Human Resource Planning (HRP) - Groups

7/31/2019 Human Resource Planning (HRP) - Groups

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Human Resource Planning (HRP)


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INTRODUCTION


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What is HRP

According to Decenzo and Robbins hrp is defined

as HRP is the process by which an organization

ensures that it has the right number and kind of

people, at the right place, at the right time,

capable of effectively and efficiently completing

those tasks will help the organisation achieve its

overall objectives


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OBJECTIVES OF HRPEnsure adequate supply of manpower as and when

required

Ensure proper use of existing manpower in

organisation

Forecast future requirement of manpower withdifferent skill levels

Asses surplus or shortage of manpower for a

specified period of time

Anticipate the impact of technology on existing HRand job requirements

Control the human resource already deployed in the

organisation


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IMPORTANCE OF HRP

HRP provides required number and quality of

workers at all times.

Helps to determine gaps in existing manpower

in terms of quality and talent and how to fill

them.

Provision for replacement of personnel can be

made through HRP.

Helps to achieve the companies strategies.


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It helps to reduce wastage of manpower.

Helps us to develop employees to meet the

challenges posed by the environment (Such as

technological changes)

Helps to avoid surplus manpower as well as

manage surplus if it exists.


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Recent trends that have made HRP

more important

Employment change: Increased number of

educated unemployed, acute shortage for

people with specific skills.

Technological changes: HR has to adapt.

Organisational change: Size of firms

increasing. Business environment turbulent.

New strategies required to meet new

requirements.


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Demographic changes: Demographic profile in

terms of age, sex, education etc. Is changing.

Scarcity of skills as businesses become more

complex.

Increased hiring cost.

Increased mobility of workforce: Makingretention difficult.


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PROCESS OF HRP


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STEP 1: Fore cast personnel needs

The first step is to determine the number and

kind of workforce required.

For this there are broadly 2 types of methods:

Judgement methods

Statistical methods


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FORECASTING HUMAN NEEDS

JUDGEMENT METHODS


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The Nominal Group Technique

A small group of 4-5 people gathers around a table. Leaderidentifies judgment issue and gives participants procedural

instructions.

Participants write down all ideas that occur to them, keepingtheir lists private at this point. Creativity is encouraged duringthis phase.

Leader asks each participant to present ideas and writes themon a blackboard or flipchart, continuing until all ideas have beenrecorded.

Participants discuss each others ideas, clarifying, expanding,

and evaluating them as a group.

Participants rank ideas privately in their own personal order andpreference.

The idea that ranks highest among the participants is adopted

as the groups judgment.


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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 recordtheir judgments and recommendations and return thequestionnaire.

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 looksfor consensus

Leader accepts consensus judgment as groups choice.


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Other judgement methods include:

Estimates

Rule of thumb


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FORECASTING HUMAN NEEDS

STATISTICAL METHODS


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NAME DEFINITION

Regression Analysis Past levels of various work load indicators, such as sales,production levels, and value added, are examined forstatistical relationships with staffing levels. Wheresufficiently strong relationships are found, a regression (ormultiple regression) model is derived. Forecasted levels ofthe retained indicator(s) are entered into the resultingmodel and used to calculate the associated level of humanresource requirements.

Productivity ratios Historical data are used to examine past levels of aproductivity index (P):

P = Work load / Number of People

Where constant, or systematic, relationships are found,human resource requirements can be computed by divingpredicted work loads by P.


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NAME DESCRIPTION

Personnel ratios Past personnel data are examined to determinehistorical relationships among the employees invarious jobs or job categories. Regression analysis orproductivity ratios are then used to project either totalor key-group human resource requirements, andpersonnel ratios are used to allocated totalrequirements to various job categories or to estimate

for non-key groups.

Time series Analysis Past staffing levels (instead of work load indicators)are used to project future human resourcerequirements. Past staffing levels are examined to

isolate and cyclical variation, long-tem terms, andrandom movement. Long-term trends are thenextrapolated or projected using a moving average,exponential smoothing, or regression technique.


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STEP 2: Forecast personnel supply

The next step is to determine the extent to

which the workforce required is available.

Here we forecast the supply of personnel

within the company as well as the supply of

candidates from outside the company.


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Techniques for forecasting internal

supply

1) The use ofmanual systems and replacement

charts/cards. Example of a replacement card:

Emp

Code

Name Date of

joining

Designation Training/

Certification

Comment

A160 Anne 12-10-1980 Marketing

manager

Holds certification

on Marketing from

cambridge

Ready for

promotion

B130 Abilash 5-3-2005 Salesperson Holds bachelor

degree inmarketing.

Ready for

futurepromotion

(Training

required in

negotiation,

internationa

l marketing)


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Use of computerised systems

Use of a variety of HR software packages, to

identify skills quickly of staff.


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Forecasting external supply

1) One can forecast external supply easily by studying

literature available both in print as well as online.

2) For instance by reviewing census data, Labour

statistics etc. Provided by the Govt.


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STEP3: Formulate HR Plan

We do not live in a static World and acompanies HR resources can transformdramatically.

The next step is to formulate a HR plananswering:

Are we making use of the available talent we havein the Organization, and have we an enough

provision for the future?

Are employees satisfied with our care of theirgrowth in terms of advancing their career?


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STEP 4: Enact HR Plan

A plan is useless unless it is placed into action.

The final step is to enact the HR plan.

Once in action, the HR Plans become

Corporate plans. Having been made and

concurred with top management, the plans

become a part of the companys long-range

plan.


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LEVELS OF HRP

Documents

Human Resource Planning (HRP) - Groups