HUMAN RESOURCE PLANNING OR MANPOWER PLANNING

EFFECTIVE U T I L I Z A T I O N OF HUMAN CAPABILITY

PRODUCTIVITY

GROWTH

ECONOMIC DEVELOPMENT

Human Resource Planning

Effective planning of HR is essential to match the requirements of the job with the individual Right resources at the right time to meet the future organizational needs is critical A comprehensive and meticulous HRP process can ensure sustained growth of an organization

Human Resource Planning

Diversification or expansion, employee promotion or changes in human resource necessitates effective HRP Organizational plans, goals, and strategies also needs effective HRP Success in business is dependent on being able to react quickly to opportunities Organizations must have accurate, rapid access to information about both supply of and demand for HR

Human Resource Planning

getting the right people at the right place at the right time HRP is both a process and a set of plans
a process by which management of an organization determines its future HR requirements a plan to fill the future HR requirements from internal and external sources.

Assessment of human resource requirements in advance vis a vis organizational objectives, production schedules, and demand fluctuations

Human Resource Planning

The process of determining human resource requirements and the means of meeting those requirements in order to carry out the integrated plan of the organization Coleman Relates to determining the number of personnel required developing the sources of human resource establishing job specifications

The Process of Human Resource Planning

Organizations need to do human resource planning so they can meet business objectives and gain a competitive advantage over competitors.
Human resource planning compares the present state of the organization with its goals for the future Then identifies what changes it must make in its human resources to meet those goals

Overview of the Human Resource Planning Process

Strategic Human resource management Strategic Resource Planning Human planning

Forecasting Human Resource Requirements

Comparing Requirements and Availability Surplus of Workers Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing

Forecasting Human Resource Availability Shortage of Workers Recruitment Selection

Demand = Supply No Action

Human Resource Forecasting

There are three HR Forecasting major steps to attempts to determine forecasting: the supply and demand for various 1. Forecasting the types of human demand for labor resources, and to 2. Determining predict areas within labor supply the organization 3. Determining where there will be labor surpluses labor shortages or and shortages surpluses.

Human Resources Planning Model

Employment Forecasting
Leads to

Supply Analysis
INTERNAL

Resulting in

Balance Supply and Demand

RECRUITMENT
Full-Time Part-Time

CONSIDERATIONS
Product/Service Economics Technology Financial Resources Absenteeism/ Turnover Growth Management Philosophy

Staffing Tables Skills Inventories Replacement Charts Succession Planning

REDUCTIONS EXTERNAL
Demographic Changes Education of Workforce Labor Mobility Governmental Policies Unemployment Rate Terminations Layoffs Demotions Retirement

TECHNIQUES
Trend Analysis Managerial Estimate Delphi Technique

Managing Employee Surpluses

Managing Employee Shortages