Human resources planning

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Introduction Opening
case Ia. Definition meaning . Learning objective. Objective. Factor affecting HR
P. Planning process. 7 sub topics. HRP at different level. bpo. Requisite for su
ccessful hr. Barrier to hr.. Closing case cisco. Our suggestion. Article. Game.
INTRODUCTION
Opening Case Indian Airlines - HRP Concerns
Synopsis Flying low ± An Introduction Fighter Pilots ± The Problems Strikes Cavalier
Attitude. Surplus Employee. Troubled skies ± The Conclusion
IMPORTANCEOF HRP IMPORTANCES OF HRP
Future personal needs Increasing investments in Human Resources Part of strategi
c planning General Importance Creating highly talented personal International st
rategies Other benefits
Definition and Meaning
³HRP is the process of forecasting a firm¶s future demands for, and supply of, the r
ight type of people in the right number.´ For e.g. IT firms in India BPO firms.
LEARNING OBJECTIVES
Under stand the nature and the importance of HR planning. Identify and describe
the factors affecting hr planning. Identify the employee planning process, diffe
rent stages in the process and describe each stage. Identify pre requisite for s
uccessful planning. List the various barriers which render planning in effective
OBJECTIVES
To recruit and retain the human resource of required quantity and quality. To fo
resee the employee turnover and filling up of vacancies, To meet the needs of th
e programmes of expansion, diversification, etc, To foresee the impact of techno
logy on work, existing employees and future human resource requirements,
 To improve the standards, skill, knowledge, ability, discipline, etc, To assess
the surplus or shortage of human resources and take measures accordingly To main
tain congenial industrial relations by maintaining optimum level and structure o
f human resources,
 To minimize imbalances caused due to nonavailability of human resources of right
kind, right number in right time and right place, To make the best use of its h
uman resources To estimate the cost of human resources and their contribution to
the organization.
FACTORS AFFECTING HRP
Type and Strategy of Organizations Organizational Growth Cycles and Planning Env
ironmental Uncertainties Time Horizons Type and Quality of Information Nature of
Jobs being Filled OUTSOURCING
PLANNING PROCESS
THE PROCESS INDETAIL ENVIRONMENTAL SCANNING ORGANIZATIONAL OBJECTIVES AND POLICI
ES
What union constraints are encountered in HRP and what policies are needed to ha
ndle these constraints? To what extent production and operations be automated an
d what can be done about those displaced? How to ensure continuous availability
of adaptive and flexible work force?

HR DEMAND FORECAST
Forecasting Techniques Managerial judgment. Ratio-trend analysis Regression anal
ysis Work study techniques Delphi techniqueFlow models Others
HR SUPPLY FORECAST
The supply analysis covers: Existing human resources,
Present / Existing Employees
» » » » » Inflows and outflows, Turnover rate, Conditions of work and absenteeism, Product
ivity level, and Movement among jobs.

Internal Supply External Supply

Internal sources of supply; and External sources of supply.

 HR PROGRAMMING HR PLAN IMPLEMENTATION Retraining and Redeployment: Training and
Development: Recruitment, Selection and Placement: Retention Plan: Downsizing Pl
an: Control and Evaluation
HRP AT DIFFERENT LEVELS
Corporate Level Planning.
Corporate level HRP takes in to consideration the changing market situation, str
ategic plans of the organizations, technological changes anticipated etc at a ma
cro level.
Intermediate Level Planning.
It is done at the strategic business unit level. The hr planning at this stage i
s done based on corporate level HR plan.
 Operation Planning. These plan are made at operation level and, as in the case o
f planning at other levels, are made in pursuit of the organizational objective.
Planning Short Term Activity. Planning at these level include management of day
-to-day activities.
REQUISITES FOR SUCCESSFUL HRP
HRP must be recognized as an integral part of corporate planning. The planner of
human resources must therefore, be aware of the corporate objectives. Backing o
f top management for HRP is absolutely essential HRP responsibilities should be
centralized in order to co-ordinate con-sultation between different management l
evels.
 Personnel records must be complete, up-to-date and readily available The time ho
rizon of the plan must be long enough to permit any remedial action. The techniq
ues of planning should be those best suited to the data avail-able and the degre
e of accuracy required. Plans should be prepared by skill levels rather than by
aggregates.
BARRIERS TO HRP
HIRE AND FIRE. DEFECTIVE STRATEGIC PLANNING. LONG TERM ISSSUES NEGLECTED. CONFLI
CTS BETWEEN QUALITATIVE AND QUANTITATIVE. HRP AN HR DEPARTMENT FUNCTIION?
CLOSING CASE
INTRODUCTION
REAPING THE BENEFITS
SUGGESTION
HR professionals must be careful to avoid some of the common pitfall in the proc
ess of HR. HR manager have to have an understanding of all the area of business
to design an implement an good HR plan. HRP is not the responsibility of the hr
function alone.
SMART PLANNERS
ARTICLE
CONCLUSION