ms-23 human resource planning

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MS-23HUMAN RESOURCE PLANNING

• SESSION 1 - BASICS OF HR PLANNING

• SESSION 2 - APPROACHES TO ANALYZING JOB

• SESSION 3 - KEY HR PRACTICES

• SESSION 4 - INTELLECTUAL CAPITAL ACCOUNTING

• SESSION 5 & 6 – MOCK TEST


SESSION 1BASICS OF HR PLANNING

• HRP SYSTEM

• PROCESS AND FUNCTION OF HRP

• DEMAND MANAGEMENT

• SUPPLY MANAGEMENT

• CONTEMPORARY TRENDS


HRP

• FORECAST HR REQUIREMENT

• COPE UP WITH CHANGE

• ENHANCE HR PRODUCTIVITY

• SUPPLY RIGHT PEOPLE IN RIGHT NUMBER AT THE RIGHT PLACE

• CAPABLE, EFFECTIVE AND EFFICIENT PEOPLE


TYPES OF PLANS

• PHILOSOPHY

• PURPOSE

• OBJECTIVES

• STRATEGY

• POLICIES

• PROCEDURES

• PROGRAMS

• BUDGET


ROLE OF HRP PROFESSIONAL

• ADMINISTRATIVE– MANAGING HR– WELFARE PRACTICES

• STRATEGIC– HR STRATEGY– RELATIONSHIP WITH MANAGERS

• SPECIALIZED ROLE– COLLECTING AND ANALYZING DATA– DESIGNING AND APPLYING FORECAST SYSTEM– MANAGING CAREER DEVELOPMENT


BARRIERS TO HRP

• HR MANAGERS AS STRATEGIC BUSINESS PARTNERS

• TRADITIONAL FINANCIAL PRECEDENCE OVER HRP IN STRATEGY

• SHORT TERM VS. LONG TERM HRP

• QUALITATIVE VS. QUANTITATIVE

• INVOLVEMENT OF LINE MANAGERS


HRP PROCESS

ORGANIZATIONOBJECTIVES & POLICIES

HR SUPPLY FORECASTHR DEMAND FORECAST

HR PROGRAM

ACTION PAN

CONTROL AND EVALUATION

SURPLUS SHORTAGE


BENEFITS OF HRP

• WIN FOR EMPLOYEES– COMPETITIVE PAY

AND BENEFITS– TRAINING, GROWTH

& DEVELOPMENT– REDUCED

REDUNDANCY– CONTINUITY OF JOB– JOB SATISFACTION– CONDUCIVE WORK

CULTURE

• WIN FOR ORGANIZATIONS– RIGHT STRUCTURE &

PEOPLE– DEVELOPED HR– IMPROVED MORALE– PRODUCTIVITY GAINS– IMPROVED CUSTOMER

SATISFACTION– RETENTION LOWERING

HIRING COSTS


FACTORS EFFECTING DEMAND FORECAST

• ECONOMIC – PER CAPITA INCOME• SOCIAL – WAGES, WORKING CONDITIONS,

GOVT POLICY• POLITICAL • TECHNOLOGICAL• DEMOGRAPHIC• COMPETITION• MANAGEMENT PHILOSOPHY• GROWTH AND EXPANSION PLANS• TURNOVER


DEMAND FORECASTING TECHNIQUES

• MANAGERIAL JUDGEMENT

• RATIO TREND ANALYSIS

• WORK STUDY TECHNIQUES

• DELPHI TECHNIQUE

• FLOW MODELS


MANAGERIAL JUDGEMENT

• DISCUSSION AND ARRIVAL AT FUTURE DEMAND

• TOP DOWN/ BOTTOM UP/ COMBINATION


RATIO TREND ANALYSIS

• STUDYING PAST RATIO AND FORECASTING FUTURE RATIO WITH ALLOWANCE

• EXAMPLES OF RATIOS– NUMBER OF WORKERS TO SALES– NUMBER OF INSPECTOR TO

PRODUCTION


WORK STUDY TECHNIQUE

• APPLIED WHERE WORK MEASUREMENT IS POSSIBLE

• EXAMPLE IN MANUFACTURING:– PLANNED OUTPUT – 20K UNITS– STANDARD HOURS PER UNIT – 5– PLANNED HOURS – 100K– PRODUCTIVE HOURS PER MAN – 10– NUMBER OF WORKERS REQUIRED =

100K/10 = 10,000


DELPHI TECHNIQUE

• DECISION MAKING TOOL TO ARRIVE AT WORKABLE CONSENSUS WITHIN TIME LIMIT

• OPINION OF EXPERTS W/O GETTING THEM FACE TO FACE

• EXPERTS ANSWER QUESTIONNAIRES IN TWO OR MORE ROUNDS

• HR EXPERTS ACT AS INTERMEDIARY, ANONYMOUS SUMMARY OF THE EXPERTS’ FORECASTS FROM THE PREVIOUS ROUND SENT BACK TO EXPERTS.

• PROCESS REPEATED TILL GROUP CONVERGES TOWARDS CONSENSUS


FLOW MODELSMARKOV MODEL

• TIME PERIOD TO BE COVERED• ESTABLISH CATEGORIES

– GAINS: HIRED, TRANSFERRED, MOVEMENT

– LOSSES: RESIGNATION, RETIREMENT• COUNT FLOWS OVER DECIDED PERIOD• ESTIMATE PROBABILITY OF TRANSITION • ESTIMATE DEMAND


HR SUPPLY FORECAST

• NUMBER OF PEOPLE AND POSITIONS LIKELY TO BE AVAILABLE– INTERNAL– EXTERNAL

• ASSESS FUTURE STAFF LEVELS

• PREVENT SHORTAGE

• LEGAL REQUIREMENTS - RESERVATION


HR INVENTORY

• CATEGORIZATION – BY AGE– BY LENGTH OF SERVICE– BY FUNCTIONS, DEPTS– BY LOCATION– BY SKILLS AND KNOWLEDGE– BY GENDER– BY PERFORMANCE– BY SALARY– BY LEVELS


FACTORS AFFECTING SUPPLY• INCREASE IN EMPLOYEES

– PROMOTIONS– REDEPLOYMENT– HIRING– M&A

• DECREASE IN EMPLOYEE– PROMOTIONS OUT– REDEPLOYMENT OUT– RESIGNATIONS– RETIREMENT– LAY OFFS, GOLDEN HAND SHAKE, VRS– REMOVED– LONG ILLNESS


TURNOVER ANALYSIS

• ANNUAL TURNOVER RATE = LEFT/EMPLOYED* 100

• SURVIVOR ANALYSIS – OPPOSITE OF TURNOVER

• COHORT –HOMOGENOUS GROUP• COHORT ANALYSIS – SURVIVOR OF

COHORT GROUP – RETENTION• CENSUS METHOD – SURVIVOR RATE OF

COHORT AT DIFFERENT POINTS OF TIME TO PREDICT PROBABILITY OF SEPARATION


PUSH AND PULL MODELS

• MARKOV CHAIN– PROMOTION ALONG GRADE LADDERS– CONSIDERS UPWARD, LATERAL

MOVEMENT– EMPLOYEE PUSHED ALONG CAREER

PATH AT FIXED RATE

• RENEWAL MODEL– VACANCY BASED PROMOTION– PROMOTION TRIGGERS CHAIN REACTION


CONTEMPORARY TRENDS• BLUE COLLAR TO WHITE• MANUFACTURING TO SERVICE• AGRICULTURE TO SERVICE• SEMI SKILLED TO SKILLED• RURAL TO URBAN• MULTI SKILLING, MULTI TASKING• DECLINE OF TRADITIONAL OCCUPATION GROUPS• JOBS IN HIGHER GRADES INCREASING• INTELLECTUAL RELATIONSHIP WITH MACHINES• TECHNICAL TO SOCIAL SKILLS• DEMOCRATIC & INFORMAL STYLE OF MGMT• CONTINUOUS LEARNING


OC

• FLEXIBLE AND ADAPTABLE

• GLOBAL PERSPECTIVE

• OBSESSION WITH QUALITY

• CUSTOMER ORIENTATION

• PEOPLE ORIENTATION

• CREATING LOW COST PROFITABLE ORGANISATION


TRENDS IN PMS

• PERIODIC CONSTRUCTIVE FEEDBACK

• MBO

• KRAs IN LINE WITH COMPANY OBJECTIVES

• FREE TWO WAY COMMUNICATION

• 360 DEGREE FEEDBACK


TRENDS IN HIRING

• FOCUS ON SKILLS• VALUES AND BELIEFS IN TUNE WITH

ORGANIZATION• ADAPTABLE• CONCEPTUAL SKILLS• LEARNING MODE• ASPIRATIONS DO NOT CONFLICT WITH

ORGANISATION GROWTH PLANS• CREATIVITY FOR TRANSIENT

ORGANIZATIONS


HR AUDIT

• STRATEGIC FIT– HR STRATEGY IN TUNE WITH APEX

GOALS– VISION, MISSION, VALUES ORIENTED TO

CUSTOMER NEEDS– STRUCTURING– CUSTOMER PROCESSES– LINKAGE WITH EXTERNAL MILIEU


HR AUDIT

• STAFFING: HIRING PROCESSES, QUALITY, COST, LEAD TIME, PERFORMANCE, RETENTION, INTERNAL HIRES, INDUCTION, MENTOR, GROWTH, SUCCESSION, PARTING

• T&D: NO. OF DAYS, COSTS, EFFECTIVENESS

• OD: SURVEYS, CULTURE• PMS: JD, KRA, FEEDBACK, COACHING


TRENDS IN SUPPLY

• QUALITY AND EDUCATION

• WOMEN

• OLDER

• HANDICAPPED

• PART TIMERS– WOMEN, STUDENTS, RETIRED, DISABLE


TRENDS IN DEMAND

• TECHNOLOGY– COMPUTERIZATION– ROBOTIZATION

• SUCCESSION PLANNING

• ASSESSMENT CENTER


EXERCISE

• AS HR MANAGER SET UP A ASSESSMENT CENTER TO SELECT SALES PERSONS AT MANAGER LEVEL

ms-23 human resource planning

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