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NAME: ROHAN A.

DESAI
ROLL NO: 304
SUBJECT: HUMAN RESOURCE PLANNING
PROFESSOR: REKHA SINGH
MHRDM

CONTENT:
COMPANY INTRODUCTION
INTRODUCTION TO HUMAN RESOURCE
PLANNING
NEED OF HUMAN RESOURCE PLANNING
STEPS HUMAN RESOURCE PLANNING
o Analyzing Organizational Objectives
o Inventory of Present Human Resources
o Forecasting Demand and Supply of Human Resource
o Estimating Manpower Gaps
o Formulating the Human Resource Action Plan
o Monitoring, Control and Feedback
CONCLUSION

For more than 60 years, Ipca has been partnering healthcare globally in over
110 countries and in markets as diverse as Africa, Asia, Australia, Europe and
the US.
Ipca is a fully-integrated Indian pharmaceutical company manufacturing over
350 formulations and 80 APIs for various therapeutic segments.
We are one of the world's largest manufacturers and suppliers of over a
dozen APIs. These are produced right from the basic stage at manufacturing
facilities endorsed by the world's most discerning drug regulatory authorities
like US-FDA, UK-MHRA, EDQM-Europe, WHO-Geneva and many more.

Ipca is a therapy leader in India for anti-malarials with a market-share of over


34% with a fast expanding presence in the international market as well. We
also lead in DMARDs (Disease Modifying Anti-Rheumatic Drugs) treatment for
rheumatoid arthritis. We have leading brands in 5 therapeutic areas, with 4
of our branded formulations being ranked among the Top-300 Indian brands
by ORG-IMS.
Our international client roster includes global pharmaceutical giants like
AstraZeneca, GlaxoSmithKline, Merck, Roche and Sanofi Aventis; most of
whom we have been partnering over the years.

At Ipca, quality assurance is an attitude of seeking sustainable betterment in


every aspect of our work.

What's more, Ipca was awarded as 'Among the 100 Best Companies to Work
in India 2010' in a study conducted by Great Place to Work - India in joint
collaboration with The Economic Times.

Ipca is continuously evolving. Our stature as a quality-driven


pharmaceutical company that partners healthcare globally, continues to
grow
with
each
passing
day.
Our
brand
identity
has evolved too. Modern, dynamic yet warm and friendly, energetic
yet sensitive, our new identity is an expression of the Ipca of today... an
organization that works as equal partners with global pharmaceutical
leaders.

The butterfly represents life at its energetic best. At its heart is a molecular
structure endorsing Ipca's pharmaceutical bent of purpose. The butterfly is
inflight, matching the soaring aspirations of the company.

INTRODUCTION TO HUMAN RESOURCES PLANNING


Human resource is the most important asset of an organisation. Human
resources planning are the important managerial function. It ensures the
right type of people, in the right number, at the right time and place, who
are trained and motivated to do the right kind of work at the right time, there
is generally a shortage of suitable persons.
According to E.W. Vetter, human resource planning is the process by which
a management determines how an organisation should make from its current
manpower position to its desired manpower position.
Through planning a management strives to have the right number and the
right kind of people at the right places, at the right time to do things which
result in both the organisation and the individual receiving the maximum
long range benefit.

NEEDS OF HUMAN RESOURCES PLANNING


Major reasons for the emphasis on HRP at the Macro level:

Employment-Unemployment Situation: Though in general the


number of educated unemployment is on the rise, there is acute
shortage for a variety of skills. This emphasis is the need for more
effective recruitment and retaining people.
Technological Change: The myriad changes in production
technologies, marketing methods and management techniques have
been extensive and rapid. Their effect has been profound on the job
contents and job contexts. These changes cause problems relating to
redundancies, retaining and redeployment. All these suggest the need
to plan manpower needs intensively and systematically.
Organizational Change: In the turbulence environment marked by
cyclical fluctuations and discontinuities, the nature and pace of
changes in organizational environment, activities and structures affect
manpower requirements and require strategic considerations.

Demographic Change: The changing profile of the work force in


terms of age, sex, literacy, technical inputs and social background has
implications for HRP.
Skill Shortage: Unemployment does not mean that the labour market
is a buyers market. Organizations generally become more complex
and require a wide range of specialist skills that are rare and scare.
Problems arise when such employees leave.
Governmental Influences: Government control and changes in
legislation with regard to affirmative action for disadvantages groups,
working conditions and hours of work, restrictions on women and child
employment, causal and contract labour, etc. have stimulated the
organizations to be become involved in systematic HRP.
Legislative Control: The policies of hire and fire have gone. Now
the legislation makes it difficult to reduce the size of an organization
quickly and cheaply. It is easy to increase but difficult to shed the fat in
terms of the numbers employed because of recent changes in labour
law relating to lay-offs and closures. Those responsible for managing
manpower must look far ahead and thus attempt to foresee manpower
problems.

Impact of the Pressure Group: Pressure groups such as unions,


politicians and persons displaced from land by location of giant
enterprises have been raising contradictory pressure on enterprise
management such as internal recruitment and promotion, preference
to employees children, displace person, sons of soil etc.
Lead Time: The long lead time is necessary in the selection process
and training and deployment of the employee to handle new
knowledge and skills successfully.

Steps in Human Resource Planning

Human resource planning is a process through which the right candidate for
the right job is ensured. For conducting any process, the foremost essential
task is to develop the organizational objective to be achieved through
conducting the said process.
Six steps in human resource planning are presented below

Analyzing Organizational Objectives:

The objective to be achieved in future in various fields such as


production, marketing, finance, expansion and sales gives the idea
about the work to be done in the organization.
Inventory of Present Human Resources:
From the updated human resource information storage system, the
current number of employees, their capacity, performance and
potential can be analyzed. To fill the various job requirements, the
internal sources (i.e., employees from within the organization) and
external sources (i.e., candidates from various placement agencies)
can be estimated.
Forecasting Demand and Supply of Human Resource:
The human resources required at different positions according to their
job profile are to be estimated. The available internal and external
sources to fulfill those requirements are also measured. There should
be proper matching of job description and job specification of one
particular work, and the profile of the person should be suitable to it.
Estimating Manpower Gaps:
Comparison of human resource demand and human resource supply
will provide with the surplus or deficit of human resource. Deficit
represents the number of people to be employed, whereas surplus
represents termination. Extensive use of proper training and
development programmed can be done to upgrade the skills of
employees.
Formulating the Human Resource Action Plan:
The human resource plan depends on whether there is deficit or
surplus in the organization. Accordingly, the plan may be finalized
either for new recruitment, training, interdepartmental transfer in case
of deficit of termination, or voluntary retirement schemes and
redeployment in case of surplus.

Monitoring, Control and Feedback:

It mainly involves implementation of the human resource action plan.


Human resources are allocated according to the requirements, and
inventories are updated over a period. The plan is monitored strictly to
identify the deficiencies and remove it. Comparison between the
human resource plan and its actual implementation is done to ensure
the appropriate action and the availability of the required number of
employees for various jobs.

CONCLUSION
Human Resources Planning is one of the strategies to enhance and improve
work performance this it does by removing deficiencies and prevent it from
occurring.
Human resources planning include analysis of level of skill, current and
expected vacancies and also provide plans to take care of the vacancies
through training, development and recruiting and hiring new people.
The challenging function of Human resources demands matching future
organizational requirement with the supply of right kind of staff. This
imperatively necessitate that Human Resource to be focused in meeting the
requirement of the organization.