Human Resource Planning

Definition
y A process by which an organization should move

from its current manpower position to a desired manpower positionE.W .Vetter y HRP is a strategy for the acquisition utilization and improvement of an organization human resource G.Steiner

y Human Resource Planning is the process by

which an organization ensures that it has the right number and kind of people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. y ( Source: Decenzo and Robbins 2000, Personnel/Human Resource Management))

Why Human Resource Planning is important ?

Linking business strategy with operational strategy: y HRP is an important process to maintain the link between business strategy and it operation. It follows different procedures including the need to assess the impact of technological changes on new jobs and new skills

Need for HRP

y To augment the business need y Replacement of persons y Labour turnover y Expansion /diversification plans y Technological changes y Assessing needs

Objectives of HRP
y Assessing manpower needs for future y Assessing skill requirement in future y Determining training & development needs y Anticipating surplus / shortage of staff avoiding

layoffs/dismissals

y Controlling wage & salary costs y Ensuring optimum use of HR y Help orgn cope with technology development y Ensure higher labour productivity

HRP - PROCESS
1. Analysis of objectives & strategic plans of the co.-relate future Hr to future enterprise needs 2. Preparing manpower inventory assessment of present & potential qualifications of existing employees qualitatively & quantitatively. 3. Manpower forecasting -Employment trends, - Replacement needs, - Productivity, - Absenteeism, - Expansion & growth -Work study

HRP PROCESS
4. Manpower Plans 5. Training & Development programs 6. Appraisal of Manpower Planning.

Benefits of HRP
y Reduced labour costs y Optimum utilisation of manpower y Identification of gaps in existing manpower y Improvement in overall business plg y Career succession plg y Growth of organisation y Beneficial to the country

Problems in HRP
y Accuracy of forecasts y Support of top management y Lack of clarity of process y Resistance from employees y MIS reliability y Uncertainties y Expensive time consuming y Lack of coordination y Unbalanced approach to quality and quantity.

LEVELS OF HRP
y Plant level conducted by operating committee on basis of

past data & future projections y Departmental / divisional level Divisional committee integrate plant level plans with divisional HRP y Top level All plans are reviewed & integrated with plans for HO staff. And aligned with organisational plans.

Job analysis
y Job analysis is a detailed & systematic study of jobs to know the

nature & characteristics of the people to be employed on various jobs. y It is a systematic process of gathering information about duties & responsibilities to do a job . y According to Edwin B. Flippo, Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job.

Data relating to a job

y Job identification -Title y Nature of the job supervisory, technical, clerical.. y Operations involved in doing the job y Materials & equipment required y Educational qualification required y Personnel qualities required y Relation with other jobs in the organisation.

Objectives of Job Analysis

Work simplification Establishment of standards of performance. Facilitate recruitment & selection of appropriate Human Resource Indicates training needs

Uses of Job Analysis

y y y y y y y y y y

HRP Recruitment Selection Placement & Orientation Training Counselling Employee safety Performance appraisal Job design & redesign Job evaluation.

Process of Job Analysis

y Organising & planning for the prog.y selection of representative positions to be analysed. y Collection of job analysis data using systematic

techniques y Preparation of job description contents of jobfunctions , duties, responsibilities, operations. y Preparation of job specification personal attributes, skills, training, experience needed for the job.

Techniques/Methods of Job Analysis

It is a scientific method of collecting information about duties, responsibilities and accountabilities of a job. Data gathering through: Questionnaires time consuming, more suited for technical jobs Observation used for simple & repetitive jobs Work analysis method Individual or group interviews Diary/logs/records Critical incidents Job performance

1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. 2. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. 3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. 4. INTERVIEW METHOD Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, open-ended questions.

QUESTIONNAIRE METHODS
Position Analysis Questionnaire (PAQ model) PAQ model is a questionnaire technique of job analysis. It developed by McCormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that describe generic human work behaviors. 2. Functional job analysis (FJA model) FJA model is a technique of job analysis that was developed by the Employment and Training Administration of the United States Department of Labor. It includes 7 scales (numbers) that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning, mathematics, language. 3. Work Profiling System (WPS model) WPS model is a questionnaire technique of job analysis, is a computeradministered system for job analysis, developed by Saville & Holdsworth, Ltd.
1.

Job Description Broad, general, and written statement of a specific job, based on the findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job's title, and the name or designation of the person to whom the employee reports. Job description usually forms the basis of job specification.

Guidelines for effective Job descriptions

Clarity Specificity Indicating scope of authority Being brief Providing the scope of information Rechecking the information

Job Specifications
Derived from job analysis, it is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Specifies the minimum acceptable
Qualifications Skills, knowledge Abilities, experience Specific temperaments Special traits/characteristics Aptitudes

Gather information on
y Job Design, y Job enlargement, y Job enrichment, y Job rotation, and y Job simplification