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HUMAN

RESOURCE
PLANNING

Group members

Akshara khare
Subham Gautam
Vicky Kr. Anand
Vivek Kr. Singh
Yogesh

INTRODUCTION

The basic purpose of having a human resource plan is to


have an accurate estimate of the number of employees
required, with matching skill requirements to meet
organizational objectives.

It provides information about the manner in which existing


personnel are employed, the kind of skills required for
different categories of jobs and human resource requirements
over a period of time in relation to organizational objectives.

It would also give an indication of the lead time is available to


select and train the required number of additional manpower.

DEFINITION OF HRP:

Definition 1:- Need, Availability, Supply = Demand


HRP includes estimation of how many qualified people are
necessary to carry out the assigned activities, how many
people will be available, and what, if anything, must be done to
ensure personnel supply equals personnel demand at the
appropriate point in the future.

Definition 2:- Right numbers, Capability, Organization


Objectives
HRP is a process, by which an organization ensures that it
has the right number and kind of people at the right place, at
the right time, capable of effectively and efficiently completing
those tasks that will help the organization achieve its overall
objectives.

Definition 3:- Translation of objectives into HR


numbers.
HRP is a process of translating organizational objectives and
plans into the number of workers to meet those objectives.

MEANING / PURPOSE
OF
HRP
1.

In simple words HRP is understood as the process of forecasting


an organizations future demand for and supply of the right type
of people in the right numbers.

2.

It is only after HRP is done, that the company can initiate and
plan the recruitment and selection process.

3.

HRP is a sub-system in the total organizational planning.

4.

HRP facilitates the realization of the companys objectives by


providing right type and right number of personnel.

5.

HRP is important because without a clear-cut manpower


planning, estimation of an organizations human resource need
is reduced to mere guesswork.

OBJECTIVES OF HRP

Forecast personnel requirements.

Cope with changes.

Use existing manpower productively.

Promote employees in a systematic


manner.

Creating highly talented personnel.

Protection of weaker sections.

International strategies.

Foundation of personnel functions.

Optimizing investment in HR.

Resistance to change & move.

IMPORTANCE OF HRP:

Resource planning is a highly important and useful


activity. If used properly, it offers a number of benefits:

1.

Reservoir of talent.

2.

Prepare people for future.

3.

Expand or contract .

4.

Cut costs .

5.

Succession planning.

PROCESS OF HRP PLANNING


ORGANISATIONAL
OBJECTIVES
HR Needs Forecast

HR Supply Forecast

HR Programming
HRPImplementation
Control & Evaluation
SURPLUS

SHORTAGE

Organizational Objectives
and Policies
HR plans need to be based on Organizational
Objectives.
The role of HRP is to subserve the overall objectives by
ensuring availability and utilization of Human Resources.
In developing these objectives, specific policies need to
be formulated to address the following questions:
Are vacancies to be filled from promotions from within or
hiring from outside?
How do training and development objectives interfere with the
HRP objectives?
What union constraints are encountered in HRP and what
policies are needed to handle these constraints?
How to enrich employees job? Should the routine and boring
jobs continue or be eliminated?
How to downsize the organization to make it more
competitive?

HR Demand Forecast
Demand forecasting is the process of
estimating the future quantity and
quality of people required.
The basis of the forecast must be the
annual budget and long-term
corporate plan, translated into
activity levels for each function and
department

Demand forecasting must consider several


factors both internal and external.
Among external factors are
competition(foreign
and domestic), economic climate, laws and
regulatory bodies, changes in technology and
social factors.
Internal factors include budget constraints,
production levels, new products and services,
organizational structure and employee
separation.

Demand forecasting helps to :


Quantify the jobs necessary for producing a given
number of goods
Prevent shortage of people where and when they
are needed most
Determine what staff-mix is desirable in the future
Monitor compliance with legal requirements with
regard to reservation of jobs
Asses appropriate staffing levels in different parts of
the organization so as to avoid unnecessary costs

Forecasting Techniques
1.
2.
3.
4.
5.
6.

Managerial judgement
Ratio-trend analysis
Work study techniques
Delphi technique
Flow models
Other techniques

HR SUPPLY FORECAST
Supply forecasting measures the
no of people likely to be available
from
within
and
outside
an
organisation , after making allowance
for absenteeism, internal movements
and
promotions,
wastage
and
changes
in
hours
and
other
conditions of work.

Need for supply forecast


Quantify no of people
expected in near future.

and

positions

Clarify the staff mixes.


Prevent shortage of people
Asses present staffing levels in different
parts of organization.

Supply Analysis
Existing human resources
Internal sources of supply
External sources of supply

Existing human resources


Skill inventories info about nonmanagers.
1. Personal data
2. Skills
3. Special qualifications
4. Salary and job history
5. Company data
6. Capacity of individual
7. Special preference of individual

Contd..
Management inventories
1. Work history
2. Strengths
3. Weakness
4. Promotion potential
5. Career goals
6. Personal data
7. Number and types of employees
supervised
8. Total budget managed
9. Previous management duties.

Uses of HR Information system

HR planning and analysis

Equal employment

Staffing

HR development

Compensation and benefits

Health,saftey and security

Employee and labor relations

Internal supply and techniques

Inflows and outflows


IS= current supply outflow + inflow
Turnover rate
No of seperations during one year

100
Avg no of employees during the year

Contd
Conditions of work and absenteeism.
Absenteeism is given by
no of persons days lost
100
Avg no of persons no of working days
Productivity level
Movement among jobs

External supply
New blood and new experience
To replenish old personnel
Organizational growth and
diversification

HR programming
After personnel demand and supply
are forecast the vacancies should be
filled at right time with right
employees.

HR Plan implementation
Converting HR plan into action.
Action programmes are..

Recruitment
Selection & placement
Training and development
Retraining & redeployment
The retention plan
The redundance plan
The succession plan

Recruitment Selection &


placement

If Shortage of employees .Hire new full-time


employees .
Offer incentives for postponing retirement
Re-hire retired employees on part-time basis
Attempt to reduce turnover
Bring in over-time for present employees
Subcontract work to another company
Hire temporary employees
Re-engineer to reduce needs

If surplus of employees is expected


Do not replace employees who leave
Offer incentives for early retirement
Transfer or reassign excess employees
Use slack time for employees training
or equipment maintenance
Reduce work hours
Pay off employee

Training and
development
It covers no. of trainees required
Its necessary for existing staff
Identification of resource personal for
conducting development programmes
Frequency of training and development
programmes
Budget allocation

Retraining and redeployment:


New skill should be imported to
existing employee
Retention plan:
Compensation plan
Performance appraisal
Employees leaving in search of green
pastures
The induction criss
Shortages
Unstable recruits

Managerial succession planning

Analysis of demand
Audit of existing executives
Planning of individual career path
Career counseling
Accelerated promotions
Performance related training and
development
Planned strategic recruitment
Filling the openings

Control and evaluation


Establish the reporting procedures
Identifying who are in post and those
who are in pipe line
It should report employment costs
against budget and trends in
wastage and employment ratios

Human resource planning and


the government
Institute of Applied Manpower Research
Requisites for successful HRP

Recognize importance of corporate planning


Backing of top management for HRP
HRP responsibilities should be centralized
Personnel record must be complete, up-date and
readily available
The time horizon of plan should be long for remedial
action
The techniques of planning should be best suit
Plans should be prepared by skill level
Data collection, analysis, techniques of planning
should be constantly revised

Barriers to HRP
People question the importance of making HR practices future
oriented and role assigned to HR practitioners in formulation of
organizational strategies
HR practitioners are perceived as expert in handling personnel
matters, but are not experts in managing business.
HR information often is incompatible with the information used
in strategy formulation.
Conflicts may exist between short term and long term HR needs.
Conflicts between quantitative and qualitative approaches to
HRP.
Non-involvement
ineffective.

of

operating

managers

renders

HRP

THANK YOU