Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.

1. Human Resources PlanningResources Planning
= Resources

2. Definition :Definition :
process by which an organisationprocess by which an organisation
ensures that it has theensures that it has the right numberright number &&
kind of peoplekind of people at theat the right placeright place and atand at
thethe right timeright time, capable of, capable of effectivelyeffectively
and efficientlyand efficiently completing those taskscompleting those tasks
that help the organisation achieve itsthat help the organisation achieve its
overall objectives..overall objectives..

3. ImportanceImportance
 1)1) Each Organisation needs personnel withEach Organisation needs personnel with
necessary qualifications, skills, knowledge,necessary qualifications, skills, knowledge,
experience & aptitude .experience & aptitude .
 2)2) Need for Replacement of Personnel -Need for Replacement of Personnel - Replacing old,Replacing old,
retired or disabled personnel.retired or disabled personnel.
 3)3) Meet manpower shortages due to labourMeet manpower shortages due to labour
turnover -turnover - Indian Airlines, Gas Authority of India headless for 10Indian Airlines, Gas Authority of India headless for 10
months.months.
 4)4) Meet needs of expansion / downsizingMeet needs of expansion / downsizing
programmes -programmes - As a result of expansion of IT companies theAs a result of expansion of IT companies the
demand for IT professionals are increasing. PSU’s offering VRS todemand for IT professionals are increasing. PSU’s offering VRS to
employees to retrench staff and labour costs. DOT.COMs firing staff.employees to retrench staff and labour costs. DOT.COMs firing staff.

4.  5)5) Cater to Future Personnel NeedsCater to Future Personnel Needs -- Avoid surplusAvoid surplus
or deficiency of labour.or deficiency of labour.
75% of organisations are overstaffed. Redeployment of staff to75% of organisations are overstaffed. Redeployment of staff to
other units.other units.
 6)6) Nature of present workforce in relation withNature of present workforce in relation with
Changing EnvironmentChanging Environment -- helps to cope with changeshelps to cope with changes
in competitive forces, markets, technology, productsin competitive forces, markets, technology, products
and government regulations.and government regulations.
Shift in demand from ERP to internet programming has increasedShift in demand from ERP to internet programming has increased
internet programmers demand at Wipro, Infosys etc. ITI retrained itsinternet programmers demand at Wipro, Infosys etc. ITI retrained its
existing workforce in the new electronic telephone system.existing workforce in the new electronic telephone system.

5. Other usesOther uses
i) quantify job for producing product / servicei) quantify job for producing product / service
ii) quantify people & positions requiredii) quantify people & positions required
ii) determine future staff-mixii) determine future staff-mix
iii) assess staffing levels to avoid unnecessaryiii) assess staffing levels to avoid unnecessary
costscosts
iv) reduce delays in procuring staffiv) reduce delays in procuring staff
v) prevent shortage / excess of staffv) prevent shortage / excess of staff
vi) comply with legal requirementsvi) comply with legal requirements

6. HRP Process -HRP Process - Determination of Quality of PersonnelDetermination of Quality of Personnel
Job AnalysisJob Analysis
 process of collecting and studying informationprocess of collecting and studying information
relating to the operations and responsibilities of arelating to the operations and responsibilities of a
specific job.specific job.
 determination of tasks which comprise the job and ofdetermination of tasks which comprise the job and of
skills, knowledge, abilities and responsibilitiesskills, knowledge, abilities and responsibilities
required of the worker for a successful performancerequired of the worker for a successful performance
and which differentiates one job from all others.and which differentiates one job from all others.
 products of Job Analysis are Job Description & Jobproducts of Job Analysis are Job Description & Job
SpecificationSpecification

7. Steps in Job AnalysisSteps in Job Analysis
Collection of Organisational Structure Information
Selection of Representative Position to be
Analysed
Collection of Job Analysis Data
Developing Job Description
Developing Job Specification

8. Collection of DataCollection of Data
Who CollectsWho Collects ??
- On-the-job Employees, Supervisors,- On-the-job Employees, Supervisors,
Consultants / trade job analystConsultants / trade job analyst
What to Collect
- Physical & Mental activity involved
- Each task essential to achieve overall result
- Skill / Educational factor needed for the job
How to Collect ?
- Checklist, Interview, Observation, Participation,
Technical Conference, Diary Method, Quantitative
techniques

9. Areas in which information may be gathered :Areas in which information may be gathered :
Job titleJob title
Alternative titleAlternative title
Work performedWork performed
Equipment, Tools & Materials usedEquipment, Tools & Materials used
Reports & records madeReports & records made
Relation of the job to other jobsRelation of the job to other jobs
Education & experience requiredEducation & experience required
Physical, Mental& Visual effort requiredPhysical, Mental& Visual effort required
Responsibility (for equipment, reports,Responsibility (for equipment, reports,
performance) & dutiesperformance) & duties
Supervision given & receivedSupervision given & received
Hazards, Discomfort & SafetyHazards, Discomfort & Safety

10. Job AnalysisJob Analysis
Process of Obtaining all pertinent Job FactsProcess of Obtaining all pertinent Job Facts
Job DescriptionJob Description
A proper definition & designA proper definition & design
of work. A statementof work. A statement
containingcontaining::
Job TitleJob Title
LocationLocation
Job SummaryJob Summary
Duties & ResponsibilitiesDuties & Responsibilities
Materials, Tools & EquipmentMaterials, Tools & Equipment
usedused
Forms & reports handledForms & reports handled
Supervision given / receivedSupervision given / received
Working conditionsWorking conditions
Hazards & Safety precautionsHazards & Safety precautions
Job SpecificationJob Specification
A statement of humanA statement of human
qualifications necessary toqualifications necessary to
do the job containingdo the job containing::
Education & QualificationsEducation & Qualifications
Experience & TrainingExperience & Training
Knowledge & SkillsKnowledge & Skills
Communication skillsCommunication skills
Physical requirements - Height,Physical requirements - Height,
Weight, AgeWeight, Age
Personality requirements -Personality requirements -
Appearance, Judgement,Appearance, Judgement,
Initiative, Emotional stabilityInitiative, Emotional stability

11. Purpose / Use Of Job AnalysisPurpose / Use Of Job Analysis
Organisation & Manpower planningOrganisation & Manpower planning
Recruitment & SelectionRecruitment & Selection
Job Evaluation & Wage, SalaryJob Evaluation & Wage, Salary
administrationadministration
Job Re-engineeringJob Re-engineering
Employee Training & ManagerialEmployee Training & Managerial
DevelopmentDevelopment
Performance AppraisalPerformance Appraisal
Health & SafetyHealth & Safety

12. HRP Process -HRP Process - Determination of Quantity of PersonnelDetermination of Quantity of Personnel
Organisational Objectives
HR Programming
HR Needs
Forecast
HR Supply
Forecast
HRP Implementation
Control & Evaluation
Surplus - Restricted Hiring,
Lay Off, VRS, Reduced Hours
Shortage - Recruitment &
Selection

13. Organisational Objectives & PoliciesOrganisational Objectives & Policies
 Downsizing / ExpansionDownsizing / Expansion
 Acquisition / Merger / Sell-outAcquisition / Merger / Sell-out
 Technology upgradation / AutomationTechnology upgradation / Automation
 New Markets & New ProductsNew Markets & New Products
 External Vs Internal hiringExternal Vs Internal hiring
 Training & Re-trainingTraining & Re-training
 Union ConstraintsUnion Constraints

14. HR Demand ForecastHR Demand Forecast
process of estimating future quantity and quality ofprocess of estimating future quantity and quality of
manpower required for an organisationmanpower required for an organisation..
External factors - competition, laws &
regulation, economic climate, changes in
technology and social factors
Internal factors - budget constraints,
production levels, new products & services,
organisational structure & employee separations

15. Forecasting TechniquesForecasting Techniques
 Managerial Judgement - Managers discuss and arriveManagerial Judgement - Managers discuss and arrive
at a figure of inflows & outflows which would cater toat a figure of inflows & outflows which would cater to
future labour demand. #future labour demand. #
 Ratio-Trend Analysis - Studying past ratios, ie No. of
Workers Vs Volume of Sales, forecasting future ratios
and adjusting for future changes in the organisation..
 Work-Study Technique - Used when length of
operations and amount of labour required can be
calculated. #
 Delphi Technique - From a group of experts the
personnel needs are estimated.

16. HR Supply ForecastHR Supply Forecast
process of estimating future quantity and quality ofprocess of estimating future quantity and quality of
manpower available internally & externally to anmanpower available internally & externally to an
organisation.organisation.
Supply Analysis
Existing Human Resources
Internal Sources of Supply
External Sources of Supply

17. Existing Human ResourcesExisting Human Resources
Capability / Skills Inventory using HR Information SystemCapability / Skills Inventory using HR Information System
General Information -
Name: Present Address: Department:
Sex: Designation:
DOB: DOJ:
Marital Salary:
Status: Permanent Address: Grade:
Qualification -
Degree/Diploma Institution Class Year of Pass
Experience/Skills -
Job Title/ Organisation Brief Skill/
Appointment Responsibilities Specialisation
Outstanding Achievement / Additional Information -
Awards Performance Disciplinary Action
Promotions Merit Rating Absenteeism
Achievements
Career Plans:

18. Internal SupplyInternal Supply
 Inflows & Outflows - The number of losses & gains ofInflows & Outflows - The number of losses & gains of
staff is estimated. ###staff is estimated. ###
 Turnover Rate - refers to rate of employees leaving.
= ( No. of separations in a year / Avg no. of
employees during the year ) x 100
 Absenteeism - unauthorised absence from work.
= ( total absentees in a year / Avg no. of
employees x No. of working days) x 100
 Productivity Level - = Output / Input. Change in
productivity affects no. of persons per unit of output.
 Movement among Jobs - internal source of
recruitment, selection and placement

19. External SupplyExternal Supply
External recruitment, selection & placement -External recruitment, selection & placement -
Advertisements, Manpower Consultants, CampusAdvertisements, Manpower Consultants, Campus
Recruitment, Unsolicited Applications, EmployeeRecruitment, Unsolicited Applications, Employee
ReferralsReferrals
 Yield ratios - are estimated in the process of hiringYield ratios - are estimated in the process of hiring
applications.applications.
Hiring ProcessHiring Process RatioRatio
Ad generates 2000 applications. 200 are potential 10:1Ad generates 2000 applications. 200 are potential 10:1
Out of 200, 40 attend interview 5:1 OutOut of 200, 40 attend interview 5:1 Out
of 40, 30 were offered jobsof 40, 30 were offered jobs 4:3 Out of 30,4:3 Out of 30,
20 accepted20 accepted 3:2 Overall3:2 Overall
Yield Ratio (2000:20)Yield Ratio (2000:20) 100:1100:1

20. HR ProgrammingHR Programming
Balancing Demand and SupplyBalancing Demand and Supply
 Vacancies filled in by the right employee atVacancies filled in by the right employee at
the right timethe right time

21. HR Plan ImplementationHR Plan Implementation
Recruitment, Selection & PlacementRecruitment, Selection & Placement
Training & DevelopmentTraining & Development
Retraining & RedeploymentRetraining & Redeployment
Retention PlanRetention Plan
Downsizing PlanDownsizing Plan

22. Control & EvaluationControl & Evaluation
 Are Budgets, Targets & Standards met?Are Budgets, Targets & Standards met?
 Responsibilities for Implementation &Responsibilities for Implementation &
ControlControl
 Reports for Monitoring HR PlanReports for Monitoring HR Plan

23. Thank youThank you