2. human resource planning

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Human Resource Planning


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Definitiony A process by which an organization should move

from its current manpower position to a desiredmanpower position-

E.W .Vettery HRP is a strategy for the acquisition utilization

and improvement of an organization humanresource

G.Steiner


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y Human Resource Planning is the process bywhich an organization ensures that it has theright number and kind of people, at the rightplaces, at the right time, capable of effectivelyand efficiently completing those tasks that willhelp the organization achieve its overallobjectives.

y ( Source: Decenzo and Robbins 2000,Personnel/Human Resource

Management ))


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Why Human Resource Planning isWhy Human Resource Planning isimportant ?important ?

Li nk i ng bus i ness strategy w i th operat i onalstrategy:

y HRP i s an i mportant process to ma i nta i n the

li nk between bus i ness strategy and i t operat i on.It follows d i fferent procedures i nclud i ng theneed to assess the i mpact of technolog i calchanges on new jobs and new sk i lls


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Need for HRP

y To augment the business needy Replacement of personsy Labour turnovery Expansion /diversification plansy Technological changesy

Assessing needs


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Obj ectives of HRPy

Assessing manpower needs for futurey Assessing skill requirement in future

y Determining training & development needs

y Anticipating surplus / shortage of staff avoidinglayoffs/dismissals

y Controlling wage & salary costs

y Ensuring optimum use of HR

y Help orgn cope with technology development

y Ensure higher labour productivity


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HRP - PR OCESS1. Analysis of objectives & strategic plans of the co.-relate future Hr

to future enterprise needs2. Preparing manpower inventory assessment of present &

potential qualifications of existing employees qualitatively &quantitatively.

3. Manpower forecasting-Employment trends,- Replacement needs,- Productivity,- Absenteeism,

- Expansion & growth-Work study


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HRP PR OCESS

4. Manpower Plans5.Training & Development programs6. Appraisal of Manpower Planning.


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Benefits of HRPy

Reduced labour costsy Optimum utilisation of manpowery Identification of gaps in existing manpowery Improvement in overall business plgy Career succession plgy Growth of organisationy Beneficial to the country


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Pro b lems in HRPy Accuracy of forecastsy Support of top managementy Lack of clarity of processy Resistance from employeesy MIS reliabilityy Uncertaintiesy Expensive time consumingy Lack of coordinationy Unbalanced approach to quality and quantity.


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LEVELS OF HRPy Plant level conducted by operating committee on basis of

past data & future projectionsy Departmental / divisional level Divisional committee

integrate plant level plans with divisional HRPy

Top level All plans are reviewed & integrated with plansfor HO staff. And aligned with organisational plans.


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Job anal ysisy Job analysis is a detailed & systematic study of jobs to know the

nature & characteristics of the people to be employed on various jobs.

y It is a systematic process of gathering information about duties &responsibilities to do a job .

y According to Edwin B. Flippo, Job analysis is the process of studying and collecting information relating to the operations andresponsibilities of a specific job.


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Data relating to a joby Job identification -Titley Nature of the job supervisory, technical, clerical..y Operations involved in doing the joby

Materials & equipment requiredy Educational qualification requiredy Personnel qualities requiredy Relation with other jobs in the organisation.


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Objectives of Job Analysis

Work simplification

Establishment of standards of performance.

F acilitate recruitment & selection of appropriate HumanResource

Indicates training needs


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Uses of Job Anal ysisy HRPy Recruitmenty Selectiony Placement & Orientationy Trainingy Counsellingy Employee safetyy Performance appraisaly

Job design & redesigny Job evaluation.


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Process of Job Anal ysisy Organising & planning for the prog.-y selection of representative positions to be analysed.y Collection of job analysis data using systematic

techniquesy Preparation of job description contents of job-

functions , duties, responsibilities, operations.y Preparation of job specification personal attributes,

skills, training, experience needed for the job.


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It is a scientific method of collecting information about duties,responsibilities and accountabilities of a job. Data gatheringthrough:

Questionnaires time consuming, more suited for technical jobs

Observation used for simple & repetitive jobs

Work analysis method

Individual or group interviews -

Diary/logs/records

Critical incidents

Job performance

Techniques/Methods of Job Analysis


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1. Direct observationDirect Observation is a method of job analysis to observe and record

behavior / events / activities / tasks / duties while something is

happening.2.Work methods analysisWork methods analysis is used to describe manual and repetitive

production jobs, such as factory or assembly-line jobs. Work methodsanalysis includes time and motion study and micro-motion analysis.

3. Critical incident technique (CIT model).Critical incident technique is a method of job analysis used to identifywork behaviors that classify in good and poor performance.

4. INTERVIEW METHODInterview method is a useful tool of job analysis to ask questions to both

incumbents and supervisors in either an individual or a group setting.Interview includes structured Interviews, unstructured interview,open-ended questions.


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QUESTIONN AIRE METHODS1. Position Analysis Questionnaire (PAQ model)

PAQ model is a questionnaire technique of job analysis. It developed byMcCormick, Jeanneret, and Mecham (197 2), is a structured instrument of jobanalysis to measure job characteristics and relate them to human characteristics. Itconsists of 195 job elements that describe generic human work behaviors.

2. Functional job analysis (F JA model)

F JA model is a technique of job analysis that was developed by the EmploymentandTraining Administration of the United States Department of Labor. It includes7 scales (numbers) that measure: 3 worker-function scales: measure % of timespent with: data, people, things;1 worker-instruction scale; 3 scales that measurereasoning, mathematics, language.

3. Work Profiling System (WPS model)

WPS model is a questionnaire technique of job analysis, is a computer-administered system for job analysis, developed by Saville & Holdsworth, Ltd.


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Job Description

Broad, general, and written statement of aspecific job, based on the findings of a jobanalysis. It generally includes duties,

purpose, responsibilities, scope, andworking conditions of a job along withthe job's title, and the name or designationof the person to whom theemployee reports. Job descriptionusually forms the basis of jobspecification.


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G uidelines for effective Job descriptions

Clarity

Specificity

Indicating scope of authority

Being brief

Providing the scope of information

Rechecking the information


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D erived from job analysis, it is a statement of employeecharacteristics and qualifications required forsatisfactory performance ofdefined duties and tasks comprising a

specific job or function.Specifies the minimum acceptable

Qualifications

Skills, knowledgeAbilities, experience

Specific temperaments

Special traits/characteristics

Job Specifications


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Gat h er information on y Job Design,y Job enlargement,y Job enrichment,y Job rotation, andy Job simplification

2. human resource planning

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