HRP and Contemporary Role of HR

8/14/2019 HRP and Contemporary Role of HR

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HRP and Contemporary Role of

HR

:-Presented By,Abhishek tiwari Mohit khuran,Niranjan kumar Pooja gupta,Purshotam singh Rajat sharma,Ravindra kumawat Vijaya gauta


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W H A

T I S H

R P ?

It is also called personnel or employmentplanning .

It is the process of getting the right number of qualified people into the right job at

the right time so that an organization canmeet its objectives.


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O b j e

c t i v e so f H

R P

Forecast personnel requirements

Cope with changes

Use existing manpower productively

Promote employees in a systematicmanner


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I m p o

r t a n c e o f H R

P

Reservoir of talents

Prepare people for future Expand or contract

Cut cost


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T h e p r o c e s

s o fH u m a n

R e s o u r c e P l a n n i n

g

Forecasting the demand for humanresources

Preparing Manpower inventory(supply forecasting)

Determining Manpower Gaps Formulating HR Plans


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h e p r o c e s s o f

H u m a nR e s o u

r c e

P l a n n i

n g

Forecasting the demand for humanresources

Many firms estimates how many employees therequire in future, so various levels is used .

a) External challenges :Economic developmentsPolitical, legal, social & technical changesCompetition


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b) Organizational decisions: the organisational s strategics plan, sales and

production forecasts & new ventures must all betaken into account in employment planning.

Example-if Britannia Industries Ltd expects higher

demand for biscuits and bread , the long-term HRplans must take into consideration. Likewise if it islucrative fields such as milk based products, thedemand for people possessing requisites skills inthose areas in the next couple of years should belooked carefully.


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c) Workforce factors: Demand is modified by retirements, terminations,

resignations, deaths & leaves the absence. Pastexperiences, however, makes the rates of occurrence of these actions by employees fairlypredictable.

d) Forecasting techniques:two techniques are used-

i. Expert forecasts:in this managers estimates future human resourcesrequirements using their experiences & judgments togood effect.


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ii. Trend analysis : HR estimated by using past trends. Past rates of

exchange can be projected into the future or employment growth can be estimated by itsrelationship with a particular index.

e.g.

2001 -02 Production of units 5000

2002-03 No. of workers 100

Ratio 100 : 5000

2003-04 Estimated production 8000 No. of workersrequired

if supervisors have a span of 20 workers , 8 supervisors are also needed in 2003-04.


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b) Workforce analysis :The average loss of manpower due to leave, retirements, death,

transfer, discharge, etc during the last 5 years may be taken

into account.The rate of absenteeism & labour turnover should also be taken

into account.

No. of supervisor at the beginning of plan period

100

Resignations

Discharges

Retirements

PromotionsDemotions

Total outflows

8

2

3

51

19

Transfer in

Promotion inTotal inflows

Total supervisors

Available

10

818

99

Sources of inflows No. of persons sources of outflows no. of persons

Similar exercise can be done for other categories of personnel.


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C) Work load analysis: the need of manpower is also determined on the

basis of work-load analysis.

Example..

Planned output for the year 10,000 piecesStandard hours per piece 3 hours

Planned hours required 30,000 hours

Productive hours per persons per year

1,000 hours(estimatedonannual basis)

No. of workers required 30

if the span of control in the unit is 10 per officer, then 3 officers are alsorequired.


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d) Job analysis:

it helps in finding out the abilities or skillsrequired to do the jobs efficiently. it involves two things :Job description and Job specification

Job description : it is a factual statement of the dutiesand responsibilities of a specific job. it gives what is to bedone , why is to be done .

Job specification : it provides information on the humanattributes in terms of education , skills , aptitude andexperience necessary to perform a job effectively.


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.Perparing Manpower inventory( upply Forecasting )

1)2) Internal labour supply:

i. Staffing tableii. Markov analysis

iii. Skills inventoryiv. Replacement chart

2) External labour supply


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1) Internal labour supply:A profile of employees in terms of age, sex,

education, training experience, job level,performance and future potential should be keptready for use whenever required.

1 Staffing table:It tries to classify employees on the basis of age

,sex ,position ,category ,experience, qualifications ,

skills etc. A study of the table indicates whether current employees are properly utilized or not.


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Sources of InflowsThe Firm

Projected Outflows

Transfers Promotions

New Recruits Recalls

Promotions Quits Terminations

Retirements Deaths Layoffs

Employees In Employees Out

CurrentStaffingLevel

CurrentStaffing

level

Projectedoutflows

this year

ProjectedInflows

This year

Firms internalSupply for this

time next year


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Markov analysis:-

- This techniques uses historical rates of promotions, transfers and turnover to estimate

future availabilities in the workforce.

- Based on past probabilities one can estimates

the number of employees who will be invarious positions with the organisation infuture.


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Skills inventory :

It is an assessment of the knowledge, skills,abilities, experience and career aspirations of each of the current employees . This recordshould be updated at least every 2 years andshould include changes such as new skills,additional qualifications, changed job dutiesetc.

Once established, such a record helps anorganisation to quickly match forthcoming jobopenings with employee backgrounds.


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KEYName and Replacement candidates

A.Promotable nowB. Needing developmentC. Not suitable to position 1. Superior performance2. Above average performance3. Acceptable performance4. Poor performance5.


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Replacement chart:profile of job holders department-wise

CENTARL REGION MANGERS.P PANDEY C/3


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b) External labour supply

To the extent an organization is able to anticipateits outside recruitment needs and looks into thepossible sources of supply keeping the markettrends in mind, its problem in finding the right

personnel with the appropriate skills at therequired time would become easier.Example:

When the organization grows rapidly, diversifies intonewer areas of operations (merchant banking, capitalmarket operations, mutual funds etc in the case of banking),then it has to look into outside sources.


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3.Determining ManpowerGaps

The existing numbers of personnel andtheir skills (from human resourcesinventory) are compared with theforecasted manpower needs (demandforecasting) to determine thequantitative and qualitative gaps in theworkforce.

As per forecasting of demand of number of people , HR will recruited the peoplei.e supply of man.


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4. Formulating HR plans

Recruitment planRedeployment planRedundancy planTraining planProductivity planRetention planControl points


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HRPoint of Distinction Traditional HR Strategic HR

Focus

Role of HR

Initiatives

Time horizon

Control

Job design

Key investment

Accountability

Responsibility for HR

Employee relations

Transactional change follower andrespondent

Slow, reactive, fragmented

Short time

Bureaucratic-roles, policies, procedures

Tight division of labour;independence, specialization

Capital, products

Cost centre

Staff specialists

Partnership with internal and external

customersTransformational change leader andinitiator

Fast, proactive and integrated

Short, medium and long(as required)

Organic-flexible, whatever is necessaryto succeed

Broad, flexible, cross-training teams

People, knowledge

Investment centre

Line manager


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ReferencesV.S.P. RAOBusinessballs.com

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HRP and Contemporary Role of HR