The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.

3. Objectives of the session:
To understand objectives behind HRP
To know various stages of HRP
To know barriers for HRP

4. Deciding the number and type of human resources required for job for particular
future date

5. HRP
Def:
Manpower planning is the process including
forecasting, developing, implementing & controlling
by which a firm ensures that it has right no. of ppl &
right kind of ppl, at the right plc, at the right time
doing things for which they are economically most
suitable. ---- By Geisler

6. ?????????
What is HR Planning ?
The activity of planning human resources usually
in connection with the overall strategic planning
of the organization.
Why HR Planning ?
To provide linkage between different HR
functions viz. compensation, benefits, staffing
etc and the overall strategic goals of the
organization.

7. Why Look ahead and Forecast?
• To deal with changes
• Globalisation
• External Environmental Situations
• Expansion
• Competition
• Technological
• Political
• Social
• Economical
• Ecological
• Legal

8. What appears in HR Planning ?
Mission or Purpose of the Statement
Summary of financial projections
SWOT of HR
Summary of Performance
A job seekers market review
Major Assumptions
HR Objectives & strategies for the next years
Detailed current year operational Plan, with forecasts and
budgets

10. Objectives
To recruit & retain human resources of required
quality & quantity.
To foresee employee turnover & make arrangements
for minimizing same.
To improve standards, skills, knowledge,ability
To assess surplus or shortage & take corrective
measures.
To make best use of its human resources.
To estimate the cost of human resources.
To maintain healthy human relations by maintaining
optimum level of human resources.

12. Significance of HR Planning
Uncertainties can be managed through planning
 Helps the organization develop action plan for
achievement of company’s objective for future
 For strategic implementation
 To minimize destruction/ disruption of organization
process
 Helps to focus sharper at your competitive posture or
position
 Focuses on short & long term people requirements

13. Cont
Defining future personnel needs ( R & S)
Coping with the changes
Providing base for developing talents
Forcing top mgmt to involve in HRM
Helps to anticipate the cost of salary enhancement,
better benefits.
Provides scope for advancement & development of
employees.
 Facilitates the control of all the functions, operations
etc.

14. Features of HRP
It is a process
Involves determination of future needs of manpower
Manpower availability at future time

15. Responsibility of HRP
Top mgmt
Functional managers
HRD

16. External Supply Forecasting Information
External labor market factors (retirements,
mobility, education, unemployment)
Controllable company factors on external factors
(entry-level openings, recruiting, compensation)

17. Internal Supply Forecasting Information
Organizational features (e.g., staffing
capabilities)
Productivity - rates of productivity,
productivity changes
Rates of promotion, demotion, transfer and
turnover

18. HRP PROCESS

19. Organizational obj, plans &
policies
HRP
Forecasting needs for
human resources
Forecasting supply
of human resources
Identification of
human resource gap
Surplus human
resources
Shortage of
human resources
Action plan for
bridging gap

20.  1.HR Demand Forecast
 i. Estimating Quantity & quality of people require to
meet future requirement.
 ii. External factors: economic conditions, law,
technology.
 iii. Internal factors: budget constraint, production
level, employee separation.
 2.HR Supply Forecast
 i. Determine whether HR Dept will be able to procure
required no of personnel.
 ii. Covers—existing HR policies, Internal source &
external sources of supply.

21. HR Demand Forecasting Techniques
Managerial Judgment - Managers discuss and arrive at a
figure of inflows & outflows which would cater to future
Labour demand.
Ratio-Trend Analysis - Studying past ratios, i.e. No. of
Workers V/s Volume of Sales, forecasting future ratios
and adjusting for future changes in the organization..
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.

22. HR Supply Forecast
process of estimating future quantity and quality of manpower
available internally & externally to an organisation.
Supply Analysis
Existing Human Resources –HR Audit/Skill
Inventories/Managers Inventories.
Internal Sources of Supply
External Sources of Supply

23.  3.HR Programming:
 On the basis 0f demand & supply, plans are made to
balance this to fill the vacancies.
 4.HR Plan Implementation:
 i. Require converting HR plans into action.
 ii. Recruitment, Selection, Placement, Retention.

24. 5.Control and Evaluation :
i. Important stage
ii.Surplus Or Shortage

25. Organizational Objectives & Policies
 Downsizing / Expansion
 Acquisition / Merger / Sell-out
 Technology up gradation / Automation
 New Markets & New Products
 External Vs Internal hiring
 Training & Re-training
 Union Constraints

26. Barriers to HRP
Pre notions about HRP
Experts in handling personnel matters only
Financial constrains
Long term & short term planning conflicts
Qualitative or quantitative?
Non involvement of operational managers