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Hrp

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shyamasundar Tripathy
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Human Resources Planning Instructor Mr. Shyamasundar Tripathy Management Faculty(HR)
HUMAN RESOURCE PLANNING Definition : Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives In light of the organizations objectives, corporate and business level strategies, HRP is the process of analyzing an organizations human resource needs and developing plans, policies, and systems to satisfy those needs
Characteristics of HRP Incorporate the human recourses needs into in the light of organizational goals. Directed towards well-defined objective. The way for an effective motivational process. Periodically review of existing plan. Adequate flexibility must be maintained.
Needs of HRP Forecast future personnel needs Cope with change Creating highly talented personnel Protection of weaker sections International strategies Increasing investments in HR Resistance to change & move. It reduces the cost of production.
Importance of HRP 1) Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude . 2)Need for Replacement of Personnel 3)Meet manpower shortages due to labour turnover 4) Meet needs of expansion / downsizing programmes. 5) Cater to Future Personnel Needs - Avoid surplus or deficiency of labour. 6) Nature of present workforce in relation with Changing Environment - helps to cope with changes in competitive forces, markets, technology, products and government regulations.
HRP at Different Levels National Level Sectoral level Industry level Unit Level Departmental level
Process of HRP Analyzing organizational plan and deciding objective. Analyzing factors for manpower requirements. 1. Demand forecasting 2. Supply forecasting. Developing employment plan. Developing Human resource plan.
Analyzing organizational plan and deciding objective Analysis of organizational plans and programme helps in forecasting the demand for human recourses as it provides the quantum of future activity. It should be directly related to essential nature of the organization The change of selected factors should be proportional to change in the human recourses required in the organization.
Analyzing factors for manpower requirements The existing job design and analysis may thoroughly be reviewed keeping in view the future capability, knowledge and skills of present employees. The factor of manpower requirements can be analyzed by two ways. 1. Demand forecasting 2. Supply forecasting
Demand forecasting process of estimating future quantity and quality of manpower required for an organization. External factors - competition, laws & regulation, economic climate, changes in technology and social factors Internal factors - budget constraints, production levels, new products & services, organizational structure & employee separations.
Forecasting Techniques Managerial Judgement - Managers discuss and arrive at a figure of inflows & outflows which would cater to future labour demand. Ratio-Trend Analysis - Studying past ratios, ie No. of Workers Vs Volume of Sales, forecasting future ratios and adjusting for future changes in the organisation.. Work-Study Technique - Used when length of operations and amount of labour required can be calculated. # Delphi Technique - From a group of experts the personnel needs are estimated.
HR Supply Forecast process of estimating future quantity and quality of manpower available internally & externally to an organisation. Supply Analysis Existing Human Resources Internal Sources of Supply External Sources of Supply
Existing Human Resources Capability / Skills Inventory using HR Information System General Information - Name: Present Address: Department: Sex: Designation: DOB: DOJ: Marital Salary: Status: Permanent Address: Grade: Qualification - Degree/Diploma Institution Class Year of Pass Experience/Skills - Job Title/ Organisation Brief Skill/ Appointment Responsibilities Specialisation Outstanding Achievement / Additional Information - Awards Performance Disciplinary Action Promotions Merit Rating Absenteeism Achievements Career Plans:
Internal Supply Inflows & Outflows - The number of losses & gains of staff is estimated. Turnover Rate - refers to rate of employees leaving. = ( No. of separations in a year / Avg no. of employees during the year ) x 100 Absenteeism - unauthorized absence from work. = ( total absentees in a year / Avg no. of employees x No. of working days) x 100 Productivity Level - = Output / Input. Change in productivity affects no. of persons per unit of output. Movement among Jobs - internal source of recruitment, selection and placement
External Supply External recruitment, selection & placement - Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals Yield ratios - are estimated in the process of hiring applications. Hiring Process Ratio Ad generates 2000 applications. 200 are potential 10:1 Out of 200, 40 attend interview 5:1 Out of 40, 30 were offered jobs 4:3 Out of 30, 20 accepted 3:2 Overall Yield Ratio (2000:20) 100:1
Developing Employment plans After determining the number of personnel for each job in the organization. The human resource department has to determine the nature of job, i.e. Job description and job specification
Developing Employment plans Job Description A proper definition & design of work. A statement containing: Job Title Location Job Summary Duties & Responsibilities Materials, Tools & Equipment used Forms & reports handled Supervision given / received Working conditions Hazards & Safety precautions Job Specification A statement of human qualifications necessary to do the job containing: Education & Qualifications Experience & Training Knowledge & Skills Communication skills Physical requirements - Height, Weight, Age Personality requirements - Appearance, Judgement, Initiative, Emotional stability
HRP Process - Determination of Quantity of Personnel Organisational Objectives HR Programming HR Needs Forecast HR Supply Forecast HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection
Developing a Human Resource Plan Balancing Demand and Supply Vacancies filled in by the right employee at the right time
HR Plan Implementation Recruitment, Selection & Placement Training & Development Retraining & Redeployment Retention Plan Downsizing Plan
Control & Evaluation Are Budgets, Targets & Standards met? Responsibilities for Implementation & Control Reports for Monitoring HR Plan
Requisites for successful HRP HRP must be recognised as an integral part of corporate planning. Backing from top management. Personnel records should be complete, up-to-date and readily available. Techniques used should be best suited for data available and degree of accuracy required. Plan by skill levels rather than by aggregates.
Advantage of HRP Improvement of labour productivity Recruitment of qualified HR Adjusting with the rapid technology change Reducing labour turnover Control over recruitment and training cost Mobility of labour To treat the manpower like real corporate assets
Limitation of HRP Inaccuracy Lack of support Employees Resistance Lack of purpose Time and expenses Inefficient information Numbers Game
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Hrp

  • 2. HUMAN RESOURCE PLANNING Definition : Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives In light of the organizations objectives, corporate and business level strategies, HRP is the process of analyzing an organizations human resource needs and developing plans, policies, and systems to satisfy those needs
  • 3. Characteristics of HRP Incorporate the human recourses needs into in the light of organizational goals. Directed towards well-defined objective. The way for an effective motivational process. Periodically review of existing plan. Adequate flexibility must be maintained.
  • 4. Needs of HRP Forecast future personnel needs Cope with change Creating highly talented personnel Protection of weaker sections International strategies Increasing investments in HR Resistance to change & move. It reduces the cost of production.
  • 5. Importance of HRP 1) Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude . 2)Need for Replacement of Personnel 3)Meet manpower shortages due to labour turnover 4) Meet needs of expansion / downsizing programmes. 5) Cater to Future Personnel Needs - Avoid surplus or deficiency of labour. 6) Nature of present workforce in relation with Changing Environment - helps to cope with changes in competitive forces, markets, technology, products and government regulations.
  • 6. HRP at Different Levels National Level Sectoral level Industry level Unit Level Departmental level
  • 7. Process of HRP Analyzing organizational plan and deciding objective. Analyzing factors for manpower requirements. 1. Demand forecasting 2. Supply forecasting. Developing employment plan. Developing Human resource plan.
  • 8. Analyzing organizational plan and deciding objective Analysis of organizational plans and programme helps in forecasting the demand for human recourses as it provides the quantum of future activity. It should be directly related to essential nature of the organization The change of selected factors should be proportional to change in the human recourses required in the organization.
  • 9. Analyzing factors for manpower requirements The existing job design and analysis may thoroughly be reviewed keeping in view the future capability, knowledge and skills of present employees. The factor of manpower requirements can be analyzed by two ways. 1. Demand forecasting 2. Supply forecasting
  • 10. Demand forecasting process of estimating future quantity and quality of manpower required for an organization. External factors - competition, laws & regulation, economic climate, changes in technology and social factors Internal factors - budget constraints, production levels, new products & services, organizational structure & employee separations.
  • 11. Forecasting Techniques Managerial Judgement - Managers discuss and arrive at a figure of inflows & outflows which would cater to future labour demand. Ratio-Trend Analysis - Studying past ratios, ie No. of Workers Vs Volume of Sales, forecasting future ratios and adjusting for future changes in the organisation.. Work-Study Technique - Used when length of operations and amount of labour required can be calculated. # Delphi Technique - From a group of experts the personnel needs are estimated.
  • 12. HR Supply Forecast process of estimating future quantity and quality of manpower available internally & externally to an organisation. Supply Analysis Existing Human Resources Internal Sources of Supply External Sources of Supply
  • 13. Existing Human Resources Capability / Skills Inventory using HR Information System General Information - Name: Present Address: Department: Sex: Designation: DOB: DOJ: Marital Salary: Status: Permanent Address: Grade: Qualification - Degree/Diploma Institution Class Year of Pass Experience/Skills - Job Title/ Organisation Brief Skill/ Appointment Responsibilities Specialisation Outstanding Achievement / Additional Information - Awards Performance Disciplinary Action Promotions Merit Rating Absenteeism Achievements Career Plans:
  • 14. Internal Supply Inflows & Outflows - The number of losses & gains of staff is estimated. Turnover Rate - refers to rate of employees leaving. = ( No. of separations in a year / Avg no. of employees during the year ) x 100 Absenteeism - unauthorized absence from work. = ( total absentees in a year / Avg no. of employees x No. of working days) x 100 Productivity Level - = Output / Input. Change in productivity affects no. of persons per unit of output. Movement among Jobs - internal source of recruitment, selection and placement
  • 15. External Supply External recruitment, selection & placement - Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals Yield ratios - are estimated in the process of hiring applications. Hiring Process Ratio Ad generates 2000 applications. 200 are potential 10:1 Out of 200, 40 attend interview 5:1 Out of 40, 30 were offered jobs 4:3 Out of 30, 20 accepted 3:2 Overall Yield Ratio (2000:20) 100:1
  • 16. Developing Employment plans After determining the number of personnel for each job in the organization. The human resource department has to determine the nature of job, i.e. Job description and job specification
  • 17. Developing Employment plans Job Description A proper definition & design of work. A statement containing: Job Title Location Job Summary Duties & Responsibilities Materials, Tools & Equipment used Forms & reports handled Supervision given / received Working conditions Hazards & Safety precautions Job Specification A statement of human qualifications necessary to do the job containing: Education & Qualifications Experience & Training Knowledge & Skills Communication skills Physical requirements - Height, Weight, Age Personality requirements - Appearance, Judgement, Initiative, Emotional stability
  • 18. HRP Process - Determination of Quantity of Personnel Organisational Objectives HR Programming HR Needs Forecast HR Supply Forecast HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection
  • 19. Developing a Human Resource Plan Balancing Demand and Supply Vacancies filled in by the right employee at the right time
  • 20. HR Plan Implementation Recruitment, Selection & Placement Training & Development Retraining & Redeployment Retention Plan Downsizing Plan
  • 21. Control & Evaluation Are Budgets, Targets & Standards met? Responsibilities for Implementation & Control Reports for Monitoring HR Plan
  • 22. Requisites for successful HRP HRP must be recognised as an integral part of corporate planning. Backing from top management. Personnel records should be complete, up-to-date and readily available. Techniques used should be best suited for data available and degree of accuracy required. Plan by skill levels rather than by aggregates.
  • 23. Advantage of HRP Improvement of labour productivity Recruitment of qualified HR Adjusting with the rapid technology change Reducing labour turnover Control over recruitment and training cost Mobility of labour To treat the manpower like real corporate assets
  • 24. Limitation of HRP Inaccuracy Lack of support Employees Resistance Lack of purpose Time and expenses Inefficient information Numbers Game