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HRP and Contemporary Role of


 Presented By:-
 Abhishek tiwari , Mohit khurana
 Niranjan kumar , Pooja gupta
 Purshotam singh , Rajat sharma
 Ravindra kumawat , Vijaya gautam

R P ?
 H
W H A  It is also called personnel or employment
planning .

 It is the process of getting the right number
of qualified people into the right job at
the right time so that an organization can
meet its objectives.

o f
e s
v  Forecast personnel requirements
c t i
Obj 
 Cope with changes

 Use existing manpower productively

 Promote employees in a systematic

o f
n ce
r t a ü Reservoir of talents
Im p ü
ü Prepare people for future
ü Expand or contract
ü Cut cost
u m a n
o f H
e s s n i n g
p r o c l a n
h e c e P
T o u r
Re s ü Forecasting the demand for human
ü Preparing Manpower inventory
(supply forecasting)
ü Determining Manpower Gaps
ü Formulating HR Plans
u r c e
n R eso
H u m a
s o f g
o c es nn i n
p r P l a
ü Forecasting the demand for human
 Many firms estimates how many employees they
require in future, so various levels is used ….

a) External challenges :

 Economic developments
 Political, legal, social & technical changes
 Competition

 b) Organizational decisions:
 the organisational ‘s strategics plan, sales and
production forecasts & new ventures must all be
taken into account in employment planning.

 Example-
 if Britannia Industries Ltd expects higher
demand for biscuits and bread , the long-term HR
plans must take into consideration. Likewise if it is
lucrative fields such as milk based products, the
demand for people possessing requisites skills in
those areas in the next couple of years should be
looked carefully.

 c) Workforce factors:
 Demand is modified by retirements, terminations,
resignations, deaths & leaves the absence. Past
experiences, however, makes the rates of
occurrence of these actions by employees fairly

 d) Forecasting techniques:
 two techniques are used-

i. Expert forecasts:
 in this managers estimates future human resources
requirements using their experiences & judgments to
good effect.
 ii. Trend analysis :
 HR estimated by using past trends. Past rates of
exchange can be projected into the future or
employment growth can be estimated by its
relationship with a particular index.
 e.g.

2001 -02 Production of units 5000
2002-03 No. of workers 100
Ratio 100 : 5000
2003-04 Estimated production 8000
No. of workers
if supervisors have a span of 20 workers , 8 supervisors are also needed in 2003-04.
 b) Workforce analysis :
 The average loss of manpower due to leave, retirements, death,
transfer, discharge, etc during the last 5 years may be taken
into account.
 The rate of absenteeism & labour turnover should also be taken
into account.

Sources of inflows No. of persons sources of outflows no. of persons

Transfer in 10 Resignations 8
No. of supervisor
at the beginning of Discharges 2
plan period
Retirements 3
Promotion in 8 Promotions 5
100 Demotions
Total inflows 18 1
Total supervisors 99 Total outflows
Available 19
Similar exercise can be done for other categories of personnel.
 C) Work load analysis:
 the need of manpower is also determined on the
basis of work-load analysis.

 Example..


output for the year 10,000 pieces
Standard hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per persons per 1,000 hours(estimatedon
year annual basis)
No. of workers required 30

if the span of control in the unit is 10 per officer, then 3 officers are also
 d) Job analysis:
 it helps in finding out the abilities or skills
required to do the jobs efficiently. it involves two things :
Job description and Job specification

 Job description: it is a factual statement of the duties

and responsibilities of a specific job. it gives what is to be
done , why is to be done .

 Job specification : it provides information on the human

attributes in terms of education , skills , aptitude and
experience necessary to perform a job effectively.

2 . Perparing Manpower inventory
( supply Forecasting)

2)Internal labour supply:
 i. Staffing table
 ii. Markov analysis
 iii. Skills inventory
 iv. Replacement chart
 2) External labour supply

 1) Internal labour supply:
 A profile of employees in terms of age, sex,
education, training experience, job level,
performance and future potential should be kept
ready for use whenever required.

1 Staffing table:
 It tries to classify employees on the basis of age
,sex ,position ,category ,experience, qualifications ,
skills etc. A study of the table indicates whether
current employees are properly utilized or not.

Sources of Inflows Projected Outflows
The Firm

üTransfers ü
ü üQuits
üPromotions Current üTermination
ü Employees In Staffing
Level Employees Out s
üNew Recruits ü
ü üRetirements
üRecalls ü

Current Projected Projected Firm’s internal

Staffing outflows Inflows Supply for this
level this year This year time next year
Markov analysis:-

 - This techniques uses historical rates of

promotions, transfers and turnover to estimate
future availabilities in the workforce.

 - Based on past probabilities one can estimates

the number of employees who will be in
various positions with the organisation in

Markov analysis :
2003- Store Asst. store Section Dept. Sales Exit
2004 Managers Managers Heads heads executives
Store 12 3
80% 20%
Asst. 4 30 2
83% 6%
managers 11%
(n=36) 11 63 8 14
66% 15%
(n=94) 11% 8%
Departme 29 207 6 46
ntal heads
(n=288) 10% 72% 2% 16%
Sales 86 1066 288
(n=1440) 6% 74% 20%
Forecaste 16 41 92 301 1072 353
d supply
 Skills inventory :

ü It is an assessment of the knowledge, skills,

abilities, experience and career aspirations of
each of the current employees . This record
should be updated at least every 2 years and
should include changes such as new skills,
additional qualifications, changed job duties
ü Once established, such a record helps an
organisation to quickly match forthcoming job
openings with employee backgrounds.

Name and Replacement candidates

A.Promotable now
B.Needing development
C.Not suitable to position

1. Superior performance
2. Above average performance
3. Acceptable performance
4. Poor performance
Replacement chart:
profile of job holders department-wise


b) External labour supply
 To the extent an organization is able to anticipate
its outside recruitment needs and looks into the
possible sources of supply keeping the market
trends in mind, its problem in finding the right
personnel with the appropriate skills at the
required time would become easier.
 Example:
 When the organization grows rapidly, diversifies into
newer areas of operations (merchant banking, capital
market operations, mutual funds etc in the case of
banking),then it has to look into outside sources.

3.Determining Manpower
 The existing numbers of personnel and
their skills (from human resources
inventory) are compared with the
forecasted manpower needs (demand
forecasting) to determine the
quantitative and qualitative gaps in the
 As per forecasting of demand of number
of people , HR will recruited the people
i.e supply of man.
4. Formulating HR plans

 Recruitment plan
 Redeployment plan
 Redundancy plan
 Training plan
 Productivity plan
 Retention plan
 Control points

Traditional HR v/s strategic
Point of Distinction Traditional HR Strategic HR

 Employee relations Partnership with internal and external
 customers
Role of HR
 Transactional change follower and Transformational change leader and
 respondent initiator

 Slow, reactive, fragmented Fast, proactive and integrated

Time horizon
 Short time Short, medium and long(as required)

 Organic-flexible, whatever is necessary

 Bureaucratic-roles, policies, to succeed
 procedures
 Broad, flexible, cross-training teams
Job design
 Tight division of labour;
 independence, specialization People, knowledge

Key investment
 Capital, products Investment centre

 Cost centre Line manager

Responsibility for HR
 Staff specialists
 V.S.P. RAO