Human Resource Planning
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Transcript of Human Resource Planning
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 DecisionsTechno forecastEco. forecastMarket forecastOrg. planningInvestment planningAnn. operating plans
Human Resource DemandAnnual employee requirement:Numbers, Skills,Occupational Categories
Human Resource SupplyExt. employee Inventory after applying exp. loss+Attrition Rates
DecisionsSurplusLayoffs, RetirementVRS, etc
ShortageOvertimeRecruitmentPromotion
Compared with
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
Ratio analysis 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
Technological and other changes resulting in increased productivity
Financial resources available to the department
THE ROLE OF MANAGERIAL JUDGMENT, CONT.
FORECASTING SUPPLY OF CANDIDATES Forecasting external 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
Availability of potential job candidates for a specific occupation
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
FORECASTING SUPPLY OF CANDIDATES, CONT.
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 Effective HRM selection, training, pay
and employee fairness practices are crucial to capitalizing on technology and remaining competitive
HR departments must move away from a housekeeping focus to strategic maneuvering – HRM must evolve to remain dynamic
THE NEW HR MANAGER Provides efficient operational services
including outsourcing service when necessary
Supports top 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