Human Resource Planning

Factors Affecting HRP

• Type and strategy of organization

• Organisational growth cycles and planning

• Environmental uncertainties

• Time horizon

• Type and quality of information

• Nature of jobs filled

• Outsourcing

Factors Affecting HRP

Organisational Growth

Cycle and Planning

Type and Strategy of

Organisation

Time Horizons

Type and Quality of

Forecasting Information

Nature of Jobs being

Filled

Outsourcing

Environmental

Uncertainties

HRP

HRP Process

Organisational Activities and Policies

HR Supply ForecastHR Needs Forecast

HR Programming

HRP Implementation

Control and Evaluation of Programme

ShortageRecruitment

Selection, etc

SurplusRestricted HiringReduced HoursVRS, Layoff, etc

Environment

Uses of a Human Resource Information Systems (HRIS)

Employee and Labour Relations• Union Negotiation Costing• Auditing Records• Attitude Survey Results• Exit Interview Analysis• Employee Work History

HR Planning and Analysis• Organisation Charts• Staffing Projections• Skills Inventories• Turnover Analysis• Absenteeism Analysis• Restructuring Costing• Internal Job Matching• Job Description Tracking

Health, Safety and Security• Safety Training• Accident Records• Material Data Records

Compensation and Benefits• Pay Structures• Wage/Salary Costing• Flexible Benefit Administration• Vacation Usage• Benefits Usage Analysis

HR Development• Employee Training Profiles• Training Needs Assessments• Succession Planning• Career Interests and Experience

Staffing• Recruitment Sources• Applicant Tracking• Job Offer Refusal

Analysis

Equal Employment• Affirmative Action Plan• Applicant Tracking• Workforce Utilisation• Availability Analysis

HRIS

Strategic HR Initiatives

Strategy HR Initiative

Strategies for Managing Shortages

Strategies for Managing Surplus

• Recruit new permanent employees

• Offer incentives to postpone retirement

• Re-hire retirees part-time• Attempt to reduce turn-over• Work current staff overtime• Subcontract work to another

company• Hire temporary employees• Redesign job process so that

fewer employees are needed

• Hiring freeze• Do not replace those who leave• Offer VRS schemes• Reduce work hours• Leave of absence• Across the board pay-cuts• Layoffs• Reduce outsourced work• Employee training• Switch to variable pay plan• Expand operators

Forecasting Personnel Needs

Trend Analysis Scatter Plotting

ForecastingTools

Ratio Analysis

Drawbacks to Traditional Forecasting Techniques

• They focus on projections and historical relationships.

• They do not consider the impact of strategic initiatives on future staffing levels.

• They support compensation plans that reward managers for managing ever-larger staffs.

• They “bake in” the idea that staff increases are inevitable.

• They validate and institutionalize present planning processes and the usual ways of doing things.

Using Computers to Forecast Personnel Requirements

• Computerized Forecasts

– Software that estimates future staffing needs by:

• Projecting sales, volume of production, and personnel required to maintain different volumes of output.

• Forecasting staffing levels for direct labor, indirect staff, and exempt staff.

• Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.

FIGURE 5–4 Management Replacement Chart Showing DevelopmentNeeds ofPotential FutureDivisional VicePresidents

Campus Overview

907/A Uvarshad, Gandhinagar

Highway, Ahmedabad –

382422.

Ahmedabad Kolkata

Infinity Benchmark, 10th Floor, Plot G1,Block EP & GP,

Sector V, Salt-Lake, Kolkata – 700091.

Mumbai

Goldline Business Centre Linkway

Estate, Next to Chincholi Fire

Brigade, Malad (West), Mumbai – 400 064.

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