human resource planning

1. HUMAN
RESOURCE
PLANNING
LEOBEN D. GALIMA
MAEd –Educational Administration
ED AD 208
Human Resource Management/Personnel Administration

2. WORDS OF WISDOM
‘Most chief executives
acknowledge that there is a
link between HR practices
and business performance.’

3. HRP is a process of analyzing
& identifying the need for &
availability of human
resources (HR) so that
organization can meet its
objectives
HUMAN RESOURCE PLANNING:
An OVERVIEW

4. StrategyOrientedDEFINITION
– “A strategy for the acquisition, utilization, improvement & retention
of an organization’s human resources”
– AIMS of HRP:
1. to ensure the optimum use of the people currently employed
2. to provide for the future staffing needs of the organization in
terms of skills, number, & ages of people
– HRP establish control: planner work as a “policeman” who checks
whether staffing levels are optimum
Process Oriented DEFINITION
– HRP is as a continuous process of analyzing an organization’s HR
needs under the changing conditions & developing the activities
necessary to satisfy these needs like staffing, recruitment, selection,
training, etc.
– Process aimed at assisting management to determine how the
organization should move from its current staffing position to its
desired staffing position
Definition:

5. Definition: (continuation…)
The process of forecasting an
organization’s future DEMAND for
and SUPPLY of, the RIGHT type of
people in the right number.
Also called manpower planning,
personnel planning and employment
planning.

6. Process of estimating the future
QUANTITY and QUALITY of people
required.
 HR Forecasting helps to: 1). Quantify jobs to
produce a given number of goods, 2). prevent
shortage of people, 3). Determine what STAFF-MIX
is desirable in the future, 4). Monitor compliance
with legal requirements and 5). Assess appropriate
staffing levels in different parts of the organization.
HR Demand Forecast

7.  Measures the number of people likely to be
available from WITHIN and OUTSIDE an
organization, after making allowance for (1).
Absenteeism, (2). Internal movements and
promotion, (3). Wastage and (4). Changes in hours
and other conditions of work.
 NEED for supply forecast (1). Quantify no. of people –
expected in the future, (2). Clarify staff mixes, (3).
Prevent shortage of people and (4). Assess present
staffing levels in different parts of the organization.
HR Supply Forecast

8.  Forecasting the DEMAND for labor
Constructing and applying statistical models that predicts
labor demand for the next years, given relatively objective stats
from previous year (TREND ANALYSIS)
 Determining the Labor SUPPLY
Predicting workflows and availabilities
 Determining the Labor SURPLUS and SHORTAGES
compare figures to determine whether there will be a
shortage or surplus of labor for each job category
Three major steps in forecasting

9. Overview of the Human Resource
Planning Process

10.  Effective alignment of HR/Workforce planning and
department goals is critical in achieving both priorities,
department goals and objectives, as well as sustaining
business continuity.
 HRP should be: (1) done to guide and coordinate all
human resources activities so they work together to
support the overall strategy, (2) responsive to internal
and external environment, (3) done in advance and (4)
strategic – linked with higher level planning.
WHY: Human Resource Planning

11. Future personnel needs
Coping with change
Creating highly talented personnel
Protection of weaker sections
Increasing investments in human
resources
Need for replacement of personnel
Some importance of HRP

12. Forecasting Hiring Needs – start the processing
by assessing the current conditions and future goals of the
company. Ask the following questions:
- What are the company’s goal and objectives?
- Do these goals call for expansion into new
markets?
- Are changes in technology necessary to stay
competitive?
- Will new skills and/or training be required to meet
the company’s goal and objectives?
Developing an HR Plan

13.  Step 1: Identify Business Strategy and Needs
 Identify pressures and opportunities
 Clarify your business strategy and direction
 Identify aspects of the business that need help
 Step 2: Conduct a Job Analysis and Write a Job Description
 Review your current workforce
 Identify any skills and knowledge gaps
 Write a job description
 Set an appropriate salary
 Step 3: Determine the Feasibility of Hiring
 Understand the costs of hiring
 Understand the benefits of hiring
 Understand the risks of not hiring
Human Resource Planning Checklist

14.  Employment Arrangements - Once determined
that hiring new staff is desirable and feasible,
decide what type of employment arrangements
would best suit the company. Consider asking
the following:
 Are the candidates in-house and is an external search
is required?
 Will training be provided, or will candidate be
required to have the skills needed for the position?
 Will the position be full-time, part-time or contract?
Developing an HR Plan (cont…)