Copy of HUMAN RESOURCE PLANNING

8/7/2019 Copy of HUMAN RESOURCE PLANNING

1/13

HUMAN RESOURCEHUMAN RESOURCE

PLANNINGPLANNING


2/13

DefinitionDefinition

HRP is a process of anticipating and makingHRP is a process of anticipating and makingprovision for the movement of people into within andprovision for the movement of people into within and

out of the organization.out of the organization.

PurposePurpose-- optimum Utilization of the resources, tooptimum Utilization of the resources, to

implement the plansimplement the plans

It includes labour shortages and surpluses, andIt includes labour shortages and surpluses, and

conducting training programmes for employees.conducting training programmes for employees.

JIT technique for human resourceJIT technique for human resource Retention and recruitmentRetention and recruitment


3/13


4/13

Definition of HRPDefinition of HRP

It is defined by Geisler as a process of forecasting,It is defined by Geisler as a process of forecasting,developing and controlling human resources in andeveloping and controlling human resources in an

enterprise.enterprise.

In involves following activities:In involves following activities:

1.1. Forecasting of future human resource requirements.Forecasting of future human resource requirements.2.2. Inventorying present resources and assessing the extent toInventorying present resources and assessing the extent to

which these resources are optimally utilized.which these resources are optimally utilized.

3.3. Anticipation of HR problem.Anticipation of HR problem.

4.4. Planning for HR programmesPlanning for HR programmes5.5. Inputs in HRP are different from company toInputs in HRP are different from company to

6.6. Analysis of HRP relates to different levels of performanceAnalysis of HRP relates to different levels of performance

and different needs of the organization.and different needs of the organization.


5/13

The forecast of future HR needs embraces ,The forecast of future HR needs embraces ,establishment of objectives of programs,establishment of objectives of programs,provision for budget for implementing plans,provision for budget for implementing plans,determination of the number of people requireddetermination of the number of people requiredetc.etc.

Implementation of HRP involves research toImplementation of HRP involves research tocollect relevant data identification ofcollect relevant data identification ofreplacement, recruitment , selection, placementreplacement, recruitment , selection, placementetc.etc.

The evaluation and redesign of HRP relates toThe evaluation and redesign of HRP relates toapplication of cost benefit analysis, forecasts &application of cost benefit analysis, forecasts &experience with implementation.experience with implementation.


6/13

Process ofHRP & Strategic PlansProcess ofHRP & Strategic Plans

Strategic AnalysisStrategic

FormulationStrategy

Implementation

Define HR

Strategies objective

& action plans

Identify people

Related business

issues

Implement HR

Processes, policies

And practices

Implement processes

to achieve desired

Results

Clarify performance

Expectations, future

Values , vision,

Mission etc

Establish goals,

swot , five forces


7/13


8/13

EmployeefunctionsEmployeefunctions

ProductionProduction

QualityQuality

MarketingMarketing

HRHR

R&DR&D

Information SystemInformation SystemAccountingAccounting


9/13

TYPES OF WORKERSTYPES OF WORKERS

Core Knowledge Workers:Core Knowledge Workers:1.1. Employees have term specific skillsEmployees have term specific skills

2.2. Directly linked to companys strategyDirectly linked to companys strategy

3.3. Ex R&D Scientists inEx R&D Scientists in pharmapharma companycompany

4.4. Engage in knowledge workEngage in knowledge work

5.5. Companies nurture these employeesCompanies nurture these employees

Traditional Job Based Employees:Traditional Job Based Employees:

1.1. They are valuable to the company but noThey are valuable to the company but no

unique skillunique skill


10/13

Contract Labor:Contract Labor:

1.1. Skills that have less strategic valueSkills that have less strategic value-- clerks,clerks,support staffsupport staff

2.2. Hired from external agencies on contract basisHired from external agencies on contract basis

3.3. Little or no investment on developmentLittle or no investment on development Alliances and partners:Alliances and partners:

1.1. Skills are unique but not directly related to aSkills are unique but not directly related to a

company core strategycompany core strategy-- ConsultantsConsultants2.2. Skills are specializedSkills are specialized

3.3. Long term alliances and partnership with themLong term alliances and partnership with them


11/13

HRP andenvironmental ScanningHRP andenvironmental Scanning

Environmental scanning is a systematicEnvironmental scanning is a systematicmonitoring of major external forces influencingmonitoring of major external forces influencing

the organizationthe organization

PESTPEST Competitive trendsCompetitive trends

Demographic trendsDemographic trends

Companies conduct culture audits for internalCompanies conduct culture audits for internalenviornmentenviornment to examine the attitudes andto examine the attitudes and

activities of the workforceactivities of the workforce


12/13

CULTURE AUDIT QUESTIONS?CULTURE AUDIT QUESTIONS?

How do employees spend their time?How do employees spend their time?

How do they interact with each other?How do they interact with each other?

Are employees empowered?Are employees empowered?

What is the predominant style of managers?What is the predominant style of managers?

How do employees advance within theHow do employees advance within the

organizations?organizations?

By this they are able to learn about the culture ofBy this they are able to learn about the culture of

the organization.the organization.


13/13

ImportanceofHRPImportanceofHRP

Documents

Copy of HUMAN RESOURCE PLANNING