This document presents an overview of human resource planning. It defines HRP and discusses its objectives such as ensuring optimal human resource use and anticipating future skill needs. The document outlines the HRP process and various quantitative techniques for forecasting resource demand like trend analysis and workload analysis. It also covers factors influencing HRP, models of HRP, benefits like reduced costs, and requisites for successful implementation such as management support and up-to-date records. In conclusion, the document emphasizes that HRP is vital for assessing current and future personnel needs and directly links HR activities to organizational objectives.

1. Human Resource Planning
Presented by:
1.Riya N. Bhoir (P07)
2.Manali S. Bhor (P08)
3.Nitesh S. Chawan (P09)
4.Preeti S. Dabhekar (P10)
5. Suyog R. Dalvi (P11)
6. Sarvesh S. Deodhar (P12)
Subject:- Human Resource Management
Faculty:- Dr. Shripad Bapat

2. CONTENT
• Introduction
• Definition of HRP
• Objectives of Human Resource Planning
• Need for HRP in Organizations
• Factors Affecting HRP
• HRP Process
• Human Resource Planning Model
• Benefit of HRP
• Requisites for Successful HRP

3. Introduction
 Human Resource Planning could be expressed as a process by which the
management ensures the right number of people and right kind of people, at the
right place , at the right time doing the right things for which they are recruited and
placed for the achievement of goals of the organization.
 Is the First Component of HRM Strategy.
All other HR activities like employee hiring, training and development,
remuneration, appraisal and labours relations are derived from HRP.
Is proactive in anticipating and preparing flexible responses to changing HR
requirement.

4. DEFINITION OF HRP
Beach
“HRP is a process of
determining and assuming that
the organization will have an
adequate number of qualified
persons,
available at proper times,
performing jobs which meet the
needs of the
enterprise and which provides
satisfaction for the individuals
involved”
Vetter
“HRP is the process by which
management
determines how the organization
should move from its current
man power
position to desired manpower
position. Through planning,
management
strives to have the right time,
doing things which result in both
the
organization and individual
receiving maximum long run
benefits”
Gordon Mc
Beath
“HRP is concerned
with two things:
Planning of manpower
requirements and
Planning of Manpower
supplies”.

5. OBJECTIVES OF HRP
 Ensure optimum use of human resources
currently employed.
 Avoid imbalances in the distribution and
allocation of human resources.
 Assess or forecast future skill requirements of
the organization's overall objectives.
 Provide control measure to ensure availabilityof
necessary resources when required.
 Control the aspect of human resources.
 Formulate transfer and promotion policies.

6. Need for HRP

7. Internal Factors Affecting HRP
 Strategies of the Company
 Human Resource Policies of the
Company
 Formal and Informal Groups
 Job Analysis
 Company’s production Operations
policy
 Trade unions

8. External Factors Affecting HRP
 Government policies
 Level of economic
development
 Business Environment
 Information Technology
 Level of Technology
 International Factors

9. HRP Process:

10. Human Resource Planning Model

11. • Judgemental Methods
• Trend Analysis
Quantitative Techniques for Forecasting Human Resource Demand
• Work load Analysis

12. • Trend Analysis
• Past trends and ratios can also be used to forecast Human
Resource demand.
• Trend analysis predicts the demand for labours based on
projections of past relationship patterns over a number of
years.
• As one of the simpler methods of forecasting Human
Resource demand, trend analysis assumes that an
organization’s past employment needs are indicative of
future needs when linked with an operational index.

13. • Example of Trend Analysis

14. • Judgemental Method
• Managerial judgement technique is very common technique of demand
forecasting.
• This approach is applied by small as well as large scale organisations.
• This technique involves two types of approaches i.e. 'bottom-up approach'
and 'top-down approach'.
• Under the 'bottom-up approach', line mangers send their departmental
requirement of human resources to top management.
• Top management ultimately forecasts the human resource requirement for
the overall organisation on the basis of proposals of departmental heads.
• Under the Top-down approach', top management forecasts the human
resource requirement for the entire organisation and various departments.
• This information is supplied to various departmental heads for their review
and approval.
• However, a combination of both the approaches i.e. 'Participative Approach'
should be applied for demand forecasting.
• Under this approach, top management and departmental heads meet and
decide about the future human resource requirement. So, demand of human
resources can be forecasted with unanimity under this approach.

15. • Work load Analysis
• This technique is also known as 'work-load analysis'.
• This technique is suitable where the estimated work-load is easily
measurable.
• Under this method, estimated total production and activities for a
specific future period are predicted.
• This information is translated into number of man-hours required to
produce per units taking into consideration the capability of the
workforce.
• Past-experience of the management can help in translating the
work-loads into number of man-hours required.
• Thus, demand of human resources is forecasted on the basis of
estimated total production and contribution of each employee in
producing each unit items.

16. • Example of Work-Load Analysis
•Let us assume that the estimated production of an organisation is 300000
units. The standard man-hours required to produce each unit are 2 hours. The
past experiences show that the work ability of each employee in man-hours is
1500 hours per annum. The work-load and demand of human resources can
be calculated as under:
▪Estimated total annual production =
▪Standard man-hours needed to produce each unit =
▪Estimated man-hours needed to meet estimated annual production (i x ii) =
▪Work ability/contribution per employee in terms of man-hour =
▪Estimated no. of workers needed (iii / iv) = 600000/1500 =
▪The above example clearly shows that 400 workers are needed for the year.
Further, absenteeism rate, rate of labour turnover, resignations, deaths,
machine break-down, strikes, power-failure etc. should also be taken into
consideration while estimating future demand of human resources/
manpower.
300000 units
2 hrs.
600000 units
1500 hrs.
400 units.

17. • Forecasting Human Resource Supply
• Staffing Tables.
• Markov Analysis.
• Skill Inventories.
• Replacement Charts.
• Succession Planning.

18. REQUISITES FOR SUCCESSFUL HRP
• HRP must be recognized as an integral part of corporate
planning
• Support of top management is essential
• There should be some centralization with respect to HRP
responsibilities in order to have co-ordination between
different
levels of management.
• Organization records must be complete, up to date and
readily
Available.
• Techniques used for HR planning should be those best
suited to the data available and degree of accuracy
required.
• Data collection, analysis, techniques of planning and the
plan

19. Benefits of HRP
 HRP results in reduced labour costs as it helps the
management
to anticipate shortages and or surpluses or HR, and correct
these imbalances before they become unmanageable and
expensive.
 HRP is the scientific way for planning employee
development that is designed to make optimum use of
workers’ skills within the organization.
 HRP enables identification of the gaps of the existing HRs so
that
corrective training could be imparted.

20. continue..
 HRP leads of improvement in the overall “Business
Planning” process. HRP
managerial succession plan
placement planning process.
helps in formulating
as a part of there
 HRP leads to a greater awareness of the importance of
soundman power management through out the
organization HRP serves as a tool to evaluate the effect
of alternative man power actions and policies.

21. CONCLUSION
In conclusion, the process of human resource planning is
vital in assessing both the current and future personnel
needs of an organization in terms of quantity as well as
quality. It is a fundamental process that directly links human
resource activities to the organizational plans and
objectives. Furthermore, this process cushions
organizations from different challenges by preparing it for
different factors, external and internal that may affect its
activities. It should thus be taken serious considering that it
determines the successful implementation and achievement
of an organization's objectives and goals.

22. Thank You