2012 lec 05 hr planning

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iversity of Economics and Law

culty of IER

08/10/20

uong Tran

HUMAN RESOURCE

PLANNING

INTRODUCTION

DEFINITION OF HRP

IMPORTANCE OF HRP

PROCESS OF HRP

FACTORS AFFECTING HRP

BARRIERS TO HRP

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HR strategy

ithas the right people in placeithas the right mix of skillsemployees display the right attitudes and behaviours,

and

employees are developed in the right way.

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HR strategy

ithas the right people in placeithas the right mix of skillsemployees display the right attitudes and behaviours,

and

employees are developed in the right way.

3

INTRODUCTION

Planning for human resources is more important than

planning for any other resources because the demand of

latter depends on size and structure of the former whether

it is in country or in an Industry. Management of human

resource hardly begins from human resource planning.

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DEFINITION OF HRP

A process by which an organisation should movefrom its current manpower position to desiredmanpower position. Through planning themanagement strives to have the right number, rightkind of people at right place and at right time, doingthings which results both organisation and individualreceiving maximum long run benefits.

- E.W. Vetter

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IMPORTANCE OF HRP

Future Personnel Needs

Coping with change

Creation of highly specialized Workforce leadingto frequent shortages in the organization

Protection of Weaker SectionsLabour Laws

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BENEFITS OF HRP

Top management has a better view of the HR Dimensionsof business decision

Cost saving as the management can anticipate imbalancesbefore they become unmanageable and expensive

Time available to locate talent

Helps to take steps to improve human resourcecontribution.

Helps to foresee changes in values and attitude of humanresources

It provide the scope for advancement and development ofemployees through training

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HRP PROCESS

ORGANISATIONAL

OBJECTIVES

&POLICIES

HR SUPPLY

FORECAST

HR NEEDS

FORECAST

HR

PROGRAMMING

HRP

IMPLEMENTATION

CONTROL

&EVALUATION OF

PROGRAMMESURPLUS-

RESTRUCTUONG,

HIRING,REDUCTION

LAYOFF

SHORTAGE-

RECRUITMENT

SELECTION8

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ORGANIZATIONSTRUCTURE

HR PLANNING

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V tr hin ang khuyt (as of mm, yy)

- WL: Bc cng vic

- YoS: (Year of service): Snm cng tc

- YPP: Year per position: snm ti v trhin ti

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FULL NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

VACANT

Job Title

WL

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Thm v tr mi (as of mm, yy)

- WL: Bc cng vic

- YoS: (Year of service): Snm cng tc

- YPP: Year per position: snm ti v trhin ti

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FULL NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

NAME

Job Title

WL/YoS/YPP

FULL NAME

Job Title

WL/YoS/YPP

VACANT

Job TitleWL

NEW POSITION

Job Title

WL

FORECASTING TECHNIQUES

MANAGERIAL JUDGEMENT

WORKSTUDY TECHNIQUES

STATISTICAL TECHNIQUE

DELPHI TECHNIQUE

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In this technique the managers sit together,

discuss and arrive at a figure which would be

the future demand for labor.

The technique may involve bottom-up or topdown approach

MANAGERIAL JUDGEMENT

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This technique can be used when it is possible toapply work measurement to calculate the length ofoperations and the amount of labour required.

Planned output for Next year- 50,000 Units

Standard hours per unit - 2

Planned hours required 50,000*2=1,00,000

Productive hours per worker in the year=2,000

Number of workers required= 1,00,000/2,000=50

Work study Technique

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RATIO TREND ANALYSIS

Example-:

level of production in present yr = 2000 unit

Present no. of employees = 50

Ratio is 1:40

Estimated production for next yr = 3000 unit

Employees required relative to present ratio

= 3000 / 50

No. of employees = 60

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DELPHI TECHNIQUE

It seek estimates of personnel needs from a group of

experts. The HRP experts act as intermediaries, summarize

the various responses and report the findings back to the

experts. Summaries and surveys are repeated until the

experts opinion begin to agree. the agreement reached is

the forecast of the personnel needs. No Interaction among

experts

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Sampletemplate for akey positionprofile

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HR SUPPLY FORECAST

Supply forecasting measures the number of peoplelikely to be available from within an outside anorganization, after making allowance forabsenteeism, internal movements and promotions,wastage and change in hours and other conditions

of work. The supply analysis covers:(1) Existing Human Resources

(2) Internal sources of supply

(3) External sources of supply

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Analysis of present employees is greatly

facilitated by HR audits. HR audits summarizes

each employees skills and abilities.

The audits of non-managers are called SkillInventoriesand those of the management arecalled Management Inventories.

Existing Human Resources

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Existing HR Cont.

a) Skills Inventories-

Information about non-managers. They are :

Personal Data-Age, sex, marital status

Skills-Education, job experience, training

Special Qualifications-membership in professionalbodies, special achievements.

Company Data-Benefit plan data, retirementinformation, seniority

Capacity of an individual-psychological test score,health

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Existing HR Cont

b) Management Inventories

These include:

Work History

Strengths

Weaknesses

Promotion potential

Career goals

Personal data

Number and types of employees supervised ,totalbudget managed

Previous management duties

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Sampletemplate foran employeeprofile

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INTERNAL SUPPLY

Inflows and outflows

Turnover rate:

Number of separations during one year/ AvgNumber of Emp during the year*100

Conditions of work and Absenteeism-Working

hours, overtime, timing of holidays, shift system

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Continued

Absenteeism

man days lost due to absenteeism

man days worked +man days lost

Productivity level-any change in productivity would affect

the number of persons required per unit of output

Movement among jobs

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EXTERNAL SUPPLY

Colleges and Universities

Consultants

Advertisements-applications

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HR Programming&Implementation

Recruitment, selection& placement

Training & Development

Retraining and Development

Retention plan-compensation plan, performance appraisal,conflict resolution, induction crisis, shortages, unstablerecruits

Downsizing plan- Laying Off

Managerial succession planning-

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CONTROL AND

EVALUATION

Personnel budget

Auditing human resource

Job satisfaction of employees

Periodic reports

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BARRIERS TO HRP

Time Consuming

Financial forecasting takes precedence over HRP

Uncertainties

Non-involvement of operating managers

Inadequate Information system

Trade unionsEmployers

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Conclusion

Human resource planning is a vital sub activity of

employment function. In fact employment process begins

with human resource planning but it never ends with this

function.

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Management Replacement

Chart Showing Development

Needs of Future Divisional

Vice President

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Mt s mu ti liu tham kho

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HeadcountDepartment End

06End07

End 08plan

End 09plan

Increase Remarks

TOTAL

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HR Changes (Proposal)

Name WL New

WL

Changes Effective

Date

Remarks

PROMOTION1 Jan-07

2 Jan-07

3 Apr-07

4 Oct-07

5 Jan-07

VACANCIES

1

2

3

ADJUSTMENT

1

EXIT1

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Talent Listing - Proposal

Name Current RoleCountry

WorkplaceFunction

Year on

SHP list

(if applic)

LDT PositionPlanned

Next Role

Nationality Years of

serv.

Sex Comments

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Key Role Current Incumbent Planned moveName; potential successor

please use colour codeListing status Gender Comments

Ready now M/F

Ready 2/3 yrs

select

select

Plan

Status*

select

select

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TALENT DEVELOPMENT ROADMAP

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Nguyen Van A Current job

Current job

Current job

2011Nam e Curre nt Post Dept W L

2007 2008 2009 2010

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2012 lec 05 hr planning

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