Human Resources Planning

Definition :

process by which an organisation ensures that it has the right number & kind of people at the right place and at the right time, capable of effectively and efficiently completing those tasks that help the organisation achieve its overall objectives..

Importance
1) Each Organisation needs personnel with
necessary qualifications, skills, knowledge, experience & aptitude . 2) Need for Replacement of Personnel - Replacing old,
retired or disabled personnel.

3) Meet manpower shortages due to labour

turnover months. Indian Airlines, Gas Authority of India headless for 10

4) Meet needs of expansion / downsizing

programmes - As a result of expansion of IT companies the
demand for IT professionals are increasing. PSUs offering VRS to employees to retrench staff and labour costs. DOT.COMs firing staff.

 5) Cater to Future Personnel Needs - Avoid surplus

or deficiency of labour.
75% of organisations are overstaffed. Redeployment of staff to other units.

6) Nature of present workforce in relation with Changing Environment - helps to cope with changes
in competitive forces, markets, technology, products and government regulations.
Shift in demand from ERP to internet programming has increased internet programmers demand at Wipro, Infosys etc. ITI retrained its existing workforce in the new electronic telephone system.

Other uses
i) quantify job for producing product / service ii) quantify people & positions required ii) determine future staff-mix iii) assess staffing levels to avoid unnecessary costs iv) reduce delays in procuring staff v) prevent shortage / excess of staff vi) comply with legal requirements

HRP Process - Determination of Quantity of Personnel

Organisational Objectives

HR Needs Forecast
HR Programming

HR Supply Forecast

HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection

HRP - Determination of Quality of Personnel

Job Analysis

process of collecting and studying information relating to the operations and responsibilities of a specific job. determination of tasks which comprise the job and of skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiates one job from all others.

products of Job Analysis are Job Description & Job Specification

Steps in Job Analysis

Collection of Organisational Structure Information

Selection of Representative Position to be Analysed Collection of Job Analysis Data

Developing Job Description Developing Job Specification

Collection of Data Who Collects ? - On-the-job Employees, Supervisors, Consultants / trade job analyst

What to Collect
- Physical & Mental activity involved - Each task essential to achieve overall result - Skill / Educational factor needed for the job

- Checklist, Interview, Observation, Participation, Technical Conference, Diary Method, Quantitative techniques

How to Collect ?

Job Analysis Process of Obtaining all pertinent Job Facts

Job Description Job Specification

A proper definition & design of work. A statement containing:

Job Title Location Job Summary Duties & Responsibilities Materials, Tools & Equipment used Forms & reports handled Supervision given / received Working conditions Hazards & Safety precautions

A statement of human qualifications necessary to do the job containing:

Education & Qualifications Experience & Training Knowledge & Skills Communication skills Physical requirements - Height, Weight, Age Personality requirements Appearance, Judgement, Initiative, Emotional stability

Purpose / Use Of Job Analysis

Organisation & Manpower planning Recruitment & Selection Job Evaluation & Wage, Salary administration Job Re-engineering Employee Training & Managerial Development Performance Appraisal Health & Safety

Organisational Objectives & Policies

Downsizing / Expansion Acquisition / Merger / Sell-out Technology upgradation / Automation New Markets & New Products External Vs Internal hiring Training & Re-training Union Constraints

HR Demand Forecast
process of estimating future quantity and quality of manpower required for an organisation.
External factors - competition, laws &

regulation, economic climate, changes in technology and social factors Internal factors - budget constraints, production levels, new products & services, organisational structure & employee separations

Forecasting Techniques
Managerial Judgement - Managers discuss and arrive at a figure of inflows & outflows which would cater to future labour demand. # Ratio-Trend Analysis - Studying past ratios, ie No. of Workers Vs Volume of Sales, forecasting future ratios and adjusting for future changes in the organisation.. Work-Study Technique - Used when length of operations and amount of labour required can be calculated. # Delphi Technique - From a group of experts the personnel needs are estimated.

HR Supply Forecast
process of estimating future quantity and quality of manpower available internally & externally to an organisation.

Supply Analysis Existing Human Resources Internal Sources of Supply External Sources of Supply

Existing Human Resources

Capability / Skills Inventory using HR Information System
General Information Name: Present Address: Sex: DOB: Marital Status: Permanent Address: Qualification Degree/Diploma Department: Designation: DOJ: Salary: Grade:

Institution

Class

Year of Pass

Experience/Skills Job Title/ Organisation Brief Skill/ Appointment Responsibilities Specialisation Outstanding Achievement / Additional Information Awards Performance Disciplinary Action Promotions Merit Rating Absenteeism Achievements Career Plans:

Internal Supply
Inflows & Outflows - The number of losses & gains of staff is estimated.

Turnover Rate : refers to rate of employees leaving. = ( No. of separations in a year / Avg no. of employees during the year ) x 100 Absenteeism - unauthorised absence from work. = ( total absentees in a year / Avg no. of employees x No. of working days) x 100
Productivity Level : Output / Input. Change in productivity affects no. of persons per unit of output. Movement among Jobs - internal source of recruitment, selection and placement

External Supply

External recruitment, selection & placement - Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals

HR Programming
Balancing Demand and Supply

Vacancies filled in by the right employee at the right time

HR Plan Implementation

Recruitment, Selection & Placement Training & Development Retraining & Redeployment Retention Plan

Downsizing Plan

Control & Evaluation

Are Budgets, Targets & Standards met? Responsibilities for Implementation &
Control

Reports for Monitoring HR Plan