HR Planning I

8/13/2019 HR Planning I

1/26

HR Planning-I

By

Dr. Ketki Bhatti


2/26


3/26


4/26


5/26

Concept-Meaning

Procurement

Development

Allocation

Utilisation of organisations HRs.

4 areas of HRP-

Forecasting

Acquiring

Developing

Maintaining


6/26


7/26

So, in short: Manpower allocation, manpower

utilisation and HRD.

Coleman: The process of determining

manpower requirements and the means for

meeting those requirements in order to carry

out the integrated plan of the organisation.


8/26

Features

Integral part of corporate planning.

Facilitates control of manpower cost.

Facilitates effective manpower management. Brings equilibrium between demand and

supply of manpower.

Promotes manpower development.


9/26

Objectives

Provision of adequate manpower.

Optimum use of HRs.

Meeting future manpower needs. Development of manpower.

Miscellaneous Objectives.


10/26

Process of HRP

Analysing organal pisationlans.

Forecasting demand for human resources

(Manpower forecasting).

Forecasting supply of human resources.

Estimating manpower gaps.

Action planning to meet shortage or surplusmanpower.

Monitoring and control of action planning.


11/26


12/26

Strategic Analysis

Establish the context-Businessgoals, company strengths and

weaknesses, externalopportunities/threats, source

of competitive advantages

Identify people relatedbusiness issues

Define HR strategiesobjectives and action plans

Clarify performanceexpectations and futurevalues, business mission,

objectives andpriorities,resource allocations

Strategic Formulation Strategy Implementation

Implement processes toachieve desired results

Implement HR process,policies and practices


13/26

Unique Skills

High Strategic Values

Generic Skills

Low Strategic Values

Alliances Partners Core Knowledge

workers

Traditional Job based

EmployeesContract Labours


14/26

Analysing- Time period for HRP needed.

Forecasting- Managerial Judgement method,

Work-Study Method, Ratio Trend Analysis and

Mathematical Models.

Forecasting supply- Flow model and HR

inventory.


15/26


16/26


17/26


18/26


19/26


20/26

HR Flow Model-Markovian model

(Markov Chain Analyis Model)

Determination of period for which HR flows

are to be measured.

Establishment of categories/states to which

an individual can be assigned.Counting of annual flows of individuals among

the categories for several time periods.

Estimating the probability of transactionsfrom one category to another category based

on the past trend.


21/26

HR Inventory

Determining of personnel whose inventory is

to be prepared.

Cataloguing of factual information of each

individual.

Systematic appraisal of individuals and

Detailed study of those individuals who have

potential for development.


22/26

Estimating manpower gaps- Comparing

demand forecast and supply forecast.

Preparing action plan to meet shortage or

surplus manpower-Deficit in manpower

requirement or retrenchment.

Monitoring and control of action planning-

Appraisal of manpower plans acts as a guide

in future manpower planning.

F t ff ti HR


23/26

Factors affecting HR

Planning/Barriers to Effective HRP

Improper linkage between HRP and Corporate

Strategy.

Inadequate appreciation of HRP.

Environmental Uncertainty.

Rigidity in attitudes.

Inappropriate HR Information System.

Conflict between Long term and Short termHRP.


24/26


25/26


26/26

Thank You!

HR Planning I

Documents

Transcript of HR Planning I