1.0.

Introduction
Human resource planning is the process of ensuring that human resource requirements of an
organization are identified and plans are made for satisfying those requirements. Armstrong, M
(2006)
2.0. Process of Human Resources Planning
According to upta !." (20##) the follo$ing are the processes that are in%ol%ed in human
resource planning in any organization.
2.#. Analysing &rganizational 'lans ( )irst of all o*+ecti%es and strategic plans of the
company are analysed. 'lans concerning technology, production, mar,eting, finance, e-pansion
and di%ersification gi%en an idea a*out the %olume of future $or, acti%ity
2.2. )orecasting .emand for Human /esources 0 &n the *asis of corporate and functional
plans and future acti%ity le%el, the future needs for human resources in the organization are
anticipated. 1he num*er of people and s,ills le%el needed in the future depend on the production
and sales *udget in the manufacturing enterprise.
2.2. )orecasting 3upply of Human /esource ( 4%ery organization has t$o sources of supply
for human resources0internal and e-ternal. 5nternally human resources can *e o*tained for
certain posts through promotion and transfers.
2.6. 4stimating Manpo$er aps ( 7et human resource requirements can *e identified *y
comparing demand forecast and supply forecast. 3uch comparison $ill re%eal either deficit or
surplus of human resources in the future.
2.8. Action 'lanning ( &nce manpo$er gaps are identified, plans are prepared to *ridge these
gaps.
2.6. Monitoring and !ontrol ( &nce action plans are implemented, the human resource
structure and system need to *e re%ie$ed and regulated.
3.0. Human Resource Forecasting Techniques
2.#. Human /esource .emand )orecast 1echniques
As e-plained a*o%e, this is the process of anticipating num*er and types of human resources
needed in an organization. 1he process of anticipating num*er and types of human resource can
*e done through qualitati%e and quantitati%e approaches.
a) 9ualitati%e )orecasting 1echniques
9ualitati%e forecasts are essentially educated guesses or estimates *y indi%iduals $ho ha%e some
,no$ledge of pre%ious H/ a%aila*ility:s or utilization (.uane, #;;6< 6). 4-ample of qualitati%e
technique is=
i) .elphi 1echnique= this technique calls for a facilitator to solicit and collate $ritten, e-pert
opinions on la*or forecasts. After ans$ers are recei%ed, a summary of the information is
de%eloped and distri*uted to the e-perts, $ho are then requested to su*mit re%ised forecasts and
e-perts ne%er meet face0to0face, *ut rather communicate through the facilitator.
Significance of Delhi Technique
According to www.transtutors.com the follo$ing are the significances of managerial forecast
a) 5t is effecti%e $hen post data are a*sent ( 1his method ena*les a%aila*ility of information
regarding human resources e%en if there are no pre%ious data a*out that.
*) 5t does not require e-perts to meet in person ( 3ometimes it is difficult to meet e-perts as
they ha%e tight schedule, this method eliminate this challenge.
c) 'articipants re%eal their reasoning ( 1hrough this method participants e-plain $hat they
feel a*out num*er and types of human resources needed $ithout any e-ternal influence.
d) 5t is easier to maintain confidentiality ( As long as mem*ers do not mem*ers do not meet
in person confidentiality is at high le%el hence freedom of e-pression is guaranteed.
e) 'otential quic,er forecasts can *e o*tained ( 1he forecast a*out num*er and types of
human resource needed can *e o*tained quic,ly hence sa%es time for other *usiness.
f) 5t can moti%ate people to participate o%er a long period of time ( .ue to its nature
$hereas ideas are *eing circulated from one person to another, mem*ers don:t get *ored and can
participate for a long time.
g) roup mem*ers do not ha%e to *e in the same place at the same time ( As e-plained
pre%iously= this method ena*les mem*ers from different places at different times to participate in
the e-ercise $ithout any set*ac,. 1his means estimation *ased on num*er and types of
employees needed $ill *e guaranteed.
ii! "anagerial Forecast
According to 'rasad >.M (20#0) managerial forecast or managerial +udgment method is the most
commonly practiced and con%entional method of forecasting human resource needs. 5n this
method, managers prepare the forecast of human resource needs of %arious categories in their
o$n departments *ased on their past e-perience. 1his method can *e applied either top do$n
approach $hereas management prepare human resource plan for the $hole organization in
colla*oration $ith human resource department or *ottom up approaches $hereas top
management pro%ide guidelines for all department to follo$ $hen preparing plans for their o$n
department.