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7/29/2019 3. HR Planning PPT
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HUMAN RESOURCES PLANNING
S R Tulasi
Hyderabad
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CONTENTS
Introduction to Human resources planning
Integration of Strategic Planning with HR
Planning
Process and techniques of HR Planning
Control and review mechanism
Summary
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3 CS OF HRD
Commitment
With low commitment,
tasks may not be done at
all or done at a slow
pace that they lose
relevance
Culture
This is the sustaining
force and spirit for the
organization to live
Competencies
Ensure tasks are
completed cost
effectively, with
optimal efficiency
All 3 Cs are needed for the organization to succeed.
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WHAT DO WE UNDERSTAND BY
PLANNING !
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WHAT IS HUMAN RESOURCE PLANNING !
An Integrated approach to ensure supply ofadequately developed and motivated people to
perform the duties and tasks required to meet
organizational objectives and satisfy individual needs.
The activity of planning human resources is usually in
connection with the overall strategic planning of the
organization.
It provides linkage between different HR functions viz.compensation, benefits, staffing etc and the overall
strategic goals of the organization.
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Objectives of HR Planning
To recruit & retain the human resource of required quantity/quality
To foresee the employee turnover and make arrangements forminimising turnover and filling up of consequent vacancies
To meet the needs of expansion, diversification etc
To foresee the impact of technology on work, existing employees
and future human resource requirements
To improve the standards,skills,knowledge,ability,discipline etc
To assess the surplus/shortage of human resources & take
necessary measures
To maintain congenial industrial relations by maintaining optimum
level and structure of human resources
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BENEFITS OF HR PLANNING
Better view of the HR dimensions of businessdecisions
Enables placement of right people at right places
and in right time
Optimises HR costs through better HR
management.
Better development of managerial talent
Focus on physical facilities before a crisis develops
Helps firm up financial budget
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HRP AND ENVIRONMENT
Several environmental factors will need to be
scanned while developing Human Resources plansSocial/cultural/religious factors
Technological developments including automation/
IT etcEconomic factors both domestic and global
Political factors/ Legal requirements / Statutory
provisionsDemographic factors / gender/age/literacy
Industry growth trends, competition, new products
etc
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HRP AT DIFFERENT LEVELSNational level : Central Government develops HR
plans at national level & forecasts demand and
supply of Human Resources
Sectoral level :Agricultural/Industrial/Service etc
Government in consultation with relevant Industry
associations & NGOs.
Industry level : Steel, cement, power, textiles,chemical etc
Organization level : Individual managements
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FACTORS AFFECTING HUMAN RESOURCES PLAN
External Factors Internal Factors
Govt Policies Company Strategies
Level of Economy HR Policy of the Company
Business Environment Formal & Informal groups
Information technology Job Analysis
Level of Technology Time horizons
Natural factors Type & Quality of
information
Outsourcing policies Operational policies
International factors Trade union related issues
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THE PROCESS OF HR PLANNING
Analyze organizational Strategies
Demand Forecast: HR Component-wise
Supply Forecast: HR Component-wiseNet HR requirement:
Surplus?
: Plan for Redeployment/RetrenchmentShortage
: Plan for recruitment / Training / Internal Mobility
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IMPORTANCE OF HRP
HRP matches the organisation and its
HR objectives with its people requirements
It ensures: that the available talent is correctly allocated
Personnel costs are optimised
the numbers are appropriate
productivity is maximised
talented employees are retained
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FACTORS THAT DETERMINE HR PLANS
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LINKAGE OF ORGANIZATIONAL AND HR STRATEGIES
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TYPICAL DIVISION OF HR RESPONSIBILITIES
IN HR PLANNING
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HR PLANNING PROCESS
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FORECASTING
METHODS
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HRP - FORECASTS
A forecast of the demandfor human
resources within the organisation
A forecast for the supplyofexternalhumanresources
A forecast of the supplyof human resources
available within the organisation
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APPROACHES TO HR PLANNING
Quantitative methods Use statistical and mathematical techniques
Used by theoreticians and professional
HR planners in large organisations.
Qualitative methods Use expert opinion (usually a line managers)
The focus is on evaluations of employee performanceand promotability as well as career development.
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INTERNAL DEMANDQUALITATIVE
Expert opinion Expert = usually the line manager
Delphi technique Individual decision making, followed by collation of
results and redistribution of information until consensus is
reached
Nominal group technique Independent idea generation, followed by a group
presentation and ranking of options
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THE DELPHI TECHNIQUELeader identifies judgment issues and develops questionnaire.
Prospective participants are identified and asked to cooperate.
Leaders send questionnaire to willing participants, who record
their judgments and recommendations and return the
questionnaire.
Leaders compiles summaries and reproduces participantsresponses.
Leader sends the compiled list of judgment to all participants.
Participants comment on each others ideas and propose a final
judgment.
Leader looks
for consensus
Leader accepts consensus judgment as groups choice.
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THE NOMINAL GROUP TECHNIQUE
A small group of 4-5 people gathers around a table. Leader
identifies judgment issue and gives participants procedural
instructions.
Participants write down all ideas that occur to them, keeping
their lists private at this point. Creativity is encouraged during
this phase.
Leader asks each participant to present ideas and writes themon a blackboard or flipchart, continuing until all ideas have been
recorded.
Participants discuss each others ideas, clarifying, expanding,
and evaluating them as a group.
Participants rank ideas privately in their own personal order and
preference.
The idea that ranks highest among the participants is adopted
as the groups judgment.
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INTERNAL DEMANDQUANTITATIVE
Trend analysis Or Time Series Analysis, makes predictions by
projecting past and present trends into the
future
Econometric modelling and multiple
predictive techniques Building complex computer models to simulate
future events based on probabilities and
multiple assumptions
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STATISTICAL TECHNIQUES USED TO PROJECT
STAFFING DEMAND NEEDS
NameRegression
analysis
Productivity
ratios
DescriptionPast levels of various work load indicators, such as sales,
production levels, and value added, are examined for statistical
relationships with staffing levels. Where sufficiently strong
relationships are found, a regression (or multiple regression)
model is derived. Forecasted levels of the retained indicator(s)
are entered into the resulting model and used to calculate the
associated level of human resource requirements.
Historical data are used to examine past levels of a productivity
index (P):
P = Work load / Number of People
Where constant, or systematic, relationships are found, human
resource requirements can be computed by diving predicted
work loads by P.
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STATISTICAL TECHNIQUES USED TO PROJECT
STAFFING DEMAND NEEDS (CONTD)
Name
Personnel ratios
Time series
analysis
Description
Past personnel data are examined to determine historical
relationships among the employees in various jobs or job
categories. Regression analysis or productivity ratios are
then used to project either total or key-group human resource
requirements, and personnel ratios are used to allocated total
requirements to various job categories or to estimate for non-
key groups.
Past staffing levels (instead of work load indicators) are used
to project future human resource requirements. Past staffinglevels are examined to isolate and cyclical variation, long-tem
terms, and random movement. Long-term trends are then
extrapolated or projected using a moving average,
exponential smoothing, or regression technique.
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INTERNAL SUPPLYQUALITATIVE
Skills inventory May be simple and manual
Detailed and maintained as part of the HR informationsystem
Replacement charts Visual representation of which employee will replace the
existing incumbent in a designated position when vacant
Succession planning Systematic, long-term career development activity
focusing on preparing high potential employees for thefuture
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INTERNAL SUPPLYQUANTITATIVE
Turnover analysis Examination of why employees leave an organisation.
Data: retirement, death, illness or disability, resignation,
retrenchment or termination.
Markov analysis Mathematical technique used to forecast the availability
of internal job applicants. Transition Matrix developed to assess probability of
moves.
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A SAMPLE TRANSITION MATRIX
Part A: Personnel Supply
Estimated Personnel Classification in Year T + 1 (%)
Classifications in Year T P M S Sr A Exit
Partner .70 .30
Manager .10 .80 .10
Supervisor .12 .60 .28
Senior .20 .55 .25Accountant .15 .65 .20
Part B. Staffing Levels
Estimated Personnel Availabilities in Year T + 1 (%)
Beginning
Classifications in Year T Levels P M S Sr A Exit
Partner 10 7 3
Manager 30 3 24 3
Supervisor 50 6 30 14
Senior 100 20 55 25
Accountant 200 30 130 40
10 30 50 85 130
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DEALING WITH SURPLUS RESOURCES
RedeploymentOutplacement within the organization through careerguidance
Skill improvement and redeployment
Organizational growth to facilitate redeployment
Employment in sister organizations
Redundancy/RetrenchmentOutplacement in other Organizations through guidance
Temporary / leave of absence without pay /permanent layoffWork sharing / reduced working hours
VRS / Early retirement / compulsory retirement
Attrition / Hiring freeze
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What appears in HR Planning ?
Mission or Purpose of the Statement Summary of financial projections
SWOT of HR
Summary of Performance
A job seekers market review
People Competency Profile
Major Assumptions
HR Objectives & strategies for the next years Detailed current year operational Plan, with
forecasts
and budgets
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REVIEW MECHANISM OF HRPPeriodic reports on manpower / internal and external
mobilityAudit manpower utilization / measurement of manpower
productivity
Survey of job satisfaction, morale, interpersonal
relations etc
Effectiveness of induction and other developmental
activities
Break even point/ Pay back period of new employees
Exit interviews / areas of concern / redressal
mechanism
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SUCCESSFUL HRPTHE ROLE OF HR
HR personnel to understand the role ofHRP processes
Top management to be supportive
Not to start with an overly complexsystem
Healthy communications between HRpersonnel and line managers
HR plan to be integrated with theorganisations strategic plan
Balance between qualitative andquantitative approaches
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SUMMARY
An efficient HRP is required for anorganisation to be effective
A complex system is not whats required
Measure of success of the system: if theright people are available at the right time
HRP needs to be fully integrated to theorganisations business plan
HR managers must be able to demonstratethe success of HRP processes
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GROUP STUDY - 1
Is the process of human resources
planning different for a green field factory
and an ongoing enterprise !
If so, enumerate the differences and
discuss
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GROUP STUDY - 2
There is a growing deficiency in soft/employability skills, with the focus on the
technical skills India is renowned for. Most
graduates have a poor non-technical skill,which impedes their effectiveness as workers
and reduces their productivity - From a studyreport on BRIC countries.
Discuss this statement
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GROUP STUDY - 3
Human Resources Planning does notdeal just with numbers but a whole lot ofissues beyond.
Is this statement correct !If so, what are those issues beyond !
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GROUP STUDY - 4
Delphi technique and Nominal group
technique are used to assess the
qualitative aspects on internal demand.
Compare the two techniques and discuss
their complimentary roles on demandanalysis
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GROUP STUDY - 5
Markov analysis also known as Transition
matrix is used as a quantitative tool in
the assessment of internal supply of
human resources.
Discuss its salient features and
usefulness in a fast changing IT Scenario.