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Human Resource
PlanningPlanning
DR. TANUSHREE CHAKRABORTY,
Ph.DFaculty Member,OB/HRINTERNATIONAL SCHOOL OFBUSINESS AND MEDIAEN 22 & 26, SALT LAKE CITYKOLKATA-700091
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Human Resource PlanningHuman Resource Planning
HUMAN RESOURCEHUMAN RESOURCE
MANAGEMENTMANAGEMENT
SL HR 502
SEMESTER II OCTOBER, 2008
SURJYA B. GOHAIN
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PRODUCTIVITY
ECONOMIC
DEVELOPMENT
GROWTH
EFFECTIVE
UT
I
L
I
Z
A
T
I
O
N
OF
HUMAN
CAPABILITY
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Human Resource PlanningHuman Resource Planning
Effective planning of HR isEffective planning of HR isessential to match the requirementsessential to match the requirementsof the job with the individualof the job with the individual
Right resources at the right timeRight resources at the right timeto meet the future organizationalto meet the future organizationalneeds is criticalneeds is critical
A comprehensive and meticulousA comprehensive and meticulousHRP process can ensure sustainedHRP process can ensure sustainedgrowth of an organizationgrowth of an organization
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Human Resource PlanningHuman Resource Planning
Diversification or expansion, employeeDiversification or expansion, employeepromotion or changes in human resourcepromotion or changes in human resourcenecessitates effective HRPnecessitates effective HRP
Organizational plans, goals, andOrganizational plans, goals, and
strategies also needs effective HRPstrategies also needs effective HRP Success in business is dependent onSuccess in business is dependent onbeing able to react quickly tobeing able to react quickly to
opportunitiesopportunities Organizations must have accurate,Organizations must have accurate,rapid access to information about bothrapid access to information about bothsupply of and demand for HRsupply of and demand for HR
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Organizational LifeOrganizational Life--Cycle Stages HR ActivitiesCycle Stages HR Activities
LIFELIFE--CYCLECYCLESTAGESTAGE STAFFINGSTAFFING COMPENSATIONCOMPENSATION
TRAINING ANDTRAINING ANDDEVELOPMENTDEVELOPMENT
LABOR /LABOR /EMPLOYEEEMPLOYEE
RELATIONSRELATIONS
Introduction Attract bestAttract besttechnicaltechnicalandandprofessionalprofessional
talenttalent
Meet or exceedMeet or exceedlabor marketlabor marketrates to attractrates to attractneeded talentneeded talent
Define futureDefine futureskillskillrequirementsrequirementsand beginand begin
establishingestablishingcareer ladderscareer ladders
Set basicSet basicemployeeemployee--relationsrelationsphilosophyphilosophyofof
organizationorganization
Growth RecruitRecruitadequateadequatenumbers andnumbers andmix ofmix ofqualifiesqualifies
workers. Planworkers. Planmanagementmanagementsuccession.succession.Mange rapidMange rapidinternal laborinternal labormarketmarketmovementsmovements
Meet externalMeet externalmarket butmarket butconsiderconsiderinternal equityinternal equity
effects.effects.EstablishEstablishformalformalcompensationcompensationstructuresstructures
Mold effectiveMold effectivemanagementmanagementteam throughteam throughmanagementmanagement
developmentdevelopmentandandorganizationalorganizationaldevelopmentdevelopment
MaintainMaintainlaborlaborpeace,peace,employeeemployee
motivationmotivation& morale& morale
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Organizational LifeOrganizational Life--Cycle Stages and HR ActivitiesCycle Stages and HR Activities
LIFELIFE--CYCLECYCLE
STAGESTAGESTAFFINGSTAFFING COMPENSATIONCOMPENSATION
TRAINING ANDTRAINING ANDDEVELOPMENTDEVELOPMENT
LABOR /LABOR /EMPLOYEEEMPLOYEE
RELATIONSRELATIONS
Maturity EncourageEncouragesufficientsufficientturnover toturnover tominimize layoffsminimize layoffsand provide newand provide newopenings.openings.
EncourageEncouragemobility asmobility asreorganizationsreorganizationsshift jobs aroundshift jobs around
ControlControlcompensacompensation coststion costs
MaintainMaintainflexibilityflexibilityand skillsand skills
of anof anagingagingworkforceworkforce
ControlControllabor costslabor costs& maintain& maintainlabor peace.labor peace.
ImproveImproveproductivityproductivity
Decline Plan andPlan andimplementimplement
workforceworkforcereductions andreductions andreallocations,reallocations,downsizing anddownsizing andoutplacementoutplacementmay occurmay occurduring thisduring this
stagestage
ImplementImplementtighter costtighter cost
controlcontrol
ImplementImplementretrainingretrainingand careerand careerconsultingconsultingservicesservices
ImproveImproveproductivityproductivity
and achieveand achieveflexibility inflexibility inwork rules.work rules.Negotiate jobNegotiate jobsecurity andsecurity andemploymentemployment--adjustmentadjustment
policiespolicies
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Human Resource PlanningHuman Resource Planning
HRP is both a process and a set ofHRP is both a process and a set ofplansplans a process by which management of ana process by which management of anorganization determines its future HRorganization determines its future HR
requirementsrequirements a plan to fill the future HR requirementsa plan to fill the future HR requirementsfrom internal and external sourcesfrom internal and external sources
Assessment of human resourceAssessment of human resourcerequirements in advance vis a visrequirements in advance vis a visorganizational objectives, productionorganizational objectives, productionschedules, and demand fluctuationsschedules, and demand fluctuations
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Human Resource PlanningHuman Resource Planning
The process of determining humanThe process of determining humanresource requirements and the means ofresource requirements and the means ofmeeting those requirements in order tomeeting those requirements in order tocarry out the integrated plan of thecarry out the integrated plan of the
organizationorganization ColemanColeman
Relates toRelates to
establishing job specificationsestablishing job specifications
determining the number of personneldetermining the number of personnelrequiredrequired
developing the sources of human resourcedeveloping the sources of human resource
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Internal vs. ExternalInternal vs. External
System of matching the availableSystem of matching the availableresources, either externally orresources, either externally orinternally, with the expectedinternally, with the expectedorganizational demand over a periodorganizational demand over a period
of timeof time Internal ResourcesInternal Resources
employees who are already in theemployees who are already in the
organizationorganization External ResourcesExternal Resources
personnel who have to be recruitedpersonnel who have to be recruitedfrom outsidefrom outside
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Objectives of HRPObjectives of HRP
Forecasting HR RequirementsForecasting HR Requirements maintain the required quantity & quality of HRmaintain the required quantity & quality of HR
turnover/attrition ratesturnover/attrition rates
Effective Management of ChangeEffective Management of Change
coping with changes in market conditions,coping with changes in market conditions,technology, govt. regulations et altechnology, govt. regulations et al
Realizing Organizational GoalsRealizing Organizational Goals expansion, diversificationexpansion, diversification
Promoting EmployeesPromoting Employees database on skill repertoiredatabase on skill repertoire
Effective Utilization of HREffective Utilization of HR
surplus/unutilized employees vis a vis downsizingsurplus/unutilized employees vis a vis downsizing
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Emergence of HRPEmergence of HRP
Early HRP was top down, shortEarly HRP was top down, shortrangerange
1970s: manpower planning1970s: manpower planning1990s: aligning HR strategy with1990s: aligning HR strategy with
corporate strategycorporate strategy
attention to individual careerattention to individual careerplanningplanning
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Effective HRPEffective HRP
An effective HRPAn effective HRP
closes the gap between thecloses the gap between thecurrent situation and a desiredcurrent situation and a desiredsituation in the context of ansituation in the context of anorganizations strategyorganizations strategy
helps cope with change andhelps cope with change andachieve organizational goalsachieve organizational goals
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HR Planning LevelsHR Planning Levels
HRP is carried out at differentHRP is carried out at differentorganizational levels to meet HRorganizational levels to meet HRrequirements at those levelsrequirements at those levels
Flow of communication in HRP is bothFlow of communication in HRP is both
wayswaysTop to bottomTop to bottom
Bottom to topBottom to top
The levels areThe levels areCorporate level planningCorporate level planning
Intermediate level planningIntermediate level planning
Operational level planningOperational level planning
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HR Planning LevelsHR Planning Levels CorporateCorporate--level Planninglevel Planning
Culture and mission of the organizationCulture and mission of the organization MacroMacro--level: changes in market conditions,level: changes in market conditions,
technology, strategic plan, etctechnology, strategic plan, etc Identification of broad policy issues; employment,Identification of broad policy issues; employment,
welfare, development policieswelfare, development policies
IntermediateIntermediate--level Planninglevel Planning SBU level, based on corporateSBU level, based on corporate--level HR Planlevel HR Plan Determining recruitment, retaining, laying offDetermining recruitment, retaining, laying off
OperationalOperational--level Planninglevel Planning Operations level planOperations level plan
Training & development, recruitment etcTraining & development, recruitment etc Planning ShortPlanning Short--term Activitiesterm Activities
Management of dayManagement of day--toto--day activitiesday activities Ensure success or failure of corporate plansEnsure success or failure of corporate plans Grievance handling, etcGrievance handling, etc
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Environmental Scanningimpact of strategy/goals on diff. units
Forecasting
quantity & quality of personnel needed
Involving Line Managersdetermining HR needs of departments
Analysis of Supplymatching current HR supply & reqmnt
H
RP
PR
O
C
ES
SPlan of Actionrecruitment, selection, training, et al
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HumanHuman
ResourceResourcePlanningPlanning
Predict demand
Forecast internal supply Forecast external supply
Assess trends in
External labor markets Current employees
Future organizational plans General economic trends
Compare future demand
and internal supply
Plan for dealing with predict-ed shortfalls or overstaffing
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Situation AnalysisSituation Analysis
Interaction of HRM and strategic planningInteraction of HRM and strategic planning
The strategic plan must adapt toThe strategic plan must adapt toenvironmental circumstancesenvironmental circumstances
HRM is one of the mechanisms ofHRM is one of the mechanisms of
adaptation processadaptation process Example: rapid technological changes canExample: rapid technological changes can
force an organization to quickly identifyforce an organization to quickly identifyand hire employees with new skillsand hire employees with new skills
Without HR plan to support theWithout HR plan to support therecruitment & selection functions it wouldrecruitment & selection functions it wouldbe impossible to move fast to staybe impossible to move fast to staycompetitivecompetitive
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ForecastingForecasting
Estimating not only how many butEstimating not only how many butalso what kinds of employees willalso what kinds of employees willbe neededbe needed
Yields advance estimates orYields advance estimates orcalculations of the organizationscalculations of the organizationsstaffing requirementsstaffing requirements
Apart from quantitative tools, a greatApart from quantitative tools, a great
deal of human judgement is involveddeal of human judgement is involved
Incredibly difficult tasks, especially inIncredibly difficult tasks, especially inrapidly changing environmentrapidly changing environment
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Forecasting TechniquesForecasting Techniques
Qualitative TechniquesQualitative TechniquesExpert estimateExpert estimate
Nominal Group Technique (NGT)Nominal Group Technique (NGT)
Delphi TechniqueDelphi TechniqueQuantitative TechniquesQuantitative Techniques
Regression AnalysisRegression Analysis
Productivity RatiosProductivity RatiosPersonnel RatiosPersonnel Ratios
Time Series AnalysisTime Series Analysis
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The Nominal Group TechniqueThe Nominal Group Technique
A small group of 4-5 people gathers around a table. Leader
identifies judgment issue and gives participants proceduralinstructions
Participants write down all ideas that occur to them, keeping
their lists private at this point. Creativity is encouraged during
this phase
Leader asks each participant to present ideas and writes them
on a blackboard or flipchart, continuing until all ideas have been
recorded
Participants discuss each others ideas, clarifying, expanding,
and evaluating them as a group
Participants rank ideas privately in their own personal order and
preference
The idea that ranks highest among the participants is adopted
as the groups judgment
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The Delphi TechniqueThe Delphi TechniqueLeader identifies judgment issues and develops questionnaire
Prospective participants are identified and asked to cooperate
Leaders send questionnaire to willing participants, who record
their judgments and recommendations and return the
questionnaire
Leaders compiles summaries and reproduces participants
responses
Leader sends the compiled list of judgment to all participants
Participants comment on each others ideas and propose a final
judgment
Leader looks
for consensus
Leader accepts consensus judgment as groups choice
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Statistical TechniquesStatistical Techniques
NameNameRegression analysis
Productivity ratios
DescriptionD
escriptionPast levels of various work load indicators, such as sales,
production levels, are examined for statistical relationships
with staffing levels. Where sufficiently strong relationships
are found, a regression (or multiple regression) model is
derived. Forecasted levels of the retained indicator(s) are
entered into the resulting model and used to calculate theassociated level of human resource requirements.
Historical data are used to examine past levels of a
productivity index (P):
P = Work load / Number of People
Where constant, or systematic, relationships are found,
human resource requirements can be computed by diving
predicted work loads by P.
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Statistical TechniquesStatistical Techniques
NameName
Personnel ratios
Time series analysis
DescriptionDescription
Past personnel data are examined to determine historical
relationships among the employees in various jobs or job
categories. Regression analysis or productivity ratios are
then used to project either total or key-group human
resource requirements, and personnel ratios are used toallocated total requirements to various job categories or to
estimate for non-key groups.
Past staffing levels (instead of work load indicators) are
used to project future human resource requirements. Paststaffing levels are examined to isolate and cyclical
variation, long-tem terms, and random movement. Long-
term trends are then extrapolated or projected using a
moving average, exponential smoothing, or regression
technique.
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Analysing Current SupplyAnalysing Current Supply
How many and what kinds of employeesHow many and what kinds of employeesdo I currently have in terms of the skillsdo I currently have in terms of the skillsand training necessary for the future?and training necessary for the future?
Are resources availableAre resources available internally orinternally orexternallyexternally to fill those needs?to fill those needs?
InternalInternal
skills inventoryskills inventory
succession planningsuccession planning
promotabilitypromotability ExternalExternal
availability of qualified labor; surplus?availability of qualified labor; surplus?shortage?shortage?
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Analysing Current SupplyAnalysing Current Supply
The Skills InventoryThe Skills Inventory: tool to assess: tool to assesscurrent supply of employees in termscurrent supply of employees in termsofofskillsskills
abilitiesabilitiesexperiencesexperiences
trainingtraining
If the current inventory exceeds theIf the current inventory exceeds the
future requirements and naturalfuture requirements and naturalattrition cannot bring down theattrition cannot bring down theresources to match the futureresources to match the futurerequirements?requirements?
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Employee Replacement Chart forEmployee Replacement Chart for
Succession PlanningSuccession Planning
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Managing Employee SurplusesManaging Employee Surpluses
Source: Compliments of Dan Ward, GTE Corporation
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Managing Employee ShortagesManaging Employee Shortages
Source: Compliments of Dan Ward, GTE Corporation
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HRISHRIS
Human Resource InformationHuman Resource InformationSystemSystem is more than just ais more than just acomputerized skills inventorycomputerized skills inventory
An HRIS is an integrated approachAn HRIS is an integrated approachtotoacquiringacquiring
storingstoring
analysinganalysingcontrollingcontrolling the flow of informationthe flow of information
throughout an organizationthroughout an organization
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HRISHRIS
Highly developed HRIS systems canHighly developed HRIS systems canincrease efficiency and responseincrease efficiency and responsetime of HRM activitiestime of HRM activities
The system might contain aThe system might contain a
programme for tracking applicants, aprogramme for tracking applicants, askills inventory, a career planningskills inventory, a career planningprogramme, employee serviceprogramme, employee serviceprogrammesprogrammes
One of the most common uses of anOne of the most common uses of anHRIS is in recruitment and trackingHRIS is in recruitment and trackingof applicantsof applicants