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1ST M.COM
PG DEPARTMENT OF COMMERCE
ST.THOMAS COLLEGE, PALAI
HUMAN RESOURCE PLANNING
CONCEPT OF HRP
• The process by which management determines how an organisation should
move from its current manpower position to its desired manpower position.
• Through it management strives to have the right number and the right kind of
people at the right places, at the right time, doing things which result in both
the organisation and the individual receiving maximum long-range benefit.
• Procurement of the right kind and right number of personnel is the first
operative function of human resource management.
• Before selecting the right man for the right job, it becomes necessary to
determine the quantity and quality of the people required in an organisation.
• Human Resource Management begins with Manpower Planning
DEFINITIONS OF HRP
1. ENVIRONMENTAL SCANNING
d) Ratio-trend analysis- This technique involves studying past ratios between the
number of workers and sales in an organisation and forecasting future ratios
by making some allowance for changes in the organisation or its methods.
4. HR SUPPLY FORECAST
plan,…
7. MONITORING AND CONTROL
1. Inaccuracy- HRP involves forecasting the demand for and supply of human
resources. Therefore, it cannot be a cent percent accurate process. Longer
is the time horizon, greater is the possibility of inaccuracy.
2. Employee resistance- Employees and trade unions feel that due to
widespread unemployment people will be available for jobs as and when
required. Moreover, they feel that HRP increases their workload.
3. Uncertainties- Labour absenteeism, labour turnover, seasonal employment,
technological changes and market fluctuations are the uncertainties which
serve as constraints to human resource planning.
4. Inefficient information system- In most of the Indian industries, human
resource information system has not been fully developed. In the absence of
reliable data it is not possible to develop effective human resource plans.
5. Lack of top management support- In the absence of support and
commitment from the top, human resource experts find it difficult to obtain
vital inputs.
6. Time and expense- Manpower planning is a time consuming and expensive
exercise. A good deal of time and cost are involved in data collection and
forecasting.
7. Unbalanced focus- In some companies, there is too much focus on the
quantitative aspect than quality of human resources. Career planning and
development, skill levels, morale,… are likely to suffer due to such
unbalanced approach to human resource planning.
GUIDELINES FOR MAKING HRP EFFECTIVE
1. Tailor made- Human resource plans should be balanced with the corporate
plans of the enterprise.
2. Appropriate time horizon- The period of a human resource plan should be
appropriate to the needs and circumstances of the specific enterprise.
3. Adequate organisation- HRP function should be properly organised. A
separate cell, section or committee may be constituted within the human
resource department to provide adequate focus and coordination of plans
at various levels.
4. Top management support- Before starting the HRP process the support and
commitment of top management should be ensured. It should be carried
out within the limits of a budget.
5. Participation- To be successful, HRP requires active participation and
coordinated efforts on the part of operating executives.
1. Aggregate planning-
1. Employment- HRP is affected by the employment situation in the country . That is, in
countries where there is greater unemployment ; there may be more pressure on
the company, from government to appoint more people. Similarly some company
may force shortage of skilled labour and they may have to appoint people from
other countries.
2. Technical changes in the society- Technology changes at a very fast speed and
new people having the required knowledge are required for the company. In some
cases, company may retain existing employees and teach them the new
technology and in some cases, the company have to remove existing people and
appoint new.
3. Organisational changes- Changes take place within the organisation from
time to time. That is, the company diversify into new products or close down
business in some areas. In such cases, the HRP process ie, appointing or
removing people will change according to situation.
7. Pressure groups- Company has to keep in mind certain pressure groups like
human rights activist, women activist, media,… as they are very capable for
creating problems for the company. When issues concerning these groups
arise, appointment or retrenchment becomes difficult.
8. Environmental uncertainties – Political, social and economic changes affect
all organisations. Personnel planners deal with environmental uncertainties
by carefully formulating recruitment, selection, training and development
policies and programmes.
9. Time horizons- A plan cannot be for too long on a time horizon as the
operating environment itself may undergo changes. Plans for companies
operating in an unstable environment (computers), must be for a short
period. Plans for others where environment is fairly stable (university plan),
may be long-term. In general, the greater the uncertainty, the shorter the
plan’s time horizon and vice-versa .