Beruflich Dokumente
Kultur Dokumente
HR
Presented By:-
Abhishek tiwari , Mohit khurana
Niranjan kumar , Pooja gupta
Purshotam singh , Rajat sharma
Ravindra kumawat , Vijaya gautam
R P ?
S
H
T I
W H A It is also called personnel or employment
planning .
It is the process of getting the right number
of qualified people into the right job at
the right time so that an organization can
meet its objectives.
H RP
o f
e s
v Forecast personnel requirements
c t i
e
Obj
Cope with changes
Use existing manpower productively
Promote employees in a systematic
manner
H RP
o f
n ce
r t a ü Reservoir of talents
o
Im p ü
ü Prepare people for future
ü
ü Expand or contract
ü
ü Cut cost
u m a n
o f H
e s s n i n g
p r o c l a n
h e c e P
T o u r
Re s ü Forecasting the demand for human
resources
ü
ü Preparing Manpower inventory
(supply forecasting)
ü
ü Determining Manpower Gaps
ü
ü Formulating HR Plans
u r c e
n R eso
H u m a
s o f g
o c es nn i n
p r P l a
The
ü Forecasting the demand for human
resources
Many firms estimates how many employees they
require in future, so various levels is used ….
a) External challenges :
Economic developments
Political, legal, social & technical changes
Competition
b) Organizational decisions:
the organisational ‘s strategics plan, sales and
production forecasts & new ventures must all be
taken into account in employment planning.
Example-
if Britannia Industries Ltd expects higher
demand for biscuits and bread , the long-term HR
plans must take into consideration. Likewise if it is
lucrative fields such as milk based products, the
demand for people possessing requisites skills in
those areas in the next couple of years should be
looked carefully.
c) Workforce factors:
Demand is modified by retirements, terminations,
resignations, deaths & leaves the absence. Past
experiences, however, makes the rates of
occurrence of these actions by employees fairly
predictable.
d) Forecasting techniques:
two techniques are used-
i. Expert forecasts:
in this managers estimates future human resources
requirements using their experiences & judgments to
good effect.
ii. Trend analysis :
HR estimated by using past trends. Past rates of
exchange can be projected into the future or
employment growth can be estimated by its
relationship with a particular index.
e.g.
2001 -02 Production of units 5000
2002-03 No. of workers 100
Ratio 100 : 5000
2003-04 Estimated production 8000
No. of workers
required
if supervisors have a span of 20 workers , 8 supervisors are also needed in 2003-04.
b) Workforce analysis :
The average loss of manpower due to leave, retirements, death,
transfer, discharge, etc during the last 5 years may be taken
into account.
The rate of absenteeism & labour turnover should also be taken
into account.
Transfer in 10 Resignations 8
No. of supervisor
at the beginning of Discharges 2
plan period
Retirements 3
Promotion in 8 Promotions 5
100 Demotions
Total inflows 18 1
Total supervisors 99 Total outflows
Available 19
Similar exercise can be done for other categories of personnel.
C) Work load analysis:
the need of manpower is also determined on the
basis of work-load analysis.
Example..
Planned
output for the year 10,000 pieces
Standard hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per persons per 1,000 hours(estimatedon
year annual basis)
No. of workers required 30
if the span of control in the unit is 10 per officer, then 3 officers are also
required.
d) Job analysis:
it helps in finding out the abilities or skills
required to do the jobs efficiently. it involves two things :
Job description and Job specification
2 . Perparing Manpower inventory
( supply Forecasting)
1)
2)Internal labour supply:
i. Staffing table
ii. Markov analysis
iii. Skills inventory
iv. Replacement chart
2) External labour supply
1) Internal labour supply:
A profile of employees in terms of age, sex,
education, training experience, job level,
performance and future potential should be kept
ready for use whenever required.
1 Staffing table:
It tries to classify employees on the basis of age
,sex ,position ,category ,experience, qualifications ,
skills etc. A study of the table indicates whether
current employees are properly utilized or not.
Sources of Inflows Projected Outflows
The Firm
üPromotions
üTransfers ü
ü üQuits
ü
üPromotions Current üTermination
ü Employees In Staffing
Level Employees Out s
üNew Recruits ü
ü üRetirements
üRecalls ü
üDeaths
ü
üLayoffs
A.Promotable now
B.Needing development
C.Not suitable to position
1. Superior performance
2. Above average performance
3. Acceptable performance
4. Poor performance
5.
Replacement chart:
profile of job holders department-wise
Focus
Employee relations Partnership with internal and external
customers
Role of HR
Transactional change follower and Transformational change leader and
respondent initiator
Initiatives
Slow, reactive, fragmented Fast, proactive and integrated
Time horizon
Short time Short, medium and long(as required)
Key investment
Capital, products Investment centre
Accountability
Cost centre Line manager
Responsibility for HR
Staff specialists
References
V.S.P. RAO
Businessballs.com