfully
achieving the strategies and objectives of organization. In fact, with the element of
strategies and long term objectives of the organization being widely associated with
human resource planning these days, HR Planning has now became Strategic HR
Planning
• Though, HR Planning may sound quite simple a process of managing the numbers
in terms of human resource requirement of the organization, yet, the actual activity
may involve the HR manager to face many roadblocks owing to the effect of the
current workforce in the organization, pressure to meet the business objectives and
prevailing workforce market condition
4. • Human Resource Planning (HRP) is the process of forecasting the future human
resource requirements of the organization and determining as to how the existing
human resource capacity of the organization can be utilized to fulfil these
requirements. It, thus, focuses on the basic economic concept of demand and supply in
context to the human resource capacity of the organization.
HR Planning, thus, help the organization in many ways as follows:
• HR managers are in a stage of anticipating the workforce requirements rather than getting
surprised by the change of events
• Prevent the business from falling into the trap of shifting workforce market, a common
concern among all industries and sectors
• Work proactively as the expansion in the workforce market is not always in conjunction
with the workforce requirement of the organization in terms of professional experience,
talent needs, skills, etc.
• Organizations in growth phase may face the challenge of meeting the need for critical set
of skills, competencies and talent to meet their strategic objectives so they can stand well-
prepared to meet the HR needs
• Considering the organizational goals, HR Planning allows the identification, selection
and development of required talent or competency within the organization.
It is, therefore, suitable on the part of the organization to opt for HR Planning to prevent any
unnecessary hurdles in its workforce needs. An HR Consulting Firm can provide the
organization with a comprehensive HR assessment and planning to meet its future
requirements in the most cost-effective and timely manner.
5. Objectives of Human Resource Planning
• To recruit and maintain the HR of requisite quantity and quality.
• To predict the employee turnover and make the arrangements for
minimizing turnover and filing up of consequent vacancies.
• To meet the requirements of the programmes of expansion,
diversification etc.
• To anticipate the impact of technology on work, existing employees and
future human resource requirements.
• To progress the knowledge, skill, standards, ability and discipline etc.
• To appraise the surplus or shortage of human resources and take actions
accordingly.
• To maintain pleasant industrial relations by maintaining optimum level
and structure of human resource.
• To minimize imbalances caused due to non-availability of human
resources of right kind, right number in right time and right place.
• To make the best use of its human resources; and
• To estimate the cost of human resources.
6. Benefits/Importance of HRP
• To meet up requirements of the organisation: To do work in the organisation, every
organisation needs personnel of desired skill, knowledge and experience. This human
resources requirement of organisation can be effectively fulfilled through proper human
resource planning. It helps in defining the number of personnel as well as kind of personnel
required to satisfy its needs. It ensures the reservoir of desired human resources as and when
required.
• Counterbalance insecurity and change: There must be proper utilisation of human and non-
human resources in the organisation. Sometimes the organisation may have adequate non-
human resources e.g. machines, materials and money but inadequate human resources as a
result, manufacturing process/production cannot be started. Human resource planning helps to
offset uncertainties and changes as far as possible and enables to ensure availability of human
resources of the right kind, at right time and at right place.
• It helps in checking labour imbalance: Human resource planning helps to anticipate
shortages and/or surpluses of manpower in the organisation. The shortage of manpower as
well as surplus of manpower is not good for the organisation. It proves very expensive for the
organisation. In case of shortage of human resources, physical resources of the organisation
cannot be properly utilized. In case of surplus of human resources, this resource may remain
under-utilized It helps in counter balancing the problem of shortage and surplus employees
very comfortably. Human resource planning helps in correcting this imbalance before it
become unmanageable and expensive.
• .
7. • Right-sizing the human resource requirements of the
organisation: In an existing organisation, there is a constant need for
right-sizing the organisation. In the organisation, some posts may fall
vacant as a result of retirement, accidents, resignations, promotions or
death of employees. Consequently, there is constant need of replacing
people. Human resource planning estimates future requirements of the
organisation and helps to ensure that human resources of right kind,
right number, in right time and right place.
• To meet expansion and diversification needs of the
organisation: It helps to execute future plans of the organisation
regarding expansion, diversification and modernization. Through
human resource planning it is ensured that employees in right number
and of right kind are available when required to meet these needs of
the organisation. It ensures that people of desired skills and
knowledge are available to handle the challenging job requirements
8. • Training and Development of Employees: There is constant
need of training and development of employees as a result of
changing requirements of the organisation. It provides scope for
advancement and development of employees through training
and development etc. Thus, it helps in meeting the future needs
of the organisation of highly skilled employees.
• Fulfil Individual Needs of the Employees: It helps to satisfy
the individual needs of the employees for promotions, transfer,
salary encashment, better benefits etc.
• Helps Formulation of Budgets: It helps in anticipating the
cost of human resources e.g. salary and other benefits etc. It
facilitates the formulation of human resource budget for various
departments/divisions of the organisation. So, it may also help
in, the formulation of suitable budgets in an organisation.
• To Check Joblessness: In the exercise of right-sizing of
employees by the organisation, some of the employees may
become surplus. It means their services are no more required in
the organisation. It tries to foresee the need for redundancy. It
plans to check job loss or to provide for alternative employment
in consultation with various concerned parties and authorities.
9. HR Planning process simply involves the
following four broad steps
Current HR
Supply
Future HR
Demand
Demand
Forecast
HR Sourcing
Strategy and
Implementation
10. PROCESS OF HRP
ENVIRONMENT
ORGANISATIONAL OBJECTIVES & POLICIES
HR Needs Forecast HR Supply
Forecast
HR PROGRAMING
HRP IMPLEMENTATION
CONTROL AND EVALUATION
SURPLUS SHORTAGE
(RESTRICTED HIRING, (RECRUITMENT
REDUCED HOURS, & SELECTION)
VRS,LAY OFF, etc)
11. PROCESS OF HRP
1.Analyzing the Corporate Level Strategies
2.Demand Forecasting
Managerial Judgment
Statistical Techniques
Ratio Trend Analysis
Work Study method
Delphi Technique
3. Analyzing Human Resource Supply
4. Estimating Manpower Gaps
5. Action Planning
6. Modify the Organizational Plans
7.Controlling and Review
TOP
MIDDLE
LOWER
12. • Human resource planning is a process through which the right candidate for the right
job is ensured. For conducting any process, the foremost essential task is to develop
the organizational objective to be achieved through conducting the said process.
• 1.Analyzing the Corporate Level Strategies : The objective to be achieved in
future in various fields such as production, marketing, finance, expansion and sales
gives the idea about the work to be done in the organization.
• 2. Inventory of Present Human Resources: From the updated human resource
information storage system, the current number of employees, their capacity, perfor-
mance and potential can be analysed. To fill the various job requirements, the
internal sources (i.e., employees from within the organization) and external sources
(i.e., candidates from various placement agencies) can be estimated.
• 3. Forecasting Demand and Supply of Human Resource: The human resources
required at different positions according to their job profile are to be estimated. The
available internal and external sources to fulfil those requirements are also
measured. There should be proper matching of job description and job specification
of one particular work, and the profile of the person should be suitable to it.
13. •
4. Estimating Manpower Gaps: Comparison of human resource demand and
human resource supply will provide with the surplus or deficit of human
resource. Deficit represents the number of people to be employed, whereas
surplus represents termination. Extensive use of proper training and
development programme can be done to upgrade the skills of employees.
• 5. Formulating the Human Resource Action Plan: The human resource plan
depends on whether there is deficit or surplus in the organization. Accordingly,
the plan may be finalized either for new recruitment, training, interdepartmental
transfer in case of deficit of termination, or voluntary retirement schemes and
redeployment in case of surplus.
• 6. Monitoring, Control and Feedback: It mainly involves implementation of
the human resource action plan. Human resources are allocated according to the
requirements, and inventories are updated over a period. The plan is monitored
strictly to identify the deficiencies and remove it. Comparison between the
human resource plan and its actual implementation is done to ensure the
appropriate action and the availability of the required number of employees for
various jobs.
14. • Current HR Supply: Assessment of the current human resource
availability in the organization is the foremost step in HR Planning. It
includes a comprehensive study of the human resource strength of the
organization in terms of numbers, skills, talents, competencies,
qualifications, experience, age, tenures, performance ratings, designations,
grades, compensations, benefits, etc. At this stage, the consultants may
conduct extensive interviews with the managers to understand the critical
HR issues they face and workforce capabilities they consider basic or
crucial for various business processes.
• Future HR Demand: Analysis of the future workforce requirements of the
business is the second step in HR Planning. All the known HR variables
like attrition, lay-offs, foreseeable vacancies, retirements, promotions, pre-
set transfers, etc. are taken into consideration while determining future HR
demand. Further, certain unknown workforce variables like competitive
factors, resignations, abrupt transfers or dismissals are also included in the
scope of analysis.
• Demand Forecast: Next step is to match the current supply with the future
demand of HR, and create a demand forecast. Here, it is also essential to
understand the business strategy and objectives in the long run so that the
workforce demand forecast is such that it is aligned to the organizational
goals.
15. • HR Sourcing Strategy and Implementation: After reviewing the
gaps in the HR supply and demand, the HR Consulting Firm develops
plans to meet these gaps as per the demand forecast created by them.
This may include conducting communication programs with
employees, relocation, talent acquisition, recruitment and outsourcing,
talent management, training and coaching, and revision of policies.
The plans are, then, implemented taking into confidence the mangers
so as to make the process of execution smooth and efficient. Here, it is
important to note that all the regulatory and legal compliances are
being followed by the consultants to prevent any untoward situation
coming from the employees.
Hence, a properly conducted process of HR Planning by an HR
Consulting Firm helps the organization in meeting its goals and
objectives in timely manner with the right HR strength in action.
18. OBJECTIVES OF JOB ANALYSIS
To communicate duties and responsibilities attached to a job
to the employees for their clear understanding
Job information is organisational analysis and helps in work
flow analysis with respect to a job and also helps in
identification of redundant work elements in a job and thus
facilitates in job restructuring.
It analysing the scope for internal hiring and the requirements
of external hiring for staffing various positions in the
organisation
In setting performance standards and establishing job
objectives, job information is essential both in qualitative and
quantitative terms.
20. What should be
analysed?
Fundamental purpose of the job
Work simplification
Approximate time spent on each task or specific area of
responsibilities.
Scope of the job and the inherent authorities related with job.
Support to personnel activities
Job climate including objectives and work environment.
Job conditions
Setting up of standards
21. • Job design (also referred to as work design or task design) is a
core function of human resource management and it is related to
the specification of contents, methods and relationship of jobs in
order to satisfy technological and organizational requirements as
well as the social and personal requirements of the job.
Job design is a continuous and ever evolving process that is aimed at
helping employees make adjustments with the changes in the
workplace. The end goal is reducing dissatisfaction, enhancing
motivation and employee engagement at the workplace.
22. Benefits of Job Design
The following are the benefits of a good job design:
• Employee Input: A good job design enables a good job feedback.
Employees have the option to vary tasks as per their personal and
social needs, habits and circumstances in the workplace.
• Employee Training: Training is an integral part of job design.
Contrary to the philosophy of “leave them alone’ job design lays
due emphasis on training people so that are well aware of what
their job demands and how it is to be done.
• Work / Rest Schedules: Job design offers good work and rest
schedule by clearly defining the number of hours an individual has
to spend in his/her job.
• Adjustments: A good job designs allows for adjustments for
physically demanding jobs by minimising the energy spent doing
the job and by aligning the manpower requirements for the same.
23. TECHNIQUES OF JOB DESIGN
Job design is a systematic organization of job-related tasks,
responsibilities, functions and duties. It is a continuous process of
integration of content related to job in order to achieve certain
objectives. The process plays a vital role as it affects the
productivity of employees and organizations.
• Telecommuting / Work from Home: Telecommuting or work
from home is considered as the best alternative of working from
the actual office. The concept of virtual office is gaining more and
more popularity because of ease and convenience associated with
it. By using computer networks, fax machines, telephones and
internet connection, employees can communicate and perform the
job from home. It eliminates the need of coming to office everyday
and offers employees the convenience to work at the comfort of
their home.
24.
25. • Job Sharing: It is the second most preferable alternative of
traditional working styles where two or more individuals share the
responsibilities of a full time job. They divide the tasks,
responsibilities and compensation according to their mutual
consent. This option is generally used by women who are on
maternity leave or have family and kids to look after but want to
continue their job. These days, organizations are open to this kind
of working style where two or more individuals can share a job.
• Flexi-Working Hours: These days, organizations allow their
employees to work according to the timings that suit them best.
There are 3-4 working schedules and individuals can choose any
one of them depending upon their availability. Employees can
work in early hours as well as night hours. This is good for those
individuals who have colleges or some other engagements during
the day or specific hours of the day. The best part is that unlike
telecommuting, flexi-timings give them chance to communicate
with other employees too.
26. • Alternative Work-Patterns: Companies these days allow their
employees to work on alternate months or seasons. Though the
concept is not that common in India but can be seen in European
and American world of work. They also have the option of
working two to three full days and can relax after that.
According to the latest concept, employees can work for fixed
number of hours and then can attend to their personal needs during
the left days.
• Techno stress: Techno stress is the latest technology to keep a
check on employees’ performance even when they choose to work
from home. Because of the introduction of new machines, there
performance can be electronically monitored even when they are
not aware of it.
• Task Revision: Task revision is nothing but modification of
existing work design by reducing or adding the new job duties and
responsibilities to a specific job.