Post on 28-Oct-2014
description
Human Resource Planning
Jimesh Joshi 32 Suraj More 50 Khan Aamir Sushant Bhaud 09
Group Members
Human Resource Planning could be expressed as a process by
which the management ensures the right number of people and
right kind of people, at the right place , at the right time doing
the right things for which they are recruited and placed for the
achievement of goals of the organization.
Human Resource may be regarded as the quantitative and
qualitative measurement of work required in an organization.
Human Resource Planning aims at the continuous supply of right
kind of personnel to fill various positions in the organization.
HRP is a continuous process.
In the words of Colman, “Manpower planning is the process of
determining manpower requirements and the means of meeting
those requirements in order to carry out the integrated plan of
the organization”
Introduction
According to Geister, “Manpower Planning is the process including
forecasting, developing and controlling by which a firm ensures
that it has the right number of people and the right kind of people
at the right places, at the right time doing work for which they are
economically most useful. Therefore, manpower planning consists
of projecting future man power requirements and developing
manpower plans for the implement action of projections”.
According to Dales.S.Beach, “Human Resource Planning is a
process of determining and assuring that the organization will
have an adequate number of qualified persons, available at the
proper times , performing jobs which meet the needs of the
enterprise and which provides at is faction for the individuals
involved.”
Definitions
Ensure optimum use of human resources currently
employed
Avoid imbalances in the distribution and allocation
of human resources
Assess or forecast future skill requirements of the
organization's overall objectives
Provide control measure to ensure availability of
necessary resources when required
Control the aspect of human resources
Formulate transfer and promotion policies
Objectives of HRP
HRP presents an inventory of existing man power of the
organisation. Analysis of this resource helps in
ascertaining the status of the available personnel and
to discover untapped talent presently available with the
organisation.
HRP helps in determining the short fall or surplus of the
resource by comparing the total resource needs with
the present supply. It also helps in projecting future HR
needs.
HRP is concerned with the initiation of various
organisation programmes depending upon the demand
and supply of human resources
Nature of HRP
Listing or current human resources
Assessing the context to which the current man power
is utilized to the advantage of the organizing.
Planning out the surplus human resource, if any
Analyzing the requirements of manpower in future in
the light of expansion plans, retirement of personnel
etc.
Making human resource forecast
Designing training programme for different categories
of human resource.
Scope of HRP
HRP helps in proper recruitment and selections
of the right type of people which are available
for various positions in the organization.
HRP also facilitates designing of training
programmes for the employees to develop the
required skills in them.
HRP provides lead time for procuring personnel
as the lead time given is a time- consuming
process.
Need for HRP
HRP results in reduced labour costs as it helps the management to
anticipate shortages and or surpluses or HR, and correct these imbalances
before they become unmanageable and expensive.
HRP is the scientific way for planning employee development that is
designed to make optimum use of workers’ skills within the organization.
HRP enables identification of the gaps of the existing HRs so that corrective
training could be imparted.
HRP leads of improvement in the overall “Business Planning” process. HRP
helps in formulating managerial succession plan as a part of there
placement planning process.
HRP leads to a greater awareness of the importance of soundman power
management through out the organization HRP serves as a tool to evaluate
the effect of alternative man power actions and policies.
Benefits of HRP
The process of HRP involves the following steps:
Determination of HRP objectives of HR planning
Current HR inventory
Demand Forecasting
Job requirements
Employment plan
Training and Development programme
HRP Process:
Human resource planning analyzes an organization’s
HR needs and how to best fill them.
Steps in the HR planning process:
Step 1 — review organizational mission, objectives, and
strategies.
Step 2 — review HR objectives and strategies.
Step 3 — assess current HR needs.
Step 4 — forecast HR needs.
Step 5 — develop and implement HR plans.
How do organizations attract a quality workforce?
Steps in strategic human resource planning.
Government policies
Level of economic development
Business Environment
Information Technology
Level of Technology
Natural factors
International Factors
External Factors Affecting HRP
Strategies of the Company
Human Resource Policies of the Company
Formal and Informal Groups
Job Analysis
Time Horizons
Types of Quality Of Information
Company’s production Operations policy
Trade unions
Internal Factors Affecting HRP
Components of HRIS
Input- Enter the data to manage HR i.e by whom
when and in what format.
Storage –Storing and updating data in various
files from time to time
Output-It is in two forms hard copy printed or a
soft copy
HRIS-system of
gathering,classifying,processing,recording
& disseminating the information required
for efficient and effective management of
human resources in an organization
Inception of Idea
Feasibility study
Selecting a project team
Defining the requirements
Vendo Analysis
Package Contract
negotiation
Training
Tailoring the system
Steps in Implementing HRIS
Collecting the data
Testing the system
Starting up
Running in parallel
Maintenance
Evaluation
Personal Administration
Salary Administration
Leave / absence Increase
Skill Inventory
Medical History
Performance Appraisal
Manpower Planning
Recruitment and Carrier Planning
Uses of HRIS
Provide accurate and timely information
to supply the required information by
statutory provisions
Provide supply information in most cost
effective way.
Objectives Of HRIS
VRS – It involves separation of
employees- managerial n
operative levels-based on mutual
Agreement between the
Organizations and its employees.
No legal Obstacle
Attractive financial compensation
Flexibility
Demerits of VRS
Fear and Insecurities s among employees
Spoil reputation of the company
Appose from trade unions
Merits Of VRS
Advantages of outsourcing-:
It Offers Cost Effective Selection
It allows management to focus more on core
business
It gets more accurate and timely information
No need to invest in the latest technology
It avoids Duplication and makes easy and quick
access to information.
OUTSOURCING- Sending work outside the oraganisation to be done by individuals employed full time with the organizations
Termination-It means to relieve the employee
from their services.
Lay off-inability of an employee to give employment to a
workmen
Suspension-Punishment usually imposed upon an
employee for breaking rules
Discharge or Dismissal-termination of the employee
due to excessive abseentism
Resignation-termination of the employment by the
employee
Pink SLIP- Downsizing is handled in the most unprofessional
manner ,without caring out the sensibilities of employees.
Downsizing-It means elimination of certain jobs with a view to have a greater efficiency
Role of HR in downsizingManager have to decide who is to be made
redundant, where and when.Have programme’s to help the laid of employeeThey have to convince trade unionThey must ensure proper communication to
minimize the negative effects of rumors
Retrenchment-It means permanent termination of an employes’s services for economic reasons like surplus, staff, poor demand for products, general economic slowdown etc.
There are several forms of separation:-ResignationDismissalDeathSuspensionLay OffRetrenchmentRetirement
Seperation-it is a situation when the service agreement of an employee with his/her organization comes to an end and the employee leaves the organization
Sub-ContractingThere are several alternatives to recruiting and hiring employees directly. The first is to use temporary workers obtained from a temporary help agency. The second is employee leasing.
Contracting-companies in fast growing industries are seeking the expertise of a relative new type of external specialist; the contract recruiter. This specialist is contracted on a temporary basis to perform recruiting functions for different job openings
Types of Promotion:-
Horizantal PromotionAn increase in responsibility and pay with the change in the
designation
Vertical PromotionThere is a Change in the status, responsibilities pay and job
classification
Dry PromotionMeans an increase in responsibility and status, without any
increases in pay or other financial benefits
Promotion-It is an advancement within an organization, which involves a change from one job/position to another organization, that is better in terms of pay, status and responsibility
Put the employee in a position where he will be of greater
value of the company
To develop competitive spirit
To develop internal source of employee
To promote employee self-development
To build up a morale,loyalty and a sense of belongingness
To promote employee interest in training and development
To build royalty
Objectives of promotion
Need of transfer
To meet organizational needs
To satisfy employee needs
To better use employee
To adjust the workforce
To provide relief
To punish employee
To accommodate family related issues
Transfer-It is the movement of an employee from one job to another without involving any substantial change in his duties, responsibilities, required skills, status and compensation
Since Nike developed Human Resources Management (HRM) training to strengthen contract manufacturers' HRM systems and support lean manufacturing implementation, two waves of factories have taken part: eight factories in Vietnam in November 2008 and eight factories in Southern China in March 2009.
Prior to participating in the workshop, each factory completed an employee satisfaction survey to better understand the top issues facing workers and to measure mutual trust and respect in the factory.
Factories brought survey results along to the two-week training so they could apply their workers' insights to creation of action plans and HRM best practices. Each factory developed action plans to address core HRM areas, including supervisory skills, incentive structures, employee turnover and employee satisfaction.
Following the training, factories have begun implementing their specific action plans with six-month deliverables.
One factory set specific goals for reducing the number of workers reporting dissatisfaction with the behavior and attitude of their direct supervisor from 15 percent to 5 percent. The factory identified targeted training for supervisors including management, trust and respect, leadership, company policies and grievance systems, tying training completion directly to key performance indicators tracked within the factory.
Another has set plans to increase the technical skill level among workers on the shop floor. Rather than focus only on building workers' technical skills, the plan requires supervisors to understand the importance of these skills among workers, which often had been overlooked. Plans also include reassessing skill levels, sharing with leadership and using findings to increase and improve training.
For both factories - and all those participating in the training - each step in the process had clear goals, responsibilities, timelines and methods for tracking progress.
Case study
Factories reported positive results. Statements from factories participating in the training include:
"The HRM workshop was able to highlight the importance of having a strong HR system."
"Human resources is one of the most important assets of the company as a foundation of lean."
"We now share best practice at our weekly meetings and include CR and HR."
"I am confident that our goals will be achieved within the year." "HRM has helped us to have a better understanding of how strong HR
supports lean. If HR is strong, we'll use effective processes to recruit the right people and develop them with a foreseeable career path. Skilled employees will stay with us longer. This means our turnover rate will be reduced and our recruiting efforts and training investment are not wasted."
"The HRM tools we received are helping us follow our projects closely, followed up by responsible persons within specified timelines, giving a greater chance to realize measurable improvements."
"HRM created a community where each factory set off the boundary of its own experience and knowledge. In return, each factory received many good practices - a great return on investment."
Factories are not alone in this process. Factories are supported by the HRM Learning Community established in the training. The Learning Community brings together factories that shared the training and continue to share lessons learned and best practices meeting bimonthly.
The real measure of success will be the HRM training's ability to drive systemic and lasting improvement in working conditions. Nike is working closely with contract factories in their implementation of action plans and ongoing efforts to monitor workers' experience.
Thank You