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HUMAN RESOURCE PLANNING

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Organizations need to do human resource planning so they can meet business objectives and gain a competitive advantage over competitors.
Human resource planning compares the present state of the organization with its goals for the future Then identifies what changes it must make in its human resources to meet those goals

HUMAN RESOURCE PLANNING PROCESS

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Environment

Organizational Objectives and Policies

HR Needs Forecast

HR Supply Forecast HR Programming

HRP Implementation

Control and Evaluation of Programme Surplus Restricted Hiring, Reduced Hours, VRS etc

Shortage Recruitment and Selection

Human Resource Forecasting

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HR Forecasting attempts to determine the supply and demand for various types of human resources, and to predict areas within the organization where there will be labor shortages or surpluses.

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There are three major steps to forecasting: 1. Forecasting the demand for labor 2. Determining labor supply 3. Determining labor surpluses and shortages

HR Demand Forecast

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Estimating the future quantity and quality of people required. Reasons to conduct demand forecasting: Helps in quantify the jobs necessary for producing a given number of goods or offering services Determine what staff mix is required in the future. Assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs. Prevent shortage of people when and where they are needed the most. Monitor compliance with legal requirements with regard to reservation of jobs.

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Several factors should be considered, including:

projected turnover quality and nature of employees in relation to what management sees as the changing needs of the organization decisions to upgrade planned technological and administrative changes aimed at increasing productivity and reducing employee head count financial resources

Forecasting the Demand for Labor

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Trend Analysis Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.

Trend analysis is valuable as an initial estimate only, since employment levels rarely depend solely on the passage of time. Other factors (like changes in sales volume and productivity) will also affect future staffing needs.

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Steps for Trend Analysis Find the appropriate business factor that relates to the size of the workforce. Plot the historical record of that factor in relation to the size of the workforce. Determine the trend Make necessary adjustments in the trend. Project to the target year.

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Ratio analysis involves making forecasts based on the ratio between some causal factor (such as sales volume) and the number of employees required (for example, the number of salespeople). The Scatter Plot Scatter plots can be used to determine whether two factorsa measure of business activity and staffing levelsare related. If they are, then when the measure of business activity is forecast, HR requirements can also be estimated.

CORRELATIONS/PROJECTIONS

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SIZE OF HOSPITAL

NUMBER OF NURSES

200 300 400 500 600 700 800 900

240 260 470 500 620 660 820 860

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Drawbacks to techniques: 1. Generally focus almost exclusively on projected sales volume and sales/personnel relationship. 2. Assumes that the firms existing structure and activities will continue in the future. 3. They tend to validate existing planning processes and ways of doing things, even in the face of rapid change.

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Delphi Technique

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To minimize interpersonal and jurisdictional conflicts, the Delphi technique avoids face to face discussion by the use of an intermediary.

The full Delphi process can take considerable time.

The Delphi Technique

Leader identifies judgment issues and develops questionnaire. Prospective participants are identified and asked to cooperate.

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Leaders send questionnaire to willing participants, who record their judgments and recommendations and return the questionnaire.
Leaders compiles summaries and reproduces participants responses. Leader sends the compiled list of judgment to all participants. Participants comment on each others ideas and propose a final judgment. Leader looks for consensus Leader accepts consensus judgment as groups choice.

The Nominal Group Technique

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A small group of 4-5 people gathers around a table. Leader identifies judgment issue and gives participants procedural instructions.

Participants write down all ideas that occur to them, keeping their lists private at this point. Creativity is encouraged during this phase.
Leader asks each participant to present ideas and writes them on a blackboard or flipchart, continuing until all ideas have been recorded. Participants discuss each others ideas, clarifying, expanding, and evaluating them as a group. Participants rank ideas privately in their own personal order and preference. The idea that ranks highest among the participants is adopted as the groups judgment.

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Method Advantages Disadvantages

Qualitati ve
Delphi Experts go through several rounds of estimates No-face to face interaction More Futuristic Incorporates future plans May ignore data Subjective and time consuming

Nominal

Face to face interaction

Group exchange facilitate plans

Subjective

Quantitat ive Trend Analy sis Required staffing matched to desired outcome

Futuristic

Many Assumptions Required Factors

Determining Labor Supply

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Succession or Replacement Charts

Who has been groomed/developed and is ready for promotion right NOW?

Human Resource Information Systems (HRIS)

An employee database that can be searched when vacancies occur.

HUMAN RESOURCE Amity Business School INFORMATION SYSTEMS (HRIS)

PERSONAL DATA Age, Gender, Dependents, Marital status, etc EDUCATION & SKILLS Degrees earned, Licenses, Certifications Languages spoken, Specialty skills Ability/knowledge to operate specific machines/equipment/software JOB HISTORY Job Titles held, Location in Company, Time in each position, etc. Performance appraisals, Promotions received, Training & Development

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MEMBERSHIPS & ACHIEVEMENTS Professional Associations, Recognition and Notable accomplishments PREFERENCES & INTERESTS Career goals, Types of positions sought Geographic preferences CAPACITY FOR GROWTH Potential for advancement, upward mobility and growth in the company

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Staffing Alternatives to Deal Amitywith Business School Employee Surpluses

Staffing Alternatives to Deal Amitywith Business School Employee Shortages

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Benefits of HR Planning
Uncertainties can be managed through planning Helps the organization develop action plan for achievement of companys objective for future For strategic implementation To minimize destruction/ disruption of organization process Helps to focus sharper at your competitive posture or position Focuses on short & long term people requirements.
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Induction

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It means introduction of newly appointed employees to his job, to his fellow employees and to the organization by providing him relevant information so that he may not experience any difficulty in discharging his duties and responsibilities properly and effectively.

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Channels used for induction

Printed Material An induction website An employee handbook An Induction companion programme An induction training event

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Objectives of Induction:
To provide necessary information about the organization To overcome anxiety of the new employee Creating a feeling of social security Develop the feeling of trust, faith and confidence in new employees Communicate rights, duties and responsibilities to new employee

Principles of Induction

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Principle of Individuality Principle of central involvement of line management Principle of gradual process Principle of Job Experiencing

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Socialization: is the process in which individual acquires the social knowledge and skills necessary to assume an organizational role.

Three phase model of Socialization

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Anticipatory Socialization learning that occurs

prior to joining the organization

Encounter- Values, skills and attitudes start to shift as

new recruit discovers what the organizations is truly like.

Change and Acquisition- recruit masters skills and

roles and adjusts to work groups values and norms

Importance of Employee Induction

Psychological Contract Cost Factor

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Types of Induction
Organizational Orientation Departmental Orientation Job Orientation

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Different Socialization Tactics Amity Business School

Collective Vs Individual Socialization Formal Vs Informal Sequential Vs Non Sequential Fixed Vs Variable Investiture Vs Divestiture

Induction Programme Development

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Step 1: Defining new Employees Notification process

Step 2: Identify The objectives of The induction programme

Step 5: Seek Feedback and Continuously improve

Step 3: Identify The audience

Step 4: Design The induction Programme Content and Mode of delivery

Critical Success Factors Amity Business School for an Induction Programme Specific learning Objective Selecting the content of the programme Choosing the delivery strategy Meaningful participation by others Creating an energized environment

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Trends in Induction
- Use of technology in the induction process- e-learning platform to do multiple audience induction programme. - Use of Corporate Induction Video - Buddy System - Developing a Separate Corporate Induction Programme

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Measuring Effectiveness of The Induction Programme - Employee Surveys - First Year Retention - Performance Rating