Human Resources Planning

= Resources

Definition :
y Human resources planning is the process by
which an organization ensures that it has the right number & kind of people at the right place and at the right time, capable of effectively and efficiently completing those tasks that help the organization achieve its overall objectives..
y HRP is the process of forecasting a firm s future

for, and supply of the right type of people in the right number.

Importance of HRP
y HRP is primary nature & therefore, it proceeds all other HRM functions. HRP translate the organizational objective & plan into number & kind of personnel needed to achieve those objective. HRP contributes in the following ways in managing human resources in an organization -:

1) Defining the future personnel need

planning is significant as it help determine future personnel needs. Surplus & deficiency in staff strength is the result of the absence of or defective planning. Lack of systematic HRP has resulted into large scale overstaffing in many public sectors organization. In Indian & international business scenes , fast changes are taking place. In this war , only those companies will survive which adopt a formal , meticulous HRP

2) Coping with changes

Contd .
1) Part of strategic planning
HR management must become an integral part of strategic management process . All activities of HRM - planning, hiring, recruiting, training & maintaining- must be merged with strategic management. In successful companies there is virtually no distinction between strategic planning & HRP. HR managers are important facilitators of the strategic planning process & are viewed as important contribution to carve the organization s future.
jobs are becoming highly intellectual & incumbent are getting vastly professionalized . These knowledgeable people are known as job hopping, there by creating shortage in the organization. Manpower planning helps prevent such shortages.

2) Creating highly talented personnel

Contd
1) International Strategies
HRP facilitates international expansion strategies. The HR department needs to fill key jobs with expatriates, motivate them & compensates them. provides essential information for designing & implementing personnel functions, such as recruitment, selection , personnel movement and training & development.

2) Foundation of personnel functions Manpower planning

3) Increasing investment in HR

An employee who gradually develops his /her skills & abilities becomes a more valuable resources. The rupee value of a trained ,flexible, motivated & productive workforce is difficult to determine, although attempts are being made to do so , as in HR accounting (HRA).

Contd .
y Other Benefit
a) b) c) d) e) f)

Upper management has a better view of the HR dimension of business decision. Personnel cost may be less because the management can anticipate imbalances before they become unmanageable & expensive. More time is provided to locate talent. Better opportunities exist to include women & minority group in future growth plan Better planning of assignment to develop managers can be done. Major & successful demands on local labor market can be made

Human resources management process

y HRP essentially involves forecasting personnel needs,

assessing personnel supply & matching demand supply factors through Personnel related programs. y The planning process is influenced by overall organizational objective and the environment of business . y Figure illustrate the planning process - :

HRP Process - Determination of Quantity of Personnel

Organizational Objectives HR Needs Forecast HR Programming HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection HR Supply Forecast

Environmental Scanning
y Environment scanning refers to the systematic monitoring of the external forces influencing the organization. y Managers monitor several forces but the following are pertinent for HRP :

Economic factors 2) Technological factors 3) Demographic factors 4) Political factors & legislative issue 5) Social factors By scanning the environment for changes, managers can anticipate their impact & adjustment early.
1)

Organizational Objectives & Policies

y Hr plans need to be based on organizational objectives. y Once the organizational objective are specified, communicated & understood by all concerned, , the HR department must be specify the objective with regards the HR utilization in the organization. y Specific requirement in term of number & characteristic of employee should be derived from the organizational objective.

HR Demand Forecast
process of estimating future quantity and quality of manpower required for an organization.

External factors - competition, laws & regulation, economic climate, changes in technology and social factors Internal factors - budget constraints, production levels, new products & services, organizational structure & employee separations

Forecasting Techniques
y Forecasting Techniques vary from simple to sophisticated ones. The technique are as follow -:

1) Managerial Judgment - Managers discuss and arrive at a

figure of inflows & outflows which would cater to future labour demand. The technique may involve a bottom up or a top down approach. This technique is used in smaller organization or in those companies where sufficient data base is not available.

2) Ratio-Trend Analysis - Studying past ratios, i.e. No. of Workers Vs

Volume of Sales, forecasting future ratios and adjusting for future changes in the organization. This is a quickest forecasting technique.

3) Work-Study Technique

work study technique can be used when it is possible to apply work measurement to calculate the length of operation and the amount of labour required..

Contd .
1. Delphi Technique - From a group of experts the personnel needs are estimated . This technique is quite useful where the problem cannot be solved by using analytical technique but it solution require s subjective judgment on a collective basis. 2. Flow Model The simplest one is called the Markov model. In this technique, the forecast will (a) determine the time that should be covered. (b) establish categories, also called states, to which employee can be assigned. (c) count annual movement (also called flow)among states for several time period. (d) estimate the probability of transition from one states to another based on past trend.

HR Supply Forecast
process of estimating future quantity and quality of manpower available internally & externally to an organisation.

Supply Analysis Existing Human Resources Internal Sources of Supply External Sources of Supply

Existing Human Resources

y It is generally facilitated by HR audit. y HR audit summaries each employees skills & abilities. y The audit of non managers are called skills inventories

& those of management are called management inventories. y Computer is used for collecting, storing , maintaining, retrieving, & validating the HR data & this process is called HRIS i.e human resources information system

Internal Supply
y Armed with HR audit. Planners can proceed with the

analysis of internal supply. The technique generally used for the purpose are :

a) Inflows & Outflows- The number of losses & gains of staff is estimated. b) Turnover Rate - refers to rate of employees leaving.
= ( No. of separations in a year / Avg no. of employees during the year ) x 100

Contd .
c) Absenteeism - unauthorized absence from
work= ( total absentees in a year / Avg no. of employees x No. of working days) x 100
d) Productivity Level - = Output / Input. Change in productivity affects no. of persons per unit of output.

e) Movement among Jobs - internal source of recruitment, selection and placement

External Supply
y External recruitment, selection & placement Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals
Yield ratios - are estimated in the process of hiring applications. Hiring Process Ratio
 

Ad generates 2000 applications. 200 are potential Out of 200, 40 attend interview Out of 40, 30 were offered jobs Out of 30, 20 accepted Overall Yield Ratio (2000:20)

10:1 5:1 4:3 3:2 100:1

HR Programming
Balancing Demand and Supply

Vacancies filled in by the right employee at the right time

HR Plan Implementation
Implementation require converting an HR plan into action.

Recruitment, Selection & Placement Training & Development Retraining & Redeployment Retention Plan Downsizing Plan Succession Plan

Control & Evaluation

C Are Budgets, Targets & Standards met? C Responsibilities for Implementation &
Control

C Reports for Monitoring HR Plan