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Human Resource Planning

According to Mondy et (1996) Human Resource Planning is a systematic analysis of HR


needs in order to ensure that correct number of employees with the necessary skills are
available when they are required.

Human Resource Planning


Human Resource Planning

Objective and Benefits of HRP

Human Resource Planning at Different Levels

HRP Process

HR Demand Forecasting

HR Supply Forecasting

Succession Analysis

Markov Analysis

To understand the Human Resource Planning First, we will see what is Planning? and why is
it needed?
What is planning? Plans are methods for achieving a desired result. Goals or
objectives are specific results you want to achieve. Planning is thus the process of
establishing objectives and courses of action prior to taking action.
What is planning concerned with? Planning provides a sense of purpose and direction. It
is a comprehensive framework for making decisions in advance. It also facilitates the
organizing, leading, and controlling functions of management. Planning: allows you to make
your decisions ahead of time, it helps you to anticipate the consequences of various courses
of action, it provides direction and a sense of purpose, it provides a unifying framework
against which to measure decisions, and thus helps you avoid piecemeal decision making.
Planning also helps identify potential opportunities and threats, and facilitates control. It is
concerned with the end (what is to be done) as well as with means (how it is to be done).

Human Resource Planning (HRP) may be defined as strategy for acquisition, utilization,
improvement and preservation of the human resources of an enterprise. The objective is to
provide right personnel for the right work and optimum utilization of the existing human
resources. HRP exists as a part of the planning process of business. This is the activity of
the management which is aimed at co-ordinating requirements for and the availability of
different types of employers. The major activities of HRP include: forecasting (future
requirements), inventorying (present strength), anticipating (comparison of present and
future requirements) and planning (necessary programme to meet future requirements).

Human Resource Planning involves gathering of information, making objectives, and making
decisions to enable the organization achieve its objectives and goals. Surprisingly, this
aspect of HR is one of the most neglected in the HRM field. When Human Resource Planning
is applied properly in the field of Human Resource Management, it would assist to address
the following questions:
1. How many number of staff does the Organization have?
2. What type of employees as far as skills and abilities does the organization have?
3. How should the Organization best utilize the available human resources?
4. How can the organization keep its employees?
Human resource planning has been defined by various authorities on this subject as under:

"It is almost as difficult to keep a first class person in a fourth class job, as it is to keep a
fourth class person in a first class job."
-- Paul H. Dunn

Definitions:
Human resources planning is the process by which management ensures that it has the
right personnel, who are capable of completing those tasks that help the organization reach
its objectives. It involves the forecasting of human resources needs and the projected
matching of individuals with expected vacancies. -----International Labour Organization
According to Coleman, "Manpower planning is the process of determining manpower
requirements and the means for meeting those requirements in order to carry out the
integrated plan of the organisation".
According to Jeisler, "Manpower planning is the process including forecasting, developing
and controlling by which a firm ensures, it has the right number of people and the right
kind of people and at the right places at the right time doing things for which they are
economically most useful"
According to Dale S. Beach, "Human resource planning is a process of determining and
assuring that the organisation will have an adequate number of qualified persons, available
at the proper times, performing jobs which meet the needs of the enterprise and which
provide satisfaction for the individuals involved."
According to Wickstron, "Human resource planning consists of a series of activities viz.:

Forecasting future manpower requirement either in term of mathematical projection


of trends in the economic environment and development in industry or in term of
judgmental estimates based upon the specific future plans of a company.

Making an inventory of present manpower resources and assessing the extent to


which these resources are employed optimally.

Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively; and

Planning the necessary programs of recruitment, selection, training,


development, transfer, promotion, motivation and compensation to ensure that
future manpower requirements are properly met.

Hiring the right kind of people was cited as the most important challenge by 98 per cent of
HR and business leaders in a survey. The second most-cited concern was retaining this
talent, backed by 93 per cent of respondents.

PROBLEMS IN HRP PROCESS


The main problems in the process of HRP are as follows:
a) Inaccuracy: Human Resource Planning is entirely dependent on the HR forecasting and
supply, which cannot be a cent per cent accurate process.
b) Employee resistance: Employees and their unions feel that by Human Resource
Planning, their workload increases so they resist the process.
c) Uncertainties: Labour absenteeism, labour turnover, seasonal employment,
technological changes and market fluctuations are the uncertainties which Human Resource
Planning process might have to face.
d) Inefficient information system: In Indian industries, HRIS is not much strong. In the
absence of reliable data it is not possible to develop effective Human Resource Planning.
e) Time and expense: Human Resource Planning is time consuming and expensive
exercise, so industries avoid.

Objective and Benefits of HRP


Objectives of Human Resource Planning (HRP)
1. To recruit and maintain the HR of requisite quantity and quality.
2. To predict the employee turnover and make the arrangements for minimizing
turnover and filing up of consequent vacancies.
3. To meet the requirements of the programmes of expansion, diversification etc.

4. To anticipate the impact of technology on work, existing employees and future


human resource requirements.
5. To progress the knowledge, skill, standards, ability and discipline etc.
6. To appraise the surplus or shortage of human resources and take actions accordingly.
7. To maintain pleasant industrial relations by maintaining optimum level and structure
of human resource.
8. To minimize imbalances caused due to non-availability of human resources of right
kind, right number in right time and right place.
9. To make the best use of its human resources; and
10. To estimate the cost of human resources.

So, human resource planning is required to achieve the objectives of estimating potential
human resources requirements; to cope with changing requirements of the organisation
taking into consideration the changing technology; to make full utilization of the existing
and potential workforce of the organisation; and career planning of employees.
Benefits/Importance of Human Resource Planning
Human resource planning or manpower planning is necessary for ail organisations because
of following reasons:
To meet up requirements of the organisation: To do work in the organisation, every
organisation needs personnel of desired skill, knowledge and experience. This human
resources requirement of organisation can be effectively fulfilled through proper human
resource planning. It helps in defining the number of personnel as well as kind of personnel
required to satisfy its needs. It ensures the reservoir of desired human resources as and
when required.
Counterbalance insecurity and change: There must be proper utilisation of human and
non-human resources in the organisation. Sometimes the organisation may have adequate
non-human resources e.g. machines, materials and money but inadequate human resources
as a result, manufacturing process/production cannot be started. Human resource planning
helps to offset uncertainties and changes as far as possible and enables to ensure
availability of human resources of the right kind, at right time and at right place.
It helps in checking labour imbalance: Human resource planning helps to anticipate
shortages and/or surpluses of manpower in the organisation. The shortage of manpower as
well as surplus of manpower is not good for the organisation. It proves very expensive for
the organisation. In case of shortage of human resources, physical resources of the
organisation cannot be properly utilized. In case of surplus of human resources, this
resource may remain under-utilized It helps in counter balancing the problem of shortage
and surplus employees very comfortably. Human resource planning helps in correcting this
imbalance before it become unmanageable and expensive.

Right-sizing the human resource requirements of the organisation: In an existing


organisation, there is a constant need for right-sizing the organisation. In the organisation,
some posts may fall vacant as a result of retirement, accidents, resignations, promotions or
death of employees. Consequently, there is constant need of replacing people. Human
resource planning estimates future requirements of the organisation and helps to ensure
that human resources of right kind, right number, in right time and right place.
To meet expansion and diversification needs of the organisation: It helps to execute
future plans of the organisation regarding expansion, diversification and modernization.
Through human resource planning it is ensured that employees in right number and of right
kind are available when required to meet these needs of the organisation. It ensures that
people of desired skills and knowledge are available to handle the challenging job
requirements.
Training and Development of Employees: There is constant need of training and
development of employees as a result of changing requirements of the organisation. It
provides scope for advancement and development of employees through training and
development etc. Thus, it helps in meeting the future needs of the organisation of highly
skilled employees.
Fulfill Individual Needs of the Employees: It helps to satisfy the individual needs of the
employees for promotions, transfer, salary encashment, better benefits etc.
Helps Formulation of Budgets: It helps in anticipating the cost of human resources e.g.
salary and other benefits etc. It facilitates the formulation of human resource budget for
various departments/divisions of the organisation. So, it may also help in, the formulation of
suitable budgets in an organisation.
To Check Joblessness: In the exercise of right-sizing of employees by the organisation,
some of the employees may become surplus. It means their services are no more required
in the organisation. It tries to foresee the need for redundancy. It plans to check job loss or
to provide for alternative employment in consultation with various concerned parties and
authorities.

Human Resource Planning at Different Levels


Human resource planning is done at various levels for their own purposes by various
institutions. There are various levels of human resource planning in an industrial enterprise:
1. National Level
2. Sectoral Level
3. Industry Level
4. Unit Level

5. Departmental Level
6. Job Level
1. National Level: Generally, central government plans for human resources for the entire
nation. It anticipates the demand for and supply of human requirements at the national
level.
2. Sectoral Level: Central and state governments also plan human resource requirements
at sectoral level. It tries to satisfy needs of some particular sectors like Agriculture
Sector, Industrial Sector and Service Sector.
3. Industry Level: This level of planning is done to suit manpower needs of a particular
industry such as Engineering, Heavy Industries, Paper Industry, Consumer Goods
Industries. Public Utility Industries, Textile, Cement/Chemical Industries etc.

4. Departmental Level: This level of planning is done to suit the manpower needs of a
particular department in a company e.g. Marketing Department, Production Department.
Finance Department, etc.
5. Job Level: This level of planning fulfills the human resource needs of a particular job
family within department. For example, the requirement of number of sales executes in the
marketing department.
Need for HRP at Macro Level
Major reasons for the emphasis on HRP at macro level include:
Employment-Unemployment Situation: Though in general the number of educated
unemployed is on the rise, there is acute shortage for a variety of skills. This emphasises
the need for more effective recruitment and retaining people.
Technological Changes: The myriad changes in production technologies, marketing
methods and management techniques have been extensive and rapid. Their effect has been
profound on job contents and job contexts. These changes cause problems relating to
redundancies, retraining and redeployment. All these suggest the need to plan manpower
needs intensively and systematically.
Organizational Changes: In the turbulent environment marked by cyclical fluctuations and
discontinuities, the nature and pace of changes in organizational environment, activities and
structures affect manpower requirements and require strategic considerations.
Demographic Changes: The changing profile of the work force in terms of age, sex,
litercy, technical inputs and social background have implications for HRP.
Skill Shortages: Unemployment does not mean that the labour market is a buyers market.
Organizations have generally become more complex and require a wide range of specialist
skills that are rare and scarce. Problems arise when such employees leave.
Governmental Influences: Government control and changes in legislation with regard to
affirmative action for disadvantaged groups, working conditions and hours of work,

restrictions on women and child employment, casual and contract labout, etc. have
stimulated the organizations to become involved in systematic HRP.
Legislative Controls: The days of executive fiat and hire and fire policies are gone. Now
legislation makes it difficult to reduce the size of an organization quickly and cheaply. It is
easy to increase but difficult to shed the fat in terms of the numbers employed because of
recent changes in labour law relating to lay-offs and closures. Those responsible for
managing manpower must look far ahead and thus attempt to foresee manpower problems.
Impact of Pressure Groups: Pressure groups such as unions, politicians and persons
displaced from land by location of giant enterprises have been raising contradictory
pressures on enterprise management such as internal recruitment and promotions,
preference to employees children, displace persons, sons of the soil etc.
Systems Concept: The spread of systems thinking and the advent of the macro computer
as part of the on-going revolution in information technology which emphasises planning and
newer ways of handling voluminous personnel records.
Lead Time: The long lead time is necessary in the selection process and for training and
deployment of the employee to handle new knowledge and skills successfully.

HRP Process
The process of HRP is entirely based on the corporate plans and objectives. HRP is a
continuous process of review, control and assessment. Figure clearly indicates the HRP
process.
Process
Human resources planning is the process by which management ensures that it has the
right personnel, who are capable of completing those tasks that help the organization reach
its objectives. It involves the forecasting of human resources needs and the projected
matching of individuals with expected vacancies.
Steps in implementation
Human resource planning begins with answering several questions:

What new technologies are operating and how will these affect the work system?

What is the volume of the business likely to be in the next five to 10 years?

What is the employee turnover rate, and how much, if any is avoidable?

Once these questions are answered, then you have to ask further questions that can lead to
specific human resources activities such as training or hiring:

How many senior managers will we need during this time period?

What types of workers will we need, and how many?

Are there people with adequate computer skills available for meeting our projected
needs?

What administrative personnel, technicians and secretaries will we need to support


the additional managers and workers?

Answering these questions will also help to define the direction for the organization's human
resources strategy. For example, if forecasting suggests that there will be a strong need for
more technically trained individuals, the organisation can:

Define the jobs and skills needed in some detail.

Hire and train recruiters to look for the specified skills.

Providing new training for existing employees.

Other essential measures to ensure that human resources planning is an integral part of
your human resources policy include:

Creating a simple database of records with basic information on each employee (full
name, date of birth, address, start date, starting wage, current wage, skills etc.)

Developing job descriptions, performance standards and appraisals.

E.W. Vetter has visualized resources planning as "a process by which an organisation
should move from its current manpower position to its desired manpower position. Through
planning, management strive to have the right number and right kind of people at the right
places, at the right time, doing things which result in both the organisation and the
individuals receiving maximum long-run benefit."
Thus, human resource planning is a process which determines how an organisation should
move from its current manpower/human resources position to its desired manpower/human
resources position.
Human resource planning can be defined as the process of identifying the number of people
required by an organization in terms of quantity and quality. All human resource
management activities start with human resource planning. So we can say that human
resource planning is the principle/primary activity of human resource management.
The process of HRP involves various steps they can be explained with the help of the
following diagram.

1. Personnel demand forecast :This is the very first step in HRP process. Here the HRP department finds out department
wise requirements of people for the company. The requirement consists of number of people
required as well as qualification they must possess.
2. Personnel supply forecast :In this step, HR department finds out how many people are actually available in the
departments of the company. The supply involves/includes number of people along with
their qualification.
3. Comparison:Based on the information collected in the 1st and 2nd step, the HR department makes a
comparison and finds out the difference. Two possibilities arise from this comparison

No difference :-It is possible that personnel requirement = personnel supplied. In


this case there is no difference. Hence no change is required.

Yes, there is a difference :-There may be difference between supply and


requirement. The difference may be

Personnel surplus

Personnel shortage

4. Personnel surplus :When the supply of personnel is more than the requirement, we have personnel surplus. We
require 100 people, but have 125 people. That is we have a surplus of 25 people. Since
extra employees increase expenditure of company the company must try to remove excess
staff by following methods.

Layoff >>

Termination

VRS/CRS

No recruitment

5. Personnel shortage :When supply is less than the requirement, we have personnel shortage. We require 100
people; we have only 75 i.e. we are short of 25 people. In such case the HR department can
adopt methods like Overtime, Recruitment, Sub-contracting to obtain new employee.

In India electrical equipment industry is facing a major problem in getting skilled and
employable manpower which is technically competent, equipped with skills and ready to be
deployed. "The industry is facing a looming skill gap, which is widening every year. Due to lack of
skilled manpower, electrical equipment industry is suffering as it is affecting critical functions like R&D,
consultancy, design and detailed engineering work," it added.

The technical education system in the country does not promote innovative thinking, it said adding
training being provided in the ITIs is out dated and the students are not able to meet the aspirations of the
industry.
"Even the qualified supervisors and engineers are not available. Those who are qualified are not well
trained to meet the technical needs of the industry. Because of the above factors the labour productivity is
far less than the labour productivity in China and Korea," the statement said.
It said that this is one of the important reasons for making the industry non-competitive and is also
effecting the timely completion of the projects.

HR Demand Forecasting

Forecasting human resource demand is the process of estimating the future human resource requirement of righ
earlier, potential human resource requirement is to be estimated keeping in view the organisation's plans over a
employment trends; replacement needs of employees due to death, resignations, retirement termination; produc
expansion of organisation; absenteeism and labour turnover are the relevant factors for human resourced foreca
a number of external and internal factors.

Job analysis and forecasting about the quality of potential human resource facilitates demand forecasting. So, ex
evaluated taking into consideration the future capabilities of the present employees.
FACTORS AFFECTING HR DEMAND FORECASTING
Human Resource Demand Forecasting depends on several factors, some of which are given below.

Employment trends;

Replacement needs;

Productivity;

Absenteeism; and

Expansion and growth.

There are number of techniques of estimating/forecasting human resources demand:


(a) Managerial Judgement
(b) Work Study Technique
(c) Ratio-trend Analysis (d) Econometric Models
(e) Delphi Model
(f) Other Techniques

(a) Managerial Judgement: Managerial judgement technique is very common technique of demand forecastin
well as large scale organisations. This technique involves two types of approaches i.e. 'bottom-up approach' and
'bottom-up approach', line mangers send their departmental requirement of human resources to top managemen
the human resource requirement for the overall organisation on the basis of proposals of departmental heads. Un
management forecasts the human resource requirement for the entire organisation and various departments. Thi
departmental heads for their review and approval. However, a combination of both the approaches i.e. 'Participa
demand forecasting. Under this approach, top management and departmental heads meet and decide about the f
demand of human resources can be forecasted with unanimity under this approach.

(b) Work-Study Technique: This technique is also known as 'work-load analysis'. This technique is suitable w
measureable. Under this method, estimated total production and activities for a specific future period are predic
number of man-hours required to produce per units taking into consideration the capability of the workforce. Pa
help in translating the work-loads into number of man-hours required. Thus, demand of human resources is fore
production and contribution of each employee in producing each unit items. The following example gives clear

Let us assume that the estimated production of an organisation is 3.00.000 units. The standard man-hours requir
The past experiences show that the work ability of each employee in man-hours is 1500 hours per annum. The w
resources can be calculated as under:

Estimated total annual production = 300000 units

Standard man-hours needed to produce each unit = 2 hrs

Estimated man-hours needed to meet estimated annual production (i x ii) = 600000 hrs

Work ability/contribution per employee in terms of man-hour = 1500 units

Estimated no. of workers needed (iii / iv) = 600000/1500 = 400 units

The above example clearly shows that 400 workers are needed for the year. Further, absenteeism rate, rate of la
machine break-down, strikes, power-failure etc. should also be taken into consideration while estimating future
manpower.

(c) Ratio-Trend Analysis: Demand for manpower/human resources is also estimated on the basis of ratio of pr
available. This ratio will be used to estimate demand of human resources. The following example will help in cl
Estimated production for next year = 1,40,000 units
Estimated no. of workers needed
(on the basis of ratio-trend of 1: 200) will be = 700

(d) Econometrics Models: These models are based on mathematical and statistical techniques for estimating fu
relationship is established between the dependent variable to be predicted (e.g. manpower/human resources) an
total production, work-load, etc.). Using these models, estimated demand of human resources can be predicted.

(e) Delphi Technique: Delphi technique is also very important technique used for estimating demand of human
consideration human resources requirements given by a group of experts i.e. mangers. The human resource exp
summarises the various responses and prepare a report. This process is continued until all experts agree on estim
(f) Other Techniques: The other techniques of Human Resources demand forecasting are specified as under:
(a) Following the techniques of demand forecasting of human resources used by other similar organisations
(b) Organisation-cum-succession-charts
(c) Estimation based on techniques of production
(d) Estimates based on historical records
(e) Statistical techniques e.g. co-relation and regression analysis.

HR Supply Forecasting
Human Resource supply forecasting is the process of estimating availability of human
resource followed after demand for testing of human resource. For forecasting supply of
human resource we need to consider internal and external supply. Internal supply of human
resource available by way of transfers, promotions, retired employees & recall of laid-off
employees, etc. Source of external supply of human resource is availability of labour force in
the market and new recruitment.
external supply of human resource depends on some factors mentioned below.

Supply and demand of jobs.

literacy rate of nation.

rate of population

industry and expected growth rate and levels

technological development.

compensation system based on education, experience, skill and age.

The most important techniques for forecasting of human resource supply are Succession
analysis and Markov analysis.

succession analysis
Once a company has forecast the demand for labour, it needs an indication of the firm's
labour supply. Determining the internal labour supply calls for a detailed analysis of how
many people are currently in various job categories or have specific skills within the
organization. The planner then modifies this analysis to reflect changes expected in the near
future as a result of retirements, promotions, transfers, voluntary turnover, and
terminations.
Demand forecasting helps in determining the number and type of personnel/human
resources required in future. The next step in human resource planning is forecasting supply
of human resources. The purpose of supply forecasting is to determine the size and quality
of present and potential human resources available from within and outside the organisation
to meet the future demand of human resources. Supply forecast is the estimate of the
number and kind of potential personnel that could be available to the organisation.
Estimating Internal Labor Supply for a Given Unit

The above figure illustrates that internal supply forecasting can be estimated based on the
following:
(a) Current Staffing Level
(b) Projected Outflows This Year
(c) Projected Inflows This Year

Markov Analysistransition probability matrix is developed to determine the probabilities


of job incumbents remaining in their jobs for the forecasting period.
The technique is named after Russian mathematician Andrei Andreyevich Markov,

A transition matrix, or Markov matrix, can be used to model the internal flow of human
resources. These matrices simply show as probabilities the average rate of historical
movement from one job to another. Figure 2-12 presents a very simple transition matrix.
For a line worker, for example, there is a 20% probability of being gone in 12 months, a 0%
probability of promotion to manager, a 15% probability of promotion to supervisor, and a
65% probability of being a line worker this time next year. Such transition matrices form the
bases for computer simulations of the internal flow of people through a large organization
over time.

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