Human resource planning - Unitedworld School of Business

2. Human Resource Planning

3. Factors Affecting HRP
• Type and strategy of organization
• Organisational growth cycles and
planning
• Environmental uncertainties
• Time horizon
• Type and quality of information
• Nature of jobs filled
• Outsourcing

4. Factors Affecting HRP
Organisationa
l Growth
Cycle and
Planning
Type and
Strategy of
Organisation
Time
Horizons
Type and
Quality of
Forecasting
Information
Nature of
Jobs being
Filled
Outsourcing
Environmenta
l
Uncertainties
HRP

5. HRP Process
Organisational Activities
and Policies
HR Supply ForecastHR Needs Forecast
HR Programming
HRP Implementation
Control and Evaluation
of Programme
Shortage
Recruitment
Selection, etc
Surplus
Restricted Hiring
Reduced Hours
VRS, Layoff, etc
Environment

6. Uses of a Human Resource Information Systems (HRIS)
Employee and Labour Relations
• Union Negotiation Costing
• Auditing Records
• Attitude Survey Results
• Exit Interview Analysis
• Employee Work History
HR Planning and Analysis
• Organisation Charts
• Staffing Projections
• Skills Inventories
• Turnover Analysis
• Absenteeism Analysis
• Restructuring Costing
• Internal Job Matching
• Job Description Tracking
Health, Safety and Security
• Safety Training
• Accident Records
• Material Data Records
Compensation and Benefits
• Pay Structures
• Wage/Salary Costing
• Flexible Benefit Administration
• Vacation Usage
• Benefits Usage Analysis
HR Development
• Employee Training Profiles
• Training Needs Assessments
• Succession Planning
• Career Interests and Experience
Staffing
• Recruitment Sources
• Applicant Tracking
• Job Offer Refusal
Analysis
Equal Employment
• Affirmative Action Plan
• Applicant Tracking
• Workforce Utilisation
• Availability Analysis
HRIS

7. Strategic HR Initiatives
Strategy HR Initiative
Strategies for Managing
Shortages
Strategies for Managing
Surplus
• Recruit new permanent
employees
• Offer incentives to postpone
retirement
• Re-hire retirees part-time
• Attempt to reduce turn-over
• Work current staff overtime
• Subcontract work to another
company
• Hire temporary employees
• Redesign job process so that
fewer employees are needed
• Hiring freeze
• Do not replace those who leave
• Offer VRS schemes
• Reduce work hours
• Leave of absence
• Across the board pay-cuts
• Layoffs
• Reduce outsourced work
• Employee training
• Switch to variable pay plan
• Expand operators

8. Forecasting Personnel Needs
Trend Analysis Scatter Plotting
Forecasting
Tools
Ratio Analysis

9. Drawbacks to Traditional Forecasting
Techniques
• They focus on projections and historical relationships.
• They do not consider the impact of strategic initiatives
on future staffing levels.
• They support compensation plans that reward
managers for managing ever-larger staffs.
• They “bake in” the idea that staff increases are
inevitable.
• They validate and institutionalize present planning
processes and the usual ways of doing things.

10. Using Computers to Forecast
Personnel Requirements
• Computerized Forecasts
– Software that estimates future staffing needs
by:
• Projecting sales, volume of production, and
personnel required to maintain different volumes
of output.
• Forecasting staffing levels for direct labor, indirect
staff, and exempt staff.
• Creating metrics for direct labor hours and three
sales projection scenarios—minimum, maximum,
and probable.

11. FIGURE 5–4
Management
Replacement
Chart Showing
Development
Needs of
Potential Future
Divisional Vice
Presidents

12. Campus Overview
907/A Uvarshad,
Gandhinagar
Highway,
Ahmedabad –
382422.
Ahmedabad Kolkata
Infinity Benchmark,
10th
Floor, Plot G1,
Block EP & GP,
Sector V, Salt-Lake,
Kolkata – 700091.
Mumbai
Goldline Business
Centre Linkway
Estate,
Next to Chincholi Fire
Brigade, Malad (West),
Mumbai – 400 064.

13. Thank You