2. Learning Objectives
Understand the importance of human resource
planning (HRP) to the organization.
Understand the process of doing HRP and the
various tools required for the same.
Explain the purpose and use of job analysis.
Understand the various methods of collecting
information on job analysis.
Write job descriptions and job specifications.
3. I expect to spend the rest of my life in the
future, so I want to be reasonably sure of
what kind of future it is going to be.
Charles Kettering
4. ‘I didn’t realize at the time (1970)’, Reginald Jones, GE‘s former
chairman indicated, “but we were a company with 30,000
electromechanical engineers becoming a company that
needed electronics engineers. We did not plan for this change
in 1970, and it caused us big problems by the mid -1970.” GE
had been doing business planning for a long time but started
taking a view a long term view on HR after facing this crisis.
Source : Adapted D Quinn Mills , Planning with People in Mind , HBR , July – August 1985.
5. Defining Human Resource Planning
Human resource planning determines the human
resource requirement by the organization to achieve
its strategic goal.
It is the process by which the organization ensures that
it has the right number and right kinds of people, at
the right places, at the right time, capable of effectively
completing those tasks that will help the organization
achieve its objectives.
7. Need For HR Planning
Helps organizations plan for the future – as to
eliminate surprises
Makes organizations flexible and entrepreneurial
Improves profitability
If not done, there could be two fallouts:
Understaffing->Lose business and customers
Overstaffing-> Wasteful and expensive
8. Which Stage of HRP is the
Organization in?
Stage Characteristics Activities
Traditional
Stage 1
No long-term business plan. Could be family-run businesses.
Employee engagement is interpreted as hosting parties and
organizing picnics.
Stage 2
Organizations tend to be skeptical of HRP, though some of them
have short-term headcount forecasting. They believe that HRP is
important and think that there is need to do more.
Moderate Stage 3 Long-term headcount forecasting that are for at least five years. This
activity is however not integrated with the long-term business plan.
Advanced
Stage 4
HRP is a part of the business planning process, and the senior
managers are enthusiastic about it. Skills inventories and succession
planning are a part of long-term business plan.
Stage 5
Long-term detailed plans in place. They use advanced methods of
planning. All HR processes like succession planning, career planning,
high potential development and retention are tied in with the HRP
process.
9. HR Planning Process
Series of Activities:
Forecasting manpower requirements
Making an inventory of existing resources
Anticipating manpower problems
Planning other HR functions
Various steps for effective HR Planning
Step 1: Environment scan
Step 2: Forecasting demand of manpower: how much is required
Step 3: Forecasting supply of manpower: How much is available
Step 4: RAG (Required, Available and Gap) analysis
Step 5: Plan of action
Step 6: Control and assessment
10. Critical Success Factors For
HRP
It must be seen within the strategy making context
It involves creation of formal and explicit sets of
proposals to achieve long term performance.
Proposals should contribute to the long term
corporate success
Flexibility is necessary
It must be process-driven from the very beginning
– there should be room for experimentation and
scope for improvement too
11. Role of HR in HR Planning
Best practices for Human Resource Planning Practitioners
1. Collect, maintain and interpret relevant information
2. Regularly report manpower objectives, requirements and
update on employees
3. Develop procedures and techniques as to determine needs
4. Develop measures of human resource utilization
5. Employ techniques leading to work allocation
6. Research to determine factors hampering view
7. Develop and employ methods of economic assessment
8. Evaluate procurement, promotions and retention of HR
9. Analyze and control processes as to improve quality without
incurring high costs
14. Markov Analysis
It is an attempt to project into the future what the current
workforce would look like if the current mobility flow
continues with no changes.
15. Skill Inventories
Obtained as a
report from
the HRIS, it is a
compilation of
the skills,
education and
experiences of
current
employees.
Skills Inventory Template
Proficiency level Beginner Experienced Expert
Skills
Verbal skills:
Platform
presentation/Training
Public speaking
Written skills:
Articles/News briefs
Surveys
Editing
Publishing
Peer reviews
Policies/Procedures
Forms/Checklists
E-learning
Research studies
Data analysis
Skill 3
Skill 4
Skill5
16. Succession Planning
It is identification of critical key positions of the organization,
and then developing internal people with potential to fill
these positions.
Sr. Vice President Sales
A. K. Tiwari A/2
Regional Manager
Deven Patel A/1
Bhavya Jha B/1
Regional Manager
Veena Raha B/2
Regional Manager
Raghav Kumar A/2
Bharat Rai B/1
Marketing Manager
A. B. Ghorpade B/1
Aastha Mathur B/3
KEY
Names provided are
replacement candidates
A. Promotable now
B. Needing development
C. Not fitted for position
1. Superior performance
2. Above-average
performance
3. Acceptable
performance
4. Poor performance
17. Supply and Demand Forecast
Source : Adapted R Wayne Mondy , Human Resource Management , 10th edition , Pearson
18. Using Scenario
Planning for
Forecasting
SCENARIO PLANNING REQUIRES THE ARTICULATION GETTING READY FOR MULTIPLE
SCENARIOS WHICH MAY OCCUR IN THE FUTURE. IT OFFERS DIFFERENT STORIES OF
HOW THE FUTURE MIGHT LOOK AND HELPS TO PREPARE FOR DISCONTINUATION
AND SUDDEN CHANGE. THROUGH THIS, EVEN THE FUTURE CHALLENGES CAN BE
IMAGINED AND DISCUSSED.
19. Steps for Scenario Planning
Step 1: Define - scope of planning and time
frame.
Step 2: Identify - certainties of the situation.
Step 3: Identify - critical uncertainties in
environment.
Step 4: Identify - the most important.
Step 5: Articulate - extremities of the variable.
Step 6: Develop - matrix of the variables to
develop different scenarios
Step 7: Analyze - every scenario and articulate a
20. Advantages of Scenario Planning
Managers contemplate on a diverse set of situations and
question the obvious.
After experiencing the scenario planning exercise,
managers will be able to recognize a scenario in the early
stages and could respond to it.
Managers are better able to appreciate diverse points of
view after the discussion for envisioning different.
21. Job Analysis
JOB ANALYSIS IS A SYSTEMATIC PROCESS OF
DETERMINING THE KNOWLEDGE, SKILLS AND
ABILITIES REQUIRED FOR PERFORMING JOBS IN AN
ORGANIZATION.
22. Steps in Job Analysis
Planning the job analysis
Preparing and introducing job analysis
Conducting the job analysis
Developing job description and job specification
Maintaining and updating job descriptions and job
specifications
23. Planning The Job Analysis
1. Identify the objectives of the job analysis
2. Obtain top management support
24. Preparing and Introducing
Job Analysis
1. Identifying jobs and methodologies
2. Reviewing existing job documentation
3. Communication process to managers/employees
25. Conducting The Job Analysis
1. Gather the job analysis data
2. Review and compile data
26. Developing Job Descriptions
and Job Specifications
1. Draft job descriptions
2. Review draft with managers and employees
3. Finalize job descriptions and recommendations
27. Maintaining and Updating, Job
Descriptions and Specifications
System must be laid down so that when revisiting, it is
convenient
Include these documents as part of day to day HR
activities
28. Methods of Job Analysis
Two ways to classify methods of conducting job analyses:
1. Classification based on property
Quantitative
Qualitative
2. Classification based on orientation
Job-oriented
Worker-oriented
30. Observation
Requires the job analyst to observe the individual
performing the job and take notes.
Work Sampling allows the job analyst to determine the
content and pace of a workday through a statistical
sampling of certain actions.
Employee Diary/Log requires employees to do self-
observation by keeping a log or a diary of all job duties
Critical Incident Technique (CIT) is an interview technique
used to investigate actual incidences of on-the-job
behaviour.
31. Interviewing
This method is used to collect information
from the job holder or the manager
Structured – analyst asks questions which
appear free-flowing
Unstructured – analyst follows a definite
sequence and format
32. Quantitative Methods
Questionnaires
Position Analysis Questionnaire
Management Position Description Questionnaire
Work Profiling System
MOSAIC
Fleishman Job Analysis Survey
Functional Job Analysis Scales
O*Net Content Model
33. Questionnaires
A questionnaire is a survey instrument which is
developed and given to employees and managers to
complete.
Position Analysis Questionnaire can be applied to the behaviour and
activities of all workers/employees.
Management Position Description Questionnaire is a standardized
questionnaire designed to analyze managerial and executive jobs.
Work Profiling System has a questionnaire which measures ability and
personality attributes in areas such as hearing, smell, verbal skills,
complex management skills, personality, team role etc.
34. MOSAIC (Multipurpose Occupational Systems Analysis Inventory
Close-ended) rates effective job performance and competencies in
terms of importance and required proficiency
Fleishman Job Analysis Survey uses level of ability rating scales that
specify level of functioning requirements for jobs.
Functional Job Analysis Scales uses things, data, people, worker
instructions, reasoning, math and language to describe what workers
do in jobs
O*Net Content Model defines jobs by, the occupational code number
and title, designation, alternate titles, lead statement, task element
statement and ‘May’ items of the definition, undefined related titles
and definition trailer
37. Choice of Method for Job
Analysis
Issues that that need to be considered:
1. Past record
2. Availability
3. Occupational versatility
4. Standardization
5. User acceptability
6. Training requirement
7. Sample size
8. Reliability
9. Cost
10. Quality of outcome
11. Time to completion
38. Job Description and
Specification
A job description is a clear concise
depiction of a job’s duties and
responsibilities. It consists of the following
sections:
Identification
Purpose
Organization
Principal accountabilities
Job specification
Dimensions
39. Application of Job Analysis
• Organization Design
• HRP
• Job Design
• Career Planning
Planning
• Recruitment
• Selection
• Socialization
• Developing Processes
• Learning and Development
Operations
• Performance standard
• Legal requirement
• Employee Relations
Control
41. Definition of some important
terms
Job classification
Job Evaluation
Job Enlargement
Job Enrichment
Job Involvement
Job Rotation
Job Shadowing
Editor's Notes
Charles Franklin Kettering (August 29, 1876 – November 24 or November 25, 1958) was an American inventor, engineer, businessman, and the holder of 140 patents.[1] He was a founder of Delco, and was head of research for General Motors for 27 years from 1920 to 1947.
