Human Resource Planning involves forecasting an organization's future human resource needs and determining how to meet those needs. The key aspects of HRP include: 1) Determining the number and types of employees needed at different points in time based on factors like production schedules and market conditions. 2) Forecasting skills requirements and finding ways to ensure employees have the required skills when needed, such as through recruitment, training, or redeployment. 3) Identifying gaps between current and future human resource needs and developing plans to address gaps, like changing recruitment levels or anticipating redundancies.

1. Human Resource Planning

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 deciding what positions
the firm will have to fill and how to fill
them.

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. Objective of HRP
• Optimum use of existing HRM
• Forecast future skill requirement
• Search HR with requisite skills
• Availability of HR as and when required
• Recruitment levels
• Anticipate redundancy
• Levels of Training
• Productivity bargaining ( employ/
subcontract)

5. Importance / Benefits of HRP
• Efficient utilization of resources/ Expand or
Contract
• Reservoir of talent
• Prepare people for future / Motivation
• Succession planning
• Higher productivity / Cut cost

6. Factors that Effect HRP
• Resources refers to the productive power
of natural goods.
• HRP has two dimensions qualitative and
quantitative
• External : -
• Quantitative – population policy,
population structure, migration and labor
force participation (Labour force
participation rate: labour force/total
population*100 )
•

7. • Qualitative –Education and training,
Health and nutrition and equality of
opportunities
• Internal :
• Employee demographics,
• Organizations growth plans and turnover

8. Approaches to HRP
• Social Demand Approach
• Rate of Return Approach
• Manpower Requirement Approach

9. • Projections of social demand for education
are contingent upon given levels of:
• incomes of educated people,
• tastes and preferences of households for education,
• demographic characteristics such as fertility and mortality,
• direct costs of education
• student grants, and
• existing standards of admissions to various levels of
education
• Problems associated
• with the data base on demographic aspects.
• wastage and stagnation in education,
• intensity of utilisation of existing educational

10. Rate of Return Approach
• Rate of return approach looks upon education as a
contributor to productivity and it is expected to facilitate
investment decisions in education.
• Costs of education
• Returns to education
• Discount rate (used in discounting future returns to arrive
at present value).
ROI return to education are split into three
Direct monetary , indirect monetary and non monetary

11. Manpower Requirements Approach
• It definite link between education and economic
growth, and that lack of skilled manpower in
required numbers which impedes (hinders) growth.
• In this approach an attempt is made to forecast
future requirements of educated manpower to fulfill
a future target of specific targets of industrial
production. Based on the forecasts of educated
manpower requirements over a specified period, the
planners would then indicate the directions of
development of the educational sector over the
same specified period.

12. Types of Forecasting
• Short term
• Medium term
• Long term
• Policy conditional forecasting
• Onlookers
• Macro and Micro

13. Methods are based on the assumption that
future can be extrapolated from the past
• Trend Analysis
• Ratio Analysis
• Scatter Plot
• Delphi Technique

14. Ratio 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
• 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
2012-13 Estimated production 12,000
No. of workers required 12,000* 100 = 120
10,000

16. 5–16
Scatter Plot
Determining the
Relationship Between
Hospital Size and
Number of Nurses
Note: After fitting the
line, you can project
how many employees
you’ll need, given your
projected volume.
Size of Hospital
(Number
of Beds)
Number of
Registered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860

17. 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

18. • Advantages
• Less interpersonal problems
• Experts make revision independently
• Disadvantages
• Time consuming
• At times does not include pass data

19. 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

20. • 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.

21. Supply forecasting techniques
Marcov Analysis : A method for tracking the pattern
of employee movements through various jobs.
Skill Inventories -Files of personnel
education, experience, interests, skills, etc.,
that allow managers to quickly match job
openings with employee backgrounds.
Replacement Charts -Listings of current
jobholders and persons who are potential
replacements if an opening occurs.
Succession Planning -The process of
identifying, developing, and tracking key
individuals for executive positions.

22. Markov Analysis at Industries
A M F S Exit
Assemblers (A) Probability of .70 .10 .20
Machinists (M) remaining in .05 .80 .10 .05
Foremen (F) position .10 .75 .05 .10
Supervision (S) .05 .90 .05
Staffing
Levels A M F S Exit
Assemblers (A) 250 175 25 50
Machinists (M) 120 6 96 12 6
Foremen (F) 40 4 30 2 4
Supervision(S) 20 1 18 1
Forecast 181 125 43 20 61

23. Hypothetical Markov Analysis for a Retail Company

25. An Replacement Chart

26. Succession Planning
REPLACEMENT CHART
FOR EXECUTIVE POSITIONS
POSITION REPLACEMENT CARDS
FOR EACH INDIVIDUAL POSITION
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
POSITION WESTERN DIVISION SALES MANAGER
DANIEL BEALER Western Division Sales Mgr Outstanding Ready Now
PRESENT PROMOTION
POSSIBLE CANDIDATES CURRENT POSITION PERFORMANCE POTENTIAL
SHARON GREEN Western Oregon Sales Manager Outstanding Ready Now
GEORGE WEI N. California Sales Manager Outstanding Needs Training
HARRY SHOW Idaho/Utah Sales Manager Satisfactory Needs Training
TRAVIS WOOD Seattle Area Sales Manager Satisfactory Questionable
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

27. Implementation Plans
Recruitment and retention plans
Selection and promotion plans
Training plans
Appraisal plans
Redeployment plans
Downsizing plans

28. Limitations
• Problem of Accuracy
• Emphasis on qualitative aspects- moral,
career goals etc are ignored.
• Time consuming
• Resistance from both employer and
employee

29. When company faces shortage of Employee
• 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

30. When company has surplus employees
• 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