"Our assets walk out of the door each evening.

We have to make sure that they come back the next morning." (Narayana Murthy, CEO Infosys).

Human Resource Planning -Outline

I. What is it?

Human Resource Planning -Outline

I. What is it?

II. Why is it important?

Human Resource Planning -Outline

I. What is it?

II. Why is it important?

III. How is it done?

Human Resource Planning -Outline

I. What is it?

II. Why is it important?

III. How is it done? IV. Is it really done?

I. What is it?
Human resource planning involves getting the right number of qualified people into the right jobs at the right time.

Developmental Overview (2)

According to Taylor (2002) Manpower Planning and HRP are concerned with looking ahead, using systematic techniques, i.e. auditing skills to be able to meet org. requirements of the future. Having the right people, with the right skills, in the right places at the right time.

Why Look ahead and Forecast?

Why Look ahead and Forecast?

To deal with changes

External Environmental Situations
Expansion Competition Globalisation Technological Political Social Economical Ecological Legal

II. Why is it important?

A. often long lag times to fill positions
B. often influences both turnover and productivity C. the demographic imperative demands more such planning

Factors That Determine HR Plans

Figure 23

HR Planning Process

Figure 26

Scanning the External Environment

Environmental

Scanning

The process of studying the environment of the organization to pinpoint opportunities and threats.
Environment

Changes Impacting HR

Governmental regulations Economic conditions Geographic and competitive concerns Workforce composition

Employers Use of Part-Time Workers

Source: Adapted from Part-Time Employment, (NY: The Conference Board, n.d.) vol. 6 #1.

Figure 27

Internal Assessment of the Organizational Workforce

Auditing

Jobs and Skills

What jobs exist now? How many individuals are performing each job? How essential is each job? What jobs will be needed to implement future organizational strategies? What are the characteristics of anticipated jobs?

III. How do you do it?

A. General Comments:
1. It is a process of comparing human resource supply with human resource demand.

III. How do you do it?

A. General Comments:
1. It is a process of comparing human resource supply with human resource demand. It works best when it is tied to:
a. the organizations strategic planning process

2.

III. How do you do it?

A. General Comments:
1. It is a process of comparing human resource supply with human resource demand. It works best when it is tied to:
a. the organizations strategic planning process b. all available forecasts (technological, economic, market, etc.)

2.

III. How do you do it?

A. General Comments:
3. When there are variances, action plans must be formulated, e.g.,
a. for surpluses, will organization use layoffs, retirement incentives, reduced hours, or something else?

III. How do you do it?

A. General Comments:
3. When there are variances, action plans must be formulated, e.g.,
a. for surpluses, will organization use layoffs, retirement incentives, reduced hours, or something else?
b. for shortages, will organization use overtime, temporary workers, or recruit new permanent workers?

III. How do you do it?

B. Methods Used for Human Resource Planning:
1. Approaches to forecasting:
a. Qualitative: i. Expert opinions ii. Delphi technique iii. Bottom-up approach

III. How do you do it?

B. Methods Used for Human Resource Planning:
1. Approaches to forecasting:
a. Qualitative: i. Expert opinions ii. Delphi technique iii. Bottom-up approach

b. Quantitative (mathematical modeling):

i. Regression analysis / Trend analysis ii. Markov analysis

III. How do you do it?

B. Methods Used for Human Resource Planning:
2. Supply Analysis
a. Skills inventories i. Card systems ii. Human Resource Information Systems (HRIS)

III. How do you do it?

B. Methods Used for Human Resource Planning:
2. Supply Analysis
a. Skills inventories i. Card systems ii. Human Resource Information Systems (HRIS) b. Replacement charts / Succession plans

The Human Resource Information System (HRIS) is an online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business.

HRIS
attendance , pay raises and history, pay grades and positions held, performance development plans, training received, disciplinary action received, personal employee information, and occasionally, management and key employee succession plans, high potential employee identification, and applicant tracking, interviewing, and selection.

SAP
SAP, started in 1972 by five former IBM employees in Mannheim, Germany. The original name for SAP was German: Systeme, Anwendungen, Produkte. It means "Systems Applications and Products." Today, the company states that its goal is "to offer the industry's most comprehensive portfolio of business performance and optimization solutions for companies of all sizes."

TCS is the first Asian consulting company to become an SAP Global Services Partner. Working with SAP for years now, TCS provides strategic business consulting and services to help enterprises implement and integrate SAP solutions and optimize business processes.

ERP

Enterprise resource planning (ERP) is an integrated computer-based system used to manage internal and external resources including tangible assets, financial resources, materials, and human resources. It is a software architecture whose purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders.

Formulating HR plans
Recruitment plan Redeployment plan Redundancy plan Training plan Productivity plan Retention plan Control points

IV. Does anybody really do this stuff?

Implementation of Human Resource Planning

A. Nkomo (1987) survey of Fortune 500 organizations

(N = 264 responses)

IV. Does anybody really do this stuff?

Implementation of Human Resource Planning

A. Nkomo (1987) survey of Fortune 500 organizations

(N = 264 responses)
46% reported no formal HR planning 39% reported some (incomplete) HR planning

IV. Does anybody really do this stuff?

Implementation of Human Resource Planning

A. Nkomo (1987) survey of Fortune 500 organizations

(N = 264 responses)
46% reported no formal HR planning 39% reported some (incomplete) HR planning

15% reported fully integrated HR planning

Ethical Issues
Issue

Does an organization have any ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility not to do this?