Professional Documents
Culture Documents
Planning
Human Resources
Planning
HR Planning is the process of using an organisations
goals and strategy to forecast the organisations HR
needs in terms of finding, developing and keeping a
qualified workforce.
HRM Planning
HRM planning is a process by which
an organization ensures that it has
the right number and kinds of
people, at the right time, capable
of effectively and efficiently
completing those tasks that will
help the organization to achieve its
overall strategic objectives.
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HRM &
Organizational Strategy
Human
Mission
Objectives
And goals
Strategy
Structure
People
Planning Model
4-6
Human Resources
Planning
HR
HR Planning
Planning
Strategic
Strategic Planning
Planning
--Reciprocal
Reciprocal and
and interdependent
interdependent relationship
relationship
-Environmental
-Environmental scanning
scanning critical
critical for
for both
both
Importance Of
HRP
FUTURE PERSONNEL NEEDS
1.
2.
3.
4.
Importance Of HRP
(contd.)
5.
INTERNATIONAL STRATEGIES
6.
7.
8.
Importance Of HRP
(contd.)
9. OTHER BENEFITS
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Human Resources
Planning
Results of Inadequate HR Planning
-Vacant
-Vacant positions
positions create
create costly
costly inefficiencies
inefficiencies
-Overtime
-Overtime hours
hours at
at premium
premium cost
cost
-Simultaneous
-Simultaneous layoffs
layoffs and
and hiring
hiring
-Mass
-Mass layoffs
layoffs requiring:
requiring:
-severance
-severance pay
pay
-extended
-extended notice
notice periods
periods
Human Resources
Planning
Results of Inadequate HR Planning
-Ineffective
-Ineffective training,
training, development,
development, career
career planning
planning
-Turnover
-Turnover of
of high
high performers
performers
-Problems
-Problems with
with employment
employment equity
equity goals
goals
-Inability
-Inability to
to meet
meet operational
operational and
and strategic
strategic plans
plans
Factors Affecting
HRP
1. TYPE & STRATEGY OF ORGANISATION
Internal growth
Growth through M
&A
Informal
Formal
Reactive
Proactive
Inflexible
Flexible
4-15
15
Forecast Internal
Supply of Labor
Forecast External
Supply of Labor
Forecasting Human
Resource
Demand
Demand =
Supply
No
Action
Comparison of
Requirements and
Availability
Surplus of Workers
Forecasting Human
Resource
Supply
Shortage of
Workers
Recruitment
Selection
Elements of Effective HR
Planning
4. Monitor and Evaluate Results
Phase 1: Assessing
Supply and Demand
Situation analysis and environmental scanning;
Forecasting HR demands
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Phase 2 : Developing
Objectives
Considering corporate strategy & goals;
The objectives set will also depend upon the
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Phase 4 : Evaluating
Outcomes
To quantify the value of HR;
An HRIS facilitates rapid and frequent collection of
data;
Data collection is important for evaluating
programs and making adjustments;
Determining the effectiveness of HR plans;
Demonstrating the significance of planning and
HRM department itself to the organization as a
whole.
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Considerations
Considerations
Product/service
Product/servicedemand
demand
Technology
Technology
Financial
Financialresources
resources
Absenteeism/turnover
Absenteeism/turnover
Organizational
Organizationalgrowth
growth
Management
philosophy
Management philosophy
Techniques
Techniques
Staffing
Staffingtables
tables
Markov
Markovanalysis
analysis
Skills
inventories
Skills inventories
Management
Managementinventories
inventories
Replacement
charts
Replacement charts
Succession
SuccessionPlanning
Planning
Techniques
Techniques
Trend
Trendanalysis
analysis
Regression
RegressionAnalysis
Analysis
Ratio
Analysis
Ratio Analysis
Managerial
Managerialjudgment
judgment
Delphi
technique
Delphi technique
Considerations
Considerations
Demographic
Demographicchanges
changes
Education
Educationof
ofthe
theworkforce
workforce
Labor
Mobility
Labor Mobility
Government
Governmentpolicies
policies
Unemployment
Unemploymentrate
rate
BALANCING
BALANCING
SUPPLY
SUPPLYAND
ANDDEMAND
DEMAND
(Shortage)
(Shortage)
Recruitment
Recruitment
Full-time
Full-time
Part-time
Part-time
Recalls
Recalls
(Surplus)
(Surplus)
Reductions
Reductions
Layoffs
Layoffs
Terminations
Terminations
Demotions
Demotions
Retirements
Retirements
FORECASTING
FORECASTINGSUPPLY
SUPPLY
Figure 4.3
Forecasting
Forecasting Demand
Demand
Qualitative
QualitativeMethods
Methods
Quantitative Approach:
Trend Analysis
A
forecasting
technique
for
determining
future
staff needs by using
ratios between sales
volume and number of
employees needed.
Quantitative Approach:
Regression Analysis
REGRESSION ANALYSIS
Qualitative Approach:
Managerial Judgment
In this all managers sit together, discuss and arrive at a
figure which would be the future demand for labour.
This technique may involve a bottom-up or top-down
approach. A combination of both could yield positive results.
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Qualitative Approach:
Delphi Technique
This technique is the method of forecasting personnel needs.
It solicits estimates of personnel needs from a group of
experts, usually managers.
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.
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Forecasting HR Supply
Forecasting the supply of labor is really two tasks:
Forecasting Internal Supply
The number and type of employees who will be in the firm
at some future date
Forecasting External Supply
The number and type of people who will be available for
hiring from the labor market at large
Forecasting Supply of
Employees: Internal Labor
Supply
Staffing Tables
Markov Analysis
Skill Inventories
Replacement Charts
Succession Planning
Markov Analysis
A method for tracking the pattern of
employee movements through various jobs.
Skills Inventories
manual
manual or
or computerized
computerized records
records
used
used to
to identify
identify internal
internal candidates
candidates for
for transfer
transfer
or
or promotion
promotion
summary
summary of
of each
each employees:
employees:
education
education
experience
experience
interests
interests
skills
skills
V P M a r k e t in g
0 0 M r . K a r im ( 5 2 )
E x p e r ie n c e - 5 y e a r s
V P F in a n c e
* M r. M a h b u b (4 5 )
E x p e r ie n c e - 1 y e a r s
V P P r o d u c t io n
0 0 M r . H a m id ( 4 3 )
E x p e r ie n c e - 4 y e a r s
* * * M s . R a h im a ( 5 5 )
E x p e r ie n c e - 9 y e a r s
* * * M r . S a fiq u e ( 4 2 )
E x p e r ie n c e - 3 y e a r s
* M r . R a fiq u e ( 5 4 )
E x p e r ie n c e - 6 y e a r s
** M r. E n a m u l (5 0 )
E x p e r ie n c e - 8 y e a r s
* * M r . K a b ir ( 4 7 )
E x p e r ie n c e - 2 y e a r s
0 0 M r . A r if ( 4 0 )
E x p e r ie n c e - 4 y e a r s
0 0 M s . N is h a t ( 5 6 )
E x p e r ie n c e - 8 y e a r s
* M r . F ir o z e ( 4 9 )
E x p e r ie n c e - 3 y e a r s
0 0 M r. M a m u n (5 1 )
E x p e r ie n c e - 1 y e a r s
* M r . Z a k ir ( 3 9 )
E x p e r ie n c e - 2 y e a r s
0 M r. N a y e e m (5 2 )
E x p e r ie n c e - 3 y e a r s
* M r . M o n ir ( 4 9 )
E x p e r ie n c e - 1 y e a r s
analyze
analyze demand
demand for
for managers/professionals
managers/professionals
audit
audit existing
existing executives,
executives, project
project future
future supply
supply
individual
individual career
career planning/career
planning/career counseling
counseling
accelerated
accelerated promotions
promotions
performance-related
performance-related training
training and
and development
development
planned
planned strategic
strategic recruitment
recruitment
general
general economic
economic conditions
conditions
national
national labour
labour market
market conditions
conditions
local
local labour
labour market
market conditions
conditions
occupational
occupational market
market conditions
conditions
Labor
Productivity
Labor Demand
Internal
External
Labor Market Labor Market
Labor Supply
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Labor
Productivity
Labor Demand
Internal
External
Labor Market Labor Market
Labor Supply
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hiring
hiring freeze
freeze
early
early retirement
retirement programs
programs
reducing
reducing hours
hours (job
(job sharing,
sharing, reduced
reduced
workweek,
workweek, part-time
part-time work,
work, work
work sharing)
sharing)
internal
internal transfers
transfers
layoffs
layoffs
termination
termination with
with outplacement
outplacement assistance
assistance
overtime
overtime
hiring
hiring temporary
temporary employees
employees
subcontracting
subcontracting work
work
external
external recruitment
recruitment
transfers
transfers
promotions
promotions
K
N
A
H
U
T O
Y
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