THE RT NO.

N TYPE OF PEOPLE AT THE RT TIME N PLACE

DEFINITIONS OF HRP
It is the process of analyzing and identifying the need for and availability of HRs so that the org can meet its objectives. HR or Manpower Planning (MPP) is a process of determining requirements and the means of meeting those requirements in order to carry out the integrated plan of the organization Coleman HR or Manpower Planning is a process by which an organization moves from its current manpower position to its desired manpower position. Through planning, management thrives to have right number and right kind of people at the right place and at the right time to do things which result in both the organization and the individual receiving maximum long term benefit. E W Uetter Is planning meaningful in this age of discontinuous change?

HRP SEEKS TO ANS:

What are the implications of proposed business strategic plans w.r.t. HRs in terms of staffing, T & D, mgmt succession? How will a projected shortfall in the supply of skilled employees impact various HR practices of the firm? What are the implications for attracting, retaining, motivating and rewarding workers with skills that are in short supply? Hence HRP is a proactive process that anticipates changes in industry, marketplace, eco, society n tech 2 ensure orgs preparedness.

FROM REACTIVE TO PROACTIVE

Traditional HRP Contemporary HRP

Changes in BELTS env

HRP AT DIF LEVELS

National Sector: Agri; edu etc Industry Enterprise/individual unit

PERSPECTIVES OF HRP

OBJECTIVES OF HRP

(AS HR ISSUES ARISING FROM NEW ENV.AL TRENDS R FIRM SPECIFIC AS WELL AS NATIONAL OR GLOBAL)

MACRO PERSPECTIVE To forecast economic and business environment To estimate future demand of numbers and types of skills by various industries at the national or global level To ensure effective labor supply to different industries through activities such as interacting with educational institutions To ensure more effective utilization of HR To make labor supply projections for the future If gap anticipated, macro HRP seeks to bridge the gap thru professional n tech courses in colleges n univ MICRO PERSPECTIVE To prevent overstaffing and understaffing To ensure employee availability To ensure that the organization is responsive to the environment To provide direction to all HR activities To build line and staff partnership
Source: Mellow 2003

The HRP Process

Environment Organizational Objectives and Policies HR Needs Forecast HR Supply Forecast

HR Programming HRP Implementation Control and Evaluation of Program

Surplus

Shortage

ADVANTAGES
Forecasting compensation Devt of current MP inventory Psychological motivation Effective T&D prog Reduces cost of prod Best contri from workers

FAILURES/LIMITATIONS IN MPP

Failure in forecasting
Lack

of reliable info Lack of knowledge n exp Forecasting factors may change Faulty personnel rcrd sys

Halo effect n stereotype effect Personal interests n biasness Conflict bet line n staff Lack of proper T &D Implementation sys may b defective Support of the top mgmt Contingencies may prove the process a failure

Irrespective of its scope-macro or micro-HRP is grounded in the recognition that an adequately qualified workforce may not always be available which makes it important for firms to identify how to attract, develop n retain a qualified workforce n ensure optimum performance from them. Decisions about people related needs of the org essentially requires 2 types of info: a description of the job 2 b performed, the skills needed n trng rqrd AND a description of the strategic plans, business strategy n future direction of the B. HRP case.pdf

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