Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

Human resource plg

•Download as PPTX, PDF•
•
S
Sanjiv Kumar

Gives insight of Major aspects of Human Resource Planning to include meaning,Objectives,Importance and the process of HR planning

1 of 24
Human Resources Planning = Resources Sanjiv Kumar Mahajan Career Points University Kota
Preview  Introduction  Definition & Meaning of HRP  Objectives of HRP  Importance of HRP  HRP Process  Conclusion
 Human Resource an important corporate asset and the overall performance of companies depends upon the way it is put to use  Globally Major issues in organizations are skill shortages, competency gaps, downsizing & rightsizing. Introduction
 Causes of the issues are Inadequate Business Planning, Job Descriptions, inadequate Training & Development Programmes  In order to realize company objectives, human resource planning (HRP) is essentially the process of getting the right number of qualified people into the right job at the right time so that an organization can meet its objectives Introduction
• Process of forecasting an organisation’s future demand, and supply/availability of, right type of people in right number • Process that identifies current and future human resources needs for an organization to achieve its goals. • HRM Department can initiate recruitment & selection process only after HRP • Also called manpower/personnel/ employment planning • Improper HRP – Over staffing or Understaffing HRP : Definition
 Anticipate the impact of technology on job and requirements of human resources.  Analyse Current Workforce  Effective Management of Change – To cope up with mkt conditions , technology products and govt regulations effectively  Effective utilisation of existing human resources.  Forecast requirements of human resources with different levels of skills. Objectives of HRP
 Assess surplus or shortage, if any, human resources available  Ensure adequate supply of manpower as and when required.  To relate future human resources to future enterprise needs  Provide lead time available to select and train the required additional human resource over a specified time period. Objectives of HRP
 Part of Strategic Planning  International Business Expansion Strategies  Creating highly skilled personnel with necessary qualifications, skills, knowledge, experience & aptitude (L&T, ITI)  Foundation for Personnel Functions – Provides info for Recruitment , Selection, Transfer, Layoffs etc Importance of HRP
 Cater to Future Personnel Needs  Surplus or deficiency of labour - 75% of organisations are overstaffed. Redeployment of staff to other units.  Manpower Shortages due to Turnover  Needs of expansion / downsizing  Lead Time Long lead time necessary for selection, Training and development of employees. Importance of HRP
HRP Process
Organizational objectives and policies HR Demand forecast HR Supply forecast Estimating Manpower Gap/ HR Programming Control and Evaluation Restricted Hiring Reduced Hours VRS,Lay off etc Recruitment, Postpone retirement/Rehire/ hire temp employees Overtime Environmental Scanning Action Planning / HR Plan Implementation •Recruitment & Selection •Training & Development •Promotion •Retention •Retrenchment Outcome Outcome Process ShortageSurplus
12 Systematic process of studying & monitoring the internal & external environment of the organization in order to pinpoint opportunities & threats Environment Scanning External Factors  Labour Market Trends  Current & Projected Economic Conditions  Changes in Legislations  Technological Advancements  Social Concerns Internal Factors  Workforce composition (profile, skills)  Changes in organizational structure  Financial Health
 Downsizing / Expansion  Acquisition / Merger / Sell-out  Technology upgradation / Automation  New Markets & New Products  External Vs Internal hiring  Training & Re-training Organization Objectives & Policies
process of estimating future quantity and quality of manpower required for an organisation. • External Factors. Competition, laws & regulation, changes in technology and social factors • Internal Factors - Budget constraints, production levels, new products & services & organisational structure HR Demand Forecast
Purpose  To quantify the jobs necessary for producing a given no of goods  Determine staff mix desirable in future  Assess appropriate staffing level at different levels of organisation  Prevent shortage of people  Monitor compliance with legal requirements HR Demand Forecast
 Managerial Judgement Managers discuss and arrive at a figure that would be future labour demand. Top-Down or Bottom-Up approach  Ratio - Trend Analysis Studies past ratios between two variables ie no of workers & sales in an organisation and forecasting future ratios making allowances for changes in organisation etc.  Regression Analysis Same as trend analysis Forecasting Techniques
 Work-Study Technique Based on Volume operations & work efficiency of personnel. Volume of Operation derived from organisation plan of documents & increase/decrease measured. H required for planned output Standard h /person/year  Delphi Technique Experts independently develop forecasts that are shared with each other, but in this approach the experts never actually meet. Each of the members refines his or her forecasts until a group consensus is reached. Forecasting Techniques
process of estimating future quantity and quality of manpower available internally & externally to an organisation. Supply Analysis Covers • Existing Human Resources • Internal Sources of Supply • External Sources of Supply HR Supply Forecast
HR Supply Techniques Existing Human Resources Skill Inventories  Consolidated information about non Managers in the organisation – Personal Data,Skills,Special Qualifications, Preference etc  Provide information for transfer & promotion decision Management Inventories Consolidated information about Managers in the organisation- Work History, Strengths, Weaknesses, Career Goals etc
HR Supply Techniques Internal Supply Infows & outflow Inflows - Transfers in and promotion in outflows - Resignation,Discharge, retirement promotions etc Turnover Rate No of employees left job in one year X 100 Average no of employees in year
HR Supply Techniques Internal Supply Replacement Planning Short-term technique  Records indicating which employees are currently ready for promotion to a specific position.  When needs forecasted for particular job, replacement charts provide data about internal candidates to fill the openings Succession Planning Long term technique  Focus on development of Leaders to replace leaders as they retire from organisation.
External Supply  Resorted to  When cost of procuring workforce from within the organisation more & present staff cannot be spared  Organisation Growth & Diversification.  Replenish lost personnel  Economic and workforce development agencies typically can provide data on the labour supply availability. HR Supply Techniques
• Essential to monitor effectiveness of HRP & ensure continuous improvements. • Evaluation & Control required to:-  Identify deviations or deficiencies  Make modification to plans wrt changing requirements  Determine the extent to which HR objectives have been met.  Address new workforce issues that may arise Evaluation & Control
Thank You

More Related Content

Human resource plg

  • 1. Human Resources Planning = Resources Sanjiv Kumar Mahajan Career Points University Kota
  • 2. Preview  Introduction  Definition & Meaning of HRP  Objectives of HRP  Importance of HRP  HRP Process  Conclusion
  • 3.  Human Resource an important corporate asset and the overall performance of companies depends upon the way it is put to use  Globally Major issues in organizations are skill shortages, competency gaps, downsizing & rightsizing. Introduction
  • 4.  Causes of the issues are Inadequate Business Planning, Job Descriptions, inadequate Training & Development Programmes  In order to realize company objectives, human resource planning (HRP) is essentially the process of getting the right number of qualified people into the right job at the right time so that an organization can meet its objectives Introduction
  • 5. • Process of forecasting an organisation’s future demand, and supply/availability of, right type of people in right number • Process that identifies current and future human resources needs for an organization to achieve its goals. • HRM Department can initiate recruitment & selection process only after HRP • Also called manpower/personnel/ employment planning • Improper HRP – Over staffing or Understaffing HRP : Definition
  • 6.  Anticipate the impact of technology on job and requirements of human resources.  Analyse Current Workforce  Effective Management of Change – To cope up with mkt conditions , technology products and govt regulations effectively  Effective utilisation of existing human resources.  Forecast requirements of human resources with different levels of skills. Objectives of HRP
  • 7.  Assess surplus or shortage, if any, human resources available  Ensure adequate supply of manpower as and when required.  To relate future human resources to future enterprise needs  Provide lead time available to select and train the required additional human resource over a specified time period. Objectives of HRP
  • 8.  Part of Strategic Planning  International Business Expansion Strategies  Creating highly skilled personnel with necessary qualifications, skills, knowledge, experience & aptitude (L&T, ITI)  Foundation for Personnel Functions – Provides info for Recruitment , Selection, Transfer, Layoffs etc Importance of HRP
  • 9.  Cater to Future Personnel Needs  Surplus or deficiency of labour - 75% of organisations are overstaffed. Redeployment of staff to other units.  Manpower Shortages due to Turnover  Needs of expansion / downsizing  Lead Time Long lead time necessary for selection, Training and development of employees. Importance of HRP
  • 11. Organizational objectives and policies HR Demand forecast HR Supply forecast Estimating Manpower Gap/ HR Programming Control and Evaluation Restricted Hiring Reduced Hours VRS,Lay off etc Recruitment, Postpone retirement/Rehire/ hire temp employees Overtime Environmental Scanning Action Planning / HR Plan Implementation •Recruitment & Selection •Training & Development •Promotion •Retention •Retrenchment Outcome Outcome Process ShortageSurplus
  • 12. 12 Systematic process of studying & monitoring the internal & external environment of the organization in order to pinpoint opportunities & threats Environment Scanning External Factors  Labour Market Trends  Current & Projected Economic Conditions  Changes in Legislations  Technological Advancements  Social Concerns Internal Factors  Workforce composition (profile, skills)  Changes in organizational structure  Financial Health
  • 13.  Downsizing / Expansion  Acquisition / Merger / Sell-out  Technology upgradation / Automation  New Markets & New Products  External Vs Internal hiring  Training & Re-training Organization Objectives & Policies
  • 14. process of estimating future quantity and quality of manpower required for an organisation. • External Factors. Competition, laws & regulation, changes in technology and social factors • Internal Factors - Budget constraints, production levels, new products & services & organisational structure HR Demand Forecast
  • 15. Purpose  To quantify the jobs necessary for producing a given no of goods  Determine staff mix desirable in future  Assess appropriate staffing level at different levels of organisation  Prevent shortage of people  Monitor compliance with legal requirements HR Demand Forecast
  • 16.  Managerial Judgement Managers discuss and arrive at a figure that would be future labour demand. Top-Down or Bottom-Up approach  Ratio - Trend Analysis Studies past ratios between two variables ie no of workers & sales in an organisation and forecasting future ratios making allowances for changes in organisation etc.  Regression Analysis Same as trend analysis Forecasting Techniques
  • 17.  Work-Study Technique Based on Volume operations & work efficiency of personnel. Volume of Operation derived from organisation plan of documents & increase/decrease measured. H required for planned output Standard h /person/year  Delphi Technique Experts independently develop forecasts that are shared with each other, but in this approach the experts never actually meet. Each of the members refines his or her forecasts until a group consensus is reached. Forecasting Techniques
  • 18. process of estimating future quantity and quality of manpower available internally & externally to an organisation. Supply Analysis Covers • Existing Human Resources • Internal Sources of Supply • External Sources of Supply HR Supply Forecast
  • 19. HR Supply Techniques Existing Human Resources Skill Inventories  Consolidated information about non Managers in the organisation – Personal Data,Skills,Special Qualifications, Preference etc  Provide information for transfer & promotion decision Management Inventories Consolidated information about Managers in the organisation- Work History, Strengths, Weaknesses, Career Goals etc
  • 20. HR Supply Techniques Internal Supply Infows & outflow Inflows - Transfers in and promotion in outflows - Resignation,Discharge, retirement promotions etc Turnover Rate No of employees left job in one year X 100 Average no of employees in year
  • 21. HR Supply Techniques Internal Supply Replacement Planning Short-term technique  Records indicating which employees are currently ready for promotion to a specific position.  When needs forecasted for particular job, replacement charts provide data about internal candidates to fill the openings Succession Planning Long term technique  Focus on development of Leaders to replace leaders as they retire from organisation.
  • 22. External Supply  Resorted to  When cost of procuring workforce from within the organisation more & present staff cannot be spared  Organisation Growth & Diversification.  Replenish lost personnel  Economic and workforce development agencies typically can provide data on the labour supply availability. HR Supply Techniques
  • 23. • Essential to monitor effectiveness of HRP & ensure continuous improvements. • Evaluation & Control required to:-  Identify deviations or deficiencies  Make modification to plans wrt changing requirements  Determine the extent to which HR objectives have been met.  Address new workforce issues that may arise Evaluation & Control