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Presentation on Human resource planning

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Presentation on Human Resource Planning

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Presentation on Human resource planning

  1. 1. Human Resource Planning Dr. Meenakshi Khemka
  2. 2. Effective Human Resource Planning is a process of banalyzing an organization's human resource needs Concept of Human Resource Planning bunder changing conditions and bDeveloping activities necessary to satisfy these needs
  3. 3. HRP facilitates the process of selection of future human resources with the required Concept of Human Resource Planning skills, qualifications, intelligence, values, etc by providing information related to the type of tests and interview techniques to be used
  4. 4. Human Resource Planning Process by which an organization ensures that it has right number of people at the right timeat the right time at the right places capable of effectively and efficiently completing the tasks that will help the organization achieve its overall objectives
  5. 5. HRP – Macro Level Population planning and control Literacy and education Health and medical care Housing
  6. 6. HRP – Micro Level Technology changes Organizational restructuring Skill and competency gap Strategic objectives Trade union pressure
  7. 7. HRP Process Assessing the present human resources Assessing the future of the organization Matching future demand and supply of human resources
  8. 8. Planning and Forecasting Employment or Personnel Planning The process of deciding what positions the organization will have to fill, and how to fill them Succession Planning What to Forecast? Overall personnel needs The supply of inside candidates The supply of outside candidates
  9. 9. Forecasting Personnel Needs Forecasting Tools Trend Analysis Scatter PlottingRatio Analysis
  10. 10. Drawbacks to Traditional Forecasting Techniques They focus on projections & historical relationships They do not consider the impact of strategic initiatives on future staffing levels They support compensation plans that rewardThey support compensation plans that reward managers for managing ever-larger staffs They “bake in” the idea that staff increases are inevitable They validate and institutionalize present planning processes and the usual ways of doing things
  11. 11. Using Computers to Forecast Personnel Requirements Computerized Forecasts Software that estimates future staffing needs by: Projecting sales, volume of production, and personnel required to maintain differentpersonnel required to maintain different volumes of output Forecasting staffing levels for direct labor, indirect staff, and exempt staff Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable
  12. 12. Forecasting Outside Candidate Supply Factors In Supply of Outside Candidates General economic conditions Expected unemployment rateExpected unemployment rate Sources of Information Periodic forecasts in business publications Online economic projections
  13. 13. Assessing Present Human Resources Developing a profile of the current human resources - an inventory of the workers and skills presentlyan inventory of the workers and skills presently available within the organization a comprehensive job analysis for the entire organization
  14. 14. Human Resource Inventory The report contains information on the education, training, prior employment, current position, performance ratings, salary levels, languages spoken, capabilities and specialized skills of everyspoken, capabilities and specialized skills of every employee in the organization Human Resource Information System (HRIS) is a device for providing HR inventory information
  15. 15. Implications of Future Demand Once the current human resources situation is assessed and the future direction of the organization is understood, the future human needs can be projectedprojected For this, a year- by - year analysis for every key job level has to be done This will result in a human resource inventory covering a specified number of years in the future
  16. 16. Implications of Future Demand Organizations usually require a heterogeneous mix of people A shortage in engineering cannot be offset by transferring from the purchasing area where theretransferring from the purchasing area where there is an oversupply Thus, accurate estimates are to be made of future demands, in both qualitative & quantitative terms
  17. 17. Implications of Future Supply Internal supply Sources that can increase the supply of human resources--new hires, transfers New hires are easy to predict as they are self- initiated Predicting transfers are difficult as they often depend on concurrent action in other units
  18. 18. Implications of Future Supply Internal supply Decrease in internal supply of human resources is the result of retirements, dismissals, transfers, lay- offs, voluntary quits, prolonged illness or death
  19. 19. Implications of Future Supply External Supply Recent graduates from schools and colleges, increase the supply of human resources Migration into community, increase in the number of unemployed people, and individuals who are employed but seek other employment opportunities, represent additional sources that increase the human resources supply
  20. 20. Matching Future Demand and Supply By matching demand and supply, HR department can identify areas in which shortages exist This helps the company to hire good people either to satisfy current requirements or to have readysatisfy current requirements or to have ready resources for the future Sometimes, inadequate availability of human resources necessitates a change in the organization's objectives
  21. 21. Need for Retrenchment Organizations suffering from the problems of overstaffing and experiencing a decline inoverstaffing and experiencing a decline in business would have to consider retrenchment
  22. 22. Retrenchment Organizations communicate what is going to happen; identify inefficient employees and retain productive employees These displaced employees are provided with career counselling
  23. 23. Lay-offs Lay-offs may be temporary or permanent Temporary lay-offs usually occur in slack periods when the workload of a unit does not promisewhen the workload of a unit does not promise adequate work for the complete workforce Once the workload comes back to its normal levels, the worker will be recalled
  24. 24. Loaning or Lien Organizations loan valuable human resource to other organizations, retaining them on their payrolls and take them back once the slack period is over Usually, higher level managers are sent on specialUsually, higher level managers are sent on special projects with government or quasi-government agencies These loaned managers get a part of their salary from the organization and the rest from the agencies that have loaned them
  25. 25. One person’s job is shared by two people These two people split an eight- hour work day Though two people hold one job, the company Work Sharing Though two people hold one job, the company has to pay only one person’s wage This option helps organizations to retain competent employees in lean periods
  26. 26. Early Retirement The main purpose of this technique is to retire some of the highest paid individuals in the organization and delegate their responsibilities to other employees who are collectively paid less than that individual This is a cost-saving technique
  27. 27. Attrition Attrition is a process whereby as incumbents leave their jobs for reasons such as retirement, resignation, transfers etc, those jobs are not filledresignation, transfers etc, those jobs are not filled This is accompanied by a hiring freeze No recruitment will take place for jobs that are to be eliminated
  28. 28. Limitations • Accuracy Support• Support • Number game
  29. 29. THANK YOUYOU

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