HUMAN RESOURCE PLANNING

BY:SHEPHALI GUPTASHIKHA MATUHRANKITA SINGH

MEANING AND DEFINITION

In simple words, HRP is understood as the process of forecasting an organization's

future demand for, and supply of, the right type of people in the right number.

After this only the HRM department can initiate the recruitment and selection

processIts called by manpower planning, personal

planning or employment planning

• It includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personal supply equals personnel demand at the appropriate point in the future.

• Basically it’s the process by which an organization ensures that it has the right number & kind of people, at the right place, at the right time, capable of effectively & efficiently completeing those tasks that will help the organisation achieve its overall objectives.

•To recruit and maintain the HR of requisite quantity and quality.

•To predict the employee turnover and make the arrangements for minimizing turnover and filing up of consequent vacancies.

•To meet the requirements of the programmes of expansion, diversification etc.

•To anticipate the impact of technology on work, existing employees and future human resource requirements.

•To progress the knowledge, skill, standards, ability and discipline etc.

To make the best use of its human resources; and` To estimate the cost of human resources.

•To appraise the surplus or shortage of human resources and take actions accordingly.

•To maintain pleasant industrial relations by maintaining optimum level and structure of human resource.

IMPORTANCE OF HRP1. FUTURE PERSONNEL NEEDS

• Surplus or deficiency in staff strength• Results in the anomaly of surplus labour with the lack of top

executives2. COPING WITH CHANGE

• Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations

3. CREATING HIGHLY TALENTED PERSONNEL• HR manager must use his/her ingenuity to attract &

retain qualified & skilled personnel• Succession planning

4. PROTECTION OF WEAKER SECTIONS• SC/ST candidates, physically handicapped, children of

the socially disabled & physically oppressed and backward class citizens.

5. INTERNATIONAL STRATEGIES• Fill key jobs with foreign nationals and re-

assignment of employees from within or across national borders

6. FOUNDATION FOR PERSONNEL FUNCTIONS• Provides information for designing & implementing

recruiting, selection, personnel movement(transfers, promotions, layoffs) & training & development

7. INCREASING INVESTMENTS IN HUMAN RESOURCES

• Human assets increase in value

8. RESISTANCE TO CHANGE AND MOVE• Proper planning is required to do this

FACTORS AFFECTING HRP

TYPE & STRATEGY OF ORGANISATION

Internal growth Growth through M & A

Informal

Reactive Proactive

Formal

Inflexible Flexible

II. ORGANIZATIONAL GROWTH CYCLES & PLANNING• Embryonic stage – No personnel planning• Growth stage – HR forecasting is essential• Maturity stage – Planning more formalized &

less flexible• Declining stage – Planning for layoff,

retrenchment & retirementIII. ENVIRONMENTAL UNCERTAINITIES

• Political, social & economic changes• Balancing programmes are built into the

HRM programme through succession planning, promotion channels, layoffs, flexi time, job sharing, retirement, VRS, etc….

IV. TIME HORIZONS• Short-term & Long-term plans

V. TYPE & QUALITY OF FORECASTING INFORMATION

• Type of information which should be used in making forecasts

VI. NATURE OF JOBS BEING FILLED• Difference in employing a shop-floor worker &

a managerial personnel

VII. OFF-LOADING THE WORK

HRP Process

Interfacing with strategic planning and scanning the environment

Taking an inventory of the company’s current human resources

Forecasting demand for human resources Forecasting the supply of HR from within

the organization and in the external labor market

Comparing forecasts of demand and supply

Planning the actions needed to deal with anticipated shortage or overages

Feeding back such information into the strategic planning process.

LIMITATIONS

1. The future is uncertain :-The future in any country is uncertain i.e. there are political, cultural, technological changes taking place every day. This effects the employment situation. Accordingly the company may have to appoint or remove people. Therefore HRP can only be a guiding factor. We cannot rely too much on it and do every action according to it.

2. Conservative attitude of top management :-Much top management adopts a conservative attitude and is not ready to make changes. The process of HRP involves either appointing. Therefore it becomes very difficult to implement HRP in organization because top management does not support the decisions of other department.

3. Problem of surplus staff :-HRP gives a clear out solution for excess staff i.e. Termination, layoff, VRS,. However when certain employees are removed from company it mostly affects the psyche of the existing employee, and they start feeling insecure, stressed out and do not believe in the company. This is a limitation of HRP i.e. it does not provide alternative solution like re-training so that employee need not be removed from the company.

4. Time consuming activity :-HRP collects information from all departments, regarding demand and supply of personnel. This information is collected in detail and each and every job is considered. Therefore the activity takes up a lot of time.

5. Expensive process :-The solution provided by process of HRP incurs expense. E.g. VRS, overtime, etc. company has to spend a lot of money in carrying out the activity. Hence we can say the process is expensive.

STEPS INVOLVED IN HRP

1. Assessing Human Resources The assessment of HR begins with environmental analysis, under which the external

(PEST) and internal (objectives, resources and structure) are analyzed to assess the currently available HR inventory level. After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weakness of the organization in one hand and opportunities and threats on the other. Moreover, it includes an inventory of the workers and skills already available within the organization and a comprehensive job analysis.

2. Demand Forecasting HR forecasting is the process of estimating demand for and supply of

HR in an organization. Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. It is done to meet the future personnel requirements of the organization to achieve the desired level of output. Future human resource need can be estimated with the help of the organization's current human resource situation and analysis of organizational plans an procedures. It will be necessary to perform a year-by-year analysis for every significant level and type.

3. Supply Forecasting Supply is another side of human resource assessment. It

is concerned with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. It estimates the future sources of HR that are likely to be available from within an outside the organization. Internal source includes promotion, transfer, job enlargement and enrichment, whereas external source includes recruitment of fresh candidates who are capable of performing well in the organization.

4. Matching Demand And Supply It is another step of human resource planning. It is concerned

with bringing the forecast of future demand and supply of HR.The matching process refers to bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved. In case of shortages an organization has to hire more required number of employees. Conversely, in the case of over staffing it has to reduce the level of existing employment. Hence, it is concluded that this matching process gives knowledge about requirements and sources of HR.

Forecasting as a Part of HRPDEMAND FORECASTING

SUPPLY FORECASTING

Determine organizational objectives

Demand forecast for

each objective

Aggregate demand forecast Does aggregate

supply meetaggregatedemand?

Go to feasibility analysis steps

Choose human resource programs

External programs

• Recruiting

• External selection

•Executive exchange

Internal programs

•Promotion

•Transfer

•Career planning

•Training

•Turnover control

Internal supply forecast External supply forecast

Aggregate supply

forecastNo

Yes

Internal Supply Forecasting Information

•Organizational features (e.g., staffing capabilities)

•Productivity - rates of productivity, productivity changes

•Rates of promotion, demotion, transfer and turnover

External Supply ForecastingInformation

•External labor market factors (retirements, mobility, education, unemployment)

•Controllable company factors on external factors (entry-level openings, recruiting, compensation)

Demand ForecastingInformation

Demand forecasting is the process of estimating the future quantity and quality of people required.

The basis of the forecast must be the annual budget and long-term corporate plan, translated into activity levels for each function and department

Demand forecasting must consider several factors both internal and external.

Among external factors are competition(foreign and domestic), economic climate, laws and regulatory bodies, changes in technology and social factors.

Internal factors include budget constraints, production levels, new products and services, organizational structure and employee separation.

CASE STUDY Relaince energy ltd

Career at relaince energy limited are built on the concept of forming a team of people who are made responsible for specific functions,from concept to development and implementation ,with concomitant empowerment .

Relaince provides employees seamless merging of functional roles to provide a sharper business focus and groom employee for larger responsibility across the industry sector .the company believes that working smarter would mean not just doing a given job wellbut also streching it into a mini profit making project .

As the transition from the old HRD to the new people management has materialized .the HR function at reliance begun to play a role much broader in scope , stronger in impact , and more permanenet in effect .

Career development Employees have various opportunity to

develop their careers at rel. Exposure to atleast technological know –

how

World class management practices Multifunctional skills Customer relationship management Exposure to regulatory ,legal and

contractual aspect of business Fast growth

Recruitment Woven into strategic planning ,recruitment in

REL does not involve short term vacancy or the annual ritual of campus recruitment .translating corporate strategies into a manpower plan and developing a long term programme accordingly ,REL is tracking down people with the combination of knowledge ,experience ,skills and behaviour best suited to achieving the company’s objectives.process of recruitment is -

.Attract people with multidimensional experiences and skills

.induct talent with a new perspective to lead the company .develop a culture that attracts people to

the company .locate people whose personality fit the

company’s values

Devise methodologies for assessing psychological traits

Seek out unconventional development ground for talent

Design entry pay that competes on quality as well as quantum

Anticipate and find people for positions proactively

Induction A formal induction program is organised

for all the new employees . A structured induction programme is carried out in the following cases –

Lateral induction -this provides a general overview of the

organisation to the new recruits familiarizers employees with various business processes ,culture ,and business practices of the company

Its also covers soft skills modules such as team building , change management and communications

Graduates engineer trainees The induction programme contains

technical training (on the job or classroom training ) functional training and managerial skill development

Performance Mangement To ensure that the talent that REL attracts can help

it achive its goal,we create appropriate working conditions by adopting following steps:

Evaluate all jobs so as to assign them to individual best suited for them

Designing customized jobs ,if necessary ,using techniques drawn for behaviuorl sceinces and industrial Psychology.

Creating manpower configuration to boost the ability of the individual

Balancing corporate and employees intrests By designing individual career paths.

Provide new challenges to rejuvenate stagnant careers

Forge a partnership with people for managing their career

Empower employees to take decisions without fear of failing

Imbibe teamwork in all operational process

Objectives For REL ‘s PMS

The following are the objectives for REL’s PMS

Create a culture of excellence that inspires every employee

Match organisational objectives to individual aspirations

Equip people with the skills necessary to perform their duties

Clear growth path for espically talanted individual

PERFORMANCE APPRAISAL SYSTEM

The performance appraisal system in REL provides for

•Recognition of individual performance•Continual learning and development

•Better skills and employability•Monetary and other rewards

•The achievement of the organization’s goals•Increased productivity and profitability

•A motivated workforce

Training And Development

With the changing business environment becoming more and more dynamic ,a need on a continual basis for improved domain expertise is the need of the hour .The core function of our training department is to bridge the gap between the changing requirements of the job and the abilities that individuals need to perform these tasks such as self –directed leadership ,self-motivated teams and self-generated creativity to excel in their respective areas of performance .

Objectives Of The Training And Development Department

Make learning one of the fundamental values of the company.

Comit major resources and adequate time to training.

Use training to bridge the gap with the external work.

Integrate training into initiatives for change management.

Use training as a developmental tool for individuals.

Link organizational ,operational ,and individual training needs.

Install training systems that substitute work experience.

Ensure that training allows the staff skills to bloom.

Use retraining to continuously upgrade employee’s skills.

Create a system to evaluate the effectiveness of training.