VOLUME NO. 3 (2012), ISSUE N O.

9 (S EPTEMBER)

ISSN 0976-2183

HUMAN RESOURCE PLANNING &HRP'" INSIGHTS FROM THE COMMERCIAL BANK OF CEYLON &CBC'
MAKSUDA HOSSAIN LECTURER FACULTY OF BUSINESS ADMINISTRATION EASTERN UNIVERSITY DHAKA ABU MD. ABDULLAH SR. LECTURER FACULTY OF BUSINESS ADMINISTRATION EASTERN UNIVERSITY DHAKA AFSANA PERVINE MBA GRADUATE DHAKA UNIVERSITY BANGLADESH
ABSTRACT
Thi !"!#$ h" %##& !$#!"$#' (& )h# h*+"& $# (*$,# !-"&&i&. (/ C(++#$,i"- B"&0 (/ C#1-(& 2CBC3. H*+"& $# (*$,# !-"&&i&. %#i&. " ,$i)i,"- !"$) (/ h*+"& $# (*$,# +"&".#+#&) ,"$$i# h*.# i.&i/i,"&,# )( $*& "& ($."&i4")i(& +(()h-1. A )h# &"+# i+!-i# +"&".#+#&) '(# &() h"5# )( /",# (% )",-# $#."$'i&. #+!-(1## i/ )h# !-"&&i&. i '(&# "!!$(!$i")#-1. Thi !$(,# (/ h*+"& $# (*$,# !-"&&i&. ($ +"&!(6#$ !-"&&i&. h" %##& !$# #&)#' h#$# )h# 6"1 i) i /(--(6#' %1 CBC. Th# (%7#,)i5# (/ )h# !"!#$ h" "- ( %##& )( !$# #&) )h# h*+"& $# (*$,# !-"&&i&. (/ )hi %"&0. A/)#$ 'i ,* i(& )h#$# i /i&'i&. (& )h# !-"&&i&. !$(,# 6hi,h h(6 )h") "-)h(*.h )hi %"&0 i &() /(--(6i&. *,h !-"&&i&. +#)i,*-(* -1 i) i &() h"5i&. "&1 !$(%-#+ "- (. B*) )( "5(i' "&1 *''#& #)%",0 i& /*)*$#, 6#-'#/i&#' )#! h" %##& $#,(++#&'#' ") )h# #&' (/ )hi !"!#$.

KEYWORDS
.u3!n resource pl!nnin&% M!rcov !n!lysis% Recruit3ent% "election% "uccession pl!nnin&(

INTRODUCTION
ifferent schol!rs define .u3!n Resource Pl!nnin& in different w!ysA but the definition of Decen-o !nd Robbins (E**I) focus on the sub4ect 3!tters !s well !s the ob4ectives of .RP( Accordin& to the3% L.RP is the process by which !n or&!ni-!tion ensures th!t it h!s the ri&ht nu3ber !nd =ind of people% !t the ri&ht pl!ces% !t the ri&ht ti3e% c!p!ble of effectively !nd efficiently co3pletin& those t!s=s th!t will help the or&!ni-!tion !chieve its over!ll ob4ectivesG( .R Pl!nnin& involves &!therin& of infor3!tion% 3!=in& ob4ectives% !nd 3!=in& decisions to en!ble the or&!ni-!tion !chieve its ob4ectives( By .!rpreet (n(d) Lthe success of every industri!l or co33erci!l or&!ni-!tion he!vily depends upon the contribution 3!de by e3ployees !s they perfor3 v!rious t!s=s to which they !re !ssi&ned( .u3!n resource pl!nnin& strives to use hu3!n resources in !n effective 3!nner so !s to tr!nsfor3 the3 for re!li-in& the ob4ectives of the or&!ni-!tion( <hus% it !i3s !t rel!tin& the people !t wor= with the !ctivities necess!ry to !chieve the or&!ni-!tion!l &o!lsG( <he necessity for hu3!n resource or 3!npower pl!nnin& is w!y 3ore cruci!l in service-driven institutions li=e b!n=s( A well-or&!ni-ed% successful !nd disciplined b!n=in& syste3 pro3otes the route of econo3ic develop3ent !s per n!tion!l &uidelines( t wor=s !s !n !&ent for brin&in& on econo3ic!l% industri!l% !nd !&riculture develop3ent !nd !ffluence of the country( <o be !ble to overco3e the e3er&in& ch!llen&es due to &lob!li-!tion% liber!li-!tion !nd the tr!nsn!tion!l incursion b!n=s h!ve to const!ntly strive to confer new force !nd direction to en!ble its e3ployees( <h!t is the re!son !n or&!ni-ed hu3!n resource str!te&y with focus on people is critic!l( Only those fir3s with the cle!rest .RP% recruit3ent% retention% e3ployee en&!&e3ent !nd develop3ent str!te&ies will h!ve the vit!l co3petitive ed&e in wh!t will be ! 3uch ti&hter 3!r=et over the ne:t few ye!rs( <he !i3 of this p!per is to e:!3ine the hu3!n resource pl!nnin& of ,o33erci!l B!n= of ,eylon( <he e:!3in!tion will !scert!in the procedure% proble3s !nd so3e prob!ble su&&estions of hu3!n resource pl!nnin& of the co3p!ny( <his p!per is divided into four p!rtsB the first p!rt cont!ins ! liter!ture review on .RP% the second p!rt presents the rese!rch 3ethodolo&y used in this wor=% the third p!rt co3prises of the discussion !nd !n!lysis of .RP on ,o33erci!l B!n= of ,eylon( <he fin!l p!rt consists of findin&s !nd reco33end!tions of the rese!rch(

LITERATURE REVIEW
Accordin& to Decen-o !nd Robbins (E**I) there !re four functions of .RM- st!ffin&% tr!inin& !nd develop3ent% 3otiv!tin& !nd 3!inten!nce of the e3ployees( n the function of st!ffin& .R pl!nnin& is the 3ost i3port!nt t!s= concerned with hirin& !nd firin& of hu3!n resources( n &ener!l% .RP is defined !s decidin& in !dv!nce how the or&!ni-!tion predicts its future .R needs both in nu3ber !nd s=ill( <he i3ple3ent!tion of .R pl!nnin& is two sidedA one is recruit3ent in c!se of undersupply of e3ployees !nd !nother is l!yoffs% retrench3ent or e!rly retire3ent in c!se of oversupply of the3( .RP is one of the fund!3ent!l issues in str!te&ic hu3!n resource 3!n!&e3ent( Boyd (E**H) considered .RP !s ! future business str!te&y( ?erther !nd D!vis% (E**+)% Dessler% (E**0)% M!this !nd J!c=son% (E**F) !nd Decen-o !nd Robbins% (E**I) showed v!rious steps for the or&!ni-!tions who w!nt to undert!=e .R pl!nnin&( Accordin& to '!n=ervis% ,o3pton% !nd B!ird (E**E) three steps !re co33on in !ll .RPA these !re l!bor de3!nd forec!stin&% l!bor supply forec!stin& !nd b!l!ncin& supply !nd de3!nd or i3ple3ent!tion of the pl!nnin&( <hou&h% .R pl!nnin& is cert!inly difficult% !nd thou&h there is no e:cuse for not doin& it 3ost of the or&!ni-!tions !void it( <his !spect of .R is one of the 3ost ne&lected in the .R field (8!ret!% n(d)( By .!s!n (E**J) resist!nce by e3ployers !nd e3ployees !nd tr!de unions% future uncert!inties% in!de@u!cies of infor3!tion syste3% in!bility to identify crisis% l!c= of coordin!tion with other 3!n!&e3ent functions !nd f!ilure to inte&r!te with or&!ni-!tion pl!ns !re so3e of the re!sons for which or&!ni-!tions !void .R pl!nnin&( Dur!i (E*)*) s!id th!t 3!ny e3ployers resist the introduction of .R pl!nnin& in their or&!ni-!tions bec!use of the incre!sed l!bor cost !ssoci!ted with l!bor forec!stin& !nd pl!n i3ple3ent!tion( ncre!sed tr!inin& re@uire3ent !s p!rt of the .R pl!n c!n !lso push up the l!bor costs( .e !lso !dded th!t usin& outd!ted .R pr!ctices c!n be one of the b!rriers to i3ple3ent !n effective .RP( As business profits !re s@uee-ed by infl!tion !nd ! we!=ened econo3y% 3!n!&e3ent is !lso concerned with personnel costs !nd is see=in& to !chieve incre!sed output with the s!3e or fewer st!ffM.RP is beco3in& 3ore !nd 3ore in business circles (Boyd% E**H)( Accordin& to hi3 !s we 3ove to the E)st century where ! &lob!li-ed wor=force is the b!sis of co3petition we find th!t the principles of .R pl!nnin& !re unch!n&ed( Rese!rch !lso stressed the need for 3!npower

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ISSN 0976-2183

pl!nnin& b!sic!lly for l!r&e or&!ni-!tions th!n in s3!ller ones( As .R c!nNt force the business to do .R pl!nnin&% but .R c!n nud&e thin&s in the ri&ht direction by h!vin& so3e cle!r e:pect!tions of wh!t the business units should be doin& when it co3es to pl!nnin& .R(

OBJECTIVES
$ro3 the liter!ture review we h!ve !lre!dy noted th!t how i3port!nt .R pl!nnin& is both fro3 or&!ni-!tion!l !nd str!te&ic perspective( Accordin& to Burton (n(d)% L!n .R dep!rt3ent th!t is well-versed !nd e:perienced in pl!nnin& c!n 3!=e ! co3p!ny 3uch 3ore productive !nd cost-efficientG( Or&!ni-!tions need pl!nnin& for hu3!n resources to deter3ine st!ffin& level needs% to predict turnover% to cre!te re@uire3ents !nd 4ob descriptions for hirin&( .R dep!rt3ents !re often responsible for firin& !nd l!yoffs( <his !lso involves pl!nnin&( <here should be ! consistent process for ter3in!tin& people% since inconsistencies c!n tri&&er l!wsuits( .owever% with ! &re!t i3port!nce of .R pl!nnin& 3ost business entities in B!n&l!desh !s well !s the whole world !void pl!nnin&( As it is ! c!se b!sed study throu&h this we c!n find out whether the or&!ni-!tion uses .R pl!nnin& or notA or if they use wh!t is the process of it(

RESEARCH METHODOLOGY
<he !rticle is ! c!se study b!sed @u!lit!tive rese!rch( Both pri3!ry !nd second!ry d!t! !re used for d!t! collection( 8!rious !c!de3ic conte:ts% boo=s% 4ourn!ls% investi&!tive reports !nd .R dep!rt3ent!l 3!nu!ls !re used !s second!ry d!t! of the rese!rch( Person!l discussion !nd interview with e3ployees !re the sources of pri3!ry d!t! collection( <hou&h% it is not ! @u!ntit!tive rese!rch ! structured @uestionn!ire w!s used to =eep the rese!rch in !n !sse3bly( nterview the respondents !re !lso t!=en b!sed on .R or 3!npower pl!nnin& policies !nd pr!ctices of the or&!ni-!tion( Most of respondents !re .R 3!n!&ers !nd other line 3!n!&ers !s the topic is deeply rel!ted !nd sensitive to or&!ni-!tion!l str!te&y !nd sensitive to its co3petition( Ouestionn!ire w!s developed focusin& on so3e i3port!nt issues li=eA i3port!nce of pl!nnin&% person responsible for pl!nnin&% need !ssess3ent !nd de3!nd forec!stin& 3ethod used in pl!nnin& etc( <hrou&h the @uestionn!ire we !lso try to collect e3ployees6 e:pect!tions !nd su&&estions re&!rdin& the 3!npower pl!nnin&( ,h!rt !nd di!&r!3s !re !lso used b!sed on the responses(

RESULTS AND DISCUSSION

SOME WORDS ABOUT COMMERCIAL BANK OF CEYLON &CBC' n )JFJ ,o33erci!l B!n= of ,eylon (,B,) h!d st!rted its 4ourney !nd now it is one of the le!din& co33erci!l b!n=s in "ri 5!n=! with E)0 br!nches !nd 3ore th!n 1** A<Ms( t h!s been r!ted !s the Best B!n= in "ri 5!n=! by K#lob!l $in!nceK for the )0th consecutive ye!r !nd !lso !s the B!n= of the 2e!r by K<he B!n=erK M!&!-ine on seven occ!sions( t entered the b!n=in& business in B!n&l!desh !s ! subsidy in E**0( Over the period of l!st J ye!rs of oper!tion in B!n&l!desh% ,B, h!s e:p!nded its br!nch networ= to I br!nches% E booths% E speci!li-ed OB7 (Offshore B!n=in& 7nit) sections !nd F "M9 centers( As ! 3ultin!tion!l co3p!ny tot!l 3!n!&e3ent is controlled fro3 ,olo3bo !nd 3ost of top level posts (i(e(A ch!ir3!n% deputy ch!ir3!n% 3!n!&in& director !nd director) !re occupied by the ,olo3bi!ns( HR PLANNING OR MANPOWER PLANNING #ener!lly% !fter co3pletin& 4ob !n!lysis e3ployee recruit3ent !nd selection st!rtsA but fro3 .R pr!ctitioners6 point of view .RP is the first step or precondition without which recruit3ent !nd selection c!n6t be held( Pl!nnin& 3e!ns decidin& in !dv!nceA hu3!n resource pl!nnin& 3e!ns !ny =ind of pl!nnin& re&!rdin& hu3!n resources within the or&!ni-!tion( Accordin& to Dessler (E**0) Lpersonnel pl!nnin& is the process of decidin& wh!t positions the fir3 will h!ve to fill% !nd how to fill the3G( Bull! !nd "cott6s% )JJ+ !s cited in Dur!i (E*)*) defined .RP !s ! process for ensurin& th!t the hu3!n resource re@uire3ents of !n or&!ni-!tion !re identified !nd pl!ns !re 3!de for s!tisfyin& those re@uire3ents( ?ithout developin& !n effective .RP it is difficult for !n or&!ni-!tion to 3!tch its current .R re@uire3ents with th!t of the future( Dur!i (E*)*) described the purpose of .RP fro3 two perspectivesB fro3 the bro!d or&!ni-!tion!l perspective% .RP intends to !chieve better custo3er s!tisf!ction% @u!lity enh!nce3ent% !nd i3proved e3ployee 3otiv!tion( $or3 function!l perspective% it !i3s !t enh!ncin& the e3ployees6 3otiv!tion !nd co33it3ent% te!3 spirit% 3utu!l trust !nd cre!tivity( ?hether it is l!r&e or s3!ll or 3ediu3% !ccordin& to Dur!i (E*)*) !n or&!ni-!tion h!s to p!ss si: steps for ! successful .RP( $i&ure-) shows th!t !t the first step of the process or&!ni-!tion 3ust set wh!t it w!nts to !chieve or &o!lA in second step for the purpose of d!t! collection sc!nnin& of e:tern!l environ3ent (i(e(% econo3ic situ!tion% le&isl!tive 3e!sures% l!bor 3!r=et scen!rio% technolo&ic!l !dv!nce3ent etc() is undert!=en( n the ne:t step% or&!ni-!tion 3!=es !n intern!l sc!n !nd identifies !v!il!ble s=ills within the or&!ni-!tion( n need !ssess3ent st!&e or&!ni-!tion identifies the nu3ber !nd @u!lity re@uire3ents of e3ployees in future !nd their prospected sources to &et such e3ployees( <he l!st st!&e of .RP is i3ple3ent!tion st!&eMwhere the or&!ni-!tion 3!=es Crecruit3ent6 or Cdecruit3ent6 (l!yoffs% downsi-in&% retrench3ent etc() FIGURE 1" HR PLANNING PROCESS S74452> 9;>125J145921? 9I:7<45G7, & ,4;147>57,

S<12252> 4C7 72G5;926724

P;7E1;52> 52 C9F,7 ,B5?? &<96E7472<3 52G7249;3

HR 89;7<1,452>)277H 1,,7,,6724

HR 89;7<1,452>)7,45614592 98 1G15?1I5?543

D7G7?9E52> HR E?12, & E;9>;16, R7<;F546724A;7HF<4592 "ourceB Dur!i (E*)*% p-))+) HR PLANNING OF CBC Or&!ni-!tions c!n develop .RP for !ll types of e3ployees wor=in& in the or&!ni-!tion% whether lower level% 3id-level or top level( Accordin& to Dessler (E**0)% personnel pl!nnin& cover !ll the fir3s6 future positions% fro3 3!inten!nce cler=s to ,9O( Another rese!rch by ($isher% "choenfeldt ; "h!w% E**+) s!ys% 3!npower pl!nnin& c!n be different typesA one is !&&re&!ted pl!nnin& !nd !nother is pl!nnin& for individu!l incu3bents( A&&re&!te pl!nnin& is re@uired for 3ultiple incu3bents wor=in& for ! 4ob or 4ob c!te&ory below the 3id-3!n!&e3ent level% r!ther th!n ! specific position( On the other h!nd% 3!npower pl!nnin& for individu!l e3ployee is undert!=en to occupy ! cert!in position( n the ,B,% both type of .R pl!ns !re undert!=enA i(e(% !&&re&!te pl!nnin& is undert!=en for cler=s% 3essen&ers !nd others !nd individu!l pl!nnin& is undert!=en for both 3id !nd upper level 3!n!&eri!l positions( $i&ure E shows ! hypothetic!l fr!3ewor= of .R pl!nnin& of ,B,A every p!rts of the fi&ure is discussed l!ter with the respected topics(

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FIGURE 2" A HYPOTHETICAL FRAMEWORK OF HRP IN CBC OI:7<45G7 9; >91? ,74452> S47E)1 R5>C4 E79E?7 R5>C4 E?1<7 R5>C4 4567 R5>C4 65K 98 ,B5??, S<12252> 72G5;926724 S47E)2 L7>5,?14592 E<92965< 81<49;, T7<C29?9>3 C96E74549;, ,4;147>3

ISSN 0976-2183

S47E)3 D7612H 89;7<1,4 M74C9H F,7H" P;9HF<45G543 ;1459 M121>7;51? :FH>6724

I247;21? 89;7<1,4 F9;7<1,4 ,FEE?3 EK47;21? 89;7<1,4 S47E)$ I8 F2H7;,FEE?3 EK7<F4592 S47E)% I8 9G7;,FEE?3 L13988, & 8;77J52> ;7<;F546724

HRIS, 61;<9G 121?3,5,, R7E?1<76724 <C1;4, ,F<<7,,592 E?12252> & ,B5?? 52G7249;3 121?3,5, L1I9; 61;B74 & W9;B 89;<7 H5G7;,543

R7<;F546724

"ourceB nterview ; $ield wor= SCANNING THE ENVRONMENT BY CBC 9nviron3ent!l sc!nnin& 3e!ns collectin& infor3!tion !bout different f!ctors of e:tern!l environ3ent in ! business !re! which c!n influence its !ctivities( <his infor3!tion is then closely scrutini-ed to fi&ure out !ny possibility of ch!n&es in the environ3ent( As ,B, is ! forei&n or&!ni-!tion it h!s to focus on &overn3ent rules !nd re&ul!tions% econo3ic condition !nd technic!l !dv!nce3ent of the country which c!n e!sily ch!n&e their p!ttern of !ctivities( A3on& v!rious rules !nd re&ul!tions of the &overn3ent business l!w% co3pens!tion policy set by the country% t!: r!te !nd rules re&!rdin& e3ployee selection c!n ch!n&e their decision re&!rdin& .RP( On the other h!nd% boo3 !nd recession !re the two 3ost i3port!nt econo3ic f!ctors to &uide their pl!n re&!rdin& L3enG( Any sudden ch!n&e of the technolo&y c!n results in !n !d4ust3ent in 3!npower pl!nnin&( n E**0 when ,B, st!rted their business in B!n&l!desh with ,B" ( nte&r!ted ,o3prehensive B!n=in& "yste3)% one of the b!n=in& softw!re% ! &ood nu3ber of e3ployees !re sent to ,olo3bo for tr!inin& on this( ,o3petitors6 str!te&y is !nother f!ctor th!t 3!y influence hu3!n resource pl!nnin& of the ,B,( "tr!te&y of ."B, other forei&n b!n=s% or priv!te b!n=s re&!rdin& @u!lity !nd @u!ntity of e3ployees !lso influence pl!ns of ,B,( Beside this% centr!l b!n=s6 rules !nd re&ul!tion re&!rdin& co3pens!tion !nd pl!ce3ent% !&e li3it for e3ployee selection etc( !lso influence in developin& .R pl!nnin&( C'o e3ployee c!n wor= !t the s!3e dep!rt3ent or br!nch 3ore th!n three ye!rs6-- this pl!ce3ent decision developed by B!n&l!desh B!n= is !d!pt!ble both for forei&n !nd public b!n=s within the country( FORECAST DEMANDS FOR HR, IN CBC After collectin& !ll of the intern!l !nd e:tern!l infor3!tion !bout business environ3ent it is pl!nners6 duty to forec!st de3!nd for hu3!n resources( $orec!stin& .R de3!nd ensures how 3!ny !nd wh!t type of e3ployees !re re@uired for future d!te to !chieve the or&!ni-!tion!l &o!l !nd effectiveness of .R de3!nd depends upon ri&htly pro4ectin& the future( <rend !n!lysis% r!tio !n!lysis% sc!tter plot% usin& co3puters to forec!st personnel re@uire3ents% 3!n!&eri!l 4ud&3ents etc( !re sever!l 3ethods to predict e3ploy3ent needs (Dessler% E**0)( Dur!i (E*)*) s!id th!t need !ssess3ent of .R depends upon future de3!nd for its &oods !nd services% 3!n!&e3ent philosophy% !bsenteeis3% l!bor turnover r!te% or&!ni-!tion!l &rowth p!ttern% pl!nned technolo&ic!l i3prove3ents% the proposed ch!n&e in product lines !nd the fin!nci!l c!p!bilities for forec!stin& .R re@uire3ents( ?h!tever the options% de3!nd forec!stin& 3ethods c!n be divided into two c!te&oriesB 4ud&3ent!l !nd 3!the3!tic!l ($isher% "choenfeldt ; "h!w% E**+)( As ! 3!the3!tic!l 3ethod ,B, uses productivity r!tio !n!lysis( <hey !n!ly-e productivity r!tio fro3 0 different levels (fi&ure 0)B top level% 3id-level !nd lower level( FIGURE 3" PRODUCTIVITY RATIO OF EMPLOYEES Level Way ! "#!$%& 'v' y (ea)%#e(e* <op "tep ) 93ployees h!ve to brin& deposits for b!n=s fro3 custo3ers( "tep E Br!nch 3!int!inin& c!p!bility of the e3ployees is 3e!sured( "tep 0 93ployees6 le!dership @u!lity is !n!ly-ed in v!rious occ!sion( Mid 9rrorless wor= or r!tio of error in the wor=s is considered !s their productivity( 5ower ,usto3er s!tisf!ction with those e3ployees is 3e!sured !s their productivity( <hou&h% r!tio !n!lysis is !n effective tool for prediction it 3ust be noted th!t the we!=ness of the 3ethod is it i&nores other i3port!nt f!ctors li=e the incre!se in e3ployee efficiency !nd the i3prove3ent in technolo&y in 3e!surin& e3ployee productivity (Dur!i% E*)*)( Another 3ethod for forec!stin& .R de3!nd is L3!n!&eri!l 4ud&3entGA so3e .R pr!ctitioners considered it !s Lun!idedG 3!n!&eri!l 4ud&3ent bec!use it is not possible by the e:perts to 3!=e decisions without consultin& other dep!rt3ents !nd for this re!son line 3!n!&er of different dep!rt3ents wor= to&ether with e:perts to develop their .R re@uire3ents( t is !lso c!lled Lbotto3-up !ppro!chG( t is noted th!t% in s3!ll or&!ni-!tions e:perts would be the directors of oper!tors or .R 3!n!&er (if !ny) !nd in l!r&e or&!ni-!tion% e:perts !re those 3!n!&ers who !re responsible for future st!ffin& needs of their dep!rt3ents (D!vis% E**+)( ,B, considers it !s ! &ood 3ethod when possibility of future ch!n&es is very s3!ll% e:perts c!n utili-e their p!st e:periences% when there is !n !v!il!bility of privile&ed infor3!tion !nd when e:perts receive !ccur!te !nd well-su33!ri-ed feedb!c= !bout their forec!sts(

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VOLUME NO. 3 (2012), ISSUE N O. 9 (S EPTEMBER)

ISSN 0976-2183

n deter3inin& .R de3!nd% e!ch or&!ni-!tion!l sub-unit h!s to sub3it its net personnel re@uire3ent to the corpor!te forec!stin& unit% b!sed on future needs for l!bor re@uired to 3eet the !&reed on corpor!te !nd sub-unit ob4ectives (Belcourt ; McBey% E**+)( <o deter3ine net personnel re@uire3ents the followin& e@u!tions c!n be usedB HR $e(a*$ + e, e#*al )%""ly - '* e#*al )%""ly E, e#*al )%""ly #e.%'#e(e* ) + #e"la&e(e* - &/a*0e )%""ly &!("!*e* ) Re"la&e(e* )%""ly + /'#'*0 ! #e"la&e all *!#(al l!))e) ('or3!l losses !re those resulted fro3 retire3ents% ter3in!tions% volunt!ry turnover% pro3otions% tr!nsfers !nd le!ves !nd those losses 3ust be repl!ced to =eep the wor=force si-e !t the current level() C/a*0e )%""ly &!("!*e* ) + /'#'*0 ! '*&#ea)e !# $e&#ea)e /e !ve#all ) a11'*0 level 2$e)'#e$ 1% %#e 0#!3 / #a e4 TC5, 7QF14592 <12 1?,9 I7 F,7H I3 4C7 89??9D52> D13" E, e#*al )%""ly + &%##e* 3!#51!#&e )'6e 7 #e"la&e(e* 8 "e# yea# - &/a*0e 8 "e# yea#4 "ourceB Belcourt ; McBey% E**+) 7sin& !n e:!3ple fro3 ,B, of the position of Deputy M!n!&er (DM) on the ye!r E*)) we find out the re@uired e:tern!l supply of the position( EK47;21? ,FEE?3 98 DM L 1$ M (N O (N L 1$ &0*( O 0*(' L 1 O 1 L 2 ( n the e@u!tion !bove note th!t the fi&ure ) w!s rounded up fro3 *(JH)( of the new hires% ) DM is !lloc!ted strictly to repl!ce the dep!rtin& DM !nd the other constitute the ch!n&e re@uire3ent for new &rowth( FORECAST SUPPLY Both intern!l !nd e:tern!l forec!stin& is used to forec!st .R de3!nd of the or&!ni-!tion( ,B, uses v!rious 3ethods in forec!stin& .R supply% i(e(% 3!rcov !n!lysis% succession pl!nnin&% repl!ce3ent ch!rt% hu3!n resource infor3!tion syste3 etc(

MARCOV ANALYSIS, REPLACEMENT CHART AND SUCCESSION PLANNING

<o forec!st future .R supply one of the i3port!nt tool is 3!rcov !n!lysis which pro4ects the nu3ber of e3ployees th!t will ret!in in the or&!ni-!tion for ! specific period% &ener!lly within one or two ye!rs( M!rcov !n!lysis c!n esti3!te this nu3ber by usin& ! st!tistic!l tool c!lled ! tr!nsition!l 3etrics( Moreover% we c!n c!lcul!te the ch!in of 3ove3ent fro3 !n entry-level 4ob to !ll the w!y to ,9O !ppoint3ent% !lon& with forec!st ti3es of !rriv!l% st!y% !nd dep!rture% in con4unction with bre!=s in c!reer pro&ression !lon& the w!y (Belcourt ; McBey% E**+)( 'oe% .ollenbec=% #erh!rt !nd ?ri&ht (E**F) s!id% LMetrics such !s these !re e:tre3ely useful for ch!rtin& historic!l trends in the co3p!ny6s supply of l!bor( More i3port!nt if conditions re3!in so3ewh!t const!nt% they c!n !lso be used to pl!n for the futureG( By "tone ; $iorito ()JHF) cited in Belcourt ; McBey (E**+) the len&th of !n !ver!&e ch!in is !ppro:i3!tely three( M!rcov !n!lysis is !lso i3port!nt in deter3inin& tr!inin& !nd develop3ent courses% 4ob rot!tion re@uired by the e3ployees !s it depicts the ch!in of 3ove3ent( $i&ure +! shows future supply of e3ployees of ,B, by usin& tr!nsition!l 3etrics( <he fi&ure shows in E*))% in officer level the nu3ber of initi!l e3ployees !re 11( $ro3 the3 )+ e3ployees !re pro3oted !s senior officer !nd E e3ployees !re pro3oted !s senior e:ecutive officer% the percent!&e is respectively E1P !nd +P( n the s!3e ye!r + e3ployees !re e:ited fro3 the s!3e position( $our positions (officer% senior officer% senior e:ecutive officer% !ssist!nt 3!n!&er) !re chose to 3!=e the !n!lysis !nd b!sed on the !n!lysis we 3!de ! pro4ection of the supply of e3ployees in E*)E (fi&ure +b)(

FIGURE $" TRANSITION PROBABILITY MATRI- APPLIED ON CBC HR PRACTICES

FIGURE $1" TRANSITION PROBABILITY MATRI- APPLIED TO INCUMBENTS OF THE YEAR 2*11 T;12,54592 P;9I1I5?543 M14;5K 98 CBC, 2*11 D7,5>214592 I25451? ,418852> O885<7; S7259; 9885<7; S7259; EK7<F45G7 A,,5,4124 ?7G7? O885<7; M121>7; 'u3ber P 'u3ber P 'u3ber P 'u3ber O885<7; 11 0J I) )+ E1 E + -S7259; 9885<7; +) --00 H* I )I ) S7259; EK7<F45G7 O885<7; EE ----E* J) E A,,5,4124 M121>7; )F ------)) P;7H5<47H 72H)98)371;, 2*11 ,418852> -0J +I EJ + ?7G7? EK54 P -E J FJ 'u3ber + ) * * 1 P I E * *

FIGURE $I" TRANSITIONAL PROBABILITY MATRI- PROJECTED FOR THE YEAR, 2*12 BASED ON YEAR, 2*11 T;12,545921? P;9I1I5?543 M14;5K, E;9:7<47H 89; 2*12P D7,5>214592 I25451? ,418852> ?7G7? 9885<7; S7259; 9885<7; S7259; EK7<F45G7 O885<7; A,,5,4124 6121>7; EK54 O885<7; 0J EH )* E * E S7259; 9885<7; +I -0H H ) ) S7259; EK7<F45G7 O885<7; EJ --EF 0 * A,,5,4124 M121>7; + ---)* * P;7H5<47H 72H)98)371;, 2*12 ,418852> ?7G7? -EH +H 0F )+ 0 PNF6I7;, C1G7 I772 ;9F2H7H 49 DC9?7 H5>54, I7<1F,7 8;1<4592, 98 76E?9377, 1;7 294 671252>8F? "uccession pl!nnin& is ! ch!rt or or&!ni-!tion!l structure which shows how v!c!nt positions of 3!n!&ers !nd profession!ls !re filled by the intern!l or e:istin& l!bor force( Most of the ti3e% 3!rcov !n!lysis is used to develop ! repl!ce3ent ch!rt or succession pl!nnin&( As ,B, is ! forei&n or&!ni-!tions they prefer to fill up their top positions by own n!tion!ls !nd for this re!son they h!ve no for3!l succession pl!nnin&( But if they !ppro!ch such ! brilli!nt !nd c!liber e3ployee to fill up the top v!c!ncy they will try their best to =eep the e3ployee with his best e:pected respect% so3eti3es ,B, cre!tes new position for the c!ndid!tes but such !ctivity is li3ited to )P-EP( Acceler!ted pro3otion is !nother option to !d4ust the situ!tion besides re&ul!r pro3otion( HUMAN RESOURCE INFORMATION SYSTEM &HRIS' 'ot only production sector is e3br!cin& new technolo&y% but !lso .R dep!rt3ents !re !lso usin& technolo&y to &et efficiency( Or&!ni-!tions !re now usin& softw!re !pplic!tion for recruit3ent% selection% p!yroll of c!ndid!tes etc( (fi&ure 1) !ll !re .R " !ctivities( More specific!lly .R " is ! d!t! entry% d!t! tr!c=in&% !nd d!t! infor3!tion process where or&!ni-!tion c!n &et !ll types of re@uired infor3!tion !bout the e3ployees( 9!se to use% !uto3!tion !nd sheer infor3!tion 3otiv!te !ny or&!ni-!tions to undert!=e .R "( Accordin& to Denisi !nd #riffin (E**1) Lthe syste3 is 3uch 3ore th!n 4ust co3puter h!rdw!re !nd softw!re(G <hey !lso !dded th!t !lthou&h 3!ny or&!ni-!tions develop their own syste3s% there !re !lso p!c=!&es th!t c!n h!ndle 3ost .R " needsA such type of p!c=!&e used by ,B, is ,B" ( nte&r!ted ,o3puteri-ed B!n=in& "yste3)( "=ill inventory !n!lysis is !lso done by the help of .R "( $i&ure 1 shows different types of !ctivities th!t !re undert!=en by the use of .R "(

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VOLUME NO. 3 (2012), ISSUE N O. 9 (S EPTEMBER)

FIGURE %" HRIS ACTIVITIES HR E?12252> & 121?3,5, E6E?9377 & ?1I9; ;7?14592, HR ?1D

ISSN 0976-2183

E6E?9377 C71?4C & ,18743

HRIS
S418852> C96E72,1 4592 & I727854, HR H7G7?9E67 24

E-ECUTION OF HR PROGRAMS After &oin& throu&h !ll the steps if or&!ni-!tion f!ce .R deficit (.R de3!nd Q .R intern!l supply) they 3!=e recruit3ent( ,onversely% if they f!ce .R surplus (.R de3!nd R .R intern!l supply) they 3!y use different str!te&ies li=e% e3ployee ter3in!tion% l!yoffs% hirin& free-e etc( n the study of ,B, we find th!t &ener!lly they do not t f!ce !ny e3ployee surplusA 3oreover they h!ve e3ployee deficit( <o !d4ust this deficit they prefer online !s ! source of recruit3ent( re $or 3iddle !nd top level v!c!ncies so3eti3es they use e3ployee references( 9:ecution of .R pl!nnin& of ,B, is divided into into 0 !re!s b!sed on e3ployee levels shown in fi&ure FB FIGURE #" E-ECUTION OF HR PLANNING L7G7? R7<;F546724 ,9F;<7 KSA ;7QF5;7H T9E "uccession pl!nnin& <echnic!l s=ill Ability to brin& business for the b!n= <he le!dership power !nd br!nch 3!int!inin& c!p!bility( M5HH?7 Printin& !nd electronic 3edi! Productivity of e3ployees R!te of error done by e3ployees L9D7; Outsourcin& f!r3 ; internship 8oucher !nd other level s=ills on the b!sis of d!ily perfor3!nce( "ourceB nterview !nd $ield wor=

FINDINGS & RECOMMENDATION

<here is no doubt !bout the i3port!nce of .R pl!nnin& in both &ener!l level !nd str!te&ic level of !n or&!ni-!tion( 'ow!d!ys or&!ni-!tions need to pl!n for their own surviv!l !s they &r!pple to de!l withB intensified co3petition fro3 ho3e !nd !bro!dA l!bor 3!r=et f!ctors% recruit3ent !nd retentionA the speed of infor3!tion !c@uisition !nd disse3in!tionA the &lob!li-!tion of econo3ic !ctivitiesA consu3eris3 !nd the drive for @u!lity !t !n !ccept!ble price (Reilly% )JJF cited in "incl!ir% E**+)( ,B, believes th!t !s people !re the 3!in ch!uffeur de!lin& with the3 effectively by developin& ! &ood pl!nnin& helps the or&!ni-!tion to !d4ust with upturns !nd downturns of the or&!ni-!tion!l environ3ent( An investi&!tion su&&ested th!t ,B, use F*P (!ppro:() of its bud&et on e3ployee s!l!ry !nd co3pens!tion% 1P (!ppro:() !s !d3inistr!tive e:penses% 0*P (!ppro:() for tr!inin& purposes !nd the rest of )HP (!ppro:() for recruit3ent% selection% pl!ce3ent !nd pro3otion purposes( $ro3 this d!t! we c!n e!sily s!y th!t there is is no bud&et for .R pl!nnin& precisely( <he re!son behind this c!n be two foldedA one is 3!n!&e3ent still c!nnot re!li-e the i3port!nce of .R pl!nnin& !nd !nother is &lut of prospected e3ployees in l!bor l 3!r=et( A developin& country li=e B!n&l!desh where une3ploy3ent ne3ploy3ent r!te is hi&h 3ost of the &r!du!tes !nd post-&r!du!tes post &r!du!tes e!&erly w!it for !ny =ind of v!c!ncy !nnounce3entMthis !nnounce3ent situ!tion 3!y le!d 3!ny or&!ni-!tions usin& Lno pl!nnin&G or Lpl!nnin& with others li=e recruit3ent !nd selectionG( "ince we w c!nnot hope to predict the future needs with !ny cert!inty 3!ny fir3s includin& ,B, !void investin& 3oney behind .R pl!nnin&( <o !void the situ!tion Bechet (E***% (E* cited in "incl!ir% E**+) proposes th!t it is better to thin= of wor=force pl!nnin& !s providin& ! lon&er-ter3 lon ter3 conte:t within which 3ore effective ne!r-ter3 ne!r st!ffin& decisions c!n be 3!de( t 3!=es sense th!t the best Cne!r-ter36 ter36 solutions% such !s how to or&!ni-e ! succession pl!n% c!n only be deter3ined once we underst!nd wh!t the future wor=force will loo= oo= li=e( ?or=force pl!nnin& should be seen ! decision filter throu&h which other pl!ns need to p!ss ("ulliv!n% E**Ed cited in i "incl!ir% E**+)(

SCOPE OF FURTHER RESEARCH

.R pl!nnin& is one of the 3ost i3port!nt sub4ect 3!tters fro3 str!te&ic hu3!n resource resource 3!n!&e3ent perspective( But there is ! li3ited rese!rch !nd discussion in this !ren!( 9ven there is very little rese!rch on 3!rcov !n!lysis !nd succession pl!nnin& which !re very i3port!nt i3port tools in predictin& future e3ployee re@uire3ents( ?e hope th!t this study will cre!te !n opportunity of further rese!rch on these issues( $urther3ore% the rese!rch !voids !n in depth study on the i3port!nce !nd b!rriers of .R pl!nnin&A future !c!de3ics !nd schol!rs c!n !lso wor= on this !spect(

ACKNOWLEDGEMENT
?e !re th!n=ful to Ashi@ue 3ti!- - .R officer% ,B, - Moti4heel% Dh!=! for his help !nd support in writin& the present 3!nuscript(

REFERENCES
)( E( 0( +( 1( F( I( Belcourt% M( !nd McBey% >(J(% (E**+)( L"tr!te&ic .u3!n Resources Pl!nnin&G( End ed( ,en&!&e 5e!rnin&% 'ew Delhi% pp()FH-E)E( pp()FH Boyd% .(M (E**H)( LHUMAN RESOURCES PLANNING9Th# PLANNING L(&. "&' )h# Sh($) (/ i)G% PhD( <hesis% Boyd Associ!tes% pp(E-)1( pp(E Burton% J(% (n(d)( LI+!($)"&,# (/ H*+"& R# (*$,# P-"&&i&.G SonlineT( Av!il!ble !t RhttpB//www(ehow(co3/!boutDF)0*1+)Di3port!nce-hu3!n-resourceRhttpB//www(ehow(co3/!boutDF)0*1+)Di3port!nce pl!nnin&(ht3lQ SAccessed )I June% E*)ET D!vis% >( !nd ?erther ?(B(% (E**+)( LH*+"& R# (*$,# "&' P#$ (&&#- M"&.#+#&)8( 1th ed( Mc#r!w .ill% 'ew 2or=% p()F)( Decen-o% A(D( !nd Robbins% "(P(% (E**I)% L$und!3ent!ls of .u3!n Resource M!n!&e3entG( Hth ed( John ?iley ; "ons% nc(% ))) river street% .obo=en% pp(0I-)EE( Denisi A("( !nd #riffin% R(?(% (E**1)( L.RMB An ntroductionG( ,en&!&e 5e!rnin&% 'ew Delhi% p(0IF( Dessler% #(% (E**0)( LH*+"& R# (*$,# M"&".#+#&)G( Jth ed( Pe!rson 9duc!tion% 'ew Delhi% pp(J*-J0(

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ISSN 0976-2183

H( Dur!i% P(% (E*)*)% L.u3!n Resource M!n!&e3entG( Pe!rson 9duc!tion% 'ew Delhi% pp()*I-)EF( J( $isher% ,(D(% "choenfeldt% 5($( !nd "h!w% J(B(% (E**+)( LH*+"& R# (*$,# M"&".#+#&)G( 1th ed( Bi-t!ntr!% 'ew Delhi% pp()*F-)*I( )*( .!rpreet% (n(d)( LWh") i H*+"& R# (*$,# P-"&&i&.G( SonlineT <rivolo&y(co3( Av!il!ble !t RhttpB//www(trivolo&y(co3/!rticles/+)1/wh!t-is-hu3!nresource-pl!nnin&(ht3lQ SAccessed )+ June E*)ET( ))( .!s!n% M(>(M(% (E**J)% LM"&!(6#$ P-"&&i&.G SonlineT( Av!il!ble !t RhttpB//www(slidesh!re(net/=33h!s!n/iip33!npowerpl!nnin&)Q SAccessed )1 June% E*)ET )E( M!this% R(5( !nd J!c=son% J(.(% (E**F)( L.u3!n Resource M!n!&e3entG( )*th ed( <ho3son/"outh-?estern% B!n&!lore( )0( '!n=ervis% A(% ,o3pton%R(% !nd B!ird% M(% (E**E)(L"tr!te&ic .u3!n Resource M!n!&e3entG( +th ed( <ho3son% )*E Dodds "treet% "outhb!n= 8ictori! 0**F% p(H1( )+( 'oe% R( A(% .ollenbec=% J( R(% #erh!rt% B(% !nd ?ri&ht% P( M( (E**F)( LH*+"& R# (*$,# M"&".#+#&)9 G"i&i&. A C(+!#)i)i5# A'5"&)".#G( Mc#r!w-.ill% rwin% 'ew 2or=% p()H*( )1( "incl!ir% A( (E**+)( LW($0/($,# P-"&&i&.: A Li)#$")*$# R#5i#6G( nstitute for 93ploy3ent "tudies Rese!rch 'etwor=s% pp( 0-)E( )F( 8!ret!% '( (n(d)( LI+!($)"&,# (/ H*+"& R# (*$,# P-"&&i&. I& O$."&i4")i(& G( SonlineT Av!il!ble !t RhttpB//www(slidesh!re(net/reh!nr!fi@1J/hr-pl!nnin&v!ret!-)EEJ+EIFQ S Accessed I M!rch E*)ET% p()(

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