HRM_HRP.pptx

Human Resource Planning
Dr. P. Madhavi

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1. HRP………………………………………………………………………………………………...1-3
2. Assessing Human Resource Requirement………………………………………4-18
3. Work Load Analysis……………………………………………………………………..19-23
4. Job Analysis……………………………………………………………………………..…24-25
5. Job Design………………………………………………………………………...………..26-39

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HRP is the process of analyzing
an organization’s human
resource requirements under
changing conditions and
developing activities necessary
to satisfy these needs. – J. W.
Walker
Process of determining and assuming that
the organization will have an adequate
number of qualified persons available at the
proper times, performing jobs which meets
the needs of the enterprise and which
provide satisfaction for the individual’s
involved. – D. S. Beach
Putting the right people at the right job at the right time so that organizational goals
& objectives can be meet within the stipulated time.
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Copyright © Dr. Madhavi Peddada, 2022 All rights reserved

HRP is also known as
workforce/manpower planning. It is a
systematic process of determining an
organization’s future workforce
requirements.
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Objectives:
1. Fill vacant job positions
2. Meet organizational goals in the given
time
3. Optimum utilization of available
human resource, & monitoring the
progress, to achieve the desired level of
performance
5. Ensure that right people with the right skills, placed at the right job positions
4. Monitor the entry, exit & challenges of
people in the organization to avoid
conflicts
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Process:
1. Deciding the objectives of business & estimating manpower requirements
2. Scanning the internal & external environment along with internal & external supply
of manpower
4. Job analysis and developing a human resource plan
3. Auditing and balancing manpower demand & supply
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5. Implementing and monitoring the HR plan

Assessing Human Resource Requirements
 Demand Forecasting
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 Supply Forecasting

 Forecasting is the process of using
data, insights, analytics, and
experience to make predictions
and preparations to meet a
specific business need.
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 A HR forecast should include the
number of workers needed, the type
of skills required to fill any gaps,
and any costs or administrative
tasks that will be required to
increase or downsize your
workforce.
Type of organizational structure, budget, nature of business, technology used,
effective business strategy, etc., influence HR forecasting

 Forecasting is impacted by external forces such as economic, political, legal,
social and technical
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 Uncertain factors like employees illness, personal problems. voluntary
retirements do influence the HR forecasting
Internal and External factors influence HR demand forecasting
 Internal factors such as operations, technology, administrative practices,
financial level, followed by strengths and weakness of the organization
majorly impact HR

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 Basic forecasting technique include:
1. Quantitative assessments, to
determine the required
employees
2. Qualitative assessments, to determine
the desired skill qualifications, professional
and personal qualities
Expert Forecasts
Management Forecasts
Delphi Technique
Trend Analysis
Ratio Trend Analysis
Work Study Method
Internal
External
Internal

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• Effective method as it reduces subjectivity
 Delphi technique:
• Suitable where frequent technological changes impact staffing needs majorly
• Experts group is selected to forecast the demand
• Pre-selected experts forecast is summarized and report prepared
• Same process is followed until all the experts agree on the estimated number
of employees required

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1. Production projections annually
Existing Business: Trend Analysis New Business: Ratio Analysis

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1. Production projections annually
Existing Business: Ratio Trend
Analysis

 https://srwasia.com/workload-analysis-manpower-planning
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Existing Business: Work Study Method

 Forecasting is the process of
assessing the availability of
number of human resource from
within and outside the
organization for a particular job
position.
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 A HR supply forecast analysis assess
the:
Analyzing whether the organizations will be able to procure the desired number and
types of personnel and the sources of such manpower procurement
1. Current Human Resources
2. Internal Sources of Supply
3. External Sources of Supply

 Analysis of Internal Supply
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 Analysis of External Supply
1. Ex-employees
2. Employee Recommendations
3. Unsolicited Applications
1. Inflows & Outflows
2. Turnover Rate
3. Absenteeism
4. Productivity Level 4. Contractors
5. Employment Agencies
6. Educational Institutions

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• Current Employee 250-42+22=230
 Inflow & Outflows:
• Lack of accurate estimation based on past records is major challenge
• Current Manpower strength 250
• Total outflow of 42 i.e., 13 resignation, 2 discharges, 4 demotions, 10
retirements, 13 promotions
• Total inflows 22 i.e., 12 transfers, 10 promotions

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 Turnover Rate:
• Traditional method which provides possible availability of employees
• Turnover Rate

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• Change in working hours, overtime policies, holidays, retirement policies, shift
systems are the major influencing factors
 Absenteeism:
• Absenteeism trend analysis assist in understanding its effect on future supply
of workforce and determining remedial actions
• Absenteeism rate helps to forecast internal supply
• Absenteeism means not only absence from work but reduced number of
employees available for work

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 Absenteeism:
• Absenteeism calculations
• Out of 100 employees, if 95 report to work then absenteeism rate is 5 percent.

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 Productivity Level:
• Productivity affects the number of workforce required to produce per unit
of output.
• Change in productivity level i.e., increase or decrease will impact manpower
requirement
• Assembly plant one employee 150 cars; plant 18000 cars per month,
required workforce 120 (18000/150)
• Productivity increased by 20 percent, one employee will assemble 180 cars
in a month, required employee is 100 (18000/180)

Copyright © Dr. Madhavi Peddada, 2022 All rights reserved 21
Process + Equipment + People* =Activity (How well the
activity is performed)
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Activity completion Time (How long is the activity
performed)
Result = (How much is the contribution produced by
performing activity)
People* = Contribution/cost
Contribution = Job description,
people competence, perform
activities, ability of using
equipment
Cost = all cost accrued, time
consumed for performing
activities

Work load analysis is a methodology to
determine the time, effort, and resource
necessary to carry out the department’s
operation
Work load analysis is important to keep the
productivity level intact ; reduce backlog and
work-related stress
Work load analysis creates a balanced work delegation, ensuring that each employee
does a fair share of the workload.
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Work load analysis is a tool used to predict and
plan future work and skill requirements based
on historical performance to set the baseline for
specific job.
Work load analysis method: 1. Time Based; 2.
Activity Based
Work load analysis tools: 1. lead time analysis
2. job weight analysis 3. full time equivalent
(FTE) analysis

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Time Based Activity Based
Time Based method used for job that requires
time precisions
Activity Based method used for job that
requires quality results
Time Based method reduce the time
consumed by adding resources
Time Based method measurement required
on time and lead time
Activity Based method measurement required
quality and quantity of results
Activity Based method improve resource
capabilities, and the process

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Lead Time Analysis Full time equivalent (FTE) Analysis
Lead time measures how long it takes to
complete a process from beginning to end
FTE measures the length of time to complete
work then that time is converted into a index
of FTE values
Readmore: https://www.investopedia.com/terms/l/leadtime.asp#toc-types-of-
lead-time
Lead time = pre-processing time + processing
time + post-processing time
FTE = Total Hours/Effective year or hours
Read more: https://www.ijsr.net/archive/v10i2/SR21207112942.pdf

Job Weight Analysis
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Job Weight Analysis measures job load
(job description) compared to individual
load (job, additional task, other activities)
measure resources needed to perform
the job, and determine man power ratio
to activities based on work load standard
( 5 days a week for 8 hours + 1 rest hour)
Job Load Measure: Total primary task – other
activities (allowance)/8 hours – other activities
Individual Work Load Measure: Total primary task+
additional task – other activities (allowance)/8
hours – other activities
Compare job load and individual work load to get
standard ideal job work load

Job analysis is the process of
studying and collecting
information relating to the
operations and responsibilities of
specific job - Flippo
Job analysis is the process of
critically examining the components
of a job, both separately and in
relation to the whole, in order to
determine all the conditions and
duties. - Terry
Job analysis means a detailed and systematic study of each job to establish in
advance the standards of the people to be appointed on the job.
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JOB DESCRIPTION JOB SPECIFICATION
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Job Title
Location
Duties, Responsibilities, & Work to be performed
Materials, tools, equipment & machinery used
Working conditions & Hazards
Education, Experience, training, Skills
Aptitude
Analysis & judgement ability
Adaptability
Mental & visual demand
Emotional characteristics
PRODUCTS
Summary of the job and measures the job
Specification of the qualities of the person who
handles the job and measures the person

Job Design is the process of putting together
a range of tasks, duties & responsibilities to
create a composite for individuals to
undertake in their work & to regard as their
own. It is crucial: not only is it the basis of
individual satisfaction and achievement at
work, it is necessary to get the job done
efficiently, economically, reliably and safely. -
Torrington
Job Design refers to any set of
activates that involve the
alteration of specific jobs or
interdependent systems of jobs
with the intent of improving the
quality pf employee job
experience and their on-the-job
productivity. – Bowditch & Buono
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Job Design is the process of specifying
and arranging work activities of
individuals and groups in an
organizational settings in a manner
that they meet the organization’s
requirements as well as personal and
individual needs of the employees.
Job Design includes individual
responsibilities, types of task to be
performed, geographical locations, time
to perform different task, rationale and
objectives of jobs and motivation level of
workers, and methods of performing
different jobs.
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Meaning
Characteristics

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I Approach: Fitting People to jobs developed
by F.W. Taylor, based on the assumption that
people can be adapted to any work situation.
So the employee attitudes towards the job
are ignored and jobs are designed to
produce maximum economic and
technological efficiency. Principle of
scientific management and work
simplification are applied in this
approach.
II Approach: Fitting Jobs to people
developed from the researches of
Herzberg on motivation entitled, ‘Two
Factor’. The approach is based on the
assumption that people are
underutilized at the work and they
desire more challenges and
responsibility. Techniques such as job
rotation, job engineering, job
enlargement, job enrichment, etc., are
utilized while designing jobs.

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Taylor advocates vertical job specification: detailed
procedures and work practices are developed by
engineers , enforced by supervisors, and executed
by employees.
Taylor advocates horizontal job specification:
narrowing the supervisor’s role to such a degree
that one person manages operational efficiency,
another manages inspection, and another is
disciplinarian.
Advantages: work efficiency
& employee productivity
Disadvantages: Ignores the
effect of job content on
employees, Costly, Lack
motivation factor,

 Five commonly used approaches within this approach are
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 Job Rotation
 Job Engineering
 Job Enlargement
 Job Enrichment
 Socio-technical System

 Job Rotation
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Job Rotation is shifting of employees from one job to another or alteration in the existing job profile
of an employee to avoid repetition/monotony, bring out creative instincts, and maximum potential
of employees.
Advantages
1. Employee effective training tool, gain
experience, and variety of develop skills
2. HR can prevent monotony, increase
responsibility among employees
3. Management can easily identify
actual potential of employees
Disadvantages
1. Employee may face adjustment problem, and
specialized skilled employee may demotivate
2. HR concern productivity can be affected is job
rotation is frequent
3. Management might end up spending more time
in guiding and making employees understand new
job role

 Job Engineering
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In Job engineering management plans each employees task in advance and instructions like what,
how and when of the task along with dead lines are sent to employees in advance. JE focuses on
tasks to be performed, methods to be used, workflows among employees, layout of the workers,
performance standards, and interdependence among people and machines.
Advantages
1. Employees work as a team, short work cycles,
and little or no mental effort
2. HR hiring easier as low-skilled employees are
required, and less costly as low wages are paid
3. Management reduce supervision as jobs are
simplified and standard
Disadvantages
1. Employees jobs boring
2. HR team of low skills workers
3. Management needs high level of
specialization

 Job Enlargement
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Job enlargement is expanding the scope of a job with addition of some tasks and duties to it
which can be performed with existing skills and efforts.
Advantage Disadvantage
1. Employees provides diversity, boosts
job satisfaction, increase knowledge base
2. HR can prevent boredom
3. Management have employees who had
been exposed to versatile jobs at the
same time
1. Employee might take time to adopt changes
2. HR high training cost
3. Management face demand for extra
wages with increase work load. Rise
disagreement between trade unions,

 Job Enrichment
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Job enrichment is vertical expansion of jobs giving opportunities to employees to utilize their
abilities to control the planning, execution and evaluation of their own work. Eight features of
enriched job are:
1. Personal accountability
2. Increased and direct feedback
3. New and unique learning
4. Power to plan own work
5. Control over resources
6. Encouraged participation
Copyright © Dr. Madhavi
Peddada, 2022 All rights
reserved
8. Authority of direct communication

 Job Enrichment
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Job enrichment is giving opportunities to employees to utilize their abilities by participating
in the decision-making process.
Advantage Disadvantage
1. Employees more responsible, self-
controlled, and develop new skills
2. HR makes job more appealing and
interesting, increase job satisfaction
3. Management reduce rate of attrition
1. Employee anxious and sometimes unable to
adjust with new assignments and
responsibilities.
2. HR high cost of implementation
3. Management difficult to acquire resources in
long-term

 Socio-technical System
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Social and technical aspects of the job are analyzed and jobs having supportive relationships are
created to deal with the situational demand for technical and social needs. Requires combined
efforts of employees, supervisors, and union representatives to design and redesign jobs. Leads to
self-managed work teams.
Advantage
1. Employees participation, learning
environment
2. HR greater employee satisfaction,
increased productivity
3. Management increased tenure of skillful
employees
Disadvantage
1. Employees lack of expertise leads to
inefficient decision-making misleading
organizational objectives.
2. HR influence of union-only
3. Management more emphasis on
employees needs

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JC model provides recommendations on how to enrich jobs in organizations. The JC which directly
influence an employee and impact their work performance are:
1. Task Identity: employee identify the assigned task as meaningful, complete, and whole. Know
the beginning, middle, and end of the task assigned. Have an idea about how and when the task
has to be completed.
2. Task Significance: employee derive a sense of fulfillment from the task. Task has significance
importance, the task will matter to people, either within the organization or to the society.
3. Skill Variety: Employee use multiple skills on the different task.
4. Autonomy: employee extends independent judgement on how and when of the task
5.Feedback: employee receiving feedback on improving or sustaining their performance

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Job is broken into smaller tasks to make the job easier and interesting. Divided tasks are assigned
as individual tasks to employees to improve productivity and reduce mental/physical efforts.
Advantage
1.Employees need no specific skills sets
2. HR no cost on training the employees
3. Management increases pace of work as
the task is divided into smaller tasks
2. HR jobs may induce boredom,
monotony, and frustration
Disadvantage
1.Employees task becomes repetitive
3. Management additional cost and
measures taken to tackle low job
satisfaction

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