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THAT :
Describes the formal systems devised for the
management of people within an organization.
Describes the responsibilities of a human resource
manager that fall into three major areas:
Bal Krishna Upadhyay staffing,
bkupadhyay@iifm.ac.in
employee compensation and benefits, and
defining/designing work.

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Four Functions according to contemporary management

experts HRP is a forward looking function and an organisational tool to identify skill
and competency gaps and subsequently develop plans for development of
Control deficient skills and competencies in human resources to remain competitive.
HRP is a process of predicting and determining the number and nature of
manpower that would be required to meet the organisational objectives and
strategies in an effective way (Durai, 2010).
Plan Lead Human resource planning is a process that identifies current and future
human resources needs for an organization so as to achieve its goals.
Henri Feyol believed Putting right person at the right place at the right time so as to enhance the
STAFFING as the fifth competitive advantage of the organisation, is what Human Resource Planning
function Organize does
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Personnel Needs Taken Care Of

Part of Strategic Planning
HRP is a sub-system in the total organisational planning. Creating Highly Talented Personnel
Organisational planning includes managerial activities that set the International Strategies
companys objectives for the future and determines the Foundation for Personnel Functions
appropriate means for achieving those objectives
Increasing Investments in Human Resources
Evolving Nature of HRP Resistance to Change and Move
Earlier, HRP was a routine and isolated activity. But now it is aligned Unite the Perspectives of Line and Staff Managers
with business strategy Other Benefits

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Short & Short &

Long term Long term
planning planning
period period
Certainity Certainity
/Stability /Stability

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( )

Environmental Scanning
Economic factors, including general and regional conditions
Technological changes, including robotics and automation
Demographic changes, including age, composition and literacy
Political and legislative issues, including laws and administrative
rulings
Social concerns, including child care, and educational facilities and
priorities
The HRP Process

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( ) ( )
Organisational Objectives and Policies
HR Demand Forecast
Are vacancies to be filled by promotions from within or hiring from outside?
How do the training and development objectives interface with the HRP
objectives?
What union constraints are encountered in HRP and what policies are needed to
handle these constraints?
How to enrich employees job? Should the routine and boring jobs continue or
be eliminated?
How to downsize the organisation to make it more competitive?
To what extent production and operations be automated and what can be done
about those displaced?
How to ensure continuous availability of adaptive and flexible workforce?
Techniques of HR Demand Forecasting
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( )
HR Supply Forecast
( )

Source: Adapted from Human Resource Management by

Reasons for supply forecast:
Helps quantify number of people and positions expected to be

Robert L. Mathis and John H. Jakson, p. 57.

available in future to help the organisation realise its plans and meet
its objectives
Helps clarify likely staff mixes that will exist in the future
Assess existing staffing levels in different parts of the organisation
Prevents shortage of people where and when they are most needed
Monitors expected future compliance with legal requirements of job
reservations

Uses of a Human Resource Information System (HRIS)

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( )
Management Inventories ( )
Work history
Strengths Internal Supply
Weaknessesidentification of specific training programmes needed to remove the Inflows and Outflows
weaknesses
Turnover Rate
Promotion potential
Career goals Conditions of Work and Absenteeism
Personal data Productivity Level
Number and types of employees supervised Movement among Jobs
Total budget managed
Previous management duties External Supply
Educational background new blood and new experience will be available
Current job performance
organisation needs to replenish lost personnel
Field of specialisation
Job preferences organisational growth and diversification create the needs to use
Geographic preferences external sources to obtain additional number and type of
Anticipated retirement date employees
Personal history including psychological assessments
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Recruitment, Selection and Placement

Training and Development

Source: Jeffrey A. Mello, Strategic Human Resource

Retraining and Redeployment
Retention Plan
Compensation Plan
Performance Appraisal
Employees Leaving in Search of Green Pastures
Employees Quitting because of Conflict

Management, p. 140
The Induction Crisis
Shortages
Unstable Recruits

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Source: The Economic Times, dated Dec.

7, 2008

( ) Downsizing Plans in Select Firms

A typical succession planning involves the following activities:

Downsizing Plan Analysis of the demand for managers and professionals by company
level, function, and skill
Audit of existing executives and projection of likely future supply from
internal and external sources
Planning of individual career paths based on objective estimates of
future needs, and drawing on reliable performance appraisals and
assessments of potential
Career counselling undertaken in the context of a realistic
understanding of the future needs of the firm, as well as those of the
individual
Accelerated promotions, with development targeted against the future
needs of the business
Performance-related training and development
Planned strategic recruitment, not only to fill short-term needs but also
to provide people for development to meet future needs
The actual activities by which openings are filled
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Manpower planning has come to be recognised in India as one of the HRP must be recognised as an integral part of corporate planning

adjuncts of socio-economic planning since the early years of the Backing of top management for HRP is absolutely essential
planning era. Among the noteworthy steps taken by the Government of HRP responsibilities should be centralised in order to co-ordinate
India in this direction is the setting up of the Institute of Applied consultation between different management levels
Manpower Research (IAMR)
Personnel records must be complete, up-to-date and readily available
The IAMR was set up in 1962, inter alia to conduct empirical research in
The time horizon of the plan must be long enough to permit any remedial
manpower, to provide advisory and consultancy services to action
government departments and industry, and to impart training in
The techniques of planning should be those best suited to the data
methods and techniques of manpower planning
available and the degree of accuracy required
Training is now a major activity of the Institute

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( )
The techniques of planning should be those best suited to the data
available and the degree of accuracy required People question the importance of making HR practices future oriented
and the role assigned to HR practitioners in formulation of
Plans should be prepared by skill levels rather than by aggregates
organisational strategies
Data collection, analysis, techniques of planning and the plans
themselves need to be constantly revised and improved in the light of HR practitioners are perceived as experts in handling personnel
experience matters, but are not experts in managing business
The impact of external forces like technological changes, changes in HR information often is incompatible with the information used in
labour market compositions and the like needs to be considered while strategy formulation
developing the human resource plan
Conflicts may exist between short-term and long-term HR needs
HRIS should be used as decision support system and should alert
There is conflict between quantitative and qualitative approaches to HRP
managers to problems and opportunities
Non-involvement of operating managers renders HRP ineffective

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QUESTIONS ????

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