human resource planning (1)

8/7/2019 Human Resource Planning (1)

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Human Resource

Planning


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HUMAN RESOURCE PLANNING

Right numberof people with right skills at

right place at right time to implement

organizational strategies in order to achieve

organizational objectives

In light of the organizations objectives,

corporate and business level strategies, HRPis the process of analyzing an organizationshuman resource needs and developing plans,policies, and systems to satisfy those needs.


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HUMAN RESOURCE PLANNING

Ensuring HRresource supply

meets human

resourcedemands

Setting humanresource

objectives and

deciding how tomeet them


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Think

Does any organization face problems whichcan be sorted with HRP?

Is HRP a part of any organization, department,

functional stream in an organization? Does HRP have any role in entrepreneurial

venture?


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HRP Types

HardQuantitative analysis in

order to ensure that the

right number and right

sort of people areavailable.

SoftEnsuring the availability of

people with right type of

attitude and motivation

who are committed to the

organization and engaged

in work as well as behave

properly.


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Soft

ForecastingForecasting Define where theDefine where thecompany is nowcompany is now

AnalysisAnalysis

Monitoring andMonitoring andreviewreview

Define where it wants toDefine where it wants tobe in the futurebe in the future

Analysing the externalAnalysing the externalenvironment, influencesenvironment, influences

and trendsand trends

Formulating plans toFormulating plans toimplement necessaryimplement necessarychangeschanges

Hard


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Macro HRP Population planning and

control, literacy and education, health and

medical care, housing.

Micro HRP Dimension of HDI

A long and Healthy life

Knowledge

A decent standard of living


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HDI

Composite measure of the three dimensions:

Life expectancy

Adult literacy Standard of living ofhuman development


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Aim of HRP

Attract and retain competent employees

Anticipate the problems of potential surpluses

or deficit of people. Develop a well trained and flexible workforce.

Reduces dependence on external recruitment

wh

en key skills are in sh

ortage. Improve the utilization of people by

introducing more flexible systems of work


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The HR Planning Cycle has

four general stages:

1. Forecasting future demand of HR

2. Forecasting future internal supplyof HR

3. Forecasting future external supply

of HR

4. Formulating responses to the

forecasts


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ResourcingStrategy

Scenario

Planning

Labour

Turnover

Analysis

Demand /

Supply

forecasting

Business

Strategic

Plans

Human Resource

Plan

Work environment

analysis

Operational

effectiveness

analysis

Resourcing Retention Flexibility Productivity

Work

Environment

HRP Process


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Stage 1: Forecasting Future Demand (2)

Techniques Used to Forecast Demand:

1 Systematic Techniques

Time series or ratio trend analysis Work-study approach

Productivity trend analysis

2 Managerial Judgement3 Working back from costs


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Stage 2: Forecasting Internal Supply

Involves identifying/acknowledging the

existing staff employed by an organisation

department by department grade by grade

Involves:

Skills Audits

Predicting StaffTurnover

Internal promotion analysis


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Stage 3: Forecasting External Supply

Filling the GAP using the external labour market:

Local

National International

HR Planners must gain an understanding of thedynamics of the LabourMarket to update plansas trends change and develop accordingly.


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Stage 3: Forecasting External

Supply / Dynamics of the Labour Market

The following statistics can be most useful General population density Population movements Age distribution Social class Unemployment rates School leavers Proportion withhigher education Skill levels S

kills sh

ortages Sources of Info include: Labour Market Trends, LabourMarket Quarterly, Annual Social Trends survey, Chamber ofCommerce, Training and Enterprise Councils


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Stage 4: Formulating Responses to

th

e Forecasts/Action Planning Forecasting should identify any potential

mismatch between future demand and supply

If demand exceeds supply develop plans tomatch the shortfall

If supply is likely to exceed demand develop

plans to reduce the surplus

(Taylor, 2002; Beardwell and Claydon, 2007)


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Labour Turnover

(Number of leavers in a specific period (usually 1

year) * 100)/ Average no. of employee duringthe same period

Stability Index

(No. with

1 years service or more *100)/Number employed 1 year ago


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Alternatives to Deal with Employee Shortages and Surpluses


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Rightsizing

To reduce (as a workforce) to an optimal size


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Thank You

human resource planning (1)

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