The document outlines the importance of human resource planning (HRP) in organizations, highlighting its objectives, processes, and current relevance. It emphasizes the need for strategic HRP to align employee capabilities with organizational goals, addressing potential gaps in workforce requirements. Key steps in HRP include assessing current human resources, forecasting future needs, identifying gaps, and integrating plans with overall organizational strategy.

1. WELCOME TO SIR
JONAS CLASS!
Lets learn and have some fun

3. Teachers
Great
idea!
On it!
Sounds
like a
plan
Let's get
started
Attendance
Get Ready

4. PAG SINABI KO
PANGALAN
SABIHIN
APELYIDO!!!

5. Review Time!

6. Functional
Objectives
.One of the objective of HRM is to
maintain the department’s
contribution at a level appropriate to
the organization’s needs.

7. Personal
Objectives
One of Human Resource Management objective
that states that HR personnel must assist an
employee in achieving their personal goals, at least
insofar as these goals enhance the individual’s
contribution to the organization.

8. Directing
It is the process in managerial function in which
they activate group efforts to achieve the desired
goals.

9. Organizing
This is a process in managerial function in which the
structure and allocation of jobs are determined.

10. Planning
A managerial function that involves predetermined
course of action. In this process organizational goals
and formulation of policies and programmes for
achieving them are chalked out

11. VIDEO
ANALYSIS

13. HUMAN RESOURCE
PLANNING

14. Learning Objectives
1
2 • UNDERSTAND HR PLANNING OBJECTIVE
AND ITS PROCESSES
• DEFINE HUMAN RESOURCE
PLANNING

15. Introduction
In the early days of industrialization, managers rarely
had to think ahead about the numbers and kinds of
people required to get the work out: Conditions
outside organizations were relatively stable. Most
work demanded little by way of specialized training
and expertise. And managers could find all the
people they needed on short notice, provided they
were willing to pay competitive wages.

16. However, there must have been
some HR planning going on, even in
earliest times. It is hard to imagine
that the builders of the Great
Pyramids or of Stonehenge
completely disregarded planning
those superhuman exertion that
were require form that time do not
exist to reveal how managers
planned for their human resources.

17. For Fayol,
administrators bear
responsibility to plan
for human resources,
ensuring that “human
and material
organization is
consistent with the
objectives, resources,
and requirements of
the business concern
The origin of manpower
planning, the predecessor of
modern HR planning, predates
the beginnings of twentieth-
century management theory.
Among the first to rise the
manpower-planning issue was
the Frenchman Henri Fayol
(1841-1925). His famous
fourteen points of
management are still
considered valid today. One
point had to do with what
Fayol CALLED STABILITY OF
TENURE OF PERSONNEL.

18. What is Human
Resource Planning?

19. Human resource planning
(HRP) is the continuous
process of systematic
planning ahead to achieve
optimum use of an
organization's most valuable
asset—quality employees

20. Human resources planning
ensures the best fit between
employees and jobs while
avoiding manpower shortages or
surpluses. HRP helps companies is
an important investment for any
business as it allows companies to
remain both productive and
profitable

21. Objectives of
Human Resource
Planning

22. Objective 2
To avoid balances in
the distribution and
allocation of human
resources;
Objective 1
To ensure optimum
use of human
resources currently
employed;

23. Objective 4
To provide control
measures to ensure
availability of
necessary resources
when necessary;
Objective 3
To assess or forecast
future skill
requirements of the
organization’s overall
objectives;

24. Objective 6
To formulate transfer
and promotion
policies
Objective 5
To control the cost
aspect of the human
resources; and

25. HUMAN RESOURCE
PLANNING
PROCESS

26. The human resource
planning is a four-step
process that analyzes
current human resources,
forecasts future
requirements, identifies
areas where there are
gaps,
and then implements a
plan to tighten up those
gaps. Breaking it down, the
objectives of human
resource planning are to
make sure you have the
right number of people in
the right jobs at the right
time
In today’s knowledge
economy an organization’s
most valuable asset is its
human resources – its
employees. Their skills and
knowledge, as well as their
relationships with key
customers, can often be
irreplaceable and can
determine an
organization’s success. So
much so, human resource
planning is now an integral
part of an organization’s
strategy.

27. Step 1: Assess your current
human resource capacity
Start by looking at your current human
resources state of play. This will involve
analyzing the HR strength of your organization
across factors including employee numbers,
skills, qualifications, experience, age, contracts,
performance ratings, titles, and
compensations. During this phase, it’s a good
idea to gather insight from your managers who
can provide real-world feedback on the human

28. Step 2: Forecast future HR
requirements
You will then need to look at the future HR needs of your organization and how human
resources will be applied to meet these organizational goals. HR managers will typically
look at the market or sectoral trends, new technologies that could automate certain
processes, as well as industry analysis in order to gauge future requirements. Of course,
there are a number of factors affecting human resource planning such as natural
employee attrition, layoffs, likely vacancies, retirements, promotions and end of
contract terms. Above all of this, you will need to understand the goals of the
organization: are you entering a new market, launching new products or services,

29. Step 3: Identify HR gaps
An effective human resource plan walks the fine line between
supply and demand. By assessing the current HR capacity and
projecting future requirements you should have a clear picture
of any gaps that exist. Using your HR forecast you can better
judge if there will be a skills gap, for example. Should you
upskill existing employees or recruit employees who are already

30. Step 4: Integrate the plan
with your organization’s
overall strategy
After you’ve assessed your current human resources capacity,
projected future HR demands and identified the gaps, the final
step is to integrate your human resources plan with your
organizational strategy. On a practical level, you will need a
dedicated budget for human resources recruiting, training or
redundancies, and you will also need management buy-in

31. You will need cooperation and the necessary
finances in order to implement the plan and a
collaborative approach from all departments to
put it into practice. Learn about the benefits of
strategic human resource management

32. Current Interest in
HR Planning

33. 1. Employment-
Unemployment Situation
this emphasizes the need for
more effective recruitment
and retaining people.

34. 2. Technological Changes
These changes can cause problems
relating to redundancies, retraining
and redeployment. Human Resource
Management needs to plan human
resource needs intensively and
systematically

35. 3. Organizational Changes
In a turbulent environment marked by cyclical
fluctuations and discontinuities, the nature
and pace of changes in organizational
environment, activities and structures affect
human resource requirements and require
strategic consideration.

36. 4. Demographic Changes –
The changing profiles of the work force
in terms of age, gender ,literacy,
technical inputs and social background
have implications for human resource
planning

37. 5. Skill Shortages
Government control and changes in
legislation with regard to affirmative
action for the disadvantaged groups,
working conditions and hours of work
restrictions etc. have stimulated the
organizations to become involved in
systematic human resource planning.

38. 6. Legislative Controls
– It is easy to increase but difficult to reduce
the numbers of employed because of recent
changes in labor law relating to lay-offs and
closures. Those responsible for managing
human resources must look far ahead and
attempt to foresee human resource position

39. 7. Impact of Pressure
Groups
Pressure groups such as unions, politicians
and persons displaced from land by location
of giant enterprises have been raising
contradictory pressures on enterprise
management in areas such as internal
recruitment and promotions, preference to
employees’ children, displaced persons, sons

40. 8. System Concept
The spread of systems thinking and
the advent of microcomputer as part
of the on-going revolution in
information technology emphasize
planning and adopting newer ways
of handling voluminous personnel

41. 9. Lead Time
A longer lead time is necessary for
the selection process and for training
and development of the employees,
to handle new knowledge and skills
successfully

42. EXERCISES 2.2
1-4 Human Resource
Planning Process
1.
2.
3.
4
ENUMERATION: Enumerate the following:
5-10 Give at least six (6) Current
interest of HR Planning
5. 8 .
6. 9.
7. 10.

43. Thank
s!