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` has been defined by Geisler (1967),

As a process of forecasting, developing and controlling
human resources in an enterprise. This process helps the
enterprise to ensure that it has right number of people and the
right kind of people at the right place at the right time
performing tasks for which they are most effective.

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ÿ rganizational growth cycle and planning

ÿ
nvironmental uncertainties
ÿ utsourcing
ÿature of jobs being filled
ÿTypes and quality of forecasting information
ÿTime horizons
ÿType and strategy of organization
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ÿ The first step in the human resource planning process is to
understand the context of human resource management.
ÿ uman resource mangers should understand both internal and
external environments.
ÿ ata on external environments includes the general status of
the economy, industry, technology and competition; labor
market regulations and trends; unemployment rate; skills
available; and the age and sex distribution of the labor force.
ÿ nternal data required include short- and long-term
organizational plans and strategies and the current status of the
organization's human resources.
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ÿ The human resource plan must be linked with the
organization's strategic plan.

ÿ The company strategy and business plan will determine

what work activities are anticipated in the short term and
long term.

ÿ ased on these activities, the company can identify its

human resource requirements
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ÿ The aim of forecasting is to
determine the number and type of
employees needed in the future.
ÿ orecasting should consider the
past and the present requirements
as well as future organizational
directions.
ÿ ottom-up forecasting is one of
the methods used to estimate
future human resource needs by
gathering human resource needs of
various organizational units.
ÿ rganizations can hire personnel
from internal and external sources.
ÿ The skill inventories method is
one of the techniques used to keep
track of internal supply.
ÿ kill inventories are manual or
computerized systems that keep
records of employee experience,
education and special skills.
ÿ A forecast of the supply of
employees projected to join the
organization from outside sources,
given current recruitment
activities, is also necessary.
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ÿ Programming, the third step in the uman esource

Planning process assumes greater importance.

ÿAfter the organization's personnel demand and supply are

forecast these two must be reconciled or balanced

ÿo that vacancies can be filled by the right employees at the

right time.
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ÿ mplementation requires converting  plan into action.
ÿ A series of action programmes are initiated as a part of  plan
implementation.
ÿ These programmes include
Ú ecruitment, election and Placement.
Ú Training and evelopment
Ú etaining and eployment
Ú The etention Plan
Ú The edundance Plan
Ú The succession Plan
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ecruitment, election and Placement

ÿ
ob vacancies- dentification of sources and search for
suitable candidates.
ÿ election programme should be professionally
designed.
ÿ usiness Process eengineering (P )

Training and evelopment

ÿ ecessary for the existing staff
ÿ requency and budget allocation
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etraining and edeployment

ÿ mparting new skills
ÿ Gainful employment

etention plan
ÿ ompensation plan
ÿ Performance appraisal
ÿ
mployees leaving in search of green pastures
ÿ
mployees quitting because of conflict
ÿ The induction crisis
ÿ hortages and unstable recruits
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ownsizing plan
ÿ Trimming of labour force is required where there is
surplus workforce
ÿ oluntary etirement cheme ( )
ÿ ay-off

Managerial succession planning

ÿ eed for good managers is perpetual
ÿ uccessful programmes include top management¶s
involvement, review, formal assessment and
development plans
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ÿ ontrol and evaluation represents the final stage in the  P
process.
ÿThe  Plan should include budgets, targets and standards.
ÿt should also clarify responsibilities for implementation and
control
ÿt should establish reporting procedures which will enable
achievements to be monitored against the plan.
ÿThese procedures may simply report on the numbers employed
against establishment and on the numbers recruited under the
recruitment targets .
ÿut they should also report employment costs against budget ,
and the trends in wastage and employment ratios.
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This technique is very simple . n this manager sit together, discuss and
arrive at a figure which would be the future demand of labor . The
technique may involve a µbottom to up¶ or µtop to bottom¶ approach .
This technique is used in smaller organizations or in those companies
where sufficient data isn¶t available.
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atio analysis is the quickest forecasting technique

which involves studying past ratios and forecasting
future ratios making some allowances for change in
the organization or its method .
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/('%
 + $* is the study of work. t is the analysis of
work dividing it into smaller parts followed by
rearrangement of these parts to give the same
effectiveness at lesser cost. t examines both the method
and duration of the work involved in a process.
t is the systematic examination of the methods of
carrying out activities such as to improve the effective use
of resources and to set up standards of performance for
the activities carried out
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ÿ To recommend and implement the desired improvements in work
methods by establishing the most economical way of doing work.
ÿ nvestigation and analysis of existing situation.
ÿ
xamination of weakness if any in the production process.
ÿ Most effective use of the existing or proposed plant.
ÿ
fficient use of human efforts.
ÿ
nsure proper performance of those employed in the production
process.
ÿ Measurement of work values.
ÿ To initiate and maintain incentive bonus schemes.
ÿ etting standards for labor cost ctrl documentation.
ÿ To standardize the method, material and equipment used in the
production process.
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1.Method tudy
2.Work measurement.
3.
rgonomics.
4.
ob evaluation: unctional/ on functional
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1. t is a mean of raising productivity of a factor by
reorganization of the work involving little or no capital
expenditure on plant and equipment.
2. t is a systematic study where no factor of production is
overlooked.
3. t is most accurate method of determining the standards of
performance on which effective planning and ctrl depends.
4. t results in savings and efficient use of resources.
5. esults in improved safety.
6. eduction in training time.
7. t is a tool, which can be, applied everywhere.
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ÿ Associated with forecasting personnel needs.
ÿ implest one is known as MA   M 
. n
this technique the forecasters will:
± etermine the time that should be covered.
±
stablish categories, called states, to which
employees can be assigned.
± ount annual movements, called flows. Among
states for several time periods
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etermine the time that should be covered

stablish categories, called states to which

employees are assigned

ount annual movements, called flows,

among the states for different time periods

stimate the probability of transitions from one state to

other based on past trends
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ÿ
asy to understand its underlying assumptions.

ÿ Makes sense to the decision makers

ÿ ikely to accept results

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ÿ eavy reliance on past data

ÿ Accuracy in forecasts about the individuals is

sacrificed to achieve accuracy across groups
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0`( (

ÿPresent
mployees

ÿkills nventories

ÿManagement nventories
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 (%
ÿnflows and outflows
ÿTurnover rate
ÿonditions for work and absenteeism
ÿProductivity level
ÿMovement among jobs
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ÿndustry to industry
ÿ rganizations to organizations
ÿGeographical locations
ÿolleges and niversities
ÿonsultants
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ÿ   is a systematic procedure for collecting,

storing, maintaining, retrieving and validating
data needed by an organization about its
human resource.
ÿ An integrated system of hardware, software,
and databases designed to provide information
used in  decision making.
ÿ   is a part of the organization¶s
Management nformation ystem.

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enefits of  
ÿ Administrative and operational efficiency in
compiling  data.
ÿ Availability of data for effective  strategic
planning.

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Application f  

ÿ Training management
ÿ Turnover analysis
ÿ uccession planning
ÿ Attendance reporting
ÿ  P
ÿ trategy Planning

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mplementation teps
ÿ tep 1- nception of dea
ÿ tep 2- easibility tudy
ÿ tep 3- electing a Project Team
ÿ tep 4- efining the requirements
ÿ tep 5- endor Analysis
ÿ tep 6- Package ontract egotiation
ÿ tep 7- Training
ÿ tep 8- Tailoring
ÿ tep 9- ollecting the ata *3
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ÿ tep 10- Testing the ystem

ÿ tep 11- tarting p
ÿ tep 12- unning Parallel
ÿ tep 13- Maintenance
ÿ tep 14-
valuation

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ÿ  P must be recognized as an integral part of

corporate planning.
ÿ acking of top management for  P is absolutely
essential.
ÿ Personnel records must be complete, up-to-date and
readily available.
ÿ The time horizon of plan must be long enough to
permit any remedial action.
ÿ Plans should be prepared by skill levels rather than by
aggregates.
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ÿ  P responsibilities should be centralised in order to

co-ordinate consultation between different
management levels.
ÿ The techniques of planning should be those best
suited to the data available and the degree of accuracy
required.

*
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ÿ  practitioners are perceived as experts in handling
personnel matters, but are not experts in managing
business.
ÿ  information often is incompatible with the
information used in strategy formulation.
ÿ onflicts may exist between short-term and long-term
 needs.
ÿ There is conflict between quantitative and qualitative
approaches to  P.
ÿ on-involvement of operating managers renders  P
ineffective. *

 Group learnings |

 
 

ÿ  P is significant as it helps determine future

personnel needs.
ÿ t ensures protection to weaker sections.
ÿ  P acts as a basis for other personnel functions.
ÿ  P helps overcome resistance to change.
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