1.0. Introduction

Human resource planning is the process of ensuring that human resource requirements of an organization are identified and plans are made for satisfying those requirements. Armstrong, M (2006)2.0. Process of Human Resources Planning

According to Gupta C.B (2011) the following are the processes that are involved in human resource planning in any organization.

2.1. Analysing Organizational Plans First of all objectives and strategic plans of the company are analysed. Plans concerning technology, production, marketing, finance, expansion and diversification given an idea about the volume of future work activity

2.2. Forecasting Demand for Human Resources - On the basis of corporate and functional plans and future activity level, the future needs for human resources in the organization are anticipated. The number of people and skills level needed in the future depend on the production and sales budget in the manufacturing enterprise.

2.3. Forecasting Supply of Human Resource Every organization has two sources of supply for human resources-internal and external. Internally human resources can be obtained for certain posts through promotion and transfers.

2.4. Estimating Manpower Gaps Net human resource requirements can be identified by comparing demand forecast and supply forecast. Such comparison will reveal either deficit or surplus of human resources in the future.

2.5. Action Planning Once manpower gaps are identified, plans are prepared to bridge these gaps.

2.6. Monitoring and Control Once action plans are implemented, the human resource structure and system need to be reviewed and regulated.3.0. Human Resource Forecasting Techniques

3.1. Human Resource Demand Forecast TechniquesAs explained above, this is the process of anticipating number and types of human resources needed in an organization. The process of anticipating number and types of human resource can be done through qualitative and quantitative approaches.

a) Qualitative Forecasting Techniques

Qualitative forecasts are essentially educated guesses or estimates by individuals who have some knowledge of previous HR availabilitys or utilization (Duane, 1996: 4). Example of qualitative technique is;

i) Delphi Technique; this technique calls for a facilitator to solicit and collate written, expert opinions on labor forecasts. After answers are received, a summary of the information is developed and distributed to the experts, who are then requested to submit revised forecasts and experts never meet face-to-face, but rather communicate through the facilitator.Significance of Delphi TechniqueAccording to www.transtutors.com the following are the significances of managerial forecasta) It is effective when post data are absent This method enables availability of information regarding human resources even if there are no previous data about that.

b) It does not require experts to meet in person Sometimes it is difficult to meet experts as they have tight schedule, this method eliminate this challenge.

c) Participants reveal their reasoning Through this method participants explain what they feel about number and types of human resources needed without any external influence.

d) It is easier to maintain confidentiality As long as members do not members do not meet in person confidentiality is at high level hence freedom of expression is guaranteed.

e) Potential quicker forecasts can be obtained The forecast about number and types of human resource needed can be obtained quickly hence saves time for other business.

f) It can motivate people to participate over a long period of time Due to its nature whereas ideas are being circulated from one person to another, members dont get bored and can participate for a long time.

g) Group members do not have to be in the same place at the same time As explained previously; this method enables members from different places at different times to participate in the exercise without any setback. This means estimation based on number and types of employees needed will be guaranteed.ii) Managerial Forecast

According to Prasad L.M (2010) managerial forecast or managerial judgment method is the most commonly practiced and conventional method of forecasting human resource needs. In this method, managers prepare the forecast of human resource needs of various categories in their own departments based on their past experience. This method can be applied either top down approach whereas management prepare human resource plan for the whole organization in collaboration with human resource department or bottom up approaches whereas top management provide guidelines for all department to follow when preparing plans for their own department.