Amity Business School Mr. Rajnish Ratna

Amity Business School

Mr. Rajnish Ratna
Text
Gary Dessler, Varkkey, Human Resource

Management, Pearson Education India
Lilly M. Berry, Employee selection, Cengage
Learning.
References:
Diane Arthur, Recruiting, Interviewing, Selecting
& Orienting New Employees, PHI Learning
Private Limited, New Delhi
Managing Human Resources - Arun Monappa
Strategic HRM- Tanuja Agrawal, Oxford
University press , New Delhi
Human Resource Planning

is a process by which an organization
ensures (or tries for) that it is having
right kind of people, right number of
people at right place at right time and
at economically right cost for which
person is having right knowledge, skill
and experience.
Human Resource Planning
Human resource planning is the

systematic and continuing process of
analysing an organization's human
resource
needs
under changing
conditions and integrating this analysis
with the development of appropriate
personnel policies to meet these
needs.
Strategic Planning & HRP
Strategic planning: Procedures for making long

term goals and strategies of the organization.
HRP: Process of anticipating and providing for the
movement of people into, within, and out of an
organization. Its overall purpose is to help managers
deploy human resources as effectively as possible,
where and when they are needed, in order to
accomplish organizational goals.
SHRM: Combines Strategic planning and HRP. It is a
pattern of human resource deployments and
activities that enable an organization to achieve its
strategic goals.
Objectives Of HRP
Forecast future requirements for HR

Assess the HR shortages and surplus
Anticipate the impact of technology on jobs
Meet needs of expansion and diversification
Determine the needs for recruitment
Basis for training and development
Provide control measures to ensure that
necessary manpower is available at proper times
Process OF HRP
1. Organizational Analysis
2. Skill Inventory
3. Demand Forecasting
4. Supply Forecasting
5. Gap Analysis
6. Formulating HR Plans
7. Evaluation and Assessment
1. Organizational Analysis
Mission, vision, objectives, plans,
needs.
2. Skill Inventory
Inventory of different skills and talents

that exist in the organization, a careful
analysis is reqd. to develop employment
and development programs.
1.Personal Data
2.Education and Training details
3.Experience and Skills
4.Additional Information- salary, grade,
career plans, absenteeism records etc.
3. Forecasting the Demand for HR

Workload Analysis
Time Series Analysis
Analysis of Productivity
4. Preparing Manpower Inventory

(Supply Forecasting):
A.Internal labour supply
Staffing table
Markov analysis
Skill inventory
Replacement chart
B. External labour supply
5. Determining Manpower Gaps

6. Formulating HR Plans
Recruitment plans
Redeployment plan
Training plan
Productivity plan
Retention plan
7. Evaluation and Assessment
Advantages of HRP
A systematic and integrated approach to HR

policies and programme.
An improved framework for communicating
clearly defined goals and strategies.
Improved employee relations and higher
productivity.
Higher quality products or services.
Greater security and stability of employment.
Lower turnover.
Improved succession planning.
Improved competitiveness and survivability.
Limitations Of HRP
Accuracy
Support
Number Games
Guidelines Of Effective HRP

1.
2.
3.
4.
Objectives
Top management support
Employee skills inventory
Human resource information
system
5. Co-ordination
Quantitative Tools for Forecasting

HR requirement
Workload Analysis
Workload Analysis
1. Classification of Work
2. Standard time for work
3. Forecasting the frequency/number of that
work
4. Converting the projected jobs in manhours
5. Converting the man-hours into manpower
requirement
Man hours
A man-hour or person-hour is the amount of
work performed by an average worker in
one hour.
is just the product of number of workers
and number of working hours. Man hours
is something that is useful in comparing the
magnitudes of various jobs.
Case 1 (A) of workload analysis
Estimate the
given day of
Delhi Vidyut
classified into
required:
S.N.
1.
2.
3.
4.
manpower requirement in
maintenance department of
Board in which work is
four categories with time
Job Category
Related to meters
Related to installation
Related maintenance
Related to emergency call
Hours Per Job

.75
2.50
1.5
1.1
Forecast of jobs in a Day for year 2002

S.N. Job Category
2002
1.
Related to meters
15
2.
85
3.
Related maintenance
27
4.
Related to emergency call 10
Converting Forecast into man-hours

(Hours / job X No. Of jobs /day)
S.NO.
Job Category
Meters
Installation
Maintenance
Emergency call
2002

S.NO.
Job Category
2002
Meters
11.25
Installation
212.5
Maintenance
40.5
Emergency call
11
Converting man-hours in to
manpower / day
Assuming 8 man-hours/employee
Assuming 20% fatigue
20% leave reserve
2002
Total manpower / day
Manpower Requirement for year 2002 in

a day : 57
Case 1 (B) of workload analysis

Estimate the manpower requirement in given
day of maintenance department of Delhi
Vidyut Board in which work is classified into
four categories with time required
S.N Job Category
.
Hours Per
Job
1.
Related to meters
.75
2.
2.50
3.
Related maintenance
1.5
4.
Related to emergency call 1.1
Forecast of jobs in a Day for different

years
Job Category
2003
2004
2005
Meters
13
11
Installation
95
110
125
Maintenance
35
41
45
Emergency call 8

Job Category
Meters
Installation
Maintenance
Emergency call
2003
2004
2005

Job Category
2003
2004
2005
Meters
9.75
8.25
Installation
237.5
275
312.5
Maintenance
52.5
61.5
67.5
Emergency call
8.8
6.6
4.4
manpower / day
Assuming 8 man-hours/employee
Assuming 20% fatigue
20% leave reserve
2003
Manpower
Requirement
2004
2005
manpower / day
Manpower
Requirement
2003
2004
2005
64
73
81
Case 2
In clerical section of HR Dept of RCL have
planned 1,60,000 units of work for year
2014, standard man-hour required is .25
hour/unit. Forecast manpower required for
that department.
Productivity analysis helps in assessing
the manpower requirement at the
organizational level. If the organization is
able to increase/decrease the rate of
productivity
,
the
corresponding
requirement of manpower.
Case 5
A company manufactures 5,000 desktop

computers in a year. Cost of each desktop
is Rs. 25,000. The company spends Rs.
5000 per desktop in material inputs and
2,00,000 man-hours to make the desktops.
Compute the following:
A.Per day Manpower requirement,
B. Man-hours required per desktop
C.Cost per man-hours
Answer
A.174
B. 40
C. 500

This approach uses employment data
over a time period (time series) for
manpower forecast.
Average
Weighted average
Moving average
Ratio Analysis
Case 3 Forecast for 2006 using

Time series Analysis
Job Category
2002
2003
2004
2005
Meters
15
13
11
Installation
85
95
110
125
Maintenance
27
45
50
25
13
Emergency call 4
2006
Case 4 Time Series Analysis

Godrej has the following manpower data
of their health care division:
Year
Manpower data (in nos.)
2000
500
2001
600
2002
800
2003
1000
2004
1100
2005
1300
Forecast manpower requirement

For year 2006
Average
Moving Average
Using a 3 period average
Using a 4 period average
Weighted Average
Ratio Analysis
For year 2006

Answer
A.883
B.1050
C.1019
D.1130
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