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HUMAN RESOURCE

PLANNING
Jiwan Jyoti Maini
Faculty, Management Studies
Deptt.
Malout Institute of Management &
Information Technology
Thought for the Day
Tell me and Ill forget; show me and I
may remember; involve me and Ill
understand. Chinese proverb

Word for the Day
Melancholy n. A deep, pensive, and
long-lasting sadness. adj. Sad, gloomy,
or depressed. She was in a melancholy
mood.


Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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CONTENTS
Opening Case
MEANING
OBJECTIVES
NEED
IMPORTANCE
HRP AT DIFFERENT LEVELS
HRP DOUBLE EDGED WEAPON
HRP RESPONSIBILITIES
HRP PROCESS
LIMITATIONS OF HRP

Opening Case
Subhiksha Pharma Limited was established in 1985.
It started experiencing abnormal increase in HR cost by 2004,
consequent upon its revised retention policy.
Revised retention policy aimed at increase in salaries of
Pharmasists & top level managers more than those of market
leaders.
Mr. George, has taken over the charge as new CEO in 2005.
Upon his take over, he began to look for ways to make the
organisation more profitable.
Through his investigation, he found that companys HR cost
was too high & was a major cause for dwindling financial
position of the company.
Mr. George instructed HR manager of the company to
downsize no. of employees by 30% creating a saving of Rs. 3
billion.
HR Manager, offered a counter proposal that it would be
wise to expand production & marketing operations of the
company by revising the corporate strategy as the market is
providing opportunities for pharmaceutical industry.
Question: What is your assessment of the situation?
Opening Case
CEO just paid deaf ear to the counter proposal
of HR manager & consequently the HR
manager initiated the downsizing process.
HR Manager officially informed the employees
the details of the downsizing programme
The booming pharmaceutical industry enabled
the employees of Subhishka Pharma to find
jobs in other companies without much difficulty.
However, most of the displaced employees
were upset about being terminated &
complained as the positions were lower than
their current ones.
However, most were successfully outplaced by
June, 2006.
Question: What do you think are the implications of
such an approach?
Opening Case
The Companys financial position improved
marginally in 2007 & the CEO told the HR
Manager that we achieved the goal.
But the HR Manager replied, we achieved the
goal but we lost an appropriate strategy & our
competitors gained a lot by employing our
trained & expert staff.
Questions
1. Who is right: HR Manager or CEO?
2. Would it be appropriate to modify the
strategy based on availability of staff and
also when market is favourable

Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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MEANING OF HRP
Human Resource Planning is the process by
which a management determines how an
organisation should move from its current
manpower position to its desired manpower
position.
HRP is the process of getting the right no.
of qualified people into the right job at the
right time.

HRP Defined

Human Resource Planning is the process of
determining manpower requirements and means
for meeting those requirements in order to carry
out the integrated plan of the organisation
Coleman

Human resource planning is the strategy for
acquisition, utilization, improvement and
preservation of an enterprises human resources.
It relates to establishing job specifications or
quantitative requirements of jobs determining the
number of personnel required and developing
sources of manpower Stainer
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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Human Resource Planning

Assessing Future
Human Resource
Needs
Assessing Current
Human Resources
Developing a
Program to Meet
Needs
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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Human Resource Planning
We have found the gap, how do we fill
this void?
How much time should we spend on
identifying the right person?
Lets follow the trail of what it takes to
hire a new team member in an
organization.
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Malout
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OBJECTIVES OF HRP
Forecast personnel requirements
Cope with Changes
Use existing manpower productively
Promote employees in a systematic
manner
Need for HRP
Need assessed from following :
Replacement of Persons
Labour Turnover
Expansion/Diversification Plans
Technological Changes

Need for HRP
Assessing Needs:
HRP also required to determine shortages/
surpluses of persons.
If shortage, work will be adversely affected
Any surplus will increase labour costs etc.
HRP ensures deployment of proper
workforce.
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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IMPORTANCE OF HRP
Reservoir of Talent
Prepare people for Future
Expand or Contract
Cut Costs
Succession Planning
Better development of managerial talent

Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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HRP AT DIFFERENT LEVELS
NATIONAL LEVEL
SECTORAL LEVEL
INDUSTRY LEVEL
UNIT LEVEL
DEPARTMENTAL LEVEL
JOB LEVEL
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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HRP DOUBLE EDGED WEAPON
Max. utilization of
resources
Reduces labour
turnover
Reduces
Absenteeism
Improves Productivity
Aids in Achievements
of Org. Goals
Disruption in flow of
work
Lower production
Less Job Satisfaction
High Cost of
Production
Lower Morale
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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HR Planning Responsibilities
Top HR executive and subordinates
gather information from other managers
for use in the development of HR
projections for top management to use
in strategic planning and setting
organizational goals

Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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HR Strategies
The means used to anticipate and manage the
supply of and demand for human resources.
Provide overall direction for the way in which
HR activities will be developed and managed.
Overall
Strategic Plan
Human Resources
Strategic Plan
HR Activities
HRP PROCESS
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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HRP PROCESS
DEMAND
FORECASTING
OF HRs
SUPPLY
FORECASTING
OF HRs
DETERMINING GAPS
FORMULATING MANPOWER PLANS
Shortages
Recruitment &
Selection
Surplus
Redundancy,Retirement,
Retrenchment,Redployment,
VRS, Training,
Transfers,Outplacement
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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DEMAND FORECASTING OF
HRs
EXTERNAL CHALLENGES
-Economic developments
-Political, Legal, Social & Technical changes
-Competition
Organisational Decisions
Workforce factors Retirements,
Terminations, Deaths, Resignation

Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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DEMAND FORECASTING OF
HRs (Contd.)
Forecasting Techniques
Expert forecasts
Trend Analysis
Other Methods regression,optimisation
models etc.
Workforce Analysis
Workload Analysis
Job Analysis
Jiwan Jyoti Maini, Faculty, MIMIT
Malout
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SUPPLY FORECASTING/ PREPARING
MANPOWER INVENTORY
INTERNAL SUPPLY
FORECAST
Manning Table
Replacement Chart
Skill Inventory
EXTERNAL
SUPPLY
FORECAST
Labour Mkt
Conditions
Macro level factors-
cultural factors,
social norms &
customs
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Malout
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Determining Manpower Gaps
Demand Forecasting
Supply Forecasting
Reconciling of the gap
b/w Demand & Supply
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Malout
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LIMITATIONS OF HRP
ACCURACY
SUPPORT
NUMBERS GAME
A light heart lives long.
-William Shakespeare
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Malout
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