University of Economics and Law 08/10/2012

Faculty of IER

HUMAN RESOURCE
PLANNING
INTRODUCTION
DEFINITION OF HRP
 IMPORTANCE OF HRP
PROCESS OF HRP
FACTORS AFFECTING HRP
BARRIERS TO HRP

HR strategy
it has the right people in place
it has the right mix of skills
employees display the right attitudes and behaviours,
and
employees are developed in the right way.

Phuong Tran 1
University of Economics and Law 08/10/2012
Faculty of IER

HR strategy
it has the right people in place
it has the right mix of skills
employees display the right attitudes and behaviours,
and
employees are developed in the right way.

INTRODUCTION
Planning for human resources is more important than
planning for any other resources because the demand of
latter depends on size and structure of the former whether
it is in country or in an Industry. Management of human
resource hardly begins from human resource planning.

Phuong Tran 2
University of Economics and Law 08/10/2012
Faculty of IER

DEFINITION OF HRP
“A process by which an organisation should move
from its current manpower position to desired
manpower position. Through planning the
management strives to have the right number, right
kind of people at right place and at right time, doing
things which results both organisation and individual
receiving maximum long run benefits.”
- E.W. Vetter

IMPORTANCE OF HRP
Future Personnel Needs
Coping with change
Creation of highly specialized Workforce leading
to frequent shortages in the organization
Protection of Weaker Sections
Labour Laws

Phuong Tran 3
University of Economics and Law 08/10/2012
Faculty of IER

BENEFITS OF HRP

• Top management has a better view of the HR Dimensions

of business decision
• Cost saving as the management can anticipate imbalances
before they become unmanageable and expensive
• Time available to locate talent
• Helps to take steps to improve human resource
contribution.
Helps to foresee changes in values and attitude of human
resources
It provide the scope for advancement and development of
employees through training

HRP PROCESS

ORGANISATIONAL
OBJECTIVES
&POLICIES
HR NEEDS HR SUPPLY
FORECAST FORECAST

HR
PROGRAMMING

HRP
IMPLEMENTATION

CONTROL
SURPLUS- &EVALUATION OF SHORTAGE-
RESTRUCTUONG, PROGRAMME RECRUITMENT
HIRING,REDUCTION SELECTION
LAYOFF 8

Phuong Tran 4
University of Economics and Law 08/10/2012
Faculty of IER

ORGANIZATION
STRUCTURE

HR PLANNING

Vị trí hiện đang khuyết (as of mm, yy)

FULL NAME
Job Title
WL/YoS/YPP

FULL NAME FULL NAME NAME

Job Title Job Title Job Title
WL/YoS/YPP WL/YoS/YPP WL/YoS/YPP

NAME FULL NAME FULL NAME

Job Title Job Title Job Title
WL/YoS/YPP WL/YoS/YPP WL/YoS/YPP

VACANT
Job Title
Legendaries:
WL - WL: Bậc công việc
- YoS: (Year of service): Số năm công tác
- YPP: Year per position: số năm tại vị trí
hiện tại
10

Phuong Tran 5
University of Economics and Law 08/10/2012
Faculty of IER

Thêm vị trí mới (as of mm, yy)

FULL NAME
Job Title
WL/YoS/YPP

FULL NAME FULL NAME NAME

Job Title Job Title Job Title
WL/YoS/YPP WL/YoS/YPP WL/YoS/YPP

NAME FULL NAME FULL NAME

Job Title Job Title Job Title
WL/YoS/YPP WL/YoS/YPP WL/YoS/YPP

VACANT
Job Title
WL
Legendaries:
- WL: Bậc công việc
- YoS: (Year of service): Số năm công tác
NEW POSITION
Job Title - YPP: Year per position: số năm tại vị trí
WL hiện tại

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FORECASTING TECHNIQUES
MANAGERIAL JUDGEMENT
WORKSTUDY TECHNIQUES
STATISTICAL TECHNIQUE
DELPHI TECHNIQUE

12

Phuong Tran 6
University of Economics and Law 08/10/2012
Faculty of IER

MANAGERIAL JUDGEMENT

In this technique the managers sit together,

discuss and arrive at a figure which would be
the future demand for labor.
The technique may involve ‘bottom-up’ or ‘ top
down’ approach’

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Work study Technique

This technique can be used when it is possible to

apply work measurement to calculate the length of
operations and the amount of labour required.
Planned output for Next year- 50,000 Units
Standard hours per unit - 2
Planned hours required 50,000*2=1,00,000
Productive hours per worker in the year=2,000
Number of workers required= 1,00,000/2,000=50

14

Phuong Tran 7
University of Economics and Law 08/10/2012
Faculty of IER

RATIO TREND ANALYSIS

Example-:
level of production in present yr = 2000 unit
Present no. of employees = 50
Ratio is 1:40
Estimated production for next yr = 3000 unit
Employees required relative to present ratio
= 3000 / 50
No. of employees = 60

15

DELPHI TECHNIQUE
It seek estimates of personnel needs from a group of
experts. The HRP experts act as intermediaries, summarize
the various responses and report the findings back to the
experts. Summaries and surveys are repeated until the
experts opinion begin to agree. the agreement reached is
the forecast of the personnel needs. No Interaction among
experts

16

Phuong Tran 8
University of Economics and Law 08/10/2012
Faculty of IER

Sample
template for a
key position
profile

17

HR SUPPLY FORECAST
Supply forecasting measures the number of people
likely to be available from within an outside an
organization, after making allowance for
absenteeism, internal movements and promotions,
wastage and change in hours and other conditions
of work. The supply analysis covers:
(1) Existing Human Resources
(2) Internal sources of supply
(3) External sources of supply

18

Phuong Tran 9
University of Economics and Law 08/10/2012
Faculty of IER

Existing Human Resources

Analysis of present employees is greatly

facilitated by HR audits. HR audits summarizes
each employee’s skills and abilities.
The audits of non-managers are called Skill
Inventories and those of the management are
called Management Inventories.

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Existing HR Cont….
a) Skills Inventories-
Information about non-managers. They are :
Personal Data-Age, sex, marital status
Skills-Education, job experience, training
Special Qualifications-membership in professional
bodies, special achievements.
Company Data-Benefit plan data, retirement
information, seniority
Capacity of an individual-psychological test score,
health
20

Phuong Tran 10
University of Economics and Law 08/10/2012
Faculty of IER

Existing HR Cont…
b) Management Inventories
These include:
Work History
Strengths
Weaknesses
Promotion potential
Career goals
Personal data
Number and types of employees supervised ,total
budget managed
Previous management duties

21

Sample
template for
an employee
profile

22

Phuong Tran 11
University of Economics and Law 08/10/2012
Faculty of IER

INTERNAL SUPPLY
Inflows and outflows

Turnover rate:
Number of separations during one year/ Avg
Number of Emp during the year*100

Conditions of work and Absenteeism-Working

hours, overtime, timing of holidays, shift system

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Continued
Absenteeism –
man days lost due to absenteeism
man days worked +man days lost

• Productivity level-any change in productivity would affect

the number of persons required per unit of output
• Movement among jobs

24

Phuong Tran 12
University of Economics and Law 08/10/2012
Faculty of IER

EXTERNAL SUPPLY
Colleges and Universities
Consultants
Advertisements-applications

25

HR Programming
&Implementation
Recruitment, selection& placement
Training & Development
Retraining and Development
Retention plan-compensation plan, performance appraisal,
conflict resolution, induction crisis, shortages, unstable
recruits
Downsizing plan- Laying Off
Managerial succession planning-

26

Phuong Tran 13
University of Economics and Law 08/10/2012
Faculty of IER

CONTROL AND
EVALUATION
Personnel budget
Auditing human resource
Job satisfaction of employees
Periodic reports

27

BARRIERS TO HRP
Time Consuming
Financial forecasting takes precedence over HRP
Uncertainties
Non-involvement of operating managers
Inadequate Information system
Trade unions
Employers

28

Phuong Tran 14
University of Economics and Law 08/10/2012
Faculty of IER

Conclusion
Human resource planning is a vital sub activity of
employment function. In fact employment process begins
with human resource planning but it never ends with this
function.

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Management Replacement
Chart Showing Development
Needs of Future Divisional
Vice President

30

Phuong Tran 15
University of Economics and Law 08/10/2012
Faculty of IER

Một số mẫu tài liệu tham khảo

31

Headcount
Department End End End ‘08 End ‘09 Increase Remarks
‘06 ‘07 plan plan

TOTAL

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Phuong Tran 16
University of Economics and Law 08/10/2012
Faculty of IER

HR Changes (Proposal)
Name WL New Changes Effective Remarks
WL Date
PROMOTION
1 Jan-07
2 Jan-07
3 Apr-07
4 Oct-07
5 Jan-07
VACANCIES
1
2
3
ADJUSTMENT
1

EXIT
1

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Talent Listing - Proposal

Year on Nationality Years of Sex Comments
Country Planned
Name Current Role Function SHP list LDT Position serv.
Workplace Next Role
(if applic)

34

Phuong Tran 17
University of Economics and Law 08/10/2012
Faculty of IER

Name; potential successor Plan

Key Role Current Incumbent Planned move Listing status Gender Comments
please use colour code Status*
Ready now M/F
Ready 2/3 yrs
select

select

select

select

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TALENT DEVELOPMENT ROADMAP

2007 2008 2009 2010 2011

Name Current Post Dept WL
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Nguyen Van A Current job
Current job
Current job

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Phuong Tran 18