Manpowerplanning steps
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The document discusses human resource planning (HRP) including its definition, meaning, purpose, objectives, need and importance. It outlines the HRP process and factors affecting HRP such as the type and strategy of the organization, environmental uncertainties, and time horizon. Methods for forecasting human resource needs are also described, such as managerial judgement, ratio trend analysis, work study techniques, Delphi techniques, and flow models. The key aspects of the HRP process include assessing existing and future human resource needs, sources of supply both internally and externally, and activities like recruitment, training, and evaluation.
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Manpowerplanning steps
- 1. Outline Definition Meaning , Purpose & Objectives Need and Importance Factors Affecting HRP HRP Process Points to consider HRP Process Human Resource Information System Advantageous in HRP
- 2. Assignment for class work XYZ ltd is in business of airlines, hospitality and consumer durable with an annual turnover of 15000 crore would like to move into the business of banking. They have state of art kind of banking with customer delight as their main service objective. The co is willing to spend 1000 crore for setting up banking industry. In a year they target to open one branch in each state capital along with 4 branches in 4 metros (including Bangalore & not Chennai ). The company has also planned facility of 4 atms in state capital and 16 atms in metro. Design an HR report planning an assumption that existing business has 20000 people working presently
- 3. A regional personnel manager responsible for food retail stores in growing economy. you have got 28 stores in your area . ranging from small glossary style stores in which only 7 people are employed . In large super stores u have a got 1 store manager , 2 assist managers,12 line supervisors , 24 full time employees as check out specialists ,45 full time ware house and store staff and 35 floor asst now the problem is over the last 6 months steadily increasing demands of your products which in a region as whole , but the problem is wages are still stable in organization . Carefully draw a manpower plan for the organisation. Indicating where and when staff are currently employed within the organisation .(keep the information u have to draw a structure)how long they r likely to stay in that position and future projects of staff requirments. You can assume that within you region these r 6 city centers in which u have 2 stores each (focus on large structures) the remaining 16 stores r located in small to medium peripheral towns draw a manpower chart for 12 large stores .
- 4. Defn1 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. Defn 2 It translates the organizations objectives and plans into the number of workers needed to meet those objectives.
- 5. HRP is forecasting an organizations future demand for and supply of the right type of people in the right number by keeping in mind the current scene. It is only after forecasting that the HRM department can initiate the recruitment & selection process. HRP is a sub-system in the entire organizational planning Without clear cut planning, estimation of an organizations human resource need is just a guess work Eg ICICI Bank Savvy HR saves ICICI Bank Rs.100 cr
- 6. 1. Future Personnel Needs clubbed with current needs Eg Public Sector 2. Coping with the change- Eg- voluntary quits, discharges, marriage, promotions seasonal and cyclical fluctuations, high rise in std of living 3. Creating Highly Talented People- Eg- L&T having 70% of MBAs & Engineer employees 4. Protection of Weaker Sections Eg Plan for quota SC& ST categories etc 5. International Strategies- Eg Jet Airways has 30% of pilots as expats 6. Resistance to Change and Move 7. Foundation for Personnel Functions 8. Increasing Investments in Human Resources
- 7. 1.Type & Strategy of organization Eg. Acquisitions or mergers would have layoff as a strategy because of job duplication, AI & IA merger Organizational growth cycles & Planning- Embryonic , growth, matured an decline phase Environmental Uncertainties Eg the expansion of the aviation industry ther has been an interim shortage of technical personnel such as pilots 1.Time Horizon 2.Type and Quality of forecasting information 3.Nature of jobs being filled 4.Off loading of the work
- 8. Decision on the time span for the HRP Process Implementation of the HRP process HRP Process should be compatible with the organizations policies and objectives Realistic and feasible process should be planned for It should be an integral part of the corporate plan
- 11. HRP Process Diagram
- 12. Manpower Acquisition form for Reliance Infocomm
- 15. Managerial Judgement Managers across all levels sit together and forecast on their own judgment. This can be a top-down approach or bottom up approach and the judgments could be reviewed across departments, divisions and top management which could conclude on the final figures. Eg- Used in smaller organizations. Ratio Trend Analysis It involves studying past ratios and forecasting future ratios making some allowance for changes in the organization for its methods. Work Study Techniques It is possible when work measurement to calculate the length of operations and the amount of manpower required. The starting point can be production budget, followed by standard hours, output per hour, man-hours required etc
- 16. Delphi Techniques It solicits estimates from a group of experts, and HRP experts normally acting as intermediaries, summarizes various responses and reports the findings back to experts Flow Models This technique involves the flow of following components . Determine the time required , establish categories, count annual movements, estimate probable transitions. Here demand is a function of replacing those who make a transition
- 17. Existing Human Resources The existing employees can be categorized as skills inventories and managerial inventories Skill Inventory Personal data, skills, Special Qualifications, Salary, Job history ,Company data ,capabilities special preferences etc Management Inventory Work History, SW, Promotion Potential, Career Goals, Number and type of subordinates etc Internal sources of supply Inflows and Outflows (transfers, promotion, separations, resignations, retirements, etc) Turnover rate( No of sep pa./avg empl. Pa x 100) Conditions of work (leaves , absences ) Productivity level Job movements ( job rotations or cross functional utilizations ) External sources of supply New blood, new experience , replenish the lost personnel.
- 18. Recruitment and Selection Training and Development Retraining and Redeployment Retention plan Downsizing Plans Control and Evaluation of HRP