Human resource planning.l 3.
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Human Resource Planning is the process of forecasting an organization's future human resource needs and determining how to meet those needs. It aims to balance the demand and supply of manpower while controlling costs. The key steps in HRP are forecasting demand for human resources both internally and externally, analyzing gaps between current and future needs, and developing implementation plans to address gaps through recruitment, training, redeployment or downsizing. Accurately forecasting demand and supply can be challenging given uncertainties, and HRP seeks to prepare organizations for changes in the business environment and workforce.
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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.
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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.
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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.
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Manpower planning involves forecasting an organization's future human resource needs and developing plans to meet those needs. It includes analyzing current staffing levels, predicting future needs based on factors like business growth, and developing recruitment and training programs. The key steps are analyzing current staffing, forecasting future needs, developing programs to address shortages or surpluses, and ensuring the right people are in the right jobs at the right time to achieve organizational goals. Effective manpower planning is important for managerial functions, efficient resource utilization, motivation, and higher productivity.
2 hr-planning-recruitmentselection-1221576527574860-9
Human resource planning (HRP) involves systematically ensuring the right people are in the right positions at the right time. It involves determining current and future HR needs based on organizational goals and forecasts. The HRP process includes assessing current HR, forecasting demand and supply, matching them, and developing action plans to address shortages or surpluses. Demand is forecast by projecting personnel needs based on factors like production needs and turnover. Supply is forecast by analyzing internal candidates and monitoring external labor conditions. The matching process identifies gaps to address through recruitment, training, or redundancy plans.
2 hr-planning-recruitmentselection-1221576527574860-9 (1)
Human resource planning (HRP) involves systematically ensuring the right people are in the right positions at the right time. It involves determining current and future HR needs based on organizational goals and forecasts. The HRP process includes assessing current HR, forecasting demand and supply, matching them, and developing action plans to address shortages or surpluses. Demand is forecast by projecting personnel needs based on factors like production needs and turnover. Supply is forecast by analyzing internal candidates and monitoring external labor conditions. The matching process identifies gaps to address through recruitment, training, or redundancy plans.
Chapter Three.pptx
The document discusses the key aspects of human resource planning including:
1) The process involves analyzing organizational objectives and determining future human resource needs, current availability, and identifying gaps.
2) Environmental scanning considers factors impacting demand and supply of human resources.
3) The planning process reconciles requirements with availability and develops action plans to address shortages or surpluses.
4) Recruitment attracts qualified candidates both internally and externally, while selection determines the best individuals to fill positions.
Workforce Planning (Process, Labour Shortage, Excess Labour)
Business Studies - Workforce Planning
This presentation explains and outlines the aspects of workforce planning including the process, labour shortage, excess labour etc.
moduleii-hrmiiibba-
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.
Hrp converted
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.
Recruitment selection and process of top companies
PPT of Recruitment selection and process of top companies,
also Describes about the Types of Recruitment, Man Power Types Cost of Hiring and Quality
Human resources planning
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.
Human resource planning
Human resource planning involves analyzing internal and external environments to forecast staffing needs, identify gaps, and develop action plans. Key activities include job analysis to understand job requirements and design jobs effectively. Various approaches to job design must balance organizational and individual needs. Outsourcing some HR functions is an option but requires clear service level agreements.
Human Resource Management
This Presentation contains sub topics related to HR which are Human Resource planning, Selection & Recruitment, Tests to recruit employees.
Human resource planning & development
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.
Recruitment & selection
The document discusses recruitment and selection processes. It describes recruitment as generating a pool of job applicants, while selection is choosing candidates most likely to succeed using specific instruments. Effective manpower planning involves having the right number and type of people with the right skills in the right roles. Selection methods can include interviews, testing, and assessments to evaluate candidates. The key is choosing valid and reliable methods suitable for the position and organization.
Similar to Human resource planning.l 3. (20)
2 hr-planning-recruitmentselection-1221576527574860-9
2 hr-planning-recruitmentselection-1221576527574860-9
2 hr-planning-recruitmentselection-1221576527574860-9 (1)
2 hr-planning-recruitmentselection-1221576527574860-9 (1)
Workforce Planning (Process, Labour Shortage, Excess Labour)
Workforce Planning (Process, Labour Shortage, Excess Labour)
Recruitment selection and process of top companies
Recruitment selection and process of top companies
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Human resource planning.l 3.
- 2. Definition • It is the process of getting the right number of qualified people into the right job at time so that an organization can meet its objectives. • The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objective
- 3. • HRP is a forward looking process –short term as well as long term • It tries to assess human resource requirements in advance keeping the production schedules, market fluctuations, demand forecast in the background • It is subject to revision, in tune to the requirements of an organisation from time to time • It is an integral part of overall corporate plan.
- 4. Optimum HRP therefore, aims at • Balancing demand , supply, distribution and allocation of manpower • Controlling cost of human resource • Formulation policies on transfer, succession, relocation of manpower.
- 5. Importance / Benefits of HRP • Reservoir of talent • Prepare people for future • Expand or Contract • Cut cost • Succession planning
- 6. Objectives • Forecast personnel requirements • Cope with changes • Use existing manpower productively • Promote employees in a systematic manner • Achieve efficiency of work in all spheres of corporate body • Ensure cost minimization • Eliminate all types of wastage including waste of time
- 7. Factors that Effect HRP • Lack of skilled resource • Change in organization • Changes within the organization like promotions – succession planning, policies • Change in policies/regulations
- 8. Process of Human Resource Planning • Forecasting the Demand for Human Resources a)External challenges Economic developments Political, legal, social and technical changes Competition
- 9. b) Organisational decision c) Workforce factors d) Forecasting techniques
- 10. Qualitative: • Delphi Technique • Nominal Group Technique Quantitative: methods are based on the assumption that future can be extrapolated from the past • Trend Analysis
- 11. Delphi • There is a Mediator. • Individuals give the projection to the mediator. • The mediator than passes the projection to the Individuals. • Others get an opportunity to view the projection of others. • The process is on until consensus is reached
- 12. • Advantages • Less interpersonal problems • Experts make revision independently • Disadvantages • Time consuming • At times does not include pass data
- 13. Nominal • Members sit face to face and share their opinions to come to conclusion. • There is a person who writes on the board. • It facilitates group thinking and exchange of ideas
- 14. • Trend Analysis • Determine the appropriate business factor that relates to the size of the workforce. • Identify the historical record of that in relation to the size of the work force • Calculate the productivity ratio • Determine the trend • Make necessary adjustments in the trends, past and future • Project to the target year
- 15. 2009-10: Units of Production: 10,000 2009-10: No. of workers: 100 Ratio : 100: 10,000 2011-12 Estimated production 12,000 No. of workers required 12,000* 100 = 120 10,000
- 16. Preparing Manpower Inventory ( Supply Forecasting) a)Internal labour Supply Skills inventory Replacement chart b) External labour supply projections are based on skill levels in the Market. Factors that determine external labour supply are Education levels Demographic changes in population. Technological development
- 17. • Population mobility • Demand for specific skills etc. 3) Gap Analysis : The existing number of personnel and their skills are compared with the forecasted human resource needs to determine the qualitative and quantitative gaps in the workforce.
- 18. Implementation Plans Recruitment and retention plans Selection and promotion plans Training plans Appraisal plans Redeployment plans Downsizing plans
- 19. Limitations • Problem of Accuracy • Emphasis on qualitative aspects- moral, career goals etc are ignored. • Time consuming • Resistance from both employer and employee
- 20. When faced with a shortage • Recruit new full time employees • Offer incentives for postponing retirement • Rehire retired employees part time • Attempt to reduce turnover • Work Present staff overtime • Subtract work to another firm • Hire temporary hands • Re-engineer to reduces needs • Out source an entire function • Use technology to improve productivity • Re-allocate people from elsewhere in the organisation • Re-allocate work tasks among current employees
- 21. When Faced with a surplus • Do not replace employees who leaves • Offer incentives for early retirement • Transfer or re-assign excess staff • Use slack time for employees training or equipment maintenance • Reduce work hours • Lay off employees • Freeze hiring