Generates strategies and processes in both cases of

excess and deficiency of workforce

Goes beyond numbers and does an analysis of skills

and abilities of an organization

Also referred to as ‘manpower planning’ or ‘personnel

planning’

The goal is simple. HRM using Human Resource

Planning (HRP), needs to ensure that right number of
right kind of people, to be available at the right time to
the organization for the fulfillment of goals

Manpower planning (HRP) is the process – including

forecasting, developing, implementing and controlling, by
which a firm ensures that it has the right number of people
and right kind of people, at the right place, at the right time,
doing things for which they are economically most suitable”.
Geisler

“Human resource planning includes the estimation how

many qualified people are necessary to carry out the assigned
activities, how many people will be available, and what, if
anything must be done to ensure that personnel supply
equals personnel demand at the appropriate point in the
future.” - Leap and Crino

“A strategy for the acquisition, utilization, improvement, and

preservation of human resources of an enterprise. It is a way
of dealing with people in a dynamic situation.” - Stainer

All definitions are giving the same objective and

defining HRP as a process Leap and Crino
definition is putting the process as about
crystalising the numbers and actions for filling the
gap Geisler definition elaborates the components of
the process.

When we are referring right people, it means people

with abilities, capacities, potential, skill, knowledge,
values and commitment

Futuristic in nature

Includes many sub processes or sub activities taking many

aspects into consideration

Measures today’s position and indicates action plans to

move to tomorrow’s position

Leads to the maximum utilization of human resources,

reduces excessive labour turnover and high absenteeism

It has different tenures- short term, medium term, long

term

It is a perpetual process and not a one-shot or a limited

timeline affair

It is flexible and adaptive to business dynamics

Where do we want to go? (Target)

Where do we stand now?

To reach the targets what skills are required and in

what numbers?

What numbers and skills are required to tackle

separations (resignations, retirements etc.,)?

How to bridge the gap progressing on the desired time

axis?
 Grounded in
information about the
past and present and
in assumptions about
the future

Can also be used in cases where

organizations are undergoing change
where past trends cannot be used
accurately to predict the future
 TALENT MANAGEMENT STRATEGY

Directives for investment for high performing organizations are:

Cultivate Superkeepers
Identify key positions
Allocate enough money towards TREAD activities

Set of procedures and processes that translate an organization’s talent strategy into a diagnostic
and implementation program for achieving organizational excellence Contains
► Assessment tools ► Multi-rater assessment ► Diagnostic tools ► Monitoring processes
Organizations fail due to
Best Talent Analytical Periodic
unconnected, incomplete
Management devices used measurement and
and inconsistent
Systems utilize by an assessment of the
assessment tools and
inputs of different organization robustness of talent
methods
raters on an to convert management
ongoing basis assessment processes Enables
Core elements of talent
Critical of its people an organization to
management like
Assessments into a talent fine-tune its talent
Performance appraisals,
come from management management system
assessment of potential,
“vertical and plans on an ongoing basis
competency evaluation and
horizontal Various in accordance with
succession planning are
organizations” – diagnostic its talent
unlinked
higher level tools are management
management and used by high strategy Measures
Leads to low credibility,
different performing used by high
high expenditure and
functional areas organization performing
employee dissatisfaction
Final assessment s organizations –
and decisions Superkeeper Quality, Timeliness,
Successful organizations
regarding the Reservoir, Credibility
use talent management
upward mobility Key Position
model that contains 5
or job Backups,
assessment tools or
reassignment Surpluses,
building blocks that must
includes inputs Problem
be interlinked –
from – Employees,
Performance Appraisal,
Employees, TREADS
Potential Forecast,
Immediate Allocation
Measurement Scales for
Supervisor, Boss’s
Performance and Potential,
Boss, Boss’s Peer
Core/Institutional
Group
Competencies, Mapping
and Weighting
Competencies
Task - meaningful unit of
work activity performed by
an employee within a time
period
Duty - Loosely defined area
of work containing several
related tasks performed by
an employee
Position - Holding a
specific role or designation
in the organization
Job – Group of positions
that are identical that can
be covered by a single
analysis
Typically produces a Job Description – written narrative of the activities performed on the job as well as
information about the job context, equipment used and working conditions

Also helps to frame Job Specification that outlines the specific skills, knowledge, abilities and other physical and
personal characteristics necessary to perform a job
Provides written examples
of behaviours that
represent effective or
ineffective performance
on the job

Information is then sorted

into groups of similar
behaviours

The categories identified

are then defined

Followed by rating the

categories according to
how critical or important
it is for job performance
►

►►►►►

Trained job analysts review written

materials, observe workers performing the
job and interview employees and
supervisors for information

Information reviewed by experts to ensure

validity and reliability 7 - scales used to
rate each task

Three worker-function scales

One worker instruction scale

Three scales concerning general

educational development information in
reasoning, mathematics and language
Designed by E. J. McCormick

Consists of 194 items focusing on

generic worker-oriented activities
involved in performing a job

6-rating scale used by analysts to

complete PAQ - Extent of use,
Importance to the job, Amount of
time, Possibility of occurrence,
Applicability, Special code
 ABILITY
REQUIREMENTS
SCALES

►►►►

Measures abilities
needed to perform a
job Experts rate the
extent to which 52
abilities are
required to perform
a task abilities such
as oral
comprehension,
selective attention,
number-orientation
etc 7 point scale
used to rate the
abilities

PERSONALITY
RELATED JOB
ANALYSIS
PROCEDURES

►►

Job analysis
instruments used to
describe personality
requirements of jobs
Patrick Raymark and
his colleagues developed
personality-related
position requirements
form to identify aspects
of jobs potentially
related to individual
differences in
personality Consists of
107 items divided into
categories that are
closely related to the big
five personality
dimensions