presentation on hrp

8/4/2019 Presentation on Hrp

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By:

Chandni Kumar

Shuchi Mangal

Himani Sharma



Amity Business School

• A reputed South Indian University appointed 218 people on

temporary basis as Group „D‟ and Group „C‟ employees (all in

administration, typically called non-teaching)

• These appointments were made though there was no need for

additional staff.

• In fact, the university already had surplus of these employees.

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• 33 percent of these temporary staff have already put in morethan 10 years of service and the remaining a couple of years

less.

• The service of 35 percent of them were renewed six monthlywith a break of one day each time. The service of 65 percent of

the temporary employees were extended “until further orders”.

• In the past ten plus years, that “further order” never came.

• The procedure followed to appoint these 218 was slipshod.

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• The conscience of the authorities is now pricked.

• The university made a decision to regularize the services of

the provisional employees as and when vacancies arise –

vacancies arising on retirement or death of permanent staff.

• Right now, there are 50 of such vacancies and these will be

filled up soon.

• This would cost the university an extra expenditure of Rs. 30

lakh per annum. When the remaining are also regularized, the

extra drain on the university exchequer would be Rs1.2 crores

per annum.

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• When reminded about human resource

planning and about its need, prompt came

the reply from an employee who is going to

be benefited shortly – “Human Resource

Planning? No. Thank You”.

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• Human resource planning is the systematic and

continuing process of analyzing an

organization‟s human resource needs under

changing conditions and integrating this

analysis with the development of personnel

policies appropriate to meet these needs.

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7 Figure 2 –4




• Future personnel needs-Planning is important as it helps todetermine future personnel needs. Surplus or deficiency in

staff strength is the result of absence or defective planning.

• Part of strategic planning-HRP provides set of inputs intostrategic formulation process in terms of deciding whether the

types and number of people are available to pursue a given

strategy.

• Foundation for Personnel functions-HRP provides essential

information for designing and implementing personnel

functions such as recruitment, selection, personnel

movement(transfer, promotion, layoff) and training and

development 8




• Upper management has a better view of HR dimensions of business decision

• Personnel costs may be les because management can anticipate

imbalances before they become unmanageable and expensive.

• It helps to satisfy the individual needs of the employees for the

promotion, transfers, salary enhancement, better benefits etc.

• It supports organization plans regarding expansion,

diversification, technological change by providing necessary

human resources.

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Environment

Organizational Objectives and Policies

HR Needs Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation of

ProgrammeSurplus

Restricted Hiring,

Reduced Hours,

VRS etc

Shortage

Recruitment and Selection




• Environmental Scanning refers to systematic monitoring of the

external factors influencing the organization.

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• HR plans needs to be based on organizational objectives

•Specific requirements and in terms of number and characteristics of employees should be derived from organizational objectives.




Demand forecasting the process of estimating the quantity andquality of people required to meet future needs of theorganization.

Reasons to conduct demand forecasting:

1. Help in quantify the jobs necessary.

2. Determine what staff-mix is desirable in the future.3. Prevent shortages of people where and when they are needed

most.

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Demand forecasting techniques

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1. Trend Analysis: Study of a firm‟s past employment needs over a

period of years to predict future needs.

2. Ratio Analysis: A forecasting technique for determining future staff

needs by using ratios between one or more business factors and

staffing level for example, sales volume and number of employees

needed.

3. Regression Analysis: A graphical method used to help identify the

relationship between two variables

4. Managerial Judgment-Management forecasts are the opinions

(judgments) of supervisors, department managers, experts, or others

knowledgeable about the organization's future employment needs

based. The forecast is based on factors that are likely or should bechan ed.




5. Delphi Technique- It attempts to decrease the subjectivity of

forecasts by involving a group of pre-selected individual and

soliciting and summarizing the judgments. Thus a group

decision-making process is invoked which in turn, requires a

great deal of process orientation to enhance coordination andcooperation for satisfactory forecasts. This method works best

in situation where dynamic technological changes affect

staffing levels.

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• Determines whether the HR department will be able to procure

the required number of personnel.

•

Specifically, supply forecast measures the number of peoplelikely to be available from within and outside an organization.

The supply analysis covers:

1. Existing Human Resource (Analysis of present employees)2. External sources of supply

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• Balancing Demand and Supply

• Vacancies filled in by the right employee at the right time

• Requires converting HR plan into action.

• A series of action programmes are initiated as a part of HR

plan implementation. Some such progammes are:

• Recruitment plan• Training and Development plan

• Retraining and redeployment plan

• Retention plan

• Transfer plan

• Succession plan 16




• The HR plan should include Budgets, Targets & Standards.

• It should also clarify responsibilities for implementation &

control

• And establish reporting procedures to enable achievements to

be monitored against the HR plan.

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Planners face significant barriers while formulating an HRP. Themajor ones are the following:

• People question the importance of making HR practices future

oriented and the role assigned to HR practitioners informulation of organizational strategies. Their argument is

simple-there are people when needed. Offer attractive package

of benefits to them to quit when you find them in surplus.

• Conflicts may exist between short-term and long-term HR

needs. For example, there arises a conflict between the

pressure to get work done on time and long-term needs, such

as preparing people for assuming greater responsibilities.

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• There is conflict between quantitative and qualitative approach

to HRP.

• Non-involvement of operating managers renders HRP

ineffective. HRP is not strictly an Hr department function.

Successful planning needs a coordinated effort on the part of

operating managers and HR personnel.

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presentation on hrp

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