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    "Our Assets Walk Out of The Door Each Evening. We Have To Make Sure That They Come Back The Next Morning." (Narayana Murthy, CEO Infosys)

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    Madhur Singh
    The document discusses the importance of human resource planning for organizations to ensure they have the right number and type of employees needed now and in the future to meet business demands, the common methods used such as forecasting techniques and analyzing current workforce skills, and that while many large companies claim to conduct HR planning, surveys find that less than half actually have formal or fully integrated planning processes.

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    "Our Assets Walk Out of The Door Each Evening. We Have To Make Sure That They Come Back The Next Morning." (Narayana Murthy, CEO Infosys)

    Uploaded by

    Madhur Singh
    81 views39 pages
    The document discusses the importance of human resource planning for organizations to ensure they have the right number and type of employees needed now and in the future to meet business demands, the common methods used such as forecasting techniques and analyzing current workforce skills, and that while many large companies claim to conduct HR planning, surveys find that less than half actually have formal or fully integrated planning processes.

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    HRP

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    The document discusses the importance of human resource planning for organizations to ensure they have the right number and type of employees needed now and in the future to meet business demands, the common methods used such as forecasting techniques and analyzing current workforce skills, and that while many large companies claim to conduct HR planning, surveys find that less than half actually have formal or fully integrated planning processes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    81 views39 pages

    "Our Assets Walk Out of The Door Each Evening. We Have To Make Sure That They Come Back The Next Morning." (Narayana Murthy, CEO Infosys)

    Uploaded by

    Madhur Singh
    The document discusses the importance of human resource planning for organizations to ensure they have the right number and type of employees needed now and in the future to meet business demands, the common methods used such as forecasting techniques and analyzing current workforce skills, and that while many large companies claim to conduct HR planning, surveys find that less than half actually have formal or fully integrated planning processes.

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     "Our assets walk out of the door each

    evening. We have to make sure


    that they come back the next morning."
    (Narayana Murthy, CEO Infosys).
    Human Resource Planning --
    Outline
    I. What is it?
    Human Resource Planning --
    Outline
    I. What is it?
    II. Why is it important?
    Human Resource Planning --
    Outline
    I. What is it?
    II. Why is it important?
    III. How is it done?
    Human Resource Planning --
    Outline
    I. What is it?
    II. Why is it important?
    III. How is it done?
    IV. Is it really done?
    I. What is it?

    Human resource planning involves


    getting the right number of qualified
    people into the right jobs at the right
    time.
    Developmental Overview (2)
    According to Taylor (2002)
    Manpower Planning and HRP are concerned
    with
     ‘looking ahead’, using systematic
    techniques, i.e. auditing skills to be able to
    meet org. requirements of the future.
     Having ‘the right people, with the
    right skills, in the right places at the
    right time.
    Why Look ahead and Forecast?
    Why Look ahead and Forecast?
     To deal with changes
    – External Environmental Situations
     Expansion
     Competition
     Globalisation
     Technological
     Political
     Social
     Economical
     Ecological
     Legal
     Once this $10.7 billion deal is sealed,
    India’s largest telecom firm by revenue
    and number of customers, will become the
    seventh largest telecom company in the
    world, and fifth in the cellular mobile
    segment.
     As analysts have said, one of the main
    challenges for the Bharti Airtel in Africa after the
    deal is
     - to evolve a new strategy to become a
    dominant player there. After all, Zain has been
    on the back-foot in key markets like Nigeria and
    Kenya, and the company needs to tackle its
    foreign exchange exposure efficiently as it has to
    buy equipment in dollars whereas revenue will
    come from local currencies.
     Yes, there are challenges but for Bharti Airtel and its
    promoters including chairman Sunil Bharti Mittal, it’s
    more like chasing a global dream. A few years ago, Mr
    Mittal wanted to make a foray into infrastructure
    business, and then Bharti Enterprises and Singapore’s
    Changi Airport formed a consortium to bid for the
    development and management of airports in Delhi and
    Mumbai. But that was before two relatively low-profile
    companies from South, GMR and GVK, put an extra
    effort to make a mark in India’s political and financial
    capitals respectively. In this round, Mr Mittal may not
    like any dropped call.
    Success mantra’s

    1970s-production
     1980s-quality
     1990s-customer
     2000s-costs
     2005s-speed
     Recent times-values & ethics (SATYAM
    CASE)
    II. Why is it important?

    A. often long lag times to fill positions


    B. often influences both turnover and

    productivity
    C. the “demographic imperative”
    demands more such planning
    Factors That Determine HR Plans

    Figure 2–3
    HR Planning Process

    Figure 2–6
    Scanning the External
    Environment
    Environmental Scanning
    – The process of studying the environment of the
    organization to pinpoint opportunities and
    threats.
    Environment Changes Impacting HR
    – Governmental regulations
    – Economic conditions
    – Geographic and competitive concerns
    – Workforce composition
    Employers’ Use of Part-Time
    Workers

    Source: Adapted from “”Part-Time Employment,”


    (NY: The Conference Board, n.d.) vol. 6 #1.
    Figure 2–7
    Internal Assessment of the
    Organizational Workforce
    Auditing Jobs and Skills
    – What jobs exist now?
    – How many individuals are performing each job?
    – How essential is each job?
    – What jobs will be needed to implement future
    organizational strategies?
    – What are the characteristics of anticipated
    jobs?
    III. How do you do it?
    A. General Comments:
    1. It is a process of comparing human

    resource supply with human


    resource demand.
    III. How do you do it?
    A. General Comments:
    1. It is a process of comparing human

    resource supply with human


    resource demand.
    2. It works best when it is tied to:
    a. the organization’s strategic planning

    process
    III. How do you do it?
    A. General Comments:
    1. It is a process of comparing human

    resource supply with human


    resource demand.
    2. It works best when it is tied to:
    a. the organization’s strategic planning

    process
    b. all available forecasts (technological,
    economic, market, etc.)
    III. How do you do it?
    A. General Comments:
    3. When there are variances, action
    plans must be formulated, e.g.,
    a. for surpluses, will organization use
    layoffs, retirement incentives, reduced
    hours, or something else?
    III. How do you do it?
    A. General Comments:
    3. When there are variances, action
    plans must be formulated, e.g.,
    a. for surpluses, will organization use
    layoffs, retirement incentives, reduced
    hours, or something else?
    b. for shortages, will organization use
    overtime, temporary workers, or recruit

    new permanent workers?


    III. How do you do it?
    B. Methods Used for Human Resource
    Planning:
    1. Approaches to forecasting:
    a. Qualitative:
    i. Expert opinions
    ii. Delphi technique
    iii. “Bottom-up” approach
    III. How do you do it?
    B. Methods Used for Human Resource
    Planning:
    1. Approaches to forecasting:
    a. Qualitative:
    i. Expert opinions
    ii. Delphi technique
    iii. “Bottom-up” approach
    b. Quantitative (mathematical modeling):
    i. Regression analysis / Trend analysis
    ii. Markov analysis
    III. How do you do it?
    B. Methods Used for Human Resource
    Planning:
    2. Supply Analysis
    a. Skills inventories
    i. Card systems
    ii. Human Resource Information
    Systems (HRIS)
    III. How do you do it?
    B. Methods Used for Human Resource
    Planning:
    2. Supply Analysis
    a. Skills inventories
    i. Card systems
    ii. Human Resource Information
    Systems (HRIS)
    b. Replacement charts / Succession plans
     The Human Resource Information System
    (HRIS) is an online solution for the data
    entry, data tracking, and data information
    needs of the
     Human Resources,
     payroll,
     management, and
     accounting functions within a business.
    HRIS
     attendance ,
     pay raises and history,
     pay grades and positions held,
     performance development plans,
     training received,
     disciplinary action received,
     personal employee information, and occasionally,
     management and key employee succession plans,
     high potential employee identification, and
     applicant tracking, interviewing, and selection.
    SAP
     SAP, started in 1972 by five former IBM employees in
    Mannheim, Germany.
     The original name for SAP was German:
     Systeme, Anwendungen, Produkte.
     It means "Systems Applications and Products."
     Today, the company states that its goal is "to offer the
    industry's most comprehensive portfolio of business
    performance and optimization solutions for companies of
    all sizes."
     TCS is the first Asian consulting company
    to become an SAP Global Services Partner.
    Working with SAP for years now, TCS
    provides strategic business consulting and
    services to help enterprises implement and
    integrate SAP solutions and optimize
    business processes.
    ERP
     Enterprise resource planning (ERP) is an
    integrated computer-based system used to
    manage internal and external resources
    including tangible assets, financial resources,
    materials, and human resources. It is a software
    architecture whose purpose is to facilitate the
    flow of information between all business
    functions inside the boundaries of the
    organization and manage the connections to
    outside stakeholders.
    Formulating HR plans
     Recruitment plan
     Redeployment plan
     Redundancy plan
     Training plan
     Productivity plan
     Retention plan
     Control points
    IV. Does anybody really do this stuff?
    Implementation of Human Resource Planning

    A. Nkomo (1987) survey of Fortune 500


    organizations

    (N = 264 responses)
    IV. Does anybody really do this stuff?
    Implementation of Human Resource Planning

    A. Nkomo (1987) survey of Fortune 500


    organizations

    (N = 264 responses)
    • 46% reported no formal HR planning
    • 39% reported some (incomplete) HR planning
    IV. Does anybody really do this stuff?
    Implementation of Human Resource Planning

    A. Nkomo (1987) survey of Fortune 500


    organizations

    (N = 264 responses)
    • 46% reported no formal HR planning
    • 39% reported some (incomplete) HR planning
    • 15% reported fully integrated HR planning
    Ethical Issues
     Issue 1
    – Does an organization have any ethical
    responsibility to share with all of its
    employees the results of its forecasting of HR
    requirements and availabilities? Does it have
    any ethical responsibility not to do this?

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