fiv) to and future human » knowledge, ability, discipline ete; jt bey maine dng nae tion: ee ing optimum level ayy (Vt) 10 mai se imbalances caused due to non. 4 structure fimumber in right time and tight plage sly of nd (x) to estimate the cost of fy”, man pat is Human Resource Planning? EW. Vetter viewed hum isation shoul Imake the best use ofits human Tesources, : “a process by which “anPower postion tits desired manpower striv Beer sonora eee a 4 ote , doing things which result in Hie organisation and the individual receiving maximum long-run benefit.” According to | @pproach to perforn n human resource planning is “an integrated the personnel function in order tohave sufficient sup) and motivated people to perform the Mties and tasks req ‘0 meet organisational objectives and satisfy the individual needs and goal: nal members.”? ay >wed as foreseeing the human resource and the future supply of human resourees and tween these two and organisational plans; and png the supply of human resouresin order ntroducing necessary changes in the faneions In this definition, human resoutee means Be Human rc Tequirements of Wmaking nece fifforeseeing Match it with requ e anage of ie resour mitment, motivation et., in addition to the number wledge, values y, commitment, employees, Hi q AND Hum! BS Inrecratep STRATEGIC PLANNING ion planning, oa ike productio! ‘ Human resource planning aoe comprehensive ona Natketing plz 5 ean uF ager provides inputs I total corporat Human resource mal Scanned with CamScanner» — range plans covering about a three , plans in support of strategic plan. , g cover about one year. Plans pice : n sufficient detail for profit, human resources, bu — Y Acivy plans are the day-by-day and week-by week plans: Ths maynot be documented. Exhibit 3.1 presents the and human resource plan. : Plan vis-a-vis Human Resource Plan: Corporate—Level — -levelplan based on corporate philosogh ent formulates corporate -levelp rat I train, The HRM role isto ese the broad and policy isuesrel nan resources. The HR issues are related to employment policy, HRD ration policies etc. The HR department prepares HR strategies, objectives consistent with company strategy. mediate—Level Plan 5 Large-scale and diversified companies organise Strategic Business Units (SBU) Wor the related activities. SBUs prepare intermediate plans and implement them. HR- gers prepare specific plans for acquiring future managers, key personnel and number of employees in support of company requirements over the next three rations Plan Operations plans are prepared at the lowest business profit centre level, " plans are supported by the HR Plans relating to recruitment of skilled pe developing compensation structure, designing new jobs, developing, leade improving worklife etc, Short-term Activities Plan: Day-to-dat lowest level strategists, Day-to-day HR pl. Grievances, disciplinary Cases, accident managers, y business plans are formulated by! ans relating to handling employee t reports etc. are formulated by tt Scanned with CamScannerCorporate philosophy, Goals and objectives, Key success factors. Product market scope, allocation of resources value system, and policies competitive edge, Programs req) Deployment of Acqui Issues analysis, Programming requirements. organizational profitability Integrated control requirements. Day-to-day and week schedules decentral company. Implementation actions. Scanned with CamScannergories of employees. ure affecting g ofile of the workforce! of age, sex. The government polic conditions ete Scanned with CamScannerchanges; new legislation; Employee tumover; la and contractual restrictions, Departmental Marge livisional act roasters; tation expected losses; ine Supervisory quits, death, development Programmes Area r@bour Market Management eae employment Projections, future conditions affecting levels; Number business immediate decisions, of employees development needed, plans, general institutional plans to hire CB. Mamoria, op. cit., p. 180. fits of Human Resource Planning — H Resource Planning (HRP) anticipates not oe a luman Kesource Fila he acon iam 2 ; os bt iso determines tl pet ber of employees but also = refs of human resoure planning me The tsonnel manageme {ij It checks the corporate plan of the oe He (ii) It offsets uncertainty and change. the maximum extent pe a ae the ‘ ae at right time ae {iii) \t provides scope for sae employees training, development e a - fiv) It helps to anticipate the © organisation. alary enhancement, better Scanned with CamScanneran resource. I Fre development of various sources of HUB Haid “organisational needs. “ithelps to take steps to improve Toff increased productivity, sales, 7s functions, operations, contribution: ‘of human resour AES RP ax Dinzct Levets {i Industry Level: Manpower needs of a particular industry like cement, 1 predicted taking into account the output/operational level of th e;, 4 Scanned with CamScannerLevel of Technology — Natural Factors International Factors Internal Factors [— Company's ome Policy oduct ‘— Trade Unions Fig. 3.1 ternal Factors (i) Government Policies: Policies policy, ; of the goverment like lat industrial relations policy, policy towards reserving call ‘chr Deana communities and sons-of the-soil etc. affect the HRP. ii) Level of Economic Development: Level of economic development determines the level of HRD in the country and thereby the supply of human resources in the future in the country. ent: External business environmental factors influences (iii) Business Environme luction and thereby the future demand for the volume and mix of prodi human resources: iv) Level of Technology: Level of technology determines the kind of human resources required. j ; (v) International Factors: International factors like ine de for th resources and supply of human resources in various tries. —. je any'spoliciesand @) Company Policies and Strategies ORE ; i iversification, to expansion, diversificati at demand in terms of quality and quality: alliances ete: de Scanned with CamScannerty of Information: Any planni information. This is more so wi ‘nd specific information as mentio Company’ ° 7 icy: Company's policy teg '¢ Production Operations Po y how vruch to produce and how much to buy from outside to prepare + and kind of people required. product influence the number ’ ce of trade unions regarding number of working hous) Vai) Trade Unions:Influen : per week, recruitment sources etc. affect the HRP. EXHIBIT 3.4 Degree of Uncertainty and the Length of Planning Period Short Planning Period - Uncertainty/Instability © Many new competitors. © Rapid changes in social and economic volu rather than rapid social, conditions. p nd technical change. ® Unstable product/service demand © Strong MIS @ Changing political-legal environment. © Stable demand patterns. * Small organisational size, poor @ Strong management practices. Management practices (crisis + Management). ii Source: Bert Bunch an pores. Maths, Human Resource Planning — A Pragmatic Approsdil a fi , Quoted in K.Aswathappa, p40." S200n Edition, llinois, Brace — Park Press, 1987,p: Scanned with CamScannerProduction s, Distribution channels Sales territories Production processes Level of technology and laboisr laws Planning horizons Retirement plans a Tumover data /Human Resource mar "¢ Management, p. 161.) Quoted in (0) Process oF Homan Resource PLANNING Process of Human Resource Planning consists of the following steps: (1) Analysing organisational plans. (2) Demand asting: Forecasting the overall human resource requitements in accordance with the organisational plans. (3) Supply Forecasting: Obtaining the data and information about the present: inventory of human resources and forecast the future changes in the human’ resource inventory. (4) Estimating the net human resource requirements (5) In case of future surplus, plan for redeployment, retrenchment and lay-off. deficit, forecast the future supply of human resources: nce to plans of other companies. d internal mobility if future ‘ource requirements. he organisational | plan if future (6) In case of future all sources with refere! (7) Plan for recruitment, development an r equal to net human rest more than o1 © (8) Plan to modify or adjust t inadequate with reference t 3 are depicted in Fig The eight steps of human resource ren followed in C Mentioned above. But the same order nee n Scanned with CamScannerUB6L 1d He — 20049 “so ‘woRIpy puco neue Y— Burwuegaxnoseycanpy Sune, -ponmnbes aydood jo punt pue aqui a aouanguynpoud ‘pjsmno wy ng O} yon oY pue aoMpoud oj YoU MOY aeduson pag suoveIedo UOHONPLY $ Sede (tap ou fos asou $s SIL, ‘UOREULO}UY ayeina> Scanned with CamScannerScanned with CamScannernal plans = as it provides the quantum o casting the Overall Human Resource 5 may thoroughly be reviewed. “d skills of present employees, Fi Requirements. The existing job design and analysis the future capabilities, knowledge an jould be redesigned and reanalysed keeping in view the organisational and plans and programmes, future work quantum, future activity or task Pile values, knowledge and capabilities of present employees and the jobs generally should be designed and analysed reflecting the iu ae surces and based on future organisational plans. Job analysis and forse Ber fature components of human resources facilitate demand forecasting Gg She important aspects of demand forecasting is the forecasting of the quality of Feaiman resources (skill, knowledge values, capabi in addition to quan a Sfiuman resources. Important forecasting methoc ») Managerial judgement _ (6) Statistical techniques; and (c) Work st Menagerie Judgement: M 1d unorganised és cannot have systematic data-banks for tior Be cccarisatione resort to the mana jon and oa spproach. Under this method the managers or supervisors who ar¢ vith the ai ficiency andability of employees, thinkabc d with ae lofemployees and decide on th ad, future ona This is done by the supervisors concert : ources to BS for approval. Under this bottom-up app: a proposals to Nia the proposals with the organisational . at hee finalises the plans. Alternatively this exercis necessary ana which in tun sends the information at the t be done by the aia departmental plans and human resource pla epares the organisational iy approach, where both the management at th Bu : lent at the top and supervisions at the and decide on the humai In resource needs bas and the plans formulated bythe top ofica nea Is number e best approach is Scanned with CamScannerPresent Programmes Net Human Resources Requirements for Future- ~ Knowledge - Values etc. age of Future Human Resource the Organisation Plan for (6) Retrenchment/ Redundancy ith CamScanner ScannedVarious laws, Soy 7 me laws ‘ect the compositi 's affect the quantity of H Positi ‘oduction ‘on of HRs. (ui) Historical record of pr (viii) Job analysis. (ix) Statistical Methods: The two important F ani manpower ratios and regression and comelon i statistical techniques discussed earlier oe After estimating the overall huma : a an resour ee ore ‘ce requirements the present human * (3) Supply Forecasting The first step of forecasting the future supply of human resource is to obtai t in fa and information about t the present human resource inventory, The data relatir human resources inventory in terms of human purces components, number, designation-wise and department-wise should be ed. Principal dimensions of human resources inventory are: fi) Head counts regarding total, department-wise, sex-wise, designation-wise, skill-wise, pay roll-wise etc i I of employees of (ii) Job Family Inve It includes number and category each job family, i.e., all jobs related to same category like clerks, er typists, stenos etc., each sub-job family, i.e., all jobs having common job” characteristics (skill |) and maintené inistration, engineer (mechanica! job families like general admii : fii) Age Inventory: It inciudes age-wise NT indicates age-wise imbalance 0 prese! ions. in future selections and promot Scanned with CamScannerScanned with CamScannerno yrey2o ued aoueuopad 7 ‘squrey2o ee Baa roe ‘auop 2q ueo BuryoUu YBnoyyS puuueyd 2omnosai wewny 20} SONDIUYPA} OY} axe yey pun ayip auruexy cestuciayua BuIoB-ug sseooid ay} $198 aay Biot auop you y st Ayn ueoytubis os si Surwueyd ounosax UewnY NoIssnosiq Yo SNOLLSING fue sueBio se $29 qlosqe 0} sdays Bury} Ayjeuy pue apeniad qf 1 1 ssa001d yuat iejd aounosay ue Scanned with CamScanner