A PROJECT REPORT

ON

HUMAN RESOURCE PLANNING

AT

THE TELANGANA STATE DAIRY DEVELOPMENT

CO-OPERATIVE FEDERATION LIMITED

BY
UPPU PRASANNA LAXMI
I. T. No. 101316672043
Project submitted to Osmania University
in partial foment for the award of the Decree of

MASTER OF BUSINESS ADMINISTRATION"

DEPARTMENT OF BUSINESS MANAGEMENT

UNIVERSITY COLLEGE FOR WOMEN
KOTI, HYDERABAD
20162018
Certfication
Declaration
Acknowledgment
1.1 INTRODUCTION

The concept of manpower planning is as old as human culture itself. Various

individual's right from the e when the concept of management being scientific came into
acceptance have studied its applications

The term 'manpower, frequently referred to as 'Human resource, may be conceived

"The total Knowledge, skills, creative abilities, talents and aptitudes of an organization's
workforce as the values, attitudes and benefits of an individual. It is the total of inherent
abilities, acquired knowledge and skills represented by the talents and aptitudes of the
employed persons Manpower or the human resource or persons employed at various levels
constitute the most important and valuable asset of organization to be utilized effectively
towards the achievement of the individual and organizational goals of an enterprise Planning
for manpower or Human resources in modern industrial organization therefore, it is
considered very important

Some view manpower planning concerned principally with recruitment and

selection while others recognize that it is concerned with all the major personnel function and
activities, including their basic policy.

Since manpower planning commits in projecting future manpower requirements and

developing manpower plans for the implementation of the projections such planning
obviously cannot be static or rigid. It must be so flexible as to make possible necessary
modifications, review and adjustments in accordance with the needs of the enterprise or
change in circumstances.
1.4OBJECTIVES OF THE STUDY

1. To study the impact of technology on work, existing employees and future

human resource management.
2. To assess the opinion of the employees about the working environment.
To analyze the effectiveness of Human Resource planning and the effective
utilization of Human Resources
 1.2 NEED FOR THE STUDY

An organization to attain its goals, survive and sustain in competition must have adequate
human resources with necessary skills, qualification knowledge, work, experience for work
Unless and until you have the right positions at right time it is not possible for any
organization to accomplish its goals, no matter how good the policies and strategies a
organization frames

The study is an attempt to gain an insight of the human resource policies and
procedures of TSDDCF The study focuses on various human resource planning factors
which it projects To attract component and quality human resource for the job and also try to
continuously improve the skills of their employees to retain them.
Primary Data (Questionnaire and personal interviews):

Primary data collected from questionnaire and group discussions and interaction with
employees. A questionnaire was prepared throughout the section of the factory

Secondary Data:

Data collected from books, journals and annual reports organization are known as
secondary data. Information regarding labour facilities under prescribed section ie. from
statutory provisions is taken from the secondary data sources.
1.5 RESEARCH METHODOLOGY
The survey was conducted at the Hyderabad office of TSDDCF Ltd. over 60
respondents were interviewed. This office is the main office and has a good mix of
employees
Enough care was taken to make the sure that the department in which the employees
operated in are into way affected the survey or cause the finding to be skewed

Sampling Method:

Convenience sampling method was adopted and sample of 60 workers selected from
the study of satisfaction levels of the workers with reference to labour welfare activities
Data Analysis Techniques
Period of the study
Limitations
Chapter II
INDUSTRY PROFILE:

The dairy sector in the India shown remarkable development in the past decade and now
become one of the largest producers of milk ad value added milk products in the world. The
dairy sector has developed through co-operatives in many parts of the state During 1997
1998.che Mute hd 60 milk proceeding plants with reste processing plants,123
Government and 33 Co-operative Milk Chilling Centers operate in the state
Organization objectives:

1 Organize co-operatives of milk producers at remote villages and district levels.

2 Provide essential inputs to enhance milk production feed and fodder production, cross

breeding programs to veterinary aid, and take up development programs to provide

effective leadership and management skills to the milk producers to help the main
co-operatives
Vission and Mission of the Company
Board of Directors-Details
Product mix
Performance of the Company
Awards and Recognition
The present facts and future Strategies
Chapter III
Concepts Theoretical Framework of the Topic

HUMAN RESOURCE PLANNING

Meaning of human resource planning:

Human resource is the most important asset of an organization. Human resources

planning are the important managerial function. It ensures the right type of people, in the
right number at the right time and place, who are trained and motivated to do the right kind
of work at the right time, there is generally a shortage of suitable persons

The enterprise will estimate its manpower requirements and then find out the souTCS
from which the needs will be met. If required manpower is not available then the work w
suffer. Developing countries are suffering from the shortage of trained managers Job
opportunities are available in these countries but properly trained personnel are not available
These countries try to import rained skill from other countries

in order to cope human resource requirements an enterprise will have to plan in

advance its needs and the sources, The terms human resource planning and manpower
planning are generally used interchangeably. Human resource planning is not a substitute for
manpower planning. Rather the latter is a part of the former le manpower planning is
integrated with human resource planning.

Human resources planning is a process for the development of strategies to arrange

the size and skills of the human resources as per the organizational needs. Human resource
planning helps the organizations to forecast, recruit, retain, and optimize the deployment of
the personnel needed to meet business requirements objectives and to respond to the changes
in the external environment, such as technology, competition etc. The process involves
carrying out a competency and skills analysis of the existing available human resources carry
out human resources forecasting, and taking actions to ensure the adequate supply of human
resources This may also include the individual development training and retraining
strategies In order to understand the human resources planning system properly it is
important to look at various definitions as well as certain past researches conducted in the
field of human resources planning.

Walker (1980) defined Human resource planning as analyzing organization's human

resource needs under changing conditions and developing the activities necessary to satisfy
these needs

Craft (1980), according to Craft, firms that practice human resource planning are
more likely to know what specific characteristics they are looking for in applicants, and can

therefore improve the quality of his decisions This will help bring in the requisite quality
of talent in the organisation

Walker () Stand that to the extent the firm can consciously and proactively
determine the composition of the workforce that it will need to achieve its strategy
objectives, it ought to be able to accomplish these objectives with precision than a firm
that is not able to do so This can be done as the workforce hired will be cactly according to
the objectives of the organization

Kagnet al (1983), Namaka 190 studied a decade of research that examine the

workforce attributes and management policies of Japanese firms. In this body of research
Ow e n attributed to prese efficiency in deploying and coordinating people This
E t to the extent that firm plan for their future they are

likely to vendin securing the right amounts and types of the right human resources

Henc al. (199) described a s planning and stated that it i

linked with, but not identical to human resource planning is the ma in which hiring
prices are listed Evaluating recruitment and selection practices provides the
opportunity for the firm to learn which policies and programs have been demonstrated to be
beneficial to the firm and which have not

Jackson and Schuler. (1990) stated that there is a need for change in the nature of
human resources planning due to increase in environmental in stability, demographic shifts
technological change and increased international competition

Planning is done in by the planets in consultation with line managers. They have to
regularly interact with each other. The organizations are also realizing the in order to
adequately address human resource concerts, they should develop long-term as well as short
term solutions As human resource planners engage themselves in dealing with more
programs to serve the needs of the business and even influence the direction of the business
In view of this they have to face new and created responsibilities and challenges

Brumham 19891994 has distinguished between human resources planning and

manpower planning He has defined human resources planning as a process in which costs
numbers, controls and systems interact and play a part According to him manpower planning
is move concerned with the numerical clements of forecasting of manpower. However other
authors like. Beani Son and Casson (1984) have discarded such perceptual differences
arguing that human resources planning and manpower planning are the same thing

Noe and et al (1994), has argued that human resource planning, when implemented
properly, ereates the kind of lead time necessary to ward off potential problems that might
otherwise threaten the company's competitive position According to the authors human
resources planning as perhaps the most critical aspect when looking to human resources
policies as a means of gaining a competitive advantage
Operational Definitions of Keywords in the Working Title:

The application of concepts in the research is human resource, planning and organization
HUMAN RESOURCE: are those inherent and special traits is skills, creative abilities
experience, talents, energy knowledge competence, belief to that a person possesses which
are neded and put to use by a person or a group of people to achieve set goals and objectives
(Stewart, 1994)

PLANNING is the process managers use to identify and select appropriate goals and
courses of nation of an organisation. They resultant plans that come out of planning process
details the goals of the organization and specifies how they are intended to be attained. Like
people, organizations can not have it all done, so in a scale of preference, they need to
determine their pro-rates and concentrate their time energy and other resource to release
their aims (Stewart, 1994)
ORGANIZATION According to Stewart (1994) "organizations are set up to achieve
purposes that individuals to achieve on their own organization they provide a means of
working with others to achieve goal...like to determine by whoever is in the best position to
influence them... A key characteristic of organization is their complexity", Individuals in
organization, depend on each other's effort through interactions and which enable them work
towards the realization of common goal.

they relate to others. It can also be define as a group of people identified with shared interest
or purposes, example business or school
HUMAN RESOURCE PLANNING is defined as a rational approach to the effective
recruitment, retention, and deployment of people within an organization including, when
necessary, arrangements for dismissing staff. It is therefore concemed with the flow of people
through and sometimes out of the organization. It is however not a mere numbers game but
rather concerned with the optimum deployment of people knowledge, skill creative abilities
etc. and hence qualitative and quantitative
Human resources planning has been defined by Denisi and Griffin 2nd Edition) as the
process of forecasting the supply and demand for human resources within an organization
and developing action plans for aligning the two
Definition Human Resource Planning:

According to E.W. Vetter, human resource planning is the process by which a

management determines how an organization should make from its current manpower
position to its desired manpower position

Through planning a management strives to have the right number and the right kind of
people at the right places of the right time to do things which result in both the organization
and the individual receiving the maximum long range benefit.

Dale S. Beach has defined it as 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 provide satisfaction for the
individuals involved."

In the words of Leon C. Megginson, human resource planning is an integration

approach to performing the planning aspects of the personnel function in order to have a
sufficient supply of adequately developed and motivated people to perform the duties and
tasks required to meet organizational objectives and satisfy the individual's needs and goals
of organizational members.

On the analysis of above definitions, human resource planning may be viewed as

foreseeing the human resource requirements of an organisation and the future supply of
human resources and making necessary adjustments between these two and organisation
plans, and foreseeing the possibility of developing the supply of human resources in order
to. match it with requirements by introducing necessary changes in the functions of human
resource management

Here, human resource means skill, knowledge, yalues, ability. commitment

motivation etc., in addition to the number of employees. Though accomplishment of
organizational objectives and goals is the primary concern of the human resource planning
concern for the aspirations of the people and their well-being has equal importance in it
TOT, the human resources planning must result in humanization of work environment

. Well Defined Objectives:

Enterprise's objectives and goals in its strategic planning and operational planning may
form the objectives of human resource planning. Human resource needs are planned on the
sea of company's goals. Besides, human resource planning has its own objectives like
developing human resources, updating technical expertise, career planning of individual
executives and people, ensuring better commitment of people and so on.
2. Determining Human Resource needs:

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Human resource plan must incorporate the human resource needs of the enterprise
The thinking will have to be done in advance so that the persons are available at a time when
they are required. For this purpose, an enterprise will have to undertake recruiting, selecting
and training process also
3. Keeping Manpower Inventory:

It includes the inventory of present manpower in the organization. The executive

should know the persons who will be available to him for undertaking higher responsibilities
in the near future.
4. Adjusting Demand and Supply:

Manpower needs have to be planned well in advance as suitable persons are available
in future. If sufficient persons will not be available in future then efforts should be made to
start recruitment process well in advance. The demand and supply of personnel should be
planned in advance
Creating Proper Work Environment:

Besides estimating and employing personnel, human resource planning to ensures

that working conditions are created Employees should like to work in the organization and
they should get proper job satisfaction.
Human Resource Planning : Objectives, Need, Importance and Levels
Objectives:

The main objective of having human resource planning is to have an accurate number

or employees required, with matching skill requirements to accomplish organisational goals

The objectives of human resource planning are to

Ensure adequate supply of manpower as and when required

2 Ensure proper use of existing human resources in the organisation
Forecast future requirements of human resources with different levels of skills.
Assess surplus or shortage, if my of human resources available over a specified
period of time
3 Anticipate the impact of technology on jobs and requirements for human resources
6 Control the human resources already deployed in the organisation
7 Provide lead time available to select and train the required additional human resource
over a specified time period.

According to Sikula "the ultimate purpose objective of human resource

planning is to relate future human resources to future enterprise need so as to
maximize the future return on investment in human resources

Need for hr planning:

1. Despite growing unemployment, there has been shortage of human resources with

required skills qualification and capabilities to carry on works. Hence the need for

human resource planning.

2 Large numbers of employees, who retire, die, leave organisations, or become
incapacitated because of physical or mental ailments need to be replaced by the new
employees. Human resource planning ensures smooth supply of workers without
interruption

12Human resource planning is also essential in the face of marked rise in

turnover which is rodahle and even beneficial Voluntary quits. discharges
m . promotions and seasonal fluctuations in business that samples of actors
Team To Workforce turnover in organization. The constant ebb and flow in the
work force in many organizations

4. Technological changes and globalization usher in change in the method of products and
tuition of production services and in management techniques These changes
also require a change in the skills of employees, as well as change in the number of employ
ees required It iw human resource planning that enables and to cope with such
changes

5.Human resource planning is also added in order to meet the needs of expansion and
diversification programmes of an organization

The need for Human resource planning is also felt in order to identity areas of surplus
personnel or areas in which there is shortage of personnel. Then, in case of surplus personnel
it can be deployed in other areas of organization Conversely, in case of shortage of
personnel, it can be made good by downsizing the work force

Human resource planning is important to organization because it benefits the

organization in several ways
The important ones are mentioned below:
1. Human resource planning meets the organization need for right type of people in right
number at right times
2 By maintaining a balance between demand for and supply of human resources human
resource planning makes optimum ase of human resources on the one hand, and reduces
labour cost substantially, on the other
3. Careful consideration of likely future events through human resource planning might lead
to the discovery of better means for managing human resources. Thus, foreseeable pitfals
might be avoided
4. Manpower shortfalls and surpluses may be avoided, to a large extent
5. Human resource planning helps the organization create and develop training and success
sion planning for employees and managers. Thus, it provides enough lead time for internal
Succession of employees to higher positions through promotions

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6. It also provides multiple as to the employees by way of promotions, incre in me

ments and other perquisites and fringe benefits.

some of the problem of managing change may be for send their consequences in
gited Consultations with rected groups and individuals can take place at an early stage in
the change process. This may avoid resistance for change
8. Human resource planning compels management to critically the strength and weak
nesses of its employees and personnel policies on continuous bu
corrective measures to improve the situation

9 Through human resource planning, duplication of efforts and conflict among efforts can be
avoided, on the one hand, and coordination of workers efforts can be improved, on the other
10. Last but no means the least, with increase in skill. knowledge, potentialities, productivity
and job satisfaction, organization becomes the main beneficiary. Organization is benefitted in
terms of increase in prosperity production, growth development profit and thus an edge
over its competitors in the market

Importance of Human Resource Planning

Nyamupachari conducted a research suggesting a number of important of Human Resource

Planning and these are as follows

Planning is not as easy as one might think because it requires a concerted effort to
come out with a programme that would easy your work. Commencing is complicated
but once you start and finish it you have a smile because everything moves smoothly
Planning is a process that have to be commenced form somewhere and completed for

purpose. It involves gathering information that would enable managers and

supervisors make sound decisions
The information obtained is also utilized to make better actions for achieving the
objectives of the Organization.
HR Planning involves gathering of information, making objectives, and making
decisions to enable the organization achieve its objectives. Surprisingly, this aspect of
HR is one of the most neglected in the HR field.

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HR planning makes the organization move and succeed in the 21st Century that we
are in Human Resources Practitioners who prepare the HR Planning programme
would assist the Organization to manage its stal strategically.

The programme does not assist the Organization only, but it will also facilitate the
career planning of the employees and assist them to achieve the objectives as well.
This augment motivation and the Organization would become a good place to work
HR Planning forms an important part of Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the
right people are available to the Organization at the right time. It is changes to the
composition of the workforce that force managers to pay attention to HR planning
The changes in composition of workforce not only influence the appointment of staff
but also the methods of selection, training compensation and motivation
(Nyamupachari (n.d)

Levels of Human Resource Planning:

Human resource planning is useful at different levels
At the National Level:

Human resource planning by Government at the national level covers population

projections programme of economic development, educational and health facilities, Occu
national distribution and growth, mobility of personnel cross industries and geographical
regions.

At the Sector Level:

This would cover manpower requirements of the agricultural sector, industrial sector and
service sector.
At the Industry Level:
This would forecast manpower need for specific industries, such as engineering, heavy
industries, textile industries, plantation industries, etc
At the Level of Industrial Unit:
It relates to the manpower needs of a particular enterprise

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Steps in Human Resource Planning:
According to Nyamupachari (nd)y Human Resource Planning have the following steps, and
are as follows

Forecasting:

HR Planning requires that we gather data on the Organizational goals objectives. One
should understand where the Organization wants to go and how it wants to get to that point
The needs of the employees are derived from the corporate objectives of the Organization
They stem from short and medium term objectives and their conversion into action budgets
Therefore, the HR Plan should have a mechanism to express planned Company strategies into
planned results and budgets so that these can be converted in terms of members and skills
required
o Inventory:

After knowing what human resources are required in the Organization, the next step is
to take stock of the current employees in the Organization. The HR inventory should not only
relate to data concerning numbers, ages, and locations, but also an analysis of individuals and
skills, Skills inventory provides valid information on professional and technical skills ind
other qualifications provided in the firm. It reveals what skills are immediately available
when compared to the forecasted HR requirements

O Audit:

We do not live in a statie World and our HR resources can transform dramatically.
HR inventory calls for collection of data, the HR audit requires systematic examination and
analysis of this data. The Audit looks at what had occurred in the past and at present in terms
of labour turn over, age and sex groupings, training costs and absence. Based on this
information, one can then be able to predict what will happen to HR in the future in the
Organization

HR Resource Plan:

Here we look at career Planning and HR plans. People are the greatest asserts in any
Organization. The Organization is at liberty to develop its staff at full pace in the way ideally
suited to their individual capacities. The main reason is that the Organization's objectives
should be aligned as near as possible or matched, in order to give optimum scope for the

16

developing potential of its employees. Therefore, care planning may also be referred to as
HR Planning or succession planning.

o Auctioning of Plan :

There are three fundamentals necessary for this first step

Know where you are going

There must be acceptance and backing from top management for the planning
There must be knowledge of the available resources (..) financial, physical and
human (Management and technical
Once in action, the HR Plans become Corporate plans. Having been made and concurred with
top management, the plans become a part of the company's long-range plan. Failure to
achieve the HR Plans due to cost, or lack of knowledge, may be serious constraints on the
long-range plan
o Monitoring and Control:

This is the last stage of HR planning in the Organization. Once the programme has
been accepted and implementation launched, it has to be controlled HR department has to
make a follow up to see what is happening in terms of the available resources. The idea is to
make sure that we make use of all the available talents that are at our disposal failure of
which we continue to struggle to get to the top (Nyamupuchuri (nd)
How Human Resource Planning Performs Effectively to Organization
Plan:

According to Byers and Rue, (1984) human resource planning involves applying the
basic planning process to human resource needs of the organization. To be effective, any
human resource plan must be derived from the long term and operation plans of the
organization. In essence, the success of the human resource planning depends largely on how
closely the human resource department can integrate effective people planning with
organization's business planning process (Walker, 1990. p.229). Unfortunately, human
resource planning is often tied to over-all corporate planning
Strategic business planning seeks to identify various factors critical to the success of the
organization can become better positioned and equipped to compete in the industry to
accomplish it, the planning process should provide

Aelear statement of the organization's mission and a commitment from start

members to mission
An explicit statement of assumption
A plan of action in the light of available resources, including trained and talented
people (Miller, 1989, p.127)

Need for Human Resource Planning:

Factors which give rise to the need for human resource planning in almost all organization

include seven, mentioned by Bowey(1974).

The opening or closure of a section department or site
2.Organizational growth or contraction
3. The imminent retirement of a large proportion of labour force
4. The introduction of new production methods or technology
5. The redesigning of large number of jobs.
6. The re-organization of department of section
7. The need for large number of employees with source or unused skills

Human resource planning therefore assures the organization of qualified candidate got
vacancies that may occur in key positions. It gives the organization an orderly procedure for
planning transfer and promotions. It also gives a picture of the internal resources of available
to the organization and it.
Aims of Human Resource Planning:
Michael (2006) mention that, the aims of human resource
planning in any organization wi
largely depend on its context but in general terms, the typical might be to
Attract and retain the number of people required with the appropriate skills, cap
and competencies
Develop a well trained and flexible workforce, thus contributing to the organic
ability to adapt to an uncertain and changing environment
Reduce dependence on external recruitment when key skills are in short supply by
formulating retention, as well s employee development strategies.
Improve the utilization of people by introducing more flexible systems of work
(Michael, 2006)

Influence of human resource planning on organization's performance:

According to Edwards and Pearce (1988) "Human resource planning is particularly

important for emerging, rapid-growth and high tech business. Mature business in need of new
products, services, markets, acquisitions or divestitures must also plan to identify, attract of
reallocate the talent necessary for revitalization and continued competition. For satisfying
training and career development needs of employees and fulfilling organizational demands
succession planning and organization development occupy an important role. If, in case, the
in-house supply of labour is more than needed, this problem of resource rearrangement needs
to be dealt with

According to Craft (1980). Human resource planning owns a significant role in

deciding and specifying the characteristics of applicants, in order to select the best fit that
organization looks for. Noe et al (2003) elaborated that it is important to rightly implement
human resource planning in order to create the lead time necessary to confront potential
problems and threats to the organization's competitive edge.

Impact of human resource planning prices on employee performance

O strife played ting device

level of productivity in a bus about workforce planning. Shantz At a

200) ed thir when employees are provided with specific training their work
do they can perform better de tively rem if there is no personer ruimte
akes place Performance cliency i s her training In a study, Mart hair
2006) have reported seven shes which g ively relate with employee performance
Variables include selection time performance appraisal, career planning compensation
plan employer participation and job definition Sarkastie WO (2011) revealed in his
thesis study that prophet without huma ce planning organizations cannot attain their
goals in different organisation along with employees in different kill shilities and
knowledge organizational e s d e sustained growth and development
Ahmadi 2009 mphined that performance improvement does not result only tron good
performance from other motivated and committed human resource also plays is part
which is possible by successful implementation of human resource strategies
Planning-A Business Strategy:

Gould (1984) explained that many factus sed attention from human resource
professionals and strategists, they must consider all relevant l es for example if there
occur any mismatch of culture strategies it can hurt the secesul implementation of the
course of actions and strategies planned for the future

According its operational view, human resource planning investigates all the
requirements of the nation and social needs of management programs policies and
the resources that are necessary to fulfill the requirements. Human resource plans set the
hoses for all human resource activities. It is commonly taken that human resource planning is
the prime activity of the human resource management. Hax (1985) emphasired the important
role of human resources strategy by mentioning that for sustaining the firm in the long run
and achieving long lasting competitive advantage, HR Strategy is important to develop and
act upon well-coordinated objectives and to make certain effective action plans. It is taken as
a critical component of organization's corporate and business deve strategies. HR plans are
required to be flexible enough that these are made in accordance with business
environment for the long term period, therefore, as far as human resource planning is
concemed, it should also be an uninterrupted and continuous process

20 🌟

Workforce planning

Workforce planning is systenatic well-inegated, disciplined and controls

Oct defined as "The human capital which ponsi of skills and competencies of the
people that are required to fulfill the strategic goals and objectives of the organization

Barick (1989) emphasize the significance of workforce planning by calling

Walmart stock Planning for workforce central function of the human resource
department bece it is the most important critical ade of the overall human resource
planning field. Human resource planning process takes it certain the right number of
employer is available at the right place the right time ired by the business Gil
(1984) mentioned in a study that evaluating HR Tes help commitment sich
about which human abilities required to implement ies for successful
accomplishment of objectives

Biles t described the developing strategies, decitinis mechanic, living

appropriale machinery and intent vulputate vital elenets for success of any
business Workforce planning is portant for smooth functioning, some planning strategies
include making operational plans, making and following mission of the ori
regularly collecting processing and analyzing the quantitative data to have a view of
company's success rate In order to deal with critical circumstances and sudden situations
planning process should also look at the availability and use of mechanical capabilities, this
makes planning process edible and fruitful Business plans and human resource information
systems are the two main information providing sources for opproprinte workforce planning

Different Types of Human Resource Planning:

In the light of different aspects concerning Supply and demand of competence as well as
different factors influencing HRP this section will present various methods for carrying out
HRP. The aim of this section, combined with relevant findings is to provide a sound
foundation on which we con base the answer to the second research problem. In other words.
is the choice of HRP method influenced by business cycles? Also are the methods presented
in theory relevant to organisations as of today?

Succession Planning

(1998), on plans d interested in ensuring that their player has

individuals with the night shilines and experience to promote into key senior jobs as
they become vacant According to Jackson and Schuler (1990), succession planning differs
from Traditional HRP the sense that the succession proc esa nawet
group of employees hut does with a higher degree of intensity. As succession plans
em tively few empliyees, they can be considerably more sophisticated the time
an is a longer than that of traditional IRP Succession plans often involve forecasting
and planning the progress of individuais 20 years ihead or more (Wiker, 1992, Storey

ne adaptation of traditional HRP that takes place mostly in Turkey Or ions the
development of a succession planning function Storey (1995) are that chief executives
often see this function ase major rationale for any form of HRP. While in me
organisations it may be focused mainly on the few top positions, the need to consider allt
a five-year-period can mean that it hecomes a significant operation, and only
drives a whole management pourment ind me. According to Tylor

1995

Story (1995) argues that succession planning is most often wolated with
hierarchical organisations in which individual develop careers by moving upwards and
sideways over a number of years as they acquire the required skills and experience. The aim
of this is to ensure that couth individuals with the potential to succeed to senior positions
are available when an appointment needs to be made. Rothwell 1994) states that three
candidates are typically identified for each senior post one who is ready now and could
succeed immediately if necessary; one who will be ready, if needed, in two or three years
time and one who will be ready in five years' time. Taylor (1998 comments, in addition,

succession planners have an input into decisions about the numbers of states that are
employed on graduate training programmes cach year. In technical terms, succession
planning involves collecting and manipulating data about individuals and tracking their
performance and progress as they move from job to job over a period of time

Career Planning:
This type of HRP is by some viewed as a more fashionable term to tie than succession
planning and ostensibly is more individually focused (Storcy, 1995). Furthermore, tile
succession planning, broadly interpreted, it requires an understanding of proces that can
integrate an individual's characteristics and preferences with the implications of
organisational culture values and style,business strategy

structure and change wand systems, training and development system, appraisal and
promotion systems
According to Taylor (1998), career planning emphasises much more on the
individual's responsibility for her own career development. Mentoring and coaching
Systems, whether formal or informal, may be introduced in this Storey (1995)
that common problems associated with this kind of planning are related to key people
Leaving or to managers' lack of broad experience. The requirements of different types of
organisations (static fast growing infematiales for detailed planning clearly very (big).
Storey further states that the need for creating bridges between different occupations and for
the identification of development positions are both sides techniques in care
planning. The predominant influence of this type of planning is that of the organisations
needs, as interpreted by particular managers, certain planes of development and it is
sid the career planning may be interpreted very differently by those who experience
Storey, 1995). Storey continues to say that the myths of the organisation in this song may
also be signifcant "hose who decode them appropriately are those who obtain
advancement
Contingency Planning:
Contingency planning is seldom given any attention by muthots within the HR field, but
according to Taylor (1998), it can be seen as an approach the almost universally
applicable. Contingency planning involves planning possible responses to a variety of
potential environmental scenarios, and the result is the HRP effectively switches from being
a reactive process undertaken in order to assist the organisation in achieving in Taylor
further argues that it becomes a proactive process undertaken prior to the formulation of
wider organisational objectives and strategies The main purpose of contingency planning in
the HR field is the provision of information on which decisions about the future directions the
organisation takes are made Taylor, 1998)
Competency Planning:
Another adaptation of tradition HIRP is skills planning and is according to SpeechlyS 1996)
particularly appropriate in situation while there a variety of different methods by which
employee needs can be met. The basic principle of this method is to shift away from a focus
on planning for people and instead concentrate mainly on skills. Taylor (1998) that
instead of forecasting the future supply of and demand for employees skills planning
involves predicting what competencies will be needed one to five years ahead, hence levu
open the question of the form in which these will be obtained, Purther.skills-based plans

Soft Human Resource Planning:

There has been some disagreement in the literature over the term 'soft human resource
planning' and its perceived meaning (Taylor, 1998). Marchington and Wilkinson (1996) give
one broad definition as being synonymous with the whole subject of human resource
management. Torrington and Hall (1995)have a narrower definition involving planning to
meet soft HR goals-particularly cultural and behavioural objectives. Torrington and Hall
also usethe label to give meaning to a distinct range of HR activities which are similar to hard
HRP in approach, but with a focus on forecasting the likely supply and demand for particular
attitudes and behaviours rather than people and skills

According to Taylor (1998) soft HRP can thus be seen as a broadening of the
objectives associated with the traditional approaches of HRP Soft HRP accepts that for
organisations to succeed in the current environment they need more than the right people in
the right place at the right time. In order to contribute to the creation of a successful
organisational culture, they also need to make sure that people have an appropriate outlook
and set of attitudes. Further, even more essentially argued by Taylor, by undertaking
systematic soft HRP organisations will be alert to long-term shifts in attitudes to work among
the labour force in general, allowing them to build these considerations into their
general planning processes. Such issues are not taken into account by traditional HRP
according to Taylor (1998)
PROCESS OF HR PLANNING:
1. Analyzing the Corporate Level Strategies Human Resource Planning should
start with analyzing corporate level strategies which include expansion, diversification
mergers, acquisitions, reduction in operations, technology to be used, method of production
ete. Therefore Human Resource Planning should begin with analyzing the corporate plans of
the organization before setting out on fulfilling its tasks
2. Demand forecasting:- Forecasting the overall human resource requirement in
accordance with the organizational plans is one of the key aspects of demand forecasting
Forecasting of quality of human resources life skills, knowledge values and capabilities
anded in addition to quantity of human resources is done through the following methods
Executive or Managerial Judgment:-Here the managers decide the number of employees itn

the future. They adopt one of the three approaches mentioned below:

3. Analyzing Human Resource Supply: Every organization has two sources of

supply of Human Resources Internal & External. Internally, human resource con be
obtained for certain posts through promotion and transfers. In order to judge the internal
supply of human resources in future human resource inventory or human resource audit is
necessary. Human resource inventory helps in determining and evaluating the quantity of
internal human resources available. Once the future internal supply is estimated supply of
external human resources is analyzed
4. Estimating manpower gaps: Manpower gaps can be identified by comparing
demand and supply forecasts. Such comparison will reveal the deficit or surplus of Human
Resources in the future. Deficit suggests the number of pensions to be recruited from outside.
whereas surplus implies redundant employees to be re-deployed or terminated. Employees
estimated to be delicient can be trained while employees with higher. better skills may be
given more enriched job.
5. Action Planning:-Once the manpower gaps are identified plans are prepared to
bridge the gaps. Plans to meet the surplus manpower may be redeployment in other
departments and retrenchment People may be persuaded to quit voluntarily through a golden
handshake. Deficit can be met through recruitment, selection, transfer and promotion. In view
of shortage of certain skilled employees, the organization is to take care not only of
recruitment but also retention of existing employees. Hence, the organization is to plan for
retaining of existing employees
6. Modify the Organizational plans:- If future supply of human resources formal
the external sources i estimated to be inadequate or less than the requirement, the manpower
planner has to suggest to the management regarding the alterations or modifications in the
organizational plans,
7. Controlling and Review: - After the action plans are implemented, human resource
structure and the processes should be controlled and reviewed with a view to keep them in
accordance with action plans

Factors influencing HRP:

Internal Factors Affecting Human Resource Planning:

Human Resource Planning (HRP) is influenced by several considerations. The more
important of them are type and strategy of organization, (in) animation growth cycles
and planning, in environmental uncertainties tiv time, horizon ) type and quality of
forecasting information, (vi) labor market
Type and Strategy of Organization

The type of organization is an important consideration heemse it determines the

production processes involved, mumber and type of staff needed, and the supervisory and
managerial personnel required. Manufacturing organizations are more complex in this respect
than those that render services

The strategic plan of the organization defines the organization's HR needs. For
example, a strategy of organic growth means that additional employees must be hired
Acquisitions or mergers, on the other hand, probably mean that the organization will need to
plan for layoffs, since mergers tend to create, duplicate or overlapping positions that can be
handled more efficiently with fewer employees

Primarily, the organization decides either to be proactive or reactive in human

resource planning. It can either decide to carefully anticipate the needs and systematically
plan them to fill them far in advance, or it can simply react to needs as they arise. Of course,
careful planning to fill HR needs better helps ensure that the organization obtains the right
number of HR people with proper skills and competencies when they are needed

Similarly, the organization must determine the breadth of the plan. Essentially, the
organization can choose a narrow focus by planning in only one or two HR areas, such as
recruitment or selection, or it can choose a broad focus by planning in all areas including
training, remuneration and so on

The organization must also decide upon the formality of the plan. It can decide to
have an informal plan that lies mostly in the minds of the managers and personnel staff

26
Finally, the organization mnt make a decision on flexibility the ability of the HR plan 10
anticipate and deal with contingencies. No et o likes evids of uncertainty
Orann o torte uncertainty by planning, which includes forecasting and
predicting posible future conditions and events Human resource planning an entis
many contingencies, which reflect different scenario thereby aming that the plan is
flexible and adaptable.

Organizational Growth Cycles and Planning

The stage of an organization's growth and we considerable influence on human

resource planning Small organizations in the embryonic stage may not have personnel
planning

Need for planning is felt when the organization enters the growth stage. HR
forecasting be essential Interval development of people who bol to receive attention
in order to keep up with the growth

Armature organization experiences less flexibility and ariahility, Growth slows

down. The workforce becomes old as few younger people are hired Planning becomes more
formalized and less flexible and innovative slike time and possible retrenchment
dominate planning.
Finally, in the declining stage human resource planning takes a different focus. Planning is
done for layoff, retrenchment and retirement. Since decom often made after who
financial and sales shocks are experienced by the organization, planning is the reactive in

NO OPRRPPPPP?

uature

in Environmental Uncertainties

HR managers rarely have the privilege of operating in stable and predictable

nvironment Political, social and economic changes affect all organizations Personnel
planners deal with environmental uncertainties by carefully formulating recommend
selection and training and development policies and programmes Balancing mechanism
built into the HRM programme through succession planning promotion channels, layoffs
flexitime, job sharing, retirement, VRS and other personnel related arrangements
(is)Time Horizons

Yet another major factor affecting personnel planning is the time horizon A plan
carrot be for too long on a time horizon is the operating environment is my under

charges. On one hand, there are short-term plans spanning six months to one year. On the
other hand, there are long-term plans which spread over three to twenty years. The exact
time span, however, depends on the degree of uncertainty prevailing in an organization's
environment

Plans for companies operating in an unstable environment, computers for example,

must be for a short period Plan for others where environment is fairly stable, for example
university plan, may be long-term. In general, the greater the uncertainty, the shorter the
plan time horizon and vice versa.
(Type and Quality of Information

The information used to forecast personnel needs originates from multitude of

sources A major issue in personnel planning is the type of information which should be used
in making forecasts

Closely related to the type of information is the quality of data used. The quality and
accuracy of information depend upon the clarity with which the organizational decision
makers have defined their strategy, organizational structure, budgets, production schedules
and so forth In addition, the HR department mal maintain well-developed job-analysis
information and HR information systems (HRIS) that provide accurate and timely data.
Generally speaking, organizations operating in stable environments are in a better position to
obtain comprehensive, timely and accurate information because of longer planning horizons
clearer definition of strategy and objectives, and fewer disruptions

(vi)Labor Market

Labor market comprises people with skills and abilities that can be tapped as and when the
need a rises. Thanks to the mushrooming of educational, professional and technical
institutions adequately trained human resource is always available on the market.
Nevertheless, shortages do occur. For example, the Confederation of Indian Industry (CIT)
estimates that by 2015, India will be requiring 30 million additional skilled workers in sectors
such as health care, banking and financial services, retail, auto and construction. It is doubtful
whether so many skilled workers would be available in the country

When one talks about labor supply, the following deserve due consideration:
The size, age, sex and educational composition of the population
.The demand for goods and services in the country

28

The nature of production technology

Employability of the people
External factors affecting hr planning:
These re the factor that influence the business from outside its direct control
i) Supply of labour What are the trends of the area the business is in? Is there any
particular type of trade in that areal Nationally, the supply of labour is dependent on trends in
unemployment and the types of skills that are needed by employers
(i) Labour costs-The cost of labour, as a percentage of the other costs within a business,
will depend on whether the business is capital or labour intensive, as well as the extent to
which the skills needed by that organisation are available and accessible

In the UK, labour costs are also governed by the national minimum wage.
(in) Workforce skills Using published national statistics, organisations can see the types
of skills that are available in their local area or region

Businesses need to consider their future needs and those of their competitors in order

to make sure they attract the right people this may mcan extra incentives being offered
(iv) Government policy Government policy and changes to education policies can lead
to gaps in skills, or gaps in skills being addressed.
(0) Labour market competition - As a business plans its workforce needs for the
future so do other businesses within the same industry. There may not be enough skilled
employees for each business, so you may need to offer more money to attract the right
staff however, you need manage your funds well to make a profit.
(vi) Changing nature of work A job for life used to be a standard idea in the
workplace, but now employees need a wider range of skills and be willing to change
employer and job role in order to stay in work. Overnight working, flexible working hours
and working from home are now commonplace in the workplace. Flat organisational
structures mean employees may have to move get a promotion.
(vii)Employee expectations Differing types of contracts (part-time, full-time, temp
casual, permanent) Everyone is different and employees may have business at home to take
care of meaning they cannot work full-time.

The nature of production technology

Employability of the people
External factors affecting hr planning:
These re the factor that influence the business from outside its direct control
i) Supply of labour What are the trends of the area the business is in? Is there any
particular type of trade in that areal Nationally, the supply of labour is dependent on trends in
unemployment and the types of skills that are needed by employers
(i) Labour costs-The cost of labour, as a percentage of the other costs within a business,
will depend on whether the business is capital or labour intensive, as well as the extent to
which the skills needed by that organisation are available and accessible

In the UK, labour costs are also governed by the national minimum wage.
(in) Workforce skills Using published national statistics, organisations can see the types
of skills that are available in their local area or region

Businesses need to consider their future needs and those of their competitors in order

to make sure they attract the right people this may mcan extra incentives being offered
(iv) Government policy Government policy and changes to education policies can lead
to gaps in skills, or gaps in skills being addressed.
(0) Labour market competition - As a business plans its workforce needs for the
future so do other businesses within the same industry. There may not be enough skilled
employees for each business, so you may need to offer more money to attract the right
staff however, you need manage your funds well to make a profit.
(vi) Changing nature of work A job for life used to be a standard idea in the
workplace, but now employees need a wider range of skills and be willing to change
employer and job role in order to stay in work. Overnight working, flexible working hours
and working from home are now commonplace in the workplace. Flat organisational
structures mean employees may have to move get a promotion.
(vii)Employee expectations Differing types of contracts (part-time, full-time, temp
casual, permanent) Everyone is different and employees may have business at home to take
care of meaning they cannot work full-time.
(vii) Impact of automation-This addresses the changes in technology over time and
how this affects organisations such as the internet and email no need for phone operator,
customers entering their own details online.
(H) Demand for products and services A business may have to alter or change it
HR requirements or staff levels based on the natural changes in demand for goods or services.
Hotels being affected by natural disasters for example. A competitor bringing out new
technology making yours obsolete. Excess capacity is when an organisation has too many
goods or services on offer compared to the number of customers

Influence of External Environment on Human Resource Planning:

Many factors in the external environment affect human resource planning, including the
level of education, the prevailing attitude in society such as the attitude toward work), many
laws and regulations that directly affect staffing. the economic conditions, and the supply of
and the demand for managers outside the spectrum of an enterprise. Effective staffing, then,
certainly requires recognition of the internal and external situational factors
Influence of Internal Environment on Human Resource Planning:
Internal factors influence the concer for dealing with the staffing requirements for
managerial positions within and outside the fim, it also shows the staffing needs of
employees and responsibilities of management
Integration of strategic planning and human resource planning:

All organizations, no matter how late or small, have three critical resources that must be
used effectively for the organization to be successful. These critical resources are:
..

the technology that is used to create the product or deliver the service
the finances the organization uses to pay for whatever it requires and
the people whose skills and talents are utilized to do the work that is needed

The main driver in the use of its resource is the mission and vision of the organization: these
Identify the reason for the use of the resource. Successful organizations have strategic and
business plans that are specific to how these three critical resources are managed and utilized

30

The Technology Resources

The technology s e refers to the tools or objected to create or deliver an

organization's product or service. This resource could be simple a pen to write
voles or sophisticated as a computer system that is to design product. The
management team within an organization identifies the appropriate technology that is needed
to achieve the mission of the organization The type and amount of technology is determined
by how much of a service or product the organization wants to create or deliver. An amount
Identified by the goals outlined in the vision statement of the organization and in the
strategie plan The type is identified by what is currently to in the industry und what would
he most effective for the organization and its mission

There in the areas where strategies are developed for the technology resource The

Technology strategic plan is the plan that identifies how to obtain the technology within
the technology: and adapt the technology. Once the type and cons of technology is
identify places on where to purchase them or build them are developed. Once obtained this
resource must be maintained to provide optimum performance. As in organization competes
In the marketplace, products and services chie. In addition new methods are created that
are more efficient to effectively manage these new requirements, some technology may
need to be adapted to deliver the product or service in the new way, I adaptation of the
technology does not sufficiently address the need organisations my resort to obtaining new

technology

The Finance Resource:

The finance resource refers to the money or capital that is used to pay for or fund all
the organization's activities This resource includes money that is generated by sales, loans
grant or donations. It also includes any capital assets that could be sold or wat as collateral
toward further loans ot grants Just like the technology resources, there are three meas where
actions are identified for the finance resource. The finance strategic plan is a plan thu
identifies how to effectively: generate the money manage the money and forecast the
revenue and expenses

The amount of money required to successfully run an organization is calculated by the

managers as they determine their needs for the complishment of their departments
31

nd objectives This typically includes identifying the cost of running the business and
daw na budget for the m of the department These expenses inchude all
for maintaining and potest competing
temples for the time spent working

The Human Resource:

The One first the people whose knowledge, skills, and abilities are
utilid o creand deliver the product and service. This rource is considered to be an
organization's greatest resource. This is due to the fact that an gestion d e
managed or products a r e created and delivered without the oth KSA
uple Technology and th e required to the pals of the antion, but
the cannot be tied with me from people

There are the whereas the developed to effect i ng the

resource The human resource strategic plan d e tow to attract the right types and
members of people develop the knowledge, skills and abilities of employees and the
employees within the organization

Successful organizations have the right opes and out of people to perfom the
required duties to achieve the organization's objectives. Initially this involve finding the
right type and amount of people in the marketplace. Once these people are working for the
organization their KSAs need to be a current for the technology than ing the
clients with whom they are interacting Time and money is spent on regularly developing the
KSAs Since organizations don't usually want to lose a resource in which they have made an
investment, they develop and implement systems that tan this resource These sytems
include identifying appropriate hutan resource management techniques to motivate the
performance of the employees

Strategic Planning:

When developing strategic plans, the management ensures that the plans for
each other's are developed in conjunction with each other This is dur to the fact th
the resources ane interdependent of one another. The interdependence means that the result of
whatever is planned for and acted upon with one resource will have an influence the plan
of whe e. The management team and the lifessional students the link

between the three resources and how best to develop strategic plans for each resource Figure
Ihows pie chart of the three critical resources. This picture shows that each resource is
equin importance and in connected to each of the other. The outside circles demonstrate
that coch is driven by its own operational plan which in turn is driven by the organization's
strategic plan which is driven by the organization's mission and vision

It doesn't matter which resource the management team begin to develop first. Each
could be developed separately, but before a strategic plan is finalized there needs to be a
matching of the requirements of each to the other. Organizational effectiveness is achieved
when there is alignment between the technology, finance, and human resource strategic plans
and these plans are focused towards achieving the mission. The management team is
responsible to the organization's stakeholders to utilize and manage the three critical
resources in a responsible manner. As the management team identifies the extent to which the
technology, the money, or the people will be used the impact on one another is called
This impact analysis is included in the development of the strategic plans for each resource
The final strategic plan for the organization culminates in an integrative outcome.

TOOLS AND TECHNIQUES USED FOR HR PLANNING:

ORGANIZATION CHARTS: and Position Descriptions are hierarchical, matrix or text

oriented formats that entre cach work package has an unambiguous owner and that all
team members clearly understand their roles and responsibilities, and how they fit into the
organizational structure and team A solid PMP prep course will contain examples of
organizational chart.

THE TRADITIONAL HIERARCHICAL-TYPE ORGANIZATIONAL

CHART: shows position and relationship in top down format. Charts may be broken
down to show we recours, or the organization

WBS (WORK BREAKDOWN STRUCTURES) are organizational breakdown

structures primarily designed to show how project deliverables are broken down into work
packages. They provide a way of displaying high-level areas of responsibility. PMP Exam
prep must contain examples of this

ORGANIZATIONAL BREAKDOWN STRUCTURE (OBS) are primarily designed to

show an organization's existing dirpurtments, tits, or cams, and the project activities
work packages listed under each department. A department ses all of its responsibilities

RESOURCE BREAKDOWN STRUCTURES (RAS are organizational breakdown structures

designed to show project resources. For example all welders and welding equipment used in
different or excavation crews and dozers backhoes, etc, used by different crews. RBS
contains more resource categories than human resources

MATRIX-BASED RAM (RESPONSIBILITY ASSIGNMENT MATRIX) shows

relationships between work to be done and team members High-level RAM show project
team groups or units and what WBS components they are responsible for Lower level
RAM shows connections within a group, such as roles, authority, and responsibilities for
specific activities

TEXT-ORIENTED FORMATS (also called position descriptions and role-responsibility

authority forms) are usally outlines which provide team member responsibilities that require
detailed descriptions They provide information about

34

NETWORKING Type of informal, interpersonal and constructive interaction with others

that impacts the effectiveness of manager op
e rec , lunch metimes informacion deferences are
informal human
typical tinfimal) buma rce networking activities
ring av

ORGANIZATIONAL THEORY but how and organizational

haven principles aplied a short time needed to create human
pling times the lidhod that planning will be cloth

A PROJECT ORGANIZATION CHART may be forma or l and graphically displays

pr and their reporting relationships, based on the bends of the project

THE STAFFING MANAGEMENT PLAN, which is a set of the project management

plan, describes when and human resource requirements will be met It may be formal or
el, detailed or broadly seeds of the project. It is continually updated
dring the project. The stalling t plan includes necessary time frames for project
am members and acquisition activities

Benefits of Human Resource planning:

Theme of Employment Studies, Reilly 1996312 conducted a research

in number of why organizations choose to engage in HRP. These reasons

clute e Soling
Paning for that is, today a practical elect by optimizing the
of see and or making them mre Bexible acquiring and nurturing skills that
ake time to develop, identifying potential problems and minimizing the chances of
making decision.
Planning because of the process benefit which involves understanding the present in
der to confront the future challenging assumptions liberating
op decide which can providing
www . ring that ung thinking
• Maine organimales which s coming plans
of competence in them, taking HR plans sepla
induce then trening control herpeting it, and cording
gi tions de la tion (Reilly, 19.112

PITFALLS IN HUMAN RESOURCE PLANNING

Spomnip of top sansgent-for human resource planning to be vible in the long

it must have the il sopport of at least influential to cutive. Soch bighani
support can ent e necesar s, ability, and cooperation necessary for the
success of the human resource planning programs
Sure of initial effort-may human resource planning programs files because of in
complicated initial effort wil human resource planning programs wat slowly and
gradually and as they meet with success,

Sailly, tuman planning Bet otten been calls and 2004

134) we mentioned the following led to properly execution of I resorc
planning, e fotos
Coordination with the other management and HR functions- human resource planning
must be coordinated with the other management and HR Motion, unfortunately human
resource planning specialists become a word in their own functions and fail to interact with
others

Integration with organizational plan- human resource plans must be derived from
organization's plans The key here is to develop good communication channels tween the
organization planners and the HR planners.
Non involvement of operation managers-human resource planning is not strictly an HR
department function Succesful human resource planning quites coordinates effort on the
part of the operating managers and HR personel.
TOOLS AND TECHNIQUES USED FOR HR PLANNING:

ORGANIZATION CHARTS: and Position Descriptions are hierarchical, matrix or text

oriented formats that entre cach work package has an unambiguous owner and that all
team members clearly understand their roles and responsibilities, and how they fit into the
organizational structure and team A solid PMP prep course will contain examples of
organizational chart.

THE TRADITIONAL HIERARCHICAL-TYPE ORGANIZATIONAL

CHART: shows position and relationship in top down format. Charts may be broken
down to show we recours, or the organization

WBS (WORK BREAKDOWN STRUCTURES) are organizational breakdown

structures primarily designed to show how project deliverables are broken down into work
packages. They provide a way of displaying high-level areas of responsibility. PMP Exam
prep must contain examples of this

ORGANIZATIONAL BREAKDOWN STRUCTURE (OBS) are primarily designed to

show an organization's existing dirpurtments, tits, or cams, and the project activities
work packages listed under each department. A department ses all of its responsibilities

RESOURCE BREAKDOWN STRUCTURES (RAS are organizational breakdown structures

designed to show project resources. For example all welders and welding equipment used in
different or excavation crews and dozers backhoes, etc, used by different crews. RBS
contains more resource categories than human resources

MATRIX-BASED RAM (RESPONSIBILITY ASSIGNMENT MATRIX) shows

relationships between work to be done and team members High-level RAM show project
team groups or units and what WBS components they are responsible for Lower level
RAM shows connections within a group, such as roles, authority, and responsibilities for
specific activities

TEXT-ORIENTED FORMATS (also called position descriptions and role-responsibility

authority forms) are usally outlines which provide team member responsibilities that require
detailed descriptions They provide information about

34
NETWORKING Type of informal, interpersonal and constructive interaction with others
that impacts the effectiveness of manager op
e rec , lunch metimes informacion deferences are
informal human
typical tinfimal) buma rce networking activities
ring av

ORGANIZATIONAL THEORY but how and organizational

haven principles aplied a short time needed to create human
pling times the lidhod that planning will be cloth

A PROJECT ORGANIZATION CHART may be forma or l and graphically displays

pr and their reporting relationships, based on the bends of the project

THE STAFFING MANAGEMENT PLAN, which is a set of the project management

plan, describes when and human resource requirements will be met It may be formal or
el, detailed or broadly seeds of the project. It is continually updated
dring the project. The stalling t plan includes necessary time frames for project
am members and acquisition activities

Benefits of Human Resource planning:

Theme of Employment Studies, Reilly 1996312 conducted a research

in number of why organizations choose to engage in HRP. These reasons

clute e Soling
Paning for that is, today a practical elect by optimizing the
of see and or making them mre Bexible acquiring and nurturing skills that
ake time to develop, identifying potential problems and minimizing the chances of
making decision.
Planning because of the process benefit which involves understanding the present in
der to confront the future challenging assumptions liberating
op decide which can providing
www . ring that ung thinking
• Maine organimales which s coming plans
of competence in them, taking HR plans sepla
induce then trening control herpeting it, and cording
gi tions de la tion (Reilly, 19.112

PITFALLS IN HUMAN RESOURCE PLANNING

Spomnip of top sansgent-for human resource planning to be vible in the long

it must have the il sopport of at least influential to cutive. Soch bighani
support can ent e necesar s, ability, and cooperation necessary for the
success of the human resource planning programs
Sure of initial effort-may human resource planning programs files because of in
complicated initial effort wil human resource planning programs wat slowly and
gradually and as they meet with success,
Sailly, tuman planning Bet otten been calls and 2004
134) we mentioned the following led to properly execution of I resorc
planning, e fotos

Coordination with the other management and HR functions- human resource planning
must be coordinated with the other management and HR Motion, unfortunately human
resource planning specialists become a word in their own functions and fail to interact with
others

Integration with organizational plan- human resource plans must be derived from
organization's plans The key here is to develop good communication channels tween the
organization planners and the HR planners.
Non involvement of operation managers-human resource planning is not strictly an HR
department function Succesful human resource planning quites coordinates effort on the
part of the operating managers and HR personel.
Chapter IV
Data Analysis and Interpretation
 1. What is your opinion about the organization environment?

Particulars Good Satisfactory Bad Not Total

Satisfactory
Number of 18 36 8 - 62
Respondents
Percentage 29 58 12.9 - 100
of
Respondents
Table I

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Good Satisfatory Bad Not Satisfactory Total

Interpretation:
From the above chart it is observed that 58% of the employees are
satisfactory about the organization environment.
2) What is your opinion regarding the organization policies?
Particulars Highly Satisfactory Bad Not Total
Satisfied Satisfactory
Number of 27 21 6 8 62
respondents
Percentage 43.5 33.8 0.96 1.29 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Highly Satisfied Satisfactory Bad Not Satisfactory Total

3)What motivates you to work more efficiently?
Particulars Good Pay Promotion Less Good Total
Experience Working
Condition

Number of 24 - 38 - 62
respondents
Percentage 38.7 - 61.2 - 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Good Pay Promotion Less Experience Good Working Condition Total

4)Are you satisfied with the promotional policies in the organization?
Particulars Fully Partially Dissatisfied Neither Total
Satisfied Satisfied Satisfied
nor
Dissatisfied
Number of 16 44 2 - 62
respondents
Percentage 25.8 70.9 3.22 - 100
of
respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Fully Satisfied Partially Satisfied Dissatisfied Neither Satisfied nr Dissatisfied Total

5)What are the retention plans adopted by the organization?
Particulars Job Fringe Monetary Promotion Total
Rotation Benefits Benefits
Number of 16 15 15 16 62
respondents
Percentage 50 24.19 24.19 25.8 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Job Rotation Fringe Benefits Monetary Benefits Promotional Total

6)The retention plans adopted by the organization are useful to you
to retain in the organization?

Particulars Agree Strongly Disagree Neither Total

agree agree
nor
disagree
Number of 48 6 5 3 62
Respondents
Percentage 77.4 9.67 8.06 4.83 100
of
Respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Agree Strongly Agree Disagree Neither agree nor Disagree Total

7)What are the motivational factors that influence your work
performance?
Particulars Salaries Incentives Benefits Promotion Total
Number of 48 5 9 - 62
respondents
Percentage 77.4 8.06 14.5 - 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Salaries Incentives Benefits Promotion Total

8)Are you satisfied with the present HR planning in an organization?
Particulars Fully Partially Dissatisfied Neither Total
Satisfied Satisfied Satisfied
nor
Dissatisfied
Number of 20 40 2 - 62
respondents
Percentage 32.25 64.5 3.2 - 100
of
respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Fully Satisfied Partially Satisfied Dissatisfied Neither Satisfied nor Dissatisfied Total
9)Are you provided with sufficient resources?
Particulars Yes No Total
Number of 42 20 62
respondents
Percentage 67.74 32.25 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total
10)Is there a HR planning process in the organization?
Particulars Yes No Total
Number of 42 20 62
respondents
Percentage of 67.74 32.25 100
respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total
11)What are the different development plans implemented in the
organization?
Particulars Career Career Career Training Total
Counselling Pathing Information
System
Number of 15 - 8 39 62
respondents
Percentage 24.1 - 12.9 62.9 100
of
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Career Counselling Career Pathing Career Information System Training Total

I
12)What are the factors to be considered for effective and efficient
manpower?
Particulars Existing Nature of Production Working Total
Manpower Production Mix Hours or
No of
Shifts
Number of 2 32 6 20 62
respondents
Percentage 6.45 51.6 9.67 32.25 100
of
respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Repondents

Existing Manpower Nature of production Production Mix Working Hours or No:of Shifts Total
13)Do you accept and use new changes in the training and
development practices?
Particulars Yes No Total
Number of 60 2 62
respondents
Percentage of 96.77 3.22 100
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total
14)Were you given training regarding your job?
Particulars Yes No Total
Number of 44 18 62
respondents
Percentage of 70.9 29 100
respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total
15)Do you require any extra training to improve your skills?
Particulars Yes No Total
Number of 54 8 62
respondents
Percentage of 87 12.9 100
respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total
16)Does the organization plan for the betterment of the employees?
Particulars Agre Strongl Disagre Strongly Neither Tota
e y Agree e Disagre Agree l
e nor
Disagre
e
Number of 8 42 - 10 2 62
respondent
s
Percentage 12.9 67.74 - 16.12 3.25 100
of
respondent
s

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Agree Strongly Agree Disagree Strongly Disagree Neither Agree Total

17)Are you satisfied with the current job?
Particulars Satisfied Fully Dissatisfied Neither Total
Satisfied Satisfied
nor
Dissatisfied
Number of 46 8 8 62
Respondents
Percentage 74.1 12.9 12.9 100
of
Respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Satisfied Fully Satisfied Dissatisfied Neither Satisfied nor Dissatisfied Total

Interpretation:
From the above chart it is observed that 74.1% of the employees are
satisfied with the current job,12.9% are fully satisfied,12.9% are
dissatisfied
18)Do you have work load?
Particulars Yes No Total
Number of 48 24 62
Respondents
Percentage of 77.4 38.7 100
Respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Total

Interpretation:
From the above data it is analyzed that 77.4% of the employees say
yes to the work load in company while 3.7% say no.
19)If yes, then how much is the excess work load?
Particulars 2hrs 3hrs 4hrs Above Total
5hrs
Number of 24 20 12 6 62
Respondents
Percentage 38.7 32.2 19.35 9.67 100
of
Respondents
 Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

2hrs 3hrs 4hrs Above 5hrs Total

Interpretation:
According to the data collected it is observed that 38.7% of
employees say they have 2hrs of workload while 32.25% say that
3hrs and 19.35 say that 4hrs ad 9.67% say above 5hrs.
20)Is the work load shared among the employees?
Particulars Yes No Sometimes Total
Number of 40 10 12 62
Respondents
Performance of 64.5 16.1 19.35 100
Respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Yes No Sometimes Total

Interpretation:
From the above chart it is observed that 64.5% of employees say yes about sharing the work
load,16.1% say no and 19.35% of the employees say sometimes.
21)The organization provides out placement assistance for the displaced employees?
 Particulars Agree Strongly Disagree Neither Total
Agree Agree nor
Disagree
Number of 44 10 8 62
Respondents
Percentage of 70.9 16.1 12.9 100
Respondents

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Percentage of
Respondents

Agree Strongly Agree Disagree Neithe Agree nor Disagree Total

Interpretation:
From the Above chart it is observed that 70.9% of employees agree that the company
provided out placement assistance for the displaced employees.
Chapter V
Summary
Conclusion
Suggestions
Annexure
Biblograhy

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