Human resource planning identifies an organization's current and future human resource needs. It ensures the right employees are recruited in the right quantities at the right time. The process involves job analysis to understand job requirements, designing jobs, recruitment and selection of candidates, and induction training for new hires. Effective human resource planning links human resource management to an organization's overall strategic plan.

1. Unit 2 : Human Resource Planning
By Radhika

2. Introduction
 Human resource is the most important asset of an
organization.
 Human resources planning are the important managerial
function.
 It ensures the right type of people, in the right number, at the
right time and place, who are trained and motivated to do the
right kind of work at the right time, there is generally a
shortage of suitable persons.

3. Definition
 Human resources planning is a process that identifies
current and future human resources needs for an
organization to achieve its goals. Human resources
planning should serve as a link between human
resources management and the overall strategic plan of
an organization.

4. Factors Affecting Human Resource
Planning

6. Job Analysis
 Job Analysis is a process to identify and determine in detail
the particular job duties and requirements and the relative
importance of these duties for a given job. Job Analysis is a
process where judgements are made about data collected on
a job.
 It is collection of job related information. The focus is on
the job but not on the individual holding the job. However,
individuals are consulted.

7. Purpose of Job Analysis
 The purpose of Job Analysis is to establish and document
the 'job relatedness' of employment procedures such as
training, selection, compensation, and performance
appraisal. Job Analysis can be used in training/"needs
assessment" to identify or develop: training content.

9. Job Analysis
Job Description
Job title
Location
Job Summary
Duties
Reporting
Authority
Machines and tools
Materials used
Supervision/Subordinate
Working conditions
Hazards
Job Specification
Statement of individual
Qualification necessary to
do job
Education
Experience
Training
Initiative
Physical abilities
Psychological abilities
Communication skills
Responsibilities
Sensory demands

10. The Process of Job Analysis
 Information Gathering
Type of data to be collected
- Method to be used (observation, questionnaire,
interviews, diary method, check list)
- Who should collect job data (job analyst, supervisor, job
holder)
 Information Processing
- Job description
- Job Specification

11. Job Design
“Organization of tasks, duties and responsibilities into a unit of
work to achieve certain objectives”
i) The specification of individual tasks
ii) The methods to be used to perform task
iii) The combination of tasks into specific jobs to be assigned to
individual.
 The job design should balance organizational
needs/requirements and individual needs of job holder.
 Work Specialization and Division of Labour: The degree to
which the tasks are subdivided in separate jobs

12. Cont.
 Earlier job design revolve around to simplify the task or breaking
whole job or tasks into specific tasks to be performed by individual
 In early 19th century Henry Ford is credited with manufacturing
automobiles on assembly line (Division of Labour)
 Advantages: Increase productivity, more trained, increased quality,
shorter production time, less supervision, easy hiring
 Disadvantages: Employee dissatisfaction, wastage of
organizational resources (salary budget), boredom, less flexibility
and freedom, under utilization of skills
 Well designed job essential for attracting qualified and motivated
individual and retaining them.

13. Cont.

14. Cont.
 Job Rotation: Moving employee from one job to other to
add variety and reduce boredom. After some time employee
move to other at same level.
Disadvantages: Disturb work, training cost, de-motivate
ambitious and motivated employee.
 Job Engineering: focus on tasks to be performed, workflows
among employees, methods to be used, layout of workplace,
interdependencies among tools and employee Example:
Specialization of labour.
 Job Enlargement: Adding to some extent similar tasks to be
performed in a single job (example: auto mechanic change
oil, changing transmission fluid)

15. Recruitment
 Recruitment refers to the overall process of attracting,
selecting and appointing suitable candidates for jobs (either
permanent or temporary) within an organization.
 Recruitment is a positive process of searching for prospective
employees and stimulating them to apply for the jobs in the
organisation. When more persons apply for jobs then there
will be a scope for recruiting better persons.
 “Recruitment forms the first stage in the process which
continues with selection and ceases with the placement of the
candidates.”

16. Some Of The Main Factors Are
Being Discussed Below
1.Size of the Enterprise
2. Employment Conditions
3. Salary Structure and Working Conditions
4. Rate of Growth

17. Process
(i) Searching out the sources from where required persons will be
available for recruitment. If young managers are to be
recruited then institutions imparting instructions in business
administration will be the best source.
(ii) Developing the techniques to attract the suitable candidates.
The goodwill and reputation of an organization in the
market may be one method. The publicity about the
company being a professional employer may also assist in
stimulating candidates to apply.

18. Cont.
(iii) Using of good techniques to attract prospective candidates.
There may be offers of attractive salaries, proper facilities
for development, etc.
(iv) The next stage in this process is to stimulate as many
candidates as possible to apply for jobs. In order to select a
best person, there is a need to attract more candidates.

19. Sources of Recruitment

20. Methods of Recruitment
 Methods of Recruitment: Direct, Indirect and Third Party
Method
1. Direct Method:
In this method, the representatives of the organization are sent to
the potential candidates in the educational and training institutes.
They establish contacts with the candidates seeking jobs. These
representatives work in cooperation with placement cells in the
institutions Persons pursuing management; engineering, medical
etc. programmers are mostly picked up in this manner.

21. Cont.
2. Indirect Methods:
Indirect methods include advertisements in news papers, on
the radio and television, in professional journals, technical
magazines etc.
The experience suggests that the higher the position to be
filled up in the organisation, or the skill sought by the more
sophisticated one, the more widely dispersed advertisement
is likely to be used to reach to many suitable candidates.

22. Cont.
 3. Third Party Methods:
These include the use of private employment agencies,
management consultants, professional bodies/associations,
employee referral/recommendations, voluntary
organisations, trade unions, data banks, labour contractors
etc., to establish contact with the job- seekers.

23. Selection
 The action or fact of carefully choosing someone or
something as being the best or most suitable.
 Selection is the process of picking individuals (out of pool
of job applicants) with requisite qualifications and
competence to fill jobs in the organization.
 “Selection is the process of differentiating between
applicants in order to identify and hire those with a greater
likelihood of success in a job.”

24. Selection Process

26. Criteria for an Ideal Selection
Process
Step 1 - Choose a Recruitment Strategy
Step 2 - Measurement and Assessments
Step 3 - Improve Your Interviews
Step 4 - Define (or Refine) Your Candidate Experience
Step 5 - Workflow Modeling

27. INDUCTION
 An INDUCTION programme is the process used within
many businesses to welcome new employees to the
company and prepare them for their new role. Induction
training should include development of theoretical and
practical skills, but also meet interaction needs that exist
among the new employees.

28. Induction Process Includes
 Enable new employees to settle into their new position
quickly and become productive and efficient members of
staff within a short period of time;
 Provide an overview of the organization and enable the new
employee to see where they fit in to the big picture;
 Ensure that new entrants are highly motivated and that this
motivation is reinforced;
 Assist in reducing staff turnover, lateness, absenteeism and
poor performance generally;
 Assist in developing a management style where the
emphasis is on leadership, openness and honesty;

29. Cont.
 Ensure that new employees operate in a safe working
environment;
 Reduce costs associated with repeated recruitment, training
and staff turnover;
 Enable new employees to understand the corporate culture
and the overall framework in which health care services are
delivered and that an environment exists where staff feel
able to contribute their opinions.

31. Requisites of An Effective
Induction Program
 Prepare for new employees
 Determine information new employees want to know
 Completion of paperwork