Post on 01-May-2017
Human Resource Planning
HUMAN RESOURCE PLANNING• Right number of people with right skills at
right place at right time to implement organizational strategies in order to achieve organizational objectives
• In light of the organization’s objectives, corporate and business level strategies, HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs.
HUMAN RESOURCE PLANNING
Ensuring HR resource
supply meets human
resource demands
Setting human resource
objectives and deciding how to
meet them
Think• Does any organization face problems which
can be sorted with HRP? • Is HRP a part of any organization, department,
functional stream in an organization?• Does HRP have any role in entrepreneurial
venture?
HRP Types
HardQuantitative analysis
in order to ensure that the right number and
right sort of people are available.
SoftEnsuring the availability
of people with right type of attitude and motivation who are committed to the organization and
engaged in work as well as behave properly.
Soft
ForecastingForecasting Define where the Define where the company is nowcompany is now
AnalysisAnalysisMonitoring and Monitoring and
reviewreview
Define where it wants to Define where it wants to be in the futurebe in the future
Analysing the external Analysing the external environment, influences environment, influences and trendsand trends
Formulating plans to Formulating plans to implement necessary implement necessary changeschanges
Hard
• Macro – HRP – Population planning and control, literacy and education, health and medical care, housing.
• Micro – HRP• Dimension of HDI• A long and Healthy life• Knowledge • A decent standard of living
HDI
Composite measure of the three dimensions:• Life expectancy• Adult literacy• Standard of living of human development
Aim of HRP
• Attract and retain competent employees• Anticipate the problems of potential surpluses
or deficit of people. • Develop a well trained and flexible workforce. • Reduces dependence on external recruitment
when key skills are in shortage.• Improve the utilization of people by
introducing more flexible systems of work
The HR Planning Cycle has four general stages:
1. Forecasting future demand of HR2. Forecasting future internal supply
of HR3. Forecasting future external supply
of HR4. Formulating responses to the
forecasts
Resourcing Strategy
Scenario Planning
Labour Turnover Analysis
Demand / Supply
forecasting
Business Strategic
Plans
Human Resource Plan
Work environment analysis
Operational effectiveness
analysis
Resourcing Retention Flexibility Productivity
Work Environment
HRP Process
Stage 1: Forecasting Future Demand (2)
Techniques Used to Forecast Demand:1 Systematic Techniques– Time series or ratio trend analysis– Work-study approach– Productivity trend analysis
2 Managerial Judgement3 Working back from costs
Stage 2: Forecasting Internal Supply
• Involves identifying/acknowledging theexisting staff employed by an organisation– department by department– grade by grade
• Involves:– Skills Audit– Predicting Staff Turnover– Internal promotion analysis
Stage 3: Forecasting External Supply
• Filling the GAP using the external labour market:– Local – National – International
• HR Planners must gain an understanding of the dynamics of the Labour Market to update plans as trends change and develop accordingly.
Stage 3: Forecasting External Supply / Dynamics of the Labour Market
• The following statistics can be most useful– General population density– Population movements – Age distribution– Social class– Unemployment rates– School leavers– Proportion with higher education– Skill levels – Skills shortages
• Sources of Info include: ‘Labour Market Trends’, Labour Market Quarterly, Annual Social Trends survey, Chamber of Commerce, Training and Enterprise Councils
Stage 4: Formulating Responses to the Forecasts/Action Planning
• Forecasting should identify any potential mismatch between future demand and supply
• If demand exceeds supply – develop plans to match the shortfall
• If supply is likely to exceed demand – develop plans to reduce the surplus
(Taylor, 2002; Beardwell and Claydon, 2007)
• Labour Turnover (Number of leavers in a specific period (usually 1
year) * 100)/ Average no. of employee during the same period
• Stability Index(No. with 1 year’s service or more *100)/
Number employed 1 year ago
Alternatives to Deal with Employee Shortages and Surpluses
Rightsizing
To reduce (as a workforce) to an optimal size
Thank You…