The document discusses human resource planning and succession planning. It defines human resource planning as anticipating an organization's future HR needs and developing actions and plans to fulfill those needs. Succession planning is defined as identifying and developing potential successors for key positions through systematic evaluation and training. The document outlines the objectives, benefits, and processes involved in human resource planning and succession planning, including identifying talent pools, developing strategies, and monitoring and evaluating plans.

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2. Human Resource Planning
 Human
 Resource
 Planning
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3. Planning
 The process of setting goals and deciding how best to
achieve them.
What is planning concern with?
1. End (What is to be done?)
2. Means (How it is to be done?)
Is planning really needed?
Do you have plans in your life?
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4. Human Resource Planning
 The process of anticipating an organization’s future
HR needs and then developing actions and plans for
fulfilling identified needs.
 The systemic review of HR requirements.
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5. Human Resource Planning
(HRP)
1. Required no. of employees
2. With the required skills
3. Are available when needed?
Getting the right person for the right time and at the
right place.
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6. Objectives of HRP
 Enable the organization to anticipate their future HR
needs.
 Identify practices that will help them to meet those
needs.
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7. Benefits of HRP
 Help you to plan job assignments
 Helps cope with fluctuations in staffing
 Identify recruiting needs
 Provide other useful information
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8. Planning includes forecasting
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9. HRIS and Succession Planning
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10. HUMAN RESOURCE INFORMATION SYSTEM
 The Human Resource Information System (HRIS) is a
software or online solution for the data entry, data
tracking, and data information needs of the Human
Resources, payroll management, and accounting
functions within a business.
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11. HUMAN RESOURCE INFORMATION SYSTEM
Human Resource Information System is a system
designed to supply information required for effective
management of an organization.
Any organization is managed by taking various decisions
at its various decisions at the Various level of its
management hierarchy is needed to take these
decisions.
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12. HUMAN RESOURCE INFORMATION SYSTEM
A computerized HRIS is designed to monitor,
control and influence the movement of people
from the time they join the organization till the
time they separate from the organization. HRIS is
very vast and it include the following sub-
systems:-
o Recruitment sub-system information
o Manpower planning Sub-system Information
o Personnel Administration Sub-system Information
o Training Information Sub-system
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13. HUMAN RESOURCE INFORMATION SYSTEM
o Appraisal Sub-system Information
o Payroll Sub-system Information
o Personnel Research Sub-system Information
o Job Analysis and Design Sub-system Information.
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14. OBJECTIVES HRIP
 To make the desired information available in
the right form to the right person and at the
right time.
To supply the desired information at a
reasonable cost.
To use the most efficient method of processing data.
To provide necessary security and secrecy for
important and/or confidential information.
To keep the information up-to-date.
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15. FUNCTIONING OF HRIS
It can be broadly classified into two processes:-
1. Data Collection-who should collect what data
and in what form and how often? the nature and
form of data will vary from organization to
organization depending upon its objectives. After
collection of data, the irrelevant data should be
filtered out and the relevant data should be
properly classified and tabulated so that it can be
used easily when needed.
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16. FUNCTIONING OF HRIS
2.Data Management-It involves the following sub-
system:-
 Data Management-A good data management system involves editing
the data.
 Processing Operations viz, classifying, analyzing, summarizing and
editing the data.
 Storage of data viz, indexing, coding and filing of information.
 Retrieval of data, whenever required.
 Evaluation : i.e, judging the usefulness of information in terms of its
relevance and accuracy.
 Dissemination i.e, providing the required data in the right form at the
right time.
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17. BENEFITS HRIP
 Reduction in duplication of efforts.
 Ease in classifying and reclassifying data.
 Better analysis leading to more effective decision.
 Fast response to answer queries.
 Improved quality of reports.
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18. LIMITATIONS
 Lack of management commitment.
 Failure to include key people.
 Lack of communication.
 Failure to keep project team intact.
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19. SUCCESSION PLANNING
 Identification & development of potential successors
for key positions in an organization through a
systematic evaluation and training.
 Succession Planning is the process of training &
preparing employees in an organization so that there
will always be someone to replace an employee who
leaves.
 PRESENT TALENT = FUTURE TALENT
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20. REASONS FOR SUCCESSION
PLANNING
 Identify Highly Talented Individuals.
 Promoting Employee Development.
 Avoid Hiring Headaches. (refining corporate plan)
 Employee’s value is shared. (Establishing talent pool)
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21. Guidelines for effective succession planning
 Customized to suit the needs of the organization.
 Develop key candidates, in anticipation of future
openings.
 Training & Development.
 Take into account the culture of the organization.
 Consistent with the future strategic direction of the
company.
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22. Why succession planning fails
 No strategic vision
 Problem in dealing big picture.
 Promotions & employee aspirations.
 Lack of transparency
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23. Succession Planning Process
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24. Link Strategies & Workforce Planning
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 Identifying the long-term vision & direction.
 Analyzing future requirements for products & services.
 Use data already collected.
 Connecting succession planning to the needs &
interests of senior leaders.

25. Analyze Gaps
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 Identify core competencies & technical competency
requirements.
 Determining current supply & anticipated demand.
 Determining talents needed for the long term.
 Developing a business plan based on long-term talent
needs , not on position replacement.

26. Identify Talent Pools
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 Using pools of candidates vs. development of
positions.
 Identifying talent with critical competencies from
multiple levels- early in careers & often.
 Assessing competency & skill levels of current
workforce, using assessment instrument(s).
 Using 360 degrees feedback for development purposes.
 Analyzing external sources of talent.

27. Develop Succession Strategies
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 Identifying recruitment strategies :
 Recruitment & Relocation bonuses.
 Special programs.
 Identifying retention strategies :
 Retention bonuses.
 Quality of work life programs.
 Identifying development / learning strategies :
 Planned job assignments.
 Formal development.
 Coaching & mentoring.
 Assessment & feedback.

28. Implement Succession Strategies
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 Implementing recruitment strategies.
 Implementing retention strategies.
 Implementing development / learning strategies.
 Communication planning.
 Determining & applying measures of success.
 Linking succession planning to HR processes,
 Performance management
 Compensation
 Recognition
 Recruitment & retention
 Workforce planning
 Implementing strategies for maintaining senior level
commitment.

29. Monitor & Evaluate
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 Tracking selection from talent pools.
 Listening to leader feedback on success of internal
talent & internal hires.
 Analyzing satisfaction surveys from customers &
employees.
 Assessing response to changing requirements & needs.

30. CONCLUSIONS
 HRIS is the systematic way of storing data &
information for planning, decision making &
preparing reports.
 Succession Planning is the development of potential
successor in an organization.
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