1. HUMAN RESOURCE PLANNING Definition Objectives Need & importance Process

2. Human Resource Planning offers an accurate estimate of the number of employees required with matching skill requirements to meet organizational objectives. HRP is a forward looking function as human resource estimates are made well in advance. HRP is the process by which an organization ensures that it has the rt. no. & kind of people at the rt. places, at the rt. time, capable of

3. effectively & efficiently completing those tasks that will help the organization achieve its overall objectives. HRP,then translates the organization's objectives & places into the no. of workers needed to meet their objectives.

4. Need for HRP future HR needs technological change Organizational changes—the changes in org. design and structure Demographic changes—changing profile of work force.

5. Skill shortages--To meet shortages. Labor laws Govt. policies in respect to reservation, child labor Pressure from trade unions The involvement of lead time in manning the job with most suitable capabilities International strategies Is foundation for HR functions

6. HRP at diff. Levels National level sectoral level eg.agricultural sector, industrial sector industry level eg. Cement, textile, chemical unit level—org. or Co. based on its corporate\ business plan. Departmental level Job level

7. Factors affecting HRP Type & strategy of organisation merger etc environmental uncertainties

8. Type & quality of forecasting information nature of jobs being filled off-loading the work Org. growth cycles & planning. time horizon Short plan Long range plan

9. Importance Organisations use HRP to meet future challenges, cut costs, and achieve greater effectiveness Importance of human resource planning Create a talent pool Prepare people for future Cope with organisational changes Cut costs Help succession planning

10. Analysing org.al objectives, plans & prgms. DEMAND FORECAST Resourse requirement skillwise,knowledgewise etc. Present prgms Control & review mechanisms SUPPLY FORECAST Present inventory of Human Resources + additions – losses (skillwise knowledgewise etc.) Net human resources requiremnets for futures (skill, knowledge,values etc) Forecast the future supply human resources in all sources if supply is inadequate Surplus of future of available human resources within the organization Shortage of future available human resource within the Organization Minus Adjust or Modify the Organisational Plan Plan for Redeployment Retrenchment/ Redundancy Plan for Employment Training Development Internal mobility (1) (2) (3)(4) (5) (6) (7) (8) (9)

11. The Process Of HRP 1)Analyzing the organisational plan – into production plan,plans for expansion diversification etc. Each plan can be further analysed into sub units

12. 2)Forecasting the overall human resource requirements.

13. Forecasting Techniques Forecasting demand Expert Forecasts: These are based on the judgments of those who possess good knowledge of future human resource needs --by supervisors --by top mgmt. Best approach is participative

14. Statistical techniques Trend Analysis: This is based on the assumption that the future is an extrapolation from the past. Human resource needs, as such, can be estimated by examining past trends. Ratios are calculated Eg –decline in physical stamina of employees change in values in extra & social activities are also calculated Econometric model By analyzing the past statistical data & by bringing relationships among variables

15. Delphi Technique  An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals.  The final forecast represents a composite group judgment.

16. Existing inventory Heads counts regarding total, deptt. wise,sex wise, designation-wise, skill wise Job family inventory eg clerks, cashiers age inventory—balance of young & old is preferred

17. Inventory of qualifications & training including minute qualifications & training received Inventory of salary grades—pay wise,allowances wise Inventory of past performance & future potentialities local & non--local wise inventory Potential losses Potential additions

18. Permanent total Permanent Partial Temporary total Temporary partial New hires Promotions in Transfer in Demotions in Acquiring new skills,knowledge,val ues aptitude etc.by the existing employees Deputations in Consultancy or advice Deptt. Or Sub unit Present HR Voluntary quits Death Retrenchment Dismissals Retirement Promotions out Demotions out Transfers out Loss of some skills, capabilities etc.due to ill health or accident Loss of values,aptitudes etc.,due to change in the attitude of existing employees towards job,deptt & org Absenteeism (temporary loss) Deputations out Lay off Consultancy or advice Permanent total Permanent partial Temporary total Temporary partial ADDITIONLOSS

19. 3) Analyzing sources of supply A)Internal labour supply:

20. B) External Labour supply: Local National HRIS can provide managers with a listing of candidates with required qualifications after scanning the data base. Supply Forecasting

21. 4)Estimating the net human resource requirement 5)Action plan for redeployment, redundancy, retrenchment If surplus in job—redeployment in form of transfers. Org. should plan for trg. or re-orientation before re-deployment.

22. 7) Action plan for recruitment,development etc. 8) Modify the org. plan If future supply of HR from all external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest the mgmt. to alter or modify the org.al plan. 9) Retention plan For retention of the existing employees by improving QWL. 10) Control & review mechanism 6)Forecast future supply from all the sources if supply is inadequate

23. Responsibility For Human Resource Planning HRP is a top management job. HR plans are usually made by the HR division in consultation with other corporate heads.

24. Limitations \Barriers Of Human Resource Planning Uncertainties People question the importance of HRP.They say offer attractive packages & u get or can quit people. No need This view is also held by top mgmt. ie. lack of top mgmt. Support HR plan may not adjust with org.al plan

25. HR information not readily available. Conflict between short term & long term HR needs. Time & expense. Conflict between quantitative & qualitative approaches to HRP. Non-involvement of other mgrs.eg.mkting, production mgr. not concerned much about it.

26. The Top Ten Measures Of Human Capital 1.Your most important issues 2.Human capital value added 3.Human capital ROI 4.Separation cost 5.Voluntary separation rate 6.Total labor-cost/revenue percentage 7.Total compensation/revenue percentage 8.Training investment factor 9.Time to start 10.Revenue factor