Anything HR Solutions (HR Planning)
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning
Anything HR Solutions (HR Planning)
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning
HR planning is a process by which an organization ensures that it has the right number and kinds of people, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objectives.
Human resource planning ultimately translates the organization's overall goals into number and types of employees needed to meet those goals.
Employment planning cannot exist in isolation . It must be linked to the organization’s overall strategy.
Human resource planning, Job analysis, Absenteeism and Employee turnoverSanthanalaxmi Karthikvel
This will give you a clear view on Human resource planning concept, their scope and importance. it gives a detailed description of HRP process along with its benefits. Job analysis is also comes under HRP, hence explanation related to job analysis process is also added here. The result of job analysis is job design. Presentation on job design and the clear content on job description and job specification with their merits and demerits is added in this chapter. The various job design such as job enrichment, job enlargement, job rotation and job simplification with their advantages and disadvantages are included in this chapter. The absenteeism and employee turnover are adjoined here which are the reasons behind the human resource planning. In order to reduce absenteeism and turnover, organisation need to devise employee retention policies. So finally the unit concluded with the retention strategies at various levels.
Human resource planning is one of the HRM functions. This function plays a vital role in planning the right number of work force in right time and in right place.
This unit has a clear description about "HUMAN RESOURCE PLANNING" -employee training, Socialization, Induction, Importance of HRP, Objectives of HRP,HRP Process, HR Demand Forecasting techniques, HR supply forecasting, Recruitment process, internal and external recruitment, Differences between Selection and recruitment, Selection process, types of employment tests, types of interviews, Recruitment policy, Methods of recruitment
HR planning is a process by which an organization ensures that it has the right number and kinds of people, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objectives.
Human resource planning ultimately translates the organization's overall goals into number and types of employees needed to meet those goals.
Employment planning cannot exist in isolation . It must be linked to the organization’s overall strategy.
Human resource planning, Job analysis, Absenteeism and Employee turnoverSanthanalaxmi Karthikvel
This will give you a clear view on Human resource planning concept, their scope and importance. it gives a detailed description of HRP process along with its benefits. Job analysis is also comes under HRP, hence explanation related to job analysis process is also added here. The result of job analysis is job design. Presentation on job design and the clear content on job description and job specification with their merits and demerits is added in this chapter. The various job design such as job enrichment, job enlargement, job rotation and job simplification with their advantages and disadvantages are included in this chapter. The absenteeism and employee turnover are adjoined here which are the reasons behind the human resource planning. In order to reduce absenteeism and turnover, organisation need to devise employee retention policies. So finally the unit concluded with the retention strategies at various levels.
Human resource planning is one of the HRM functions. This function plays a vital role in planning the right number of work force in right time and in right place.
This unit has a clear description about "HUMAN RESOURCE PLANNING" -employee training, Socialization, Induction, Importance of HRP, Objectives of HRP,HRP Process, HR Demand Forecasting techniques, HR supply forecasting, Recruitment process, internal and external recruitment, Differences between Selection and recruitment, Selection process, types of employment tests, types of interviews, Recruitment policy, Methods of recruitment
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...luforfor
This are the interiors of the Merindol Colony in 2137ad after the Climate Change Collapse and the Apocalipse Wars. Merindol is a small Colony in the Italian Alps where there are around 4000 humans. The Colony values mainly around meritocracy and selection by effort.
Explore the multifaceted world of Muntadher Saleh, an Iraqi polymath renowned for his expertise in visual art, writing, design, and pharmacy. This SlideShare delves into his innovative contributions across various disciplines, showcasing his unique ability to blend traditional themes with modern aesthetics. Learn about his impactful artworks, thought-provoking literary pieces, and his vision as a Neo-Pop artist dedicated to raising awareness about Iraq's cultural heritage. Discover why Muntadher Saleh is celebrated as "The Last Polymath" and how his multidisciplinary talents continue to inspire and influence.
Hadj Ounis's most notable work is his sculpture titled "Metamorphosis." This piece showcases Ounis's mastery of form and texture, as he seamlessly combines metal and wood to create a dynamic and visually striking composition. The juxtaposition of the two materials creates a sense of tension and harmony, inviting viewers to contemplate the relationship between nature and industry.
2137ad - Characters that live in Merindol and are at the center of main storiesluforfor
Kurgan is a russian expatriate that is secretly in love with Sonia Contado. Henry is a british soldier that took refuge in Merindol Colony in 2137ad. He is the lover of Sonia Contado.
2. Human Resource is an important corporate asset and
the overall performance of companies depends upon
the way it is put to use.
Globally Major issues in today’s organizations are skill
shortages, competency gaps, redundancies,
downsizing, rightsizing.
3. HUMAN RESOURCE PLANNING
The process of analyzing and identifying the need for and
availability of Human Resources so that the Organization
can meet its objectives.
The Process of determining an Organization’s human
resources needs.
Or
4. ⦁ “HRP includes estimation of how many qualified
people are necessary to carry out the assigned
activities, how many people will beavailable, and
what ,if anything, must bedone toensure that
personnel supply equals personnel demand at the
appropriate time in the future.”
-Terry L.Leap and Michael
5. Forecast future requirements of human resources with
different levels of skills.
Assess surplus or shortage, if any, human resources available
over a specified period of time. Anticipate the impact of
technology on job and requirements for human resources.
The ultimate objective is to relate future human resources to
future enterprise needs so as to maximize the future return on
investment in human resources.
6. Control the human resources already deployed in the
organization.
Provide lead time available to select and train the
required additional human resource over a specified
time period.
7. ⦁ Large numbers of employees who retire, die, leave
organizations, or become incapacitated because of
physical or mental ailments, need to be replaced by
new employees. Human Resource Planning ensures
smooth supply of workers without interruption
8. 1. FUTURE PERSONNEL NEEDS
• Surplus or deficiency in staff strength
• Results in the anomaly of surplus labour with the lack
of top executives
2. COPING WITH CHANGE
• Enables an enterprise to cope with changes in
competitive forces, markets, technology, products &
government regulations
3. CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract &
retain qualified & skilled personnel
• Succession planning
4. PROTECTION OF WEAKER SECTIONS
• SC/ST candidates, physically handicapped, children of
the socially disabled & physically oppressed and
backward class citizens.
9. 5. INTERNATIONAL STRATEGIES
• Fill key jobs with foreign nationals and re-assignment
of employees from within or across national borders
6. FOUNDATION FOR PERSONNEL FUNCTIONS
• Provides information for designing & implementing
recruiting, selection, personnel movement(transfers,
promotions, layoffs) & training & development
7. INCREASING INVESTMENTS IN HUMAN
RESOURCES
• Human assets increase in value
8. RESISTANCE TO CHANGE AND MOVE
• Proper planning is required to do this
10. 9. OTHER BENEFITS
• Upper management has a better view of the HR
dimensions of business decision
• More time is provided to locate talent
• Better opportunities exist to include women &
minority groups in future growth plans
• Better planning of assignments to develop
managers can be done
11. ⦁ Interfacing with strategic planning and scanning the environment
⦁ Taking an inventory of the company’s current human resources
⦁ Forecasting demand for human resources
⦁ Forecasting the supply of HR from within the organization and in
the external labor market
12. ⦁ Comparing forecasts of demand and supply
⦁ Planning the actions needed to deal with anticipated shortage or
overages
⦁ Feeding back such information into the strategic planning process.
13. I. TYPE & STRATEGY OF ORGANISATION
Internal growth
Informal
Inflexible
Growth through M & A
Reactive
Flexible
Proactive
Formal
14. I. TYPE & STRATEGY OF ORGANISATION
II. ORGANIZATIONAL GROWTH CYCLES & PLANNING
• Embryonic stage – No personnel planning
• Growth stage – HR forecasting is essential
• Maturity stage – Planning more formalized & less
flexible
• Declining stage – Planning for layoff, retrenchment &
retirement
III. ENVIRONMENTAL UNCERTAINITIES
• Political, social & economic changes
• Balancing programmes are built into the HRM
programme through succession planning, promotion
channels, layoffs, flexi time, job sharing, retirement,
VRS, etc….
15. IV. TIME HORIZONS
• Short-term & Long-term plans
V. TYPE & QUALITY OF FORECASTING
INFORMATION
• Type of information which should be used in
making forecasts
VI. NATURE OF JOBS BEING FILLED
• Difference in employing a shop-floor worker & a
managerial personnel
VII. OFF-LOADING THE WORK
16.
17. Organizational
objectives and policies
HR Needs forecast HR Supply
forecast
HR Programming
HRP Implementation
Control and evaluation of
programme
Surplus
Restricted Hiring,Reduced
Hours,VRS,Lay off etc
Shortage
Recruitment and
Selection
18. ⦁ Demand forecasting is the process of
estimating the future quantity and quality of
people required.
⦁ The basis of the forecast must be the annual
budget and long-term corporate plan,
translated into activity levels for each
function and department
19. ⦁ Demand forecasting must consider several
factors both internal and external.
⦁ Among external factors are
competition(foreign and domestic), economic
climate, laws and regulatory bodies, changes
in technology and
social factors.
⦁ Internal factors include budget constraints,
production levels, new products and services,
organizational structure and employee
separation.
20. ⦁ Demand forecasting helps to :
◦ Quantify the jobs necessary for producing a given
number of goods
◦ Prevent shortage of people where and when they
are needed most
◦ Determine what staff-mix is desirable in the future
◦ Monitor compliance with legal requirements
with regard to reservation of jobs
◦ Asses appropriate staffing levels in different parts
of
the organization so as to avoid unnecessary costs
21.
22. ⦁ Managerial judgment
⦁ Ratio-trend analysis
⦁ Work study techniques
⦁ Delphi technique
⦁ Other techniques
23. ⦁ In this all managers sit together, discuss and
arrive at a figure which would be the future
demand for labour.
⦁ This technique may involve a ‘bottom-up’ or
‘top-down’ approach. A combination of both
could yield positive results.
24. ⦁ This is the quickest forecasting technique.
⦁ This technique involves studying past ratios,
say, between the number of workers and
sales in an organization and forecasting
future ratios, making some allowance for
changes in the organization or its method.
25. ⦁ Work study techniques can be used when it is
possible to apply work measurement to
calculate the length of operations and the
amount of labour required.
26. • This technique is the method of forecasting
personnel needs.
• It solicits estimates of personnel needs from
a group of experts, usually managers.
• The HRP experts act as intermediaries,
summarize the various responses and report
the findings back to the experts.
• Summaries and surveys are repeated until the
experts opinion begin to agree.
27. Supply forecasting measures the no of
people likely to be available from within and
outside an organisation, after making
allowance for absenteeism, internal
movements and promotions, wastage and
changes in hours and other conditions of
work.
28. ⦁ Quantify no of people and positions expected
in near future.
⦁ Clarify the staff mixes.
⦁ Prevent shortage of people
⦁ Asses present staffing levels in different parts
of organization.
29. ⦁ Existing human resources
⦁ Internal sources of supply
⦁ External sources of supply
30. • Skill inventories – info about non-managers.
1. Personal data
2. Skills
3. Special qualifications
4. Salary and job history
5. Company data
6. Capacity of individual
7. Special preference of individual
31. • Management inventories
1. Work history
2. Strengths
3. Weakness
4. Promotion potential
5. Career goals
6. Personal data
7. Number and types of employees supervised
8. Total budget managed
9. Previous management duties.
32. ⦁ HR planning and analysis
⦁ Equal employment
⦁ Staffing
⦁ HR development
⦁ Compensation and benefits
⦁ Health,saftey and security
⦁ Employee and labor relations
33. ⦁ Inflows and outflows
IS= current supply – outflow + inflow
⦁ Turnover rate
No of seperations during one year
Avg no of employees during the year
⦁ Productivity level
⦁ Movement among jobs
× 100
34. ⦁ New blood and new experience
⦁ To replenish old personnel
⦁ Organizational growth and diversification
35. ⦁ After personal demand and supply are
forecast the vacancies should be filled at right
time with right employees.
36. ⦁ Converting HR plan into action.
⦁ Action programmes are..
🞄 Recruitment
🞄 Selection & placement
🞄 Training and development
🞄 Retraining & redeployment
🞄 The retention plan
🞄 The redundance plan
🞄 The succession plan
37. ⚫ If Shortage of employees
- Do-
Hire new full-time employees
Offer incentives for postponing retirement
Re-hire retired employees on part-time basis
Attempt to reduce turnover
Bring in over-time for present employees
Subcontract work to another company
Hire temporary employees
Re-engineer to reduce needs
38. ⦁ If surplus of employees is expected
-Do-
Do not replace employees who leave
Offer incentives for early retirement
Transfer or reassign excess employees
Use slack time for employees training or
equipment maintenance
Reduce work hours
Pay off employee
39. ⚫ Conflicts may exist between short term and
long term HR needs.
⚫ Conflicts between quantitative and qualitative
approaches to HRP.
⚫ Non-involvement of operating managers
renders HRP ineffective.