Human Resource Planning

Jimesh Joshi 32 Suraj More 50 Khan Aamir Sushant Bhaud 09

Group Members

Human Resource Planning could be expressed as a process by

which the management ensures the right number of people and

right kind of people, at the right place , at the right time doing

the right things for which they are recruited and placed for the

achievement of goals of the organization.

Human Resource may be regarded as the quantitative and

qualitative measurement of work required in an organization.

Human Resource Planning aims at the continuous supply of right

kind of personnel to fill various positions in the organization.

HRP is a continuous process.

In the words of Colman, “Manpower planning is the process of

determining manpower requirements and the means of meeting

those requirements in order to carry out the integrated plan of

the organization”

Introduction

According to Geister, “Manpower Planning is the process including

forecasting, developing and controlling by which a firm ensures

that it has the right number of people and the right kind of people

at the right places, at the right time doing work for which they are

economically most useful. Therefore, manpower planning consists

of projecting future man power requirements and developing

manpower plans for the implement action of projections”.

According to Dales.S.Beach, “Human Resource Planning is a

process of determining and assuring that the organization will

have an adequate number of qualified persons, available at the

proper times , performing jobs which meet the needs of the

enterprise and which provides at is faction for the individuals

involved.”

Definitions

Ensure optimum use of human resources currently

employed

Avoid imbalances in the distribution and allocation

of human resources

Assess or forecast future skill requirements of the

organization's overall objectives

Provide control measure to ensure availability of

necessary resources when required

Control the aspect of human resources

Formulate transfer and promotion policies

Objectives of HRP

HRP presents an inventory of existing man power of the

organisation. Analysis of this resource helps in

ascertaining the status of the available personnel and

to discover untapped talent presently available with the

organisation.

HRP helps in determining the short fall or surplus of the

resource by comparing the total resource needs with

the present supply. It also helps in projecting future HR

needs.

HRP is concerned with the initiation of various

organisation programmes depending upon the demand

and supply of human resources

Nature of HRP

Listing or current human resources

Assessing the context to which the current man power

is utilized to the advantage of the organizing.

Planning out the surplus human resource, if any

Analyzing the requirements of manpower in future in

the light of expansion plans, retirement of personnel

etc.

Making human resource forecast

Designing training programme for different categories

of human resource.

Scope of HRP

HRP helps in proper recruitment and selections

of the right type of people which are available

for various positions in the organization.

HRP also facilitates designing of training

programmes for the employees to develop the

required skills in them.

HRP provides lead time for procuring personnel

as the lead time given is a time- consuming

process.

Need for HRP

HRP results in reduced labour costs as it helps the management to

anticipate shortages and or surpluses or HR, and correct these imbalances

before they become unmanageable and expensive.

HRP is the scientific way for planning employee development that is

designed to make optimum use of workers’ skills within the organization.

HRP enables identification of the gaps of the existing HRs so that corrective

training could be imparted.

HRP leads of improvement in the overall “Business Planning” process. HRP

helps in formulating managerial succession plan as a part of there

placement planning process.

HRP leads to a greater awareness of the importance of soundman power

management through out the organization HRP serves as a tool to evaluate

the effect of alternative man power actions and policies.

Benefits of HRP

The process of HRP involves the following steps:

Determination of HRP objectives of HR planning

Current HR inventory

Demand Forecasting

Job requirements

Employment plan

Training and Development programme

HRP Process:

Human resource planning analyzes an organization’s

HR needs and how to best fill them.

Steps in the HR planning process:

Step 1 — review organizational mission, objectives, and

strategies.

Step 2 — review HR objectives and strategies.

Step 3 — assess current HR needs.

Step 4 — forecast HR needs.

Step 5 — develop and implement HR plans.

How do organizations attract a quality workforce?

Steps in strategic human resource planning.

Government policies

Level of economic development

Business Environment

Information Technology

Level of Technology

Natural factors

International Factors

External Factors Affecting HRP

Strategies of the Company

Human Resource Policies of the Company

Formal and Informal Groups

Job Analysis

Time Horizons

Types of Quality Of Information

Company’s production Operations policy

Trade unions

Internal Factors Affecting HRP

Components of HRIS

Input- Enter the data to manage HR i.e by whom

when and in what format.

Storage –Storing and updating data in various

files from time to time

Output-It is in two forms hard copy printed or a

soft copy

HRIS-system of

gathering,classifying,processing,recording

& disseminating the information required

for efficient and effective management of

human resources in an organization

Inception of Idea

Feasibility study

Selecting a project team

Defining the requirements

Vendo Analysis

Package Contract

negotiation

Training

Tailoring the system

Steps in Implementing HRIS

Collecting the data

Testing the system

Starting up

Running in parallel

Maintenance

Evaluation

Personal Administration

Salary Administration

Leave / absence Increase

Skill Inventory

Medical History

Performance Appraisal

Manpower Planning

Recruitment and Carrier Planning

Uses of HRIS

Provide accurate and timely information

to supply the required information by

statutory provisions

Provide supply information in most cost

effective way.

Objectives Of HRIS

VRS – It involves separation of

employees- managerial n

operative levels-based on mutual

Agreement between the

Organizations and its employees.

No legal Obstacle

Attractive financial compensation

Flexibility

Demerits of VRS

Fear and Insecurities s among employees

Spoil reputation of the company

Appose from trade unions

Merits Of VRS

Advantages of outsourcing-:

It Offers Cost Effective Selection

It allows management to focus more on core

business

It gets more accurate and timely information

No need to invest in the latest technology

It avoids Duplication and makes easy and quick

access to information.

OUTSOURCING- Sending work outside the oraganisation to be done by individuals employed full time with the organizations

Termination-It means to relieve the employee

from their services.

Lay off-inability of an employee to give employment to a

workmen

Suspension-Punishment usually imposed upon an

employee for breaking rules

Discharge or Dismissal-termination of the employee

due to excessive abseentism

Resignation-termination of the employment by the

employee

Pink SLIP- Downsizing is handled in the most unprofessional

manner ,without caring out the sensibilities of employees.

Downsizing-It means elimination of certain jobs with a view to have a greater efficiency

Role of HR in downsizingManager have to decide who is to be made

redundant, where and when.Have programme’s to help the laid of employeeThey have to convince trade unionThey must ensure proper communication to

minimize the negative effects of rumors

Retrenchment-It means permanent termination of an employes’s services for economic reasons like surplus, staff, poor demand for products, general economic slowdown etc.

There are several forms of separation:-ResignationDismissalDeathSuspensionLay OffRetrenchmentRetirement

Seperation-it is a situation when the service agreement of an employee with his/her organization comes to an end and the employee leaves the organization

Sub-ContractingThere are several alternatives to recruiting and hiring employees directly. The first is to use temporary workers obtained from a temporary help agency. The second is employee leasing.

Contracting-companies in fast growing industries are seeking the expertise of a relative new type of external specialist; the contract recruiter. This specialist is contracted on a temporary basis to perform recruiting functions for different job openings

Types of Promotion:-

Horizantal PromotionAn increase in responsibility and pay with the change in the

designation

Vertical PromotionThere is a Change in the status, responsibilities pay and job

classification

Dry PromotionMeans an increase in responsibility and status, without any

increases in pay or other financial benefits

Promotion-It is an advancement within an organization, which involves a change from one job/position to another organization, that is better in terms of pay, status and responsibility

Put the employee in a position where he will be of greater

value of the company

To develop competitive spirit

To develop internal source of employee

To promote employee self-development

To build up a morale,loyalty and a sense of belongingness

To promote employee interest in training and development

To build royalty

Objectives of promotion

Need of transfer

To meet organizational needs

To satisfy employee needs

To better use employee

To adjust the workforce

To provide relief

To punish employee

To accommodate family related issues

Transfer-It is the movement of an employee from one job to another without involving any substantial change in his duties, responsibilities, required skills, status and compensation

Since Nike developed Human Resources Management (HRM) training to strengthen contract manufacturers' HRM systems and support lean manufacturing implementation, two waves of factories have taken part: eight factories in Vietnam in November 2008 and eight factories in Southern China in March 2009.

Prior to participating in the workshop, each factory completed an employee satisfaction survey to better understand the top issues facing workers and to measure mutual trust and respect in the factory.

Factories brought survey results along to the two-week training so they could apply their workers' insights to creation of action plans and HRM best practices. Each factory developed action plans to address core HRM areas, including supervisory skills, incentive structures, employee turnover and employee satisfaction.

Following the training, factories have begun implementing their specific action plans with six-month deliverables.

One factory set specific goals for reducing the number of workers reporting dissatisfaction with the behavior and attitude of their direct supervisor from 15 percent to 5 percent. The factory identified targeted training for supervisors including management, trust and respect, leadership, company policies and grievance systems, tying training completion directly to key performance indicators tracked within the factory.

Another has set plans to increase the technical skill level among workers on the shop floor. Rather than focus only on building workers' technical skills, the plan requires supervisors to understand the importance of these skills among workers, which often had been overlooked. Plans also include reassessing skill levels, sharing with leadership and using findings to increase and improve training.

For both factories - and all those participating in the training - each step in the process had clear goals, responsibilities, timelines and methods for tracking progress.

Case study

Factories reported positive results. Statements from factories participating in the training include:

"The HRM workshop was able to highlight the importance of having a strong HR system."

"Human resources is one of the most important assets of the company as a foundation of lean."

"We now share best practice at our weekly meetings and include CR and HR."

"I am confident that our goals will be achieved within the year." "HRM has helped us to have a better understanding of how strong HR

supports lean. If HR is strong, we'll use effective processes to recruit the right people and develop them with a foreseeable career path. Skilled employees will stay with us longer. This means our turnover rate will be reduced and our recruiting efforts and training investment are not wasted."

"The HRM tools we received are helping us follow our projects closely, followed up by responsible persons within specified timelines, giving a greater chance to realize measurable improvements."

"HRM created a community where each factory set off the boundary of its own experience and knowledge. In return, each factory received many good practices - a great return on investment."

Factories are not alone in this process. Factories are supported by the HRM Learning Community established in the training. The Learning Community brings together factories that shared the training and continue to share lessons learned and best practices meeting bimonthly.

The real measure of success will be the HRM training's ability to drive systemic and lasting improvement in working conditions. Nike is working closely with contract factories in their implementation of action plans and ongoing efforts to monitor workers' experience.

Thank You