Strategic hrp methods and practices
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This document provides an overview of strategic human resource planning methods and practices. It begins with an introduction to human resource planning and strategic HR planning. Then it discusses the importance of strategic HR planning and factors that affect demand forecasting. The document outlines both qualitative and quantitative techniques for human resource planning, including managerial judgement, Delphi technique, econometric models, ratio trend analysis, Markov model, and work-study technique. Specific examples and explanations are provided for each technique.
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Manpower planning is an important managerial function that involves forecasting future human resource needs, assessing current resources, and balancing supply and demand. It aims to have the right people in the right roles at the right time through activities like forecasting needs, evaluating current staff, anticipating problems, and developing recruitment and training plans. Success requires support from top management, accurate data collection, integration with corporate goals, and continuous revision as conditions change.
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The document discusses various steps and methods for manpower planning, including demand forecasting and supply forecasting. It describes techniques like bottom-up analysis, Delphi technique, nominal group technique, ratio analysis, regression analysis, and Markov analysis for forecasting demand. Methods of internal and external supply like transfer, promotion, educational institutes, and advertisements are also summarized.
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3:国家专业人才认证中心颁发入库证书
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Strategic hrp methods and practices
- 1. 1 STRATEGIC HRP METHODS AND PRACTICES PREPARED BY- DIBYA RANJAN MOHANTA (MBA in HR and MARKETING B.tech in Agricultural Engineering)
- 2. 2 CONTENTS HRP- HUMAN RESOURCES PLANNING STRATEGIC HUMAN RESOURCES PLANNING IMPORTANCE OF STRATEGIC HUMAN RESOURCE PLANNING FACTORS AFFECTING DEMAND FORECASTING METHODS FOR HUMAN RESOURCE PLANNING. QUALITATIVE TECHNIQUES QUANTITATIVE TECHNIQUES
- 3. 3 HUMAN RESOURCE PLANNING HRP is the process by which an organisation ensures that it has the right number and kind of people at right place at the right time capable of effectively and efficiently completing those tasks that will help the organisation achieve its over all objectives.
- 4. 4 STRATEGIC HUMAN RESOURCES PLANNING Strategic HR planning is a process that helps an organization to identify current and future human resources needs to achieve the end goals. It links human resource management to the overall strategic plan of an organization. Strategic HR planning is an essential component of HR management. Almost every sized organization has a strategic plan that guides the organization in successfully meeting its mission.
- 5. 5 IMPORTANCE OF STRATEGIC HUMAN RESOURCE PLANNING 1.Clarifies the Current Scenario and Indicates the Loopholes 2. Helps in Future Anticipation 3. Helps to Incline with Market Trends 4. Assess the Workflows and the Delays 5. Unleashing the Power of Automation in HR Planning
- 6. 6 FACTORS AFFECTING DEMAND FORECASTING Demand forecasting is affected by a number of external and internal factors like : Competition Change in technology & Social factors Production level Employee Separation Expansion & growth
- 7. 7 METHODS FOR HUMAN RESOURCE PLANNING. QUALITATIVE TECHNIQUES Managerial Judgement. Delphi Technique. Econometric Models. QUANTITATIVE TECHNIQUES Ratio Trend Analysis. Work-study Technique. Markov model.
- 8. 8 MANAGERIAL JUDGEMENT. Managers discuss and arrive at a figure of inflows and outflows which would cater future labour demand. Bottom up Approach Top Down Approach Participative Approach
- 9. 9 DELPHI TECHNIQUE It is originally developed by Ronal corporation which is renamed after the ancient Greek oracle at the city of Delphi. (from a group of experts the personnel needs are estimated ) Collection of HR needs Group of Experts Summarise various Responses Review of Report by experts All experts agree with report Prepare a report Some or all experts don’t agree with report Forecast of HR demand will be final for Organisation. Process will be repeated until all experts agree on report
- 10. 10 ECONOMETRIC MODELS It is based on mathematical and statistical technique for estimating future demand. Independent Variables (Sales, production, work load) Dependent Variables (Manpower/ Human Resouce) Establish relationship by statistical and mathematical calculation.
- 11. 11 RATIO TREND ANALYSIS Demand for manpower is also estimated on the basis of the ratio of man and production i.e., studying past ratios. i.e. No. of workers : Volume of Sales Example – In an Organization Man : Productivity (unit) = 1: 150 An Organization needs = 1,50,000 unit Therefore, When 150 unit are produced by = 1 man 1,50,000 unit will be produced by = 1 150 × 150000 =1000 workers
- 12. 12 MARKOV ANALYSIS This technique is named with Russian mathematician Andrei Andreyevich Markov. He developed a transition Probability matrix, or Markov matrix , which shows the average rate of Historical movement from one job to another. Analysis that helps to predict internal employee movement from one year to another, by identifying percentages of employees who remain in their jobs, got promoted or demoted, transfer, and exit out the organisation. Transition Matrix for Twelve – Month Period Postion Exit Manager Supervisor Line Worker Manager .15 .85 .00 .00 Supervisor .10 .15 .70 .05 Line Worker .20 .20 .15 .65 Example :-
- 13. 13 WORK-STUDY TECHNIQUE It can be used When it is possible to apply work measurement to calculate the length of operations and the amount of labour required. Example :- Total amount of production required = 4,00,000 unit Time required to produce 1 Unit = 2 hours work ability per employee = 1600hr/Annum Time required to produce 4 Lakh Unit = 4,00,000 × 2 hour = 8,00,000 hr Total workers needed to produce 4 Lakh Unit = 8,00,000 1600 = 500 worker
- 14. 14 ANY QUERIES
- 15. 15