hrp - 11- 13
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HUMAN RESOURCEPLANNING
SUNITA
SHUKLA
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STRATEGIC PLANNING
T H E P R O C E S S B Y W H I C H T O P
M A N A G E M E N T D E T E R M I N E S O V E R A L L
O R G A N I Z A T I O N A L P U R P O S E S A N D
O B J E C T I V E S A N D H O W T H E Y A R E T O
B E A C H I E V E D
2
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DEFINITION :
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.
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This process involves the estimate of the future manpower needs of
an organization and meeting them through the labour forceavailable with it
HRP is the first step in the process of Recruitment and selection
after job analysis has been completed
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From a broad organizational perspective, HR planning intends to
achieve better customer satisfaction, quality enhancement andimproved employee motivation
From a functional perspective, it aims at enhancing the employees
motivation and commitment, team spirit, mutual trust and
creativity
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The three basic objectives of any HRP are:
Attracting, developing and retaining an efficient workforce
Evaluating rewarding its performance
Inventing and controlling HR plans and programs to optimize the HR
cost
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IMPORTANCE
1) Each Organization needs personnel with necessary
qualifications, skills, knowledge, experience & aptitude .
2)Need for Replacement of Personnel - Replacing old, retired or
disabled personnel.
3)Meet manpower shortages due to labour turnover -
4) Meet needs of expansion / downsizing programmes - As a
result of expansion of IT companies the demand for IT professionals are
increasing. PSUs offering VRS to employees to retrench staff and labourcosts. DOT.COMs firing staff.
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5) Cater to Future Personnel Needs - Avoid surplus ordeficiency of labour.
75% of organizations are overstaffed. Redeployment of staff to other units.
6) Nature of present workforce in relation with ChangingEnvironment - helps to cope with changes in competitiveforces, markets, technology, products and government
regulations. Shift in demand from ERP to internet programming has increased internet
programmers demand at Wipro, Infosys etc. ITI retrained its existing workforce
in the new electronic telephone system.
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OTHER USES
i) quantify job for producing product / service
ii) quantify people & positions required
- determine future staff-mixiii) assess staffing levels to avoid unnecessary
costs
iv) reduce delays in procuring staff
v) prevent shortage / excess of staff
vi) comply with legal requirements
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HUMAN RESOURCE PLANNING PROCESSEXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
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Strategic Planning
Human Resource Planning
ForecastingHuman
ResourceRequirements
ComparingRequirementsand Availability
ForecastingHuman Resource
Availability
Surplus ofWorkers
Demand =Supply
No Action Restricted Hiring,Reduced Hours,Early Retirement,Layoff, Downsizing
Shortage ofWorkers
Recruitment
Selection
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HR DEMAND FORECAST
process of estimating future quantity and quality of manpower requiredfor an organization.
External factors competition (foreign &
domestic), laws & regulation, economic climate,changes in technology and social factors
Internal factors - budget constraints,production levels, new products & services,
organizational structure & employee separations
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FORECASTING TECHNIQUES
Managerial Judgement - Managers discuss and arriveat a figure of inflows & outflows which would cater tofuture labour demand.
Ratio-Trend Analysis - Studying past ratios, i.e. No. of
Workers Vs Volume of Sales, forecasting future ratios andadjusting for future changes in the organization.
Work-Study Technique - Used when length ofoperations and amount of labour required can be
calculated.
Delphi Technique - From a group of experts thepersonnel needs are estimated.
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HR SUPPLY FORECAST
process of estimating future quantity and quality of manpower
available internally & externally to an organization.
Supply Analysis Existing Human Resources
Internal Sources of Supply External Sources of Supply
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EXISTING HUMAN RESOURCES
Capability / Skills Inventory using HR Information System
General Information -Name: Present Address: Department:Sex: Designation:DOB: DOJ:Marital Salary:Status: Permanent Address: Grade:
Qualification -Degree/Diploma Institution Class Year of Pass
Experience/Skills -Job Title/ Organisation Brief Skill/
Appointment Responsibilities Specialisation
Outstanding Achievement / Additional Information -Awards Performance Disciplinary ActionPromotions Merit Rating AbsenteeismAchievementsCareer Plans:
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ANALYSIS OF INTERNAL SUPPLY
Inflows & Outflows - The number of losses & gains ofstaff is estimated.
Turnover Rate - refers to rate of employees leaving.
= ( No. of separations in a year / Avg no. of
employees during the year ) x 100
Absenteeism - unauthorized absence from work.= ( total absentees in a year / Avg no. of employees
x No. of working days) x 100
Productivity Level - = Output / Input. Change inproductivity affects no. of persons per unit of output.
Movement among Jobs - internal source of recruitment,selection and placement
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EXTERNAL SUPPLY
External recruitment, selection & placement -
Advertisements, Manpower Consultants, Campus
Recruitment, Unsolicited Applications, Employee
Referrals
External Sources are important for specific reasons:
New blood and new experience will be available
Organization needs to replenish lost personnel
Organizational growth and diversification create theneeds to use external sources to obtain additional
number and type of employees
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HR PROGRAMMING
Balancing Demand and Supply
Vacancies filled in by the right employee at the
right time
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HR PLAN IMPLEMENTATION
Recruitment, Selection & Placement
Training & Development
Retraining & Redeployment
Retention Plan
Downsizing Plan
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CONTROL & EVALUATION
The HR plan should include budgets,targets and standards. It should also clarify
responsibilities for implementation and
control, and establish reporting procedureswhich will enable achievements to be
monitored against the plan
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PROBLEMS IN HUMAN
RESOURCE PLANNING
Resistance by employer
Resistance by employees
Resistance by trade unions
Uncertainties
Inadequacies of Information system
Identify crisis
Slow and gradual process
Lack of co-ordination with other management
functions
Integration with organizational plans
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