P. 1
 Human Resource Planning

 Human Resource Planning

|Views: 650|Likes:
Published by Balaji
 HUMAN RESOURCE PLANNING

HRP
 The key facet of HRP is that it is proactive in

nature. It attempts to plan and what might happen in the various domains of the organization and to develop plans to address these events prior to their actual happening.

HRP
 HRP is the first component of HRM strategy.

HRP
 HRP goes far beyond simple hiring and firing.

It involves planning for the deployment of the organization's human capital in the most effective ways in line with organization strategy.
 HUMAN RESOURCE PLANNING

HRP
 The key facet of HRP is that it is proactive in

nature. It attempts to plan and what might happen in the various domains of the organization and to develop plans to address these events prior to their actual happening.

HRP
 HRP is the first component of HRM strategy.

HRP
 HRP goes far beyond simple hiring and firing.

It involves planning for the deployment of the organization's human capital in the most effective ways in line with organization strategy.

More info:

Published by: Balaji on Jan 23, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PPT, PDF, TXT or read online from Scribd
See more
See less

05/11/2014

pdf

text

original

 HUMAN RESOURCE PLANNING

HRP
 The key facet of HRP is that it is proactive in

nature. It attempts to plan and what might happen in the various domains of the organization and to develop plans to address these events prior to their actual happening.

HRP
 HRP is the first component of HRM strategy.

HRP
 HRP goes far beyond simple hiring and firing.

It involves planning for the deployment of the organization's human capital in the most effective ways in line with organization strategy.

HRP
 Objectives of HRP - Prevent overstaffing and understaffing. - Ensure that organization has right employee

in the right place at the right times. - Provide direction to all other HR activities. - Ensure the organization is responsive to changes in environment.

HRP
- Unite perspectives of both line and staff managers.

HRP
 Types of planning.

Planning is done on two different levels. -Aggregate planning. - Succession planning

HRP
-Aggregate planning. Anticipates needs for groups of employees in specific, usually lower level jobs to ensure sustained growth.

HRP
 Steps in aggregate planning.

-Step I - Environmental Scanning External environment Internal environment.

HRP
Step II  - Forecasting the demand for employees. - Organisation needs to consider its strategic plan. - Technological development - Labor turnover -Change in the production process, any new initiatives. - Promotions and transfers.

HRP
 Most organizations rely more on the

judgment of experienced and knowledgeable managers in determining employee requirements.
- Bottom Up Plan - Top Down Plan

HRP
 Step III  Supply forecasting

- This process involves estimating the actual number of employees and skills these employees must have. -Internal Supply Availability of people internally for Promotions, transfers – Skill inventory.

HRP
 External supply

Consists of those individuals in the labor force who are potential recruits of the firm, including those working for another firm. - Level of skill being sought determines the relevant labor market.

HRP
 Step IV  HR Programming (Gap analysis)

Reconcile the forecasts of the labor demand and supply. This process identifies the potential shortages or surpluses of employees and the measures to be taken to ensure that personnel demand equals personnel supply.

HRP
Step – V – Action programming Includes converting an HR plan into action.

HRP
 Step –VI – Control and evaluation.

- Deviations from the plan are identified and actions are taken.

HRP
 Managing HR Shortage

- In planning for anticipated shortages an organization needs to consider whether the shortage is temporary or permanent & then has to come up the measures.

HRP
 Measure to overcome HR Shortages.

- recruit new permanent employees. - Offer incentives to postpone retirement -Rehire retires part-time - Attempt to reduce turnover -Overtime -Outsource the work -Contract employees

HRP
 Hire temporary employees

HRP
 Strategies for managing Surpluses

- Stop Hiring or recruiting - Do not replace those who leave. - Offer early retirement incentive - Reduce work hours - Leave of absence - Lay offs - Retrenchments - Reduce outsourcing

HRP
 Succession Planning.

SP involves identifying key management positions that the organization can not afford to have vacant.

HRP
 Succession planning serves two purposes

- It facilitates the transition when an employee leaves.

HRP
- Secondly succession planning identifies development needs of high potential employees

HRP
 Traditional Succession Planning utilizes a

relatively simple tool called replacement chart.  RC identifies - key positions -Possible successors for these positions - Whether each potential successor has background to assume the job responsibilities

HRP
- Expected time it will take for the potential successor to be ready.

HRP
 Some Organisation are much more

systematic about their SP.
 Their replacement chart may contain specific

skills,competencies,and experiences rather than subjective time readiness.

HRP

VP-Human Resource

SM - HRD

SM-Compensation

SM – Employee Relations

HRP
 Succession Planning helps not only to fill the

key positions but also it identifies the training and development needs of the managers.

HRP
 Succession planning investment-oriented

approach.  Though the benefits of a well –developed succession planning can be siginficant,such programme can also involve significant cost.  Employer has to that there is at least one individual to assume every critical position if something prevents the incumbent to continue.

HRP
 The more prepared an individual is for a

promotion that he or she does not receive, the greater the possibility that he might seek such position elsewhere.  Result is organization invests on individual and competitor gets the benefits.

HRP
 Another key issue is to whether or not disclose the

promotion well in advance.  If we disclose, -Employees can be motivated and can be retained. - But he may develop unrealistic expectations. - If we don’t disclose, - Allows flexibility as business needs change. - High performers may leave the organization.

HRP
 HR Policies  Human resource management policies are vital for

organizations who are serious about resolving HR issues and finding HR solutions.  Policies provide guidelines for action for people management & for the development of HR programs and practices.  It provides the clear guidelines to the various HR strategies.

HRP
 It gives transparency and clarity.  Avoids lawsuits.

HRP
Steps involved in the development of policies. Identification of needs. Goals of the HR policies Development of the HR policies Review of the policies Submit the policy to the management for their review & support. - Review of legal implications - Implementations.
 -

 This deals with how all the other HR activities

implemented.Thus it is a significant SHRM activity.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->