Scribd
Upload
998 views21 pages

Human Resource Planning

The document discusses human resource planning, including defining it, the objectives and process of HRP, who conducts it, and how to forecast personnel needs. It also covers determining the relationship between variables, the role of managerial judgement, forecasting internal and external candidates, succession planning, and the changing role of HR.

Uploaded by

happylifehappy
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
998 views21 pages

Human Resource Planning

The document discusses human resource planning, including defining it, the objectives and process of HRP, who conducts it, and how to forecast personnel needs. It also covers determining the relationship between variables, the role of managerial judgement, forecasting internal and external candidates, succession planning, and the changing role of HR.

Uploaded by

happylifehappy
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 21

HUMAN RESOURCE

PLANNING
OVERVIEW

 What is Planning
 What is Human Resource Planning
 Need for HRP
 Objectives of HRP
 HRP Process
 Who does HRP
WHAT IS PLANNING?

 Is a predetermined course of action

A scheme / program / method worked


out before hand for the
accomplishment desired objectives.
WHAT IS HUMAN RESOURCE
PLANNING?

 Human Resource Planning is the process by


which an organisation ensures that it has the
right number and kinds of people, at the right
places, at the right time, capable of effectively
and efficiently completing those tasks that will
help the organisation achieve its overall
objectives.
WHAT IS HUMAN RESOURCE
PLANNING?

 Human Resource Planning is the process that is


used to determine the number and types of
employees to be recruited into the organisation or
phased out of it.
WHAT IS HUMAN RESOURCE
PLANNING ?

 Human Resource Planning is a process by


which the management of an organisation
determines its future HR requirements and
plans as to how the existing HR can be utilised
to fulfill these requirements.
OBJECTIVES OF HRP

 Forecasting human resource requirements.


 Effective management of change.
 Realising organisational goals.
 Promoting Employees
 Effective utilisation of human resource.
PROCESS OF HRP

1. Link organisational strategy to


employment planning

2. Forecast human resource requirements for


a future time period

3. Conduct gap analysis to reconcile demand


and supply forecast of human resource.

4. Implement HRP through action


programmes.
Strategic Human Resource Human
Decisions Demand Resource
Techno forecast Annual employee Supply
Eco. forecast requirement: Ext. employee
Market forecast Numbers, Skills, Inventory after
Org. planning Occupational applying exp. loss
Investment Categories +Attrition Rates
planning
Ann. operating Compared with
plans
Decisions
Surplus Shortage
Layoffs, Overtime
Retirement Recruitment
VRS, etc Promotion
WHO DOES HRP?

 Traditionally HR planning is usually initiated


by the HR department
 Since information is needed from all parts
of the organization, line managers should
be involved in the HR planning process.
HOW TO FORECAST PERSONNEL
NEEDS
 Trend analysis identifies historical
trends within the company to help
predict future needs
 Ratioanalysis forecasts data based
on the ratio between causal factors
and the number of employees required
HOW TO FORECAST PERSONNEL
NEEDS
 Scatter plots show graphically how two
variables are related

Size of Hospital Number of


(Number of Beds) Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
DETERMINING THE RELATIONSHIP BETWEEN
HOSPITAL SIZE AND NUMBER OF NURSES
THE ROLE OF MANAGERIAL
JUDGMENT
– Managerial judgment considers the
following factors that may influence
forecasts:
 Projected turnover
 Quality and skills of employees
 Strategic
decisions to upgrade quality or enter
new markets
THE ROLE OF MANAGERIAL JUDGMENT,
CONT.
 Technologicaland other changes resulting in
increased productivity
 Financial resources available to the department
FORECASTING SUPPLY OF
CANDIDATES
 Forecastingexternal candidates
requires general economic analysis
and expected unemployment rates
A low rate of unemployment indicates
a low labor supply increasing recruiting
difficulty
 Local
labor market conditions should
be considered
 Availabilityof potential job candidates
for a specific occupation
FORECASTING SUPPLY OF CANDIDATES,
CONT.
 Forecasting
internal candidates requires
demographic analysis as well as information
on employee turnover
 Qualifications inventories can facilitate
internal candidate forecasting by providing
data like performance records, educational
background, ages, and promotability either
manually or in a computerized information
system
FORECASTING SUPPLY OF CANDIDATES,
CONT.
 Personnel replacement charts show
present performance and promotability for
each potential replacement for important
positions
 Succession Planning
details the company’s
long-range plan to fill
its most key positions
by making sure a
qualified supply of
successors exist and
employee careers can
be optimally managed
THE CHANGING ROLE OF HR
 EffectiveHRM selection, training, pay
and employee fairness practices are
crucial to capitalizing on technology
and remaining competitive

 HRdepartments must move away


from a housekeeping focus to strategic
maneuvering – HRM must evolve to
remain dynamic
THE NEW HR MANAGER
 Providesefficient operational services
including outsourcing service when
necessary
 Supportstop management’s strategic
planning efforts
 Acts as the company’s “internal
consultant” for identifying and
institutionalizing changes that enhance
employees skills allowing them to
contribute to the company’s success

You might also like