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HUMAN RESOURCE PLANNING

JAYPEE UNIVERSITY OF ENGINEERING AND TECHNOLOGY A. B. Road, Raghogarh, Guna (M. P.) - 473226, India

LEARNING OBJECTIVES

1. What is human resource Planning. 2. HRP Process. 3. Job Analysis, Job Specification. 4. Need of HRP.

Definition

1. HRP is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. 2. Right person for the right job in right time.

NEED
1. To carry its work, each organization needs manpower with the necessary skills, Knowledge, Work experience and aptitude for work. Since large number of person have to be replaced who retire or physical or mental ailments or who went out of the company. HRP is essential because of frequent labor turnover which is unavoidable. In order to meet the needs of expansion programmes. The nature of the present workforce in relation to its changing needs also necessitates the recruitments. HRP is also needed in order to identify areas of surplus manpower.

2.

3. 4. 5. 6.

Objective

The objective of HRP is to maintain and improve the organizations manpower to achieve its goal by deploying strategies that will resu in optimum contribution of HR.

To ensure optimum use of existing HR To forecast future requirements for HR To provide control measures To link HRP with Organizational Planning To determine levels of Recruitment and Training

To ensure optimum use of existing HR To forecast future requirements for HR To provide control measures To link HRP with Organisational Planning To determine levels of Recruitment and Training

Process

1. Deciding goals or Objectives. 2. Estimating Future Organizational Structure and manpower requirement. 3. Forecasting supply of HR. 4. Planning Job Requirement and JD. 5. Developing a HR Plan. 6. Monitoring and control

HRP Process
Organization
Long-Range Objectives and Plan Overall Requirements for Human Resources

Inventory of present Human resources

Procedure for evaluating HRP

Net New Human resource Requirement

Action for Recruitment and selecting needed manpower

Short term goals and plans programmes and Budgets

Work Force Requirements by occupational catogaries.Job skills, Demographic characteristics

Inventory by Occupational categories

Needed Replacement s or additions

Sub Unit

PERSONNEL RECORDS & HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Personnel Records
Personnel records refers to documents and files related to human resources of an organization. These contain information on manpower plans, recruitment selection, training, compensation, appraisal, job changes etc.

Examples
Job applications, test scores, results of medical examination, job descriptions and job specification, labor turnover and absenteeism data and morale surveys, wage and salary data . Attendance reports and pay roll. Employee ratings. Accident and sickness records. Industrial disputes and grievance redressal.

Objective of personnel records


1. To provide an evidence of what has taken place in the organization. 2. To facilitate the preparation of the statement of true conditions. 3. To enable the making of comparison. 4. To facilitate the detection of faults or errors. 5. To meet statutory obligations under various labor laws.

Human Resource Information System (HRIS)


Human Resources Information Systems (HRIS) is an integration of HRM and Information Systems (IS). HRIS is Integrated system designed to provide information used in HR decision making. HRIS helps HR managers perform HR functions in a more effective and systematic way using technology.

Human Resource Information System (HRIS)


Human Resources Information Systems (HRIS) is an integration of HRM and Information Systems (IS). HRIS is Integrated system designed to provide information used in HR decision making. HRIS helps HR managers perform HR functions in a more effective and systematic way using technology.

HRIS
A human resource information system (HRIS) is a system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information about an organization's human resources . The HRIS system is usually a part of the organization's larger management information system (MIS) which would include accounting, production, and marketing functions, to name just a few. Human resource managers require good human resource information to facilitate decisionmaking.

DEMERITS OF MANUAL SYSTEM


Inaccurate Fragmentation Difficult to analyze

Application of HRIS

HRIS can be applied in the following areas of HRM:HR planning Staffing Applicant recruitment and tracking Employee data base development Performance management Training and development Compensation administration Pay roll Job evaluation Salary survey Benefits management Develop innovative Org. Structure

Job Analysis
It is a detailed and systematic study of information relating to the operations and responsibilities of a specific job.
Job analysis is a formal and detailed study of jobs It refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the job It is essentially a process of collecting and analyzing all pertinent data relating to a job

Purpose AND USES of JA


1. 2. 3. 4. 5. Organization and manpower planning. Recruitement,selection. Wage and salary Administration Job Re-Engineering. Employee Training and Management Development. 6. Performance Appraisal. 7. Health and Safety.

Job Analysis
Primary work or activities
Job

Job Analysis

Job Description

1. Methods 2. Techniques

Job Specification

Job structure

3. Relations 4. Responsibility

Job Evaluation

Secondary Activities supportive main work

Assessment

Benefits of Job Analysis


1. Organizational Design 2. Human Resource Planning 3. Recruitment and Selection 4. Placement and Orientation 5. Training and Development 6. Performance Appraisal 7. Career Path planning 8. Job Design 9. Job Evaluation 10 Labour Relation 11. Employee Counselling 12. Health and Safety

The process of Job Analysis


1. Organisational Analysis 2. Organising Job Analysis Programme 3. Deciding the uses of Job Analysis Information 4. Selecting Representative Jobs for analysis 5. Understand Job Design 6. Collection of Data 7. Developing a Job Description 8. Preparing a Job Specification

Techniques of Job Analysis 1. Job Performance 2. Personal Observation 3. Interview 4. Questionnaire 5. Critical Incidents 6. Log Records

Differentiate between Job Description and Job Specification

Job Description is a functional description of what the job entails. And define the purpose and scope of a job. It is a written record it contains title, location, duties, responsibilities, working conditions, hazards and relationship with other jobs.

Job specification is a statement of the minimum acceptable human qualities required for the proper performance of a job. It includes physical, mental, social, psychological and behavioral characteristics of a person

Contents of a job description


Job identification Job summary Job duties and responsibilities Working conditions Social environment Machines, tools and equipments Supervision Relation to other jobs

JOB DESCRIPTION-HR DIRECTOR


Human resource director guides and manages the overall provision of Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; performance management and improvement systems; organization development; employment and compliance to regulatory concerns; employee orientation, development, and training; policy development and documentation; employee relations; company-wide committee facilitation; company employee and community communication; compensation and benefits administration; employee safety, welfare, wellness and health; charitable giving; and employee services and counseling.

HUMAN RESOURCE ACCOUNTING(HRA)


It may be defined as measurement and reporting of the costs incurred to recruit, hire, train and develop employee and their present economic value to the organization. It involves assessment of the costs and value of the people as organizational resources.

Purpose of HRA
To provide cost value information for managerial decisions about acquiring, developing, allocating and maintaining human resources so as to attain cost effective organizational objectives. To enable management personnel to monitor effectively the use of human resources. To assist in the development of effective management practices.

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