1. Process of determining the human resource needs of an Organization and ensuring that the Organization has the right number of qualified people in the right jobs at the right time. Definition Chapter5 HR Planning

2. . A clear statement of the org.'s mission.A commitment from staff members to the mission.An explicit statement of the assumptions.A plan of action in light of available or acquirable resources, including trained &talented people How HRP relates to Organizational planning?

3. .Be familiar with the business strategy.Ensure that all the traditional human resource programs are satisfying the needs of senior and functional management.Identify the HR implications of strategy.Identify hr issues &how they may affect business.Convert business objectives into hr objectives.Review strategic planning process to identify new opportunities to involve hr personnel Linking HRP to the Business Strategy

4. All managers should view hr planning as the top reversibility. The role of hr personnel is to assist operating mangers in developing their individual plans& integrating those plans into an overall scheme. One way to provide genuine co- operation between HR managers &line managers is strategy-linked HRP Strategy-linked HRP

5. serve as consultants to line managers concerning the people- management implications of business objectives & strategies have responsibility to respond to the business implications of hr objectives & strategies + commitment HR Mangers line Mangers

6. 1-Determining org. objectives 2- Determining skills, expertise& no. of employees 3- Determining additional net hr requirements 4-Develeping action plans to meet HR plans Step in RP Process

7. The Frame of HRP Foreca st Factor Short Range (o-z years) Intermediate (2-5 years) Long Range (beyond 5yrs) Authorized employment including growth changes& turnover Demand Operating needs from budgets Increased awareness of changes, tech. Supply Less expected lasses expected promotions vacancies Charging characteristics of employees + future hr Net needs numbers &kinds of employees dates & numbers Management expectations of future decisions

8. Determining Organizational objectives Determining Organizational objectives Statements of expected results that are designed to give the direction& pupose. Cascade Approach objective- setting process designed to involve all levels of management in the Organizational planning process

9. Statement of Organizational mission Long-range objective and strategic plans Short-range performance objectives Division or department objectives Subunit objectives Top management Middle management Supervision

10. Managers should not look at the skills& abilities of present employees but to determine those required to meet the objectives 1)Review current job descriptions 2)Determine skills& expertise necessary to meet objectives 3) Translate those needs into types & nos of Employees by Forecasting 2) Determining the skills and expertise Required

11. Methods of Forecasting It unman Resource Needs Managerial estimates judgemental method that calls on managers to make estimates of future staffing needs Delphi technique Uses a panel of experts to make initially independent estimates of future demand Each revises his forecasting until a consensus is reached Scenario Analysis Using work- force environmental Scanning data to develop alternative workforce scenarios Benchmarking Thoroughly examining internal practices& procedures& measuring them against the Ways other successful organizations operate

12. 3)Determining Additional (Net)Human Resource Requirements Once num bers of employees are indicated, human resources of org. are anticipated. Analysis of personnel + forecast of expected changes is the process. skills inventory a)skills inventory Consolidates list of biographical and other information on all employees in the org. e.g. Personal date age, sex, marital status + skills (ed., exp., training job)+ Special qualifications (membership in professional groups)+ salary + company data + capacity of ind.+ special preference (geographic location)

13. b)Management inventory specialized expanded form of skills inventory for an organization's current management team in addition to basic types of into. c)Anticipated changes Retirement+ Promotions+ resignations +transfers +death

14. Adding HR Reducing HR 4)Developing Action Plans Contingency hires& outsourcing hire temporary, Permanently or outsource not same benefits+ prior training before hiring+ cast saving+ focus on core business Downsizing layoffs +terminations +early retirements +voluntary resignation Others reclassification+ transfer+ work sharing

15. Other Technology Changes in workforce Competition Government influences General economy Organizational &R planning Information from various organizational units Organization al objectives Divisional and departmental objectives Skill and abilities required Types and numbers of total human resources required (demand for human resources)

16. Orientation Skills inventory Net human resource requirements Anticipated changes Deaths Discharges Resignations Promotions Transfers Retirements RecruitmentSelection Development Positive Negative Attrition,layoffs,terminations,early retirements,voluntary Resignations, reclassifications, transfers, work sharing

17. Tools& techniques of HRP Successio n Planning Commitme nt Manpower planning Ratio Analysis

18. Succession planning Technique that identifies scientific people to fill future openings in key positions.It involves Organizational replacement chart Shows both incumbents and potential replacements for given positions within the Organizational

19. Commitment Manpower Planning(CMP) Systematic approach to human resource Planning designed to get managers &their subordinates thinking about & involved in human resource Planning generates 3reports supply of employees org. demand arising from new positions & turnover balance of supply versus demand a a b b c c

20. Tool used in HRP to measure the org. human resource vitality as indicated by the presence of promotable personnel & existing backups- End product is (ovI) Organizational Vitality index index that results from ratio analysis reflects the org. HTR vitality Ratio Analysis

21. Database system that contains all relevant human resource information and Provides facilities for maintaining and accessing these data Its potential for producing more accurate &more timely info for operating, controlling &planning purposes them manual or payroll -based systems can produce +getrid of paper files+ speed &accuracy are acquired Human Resource Information Systems (HRIS) Advantage

22. Ares representing potential applications for an HRIS Clerical applications Risk Management (license +training) Financial planning (salary+ benefits) Turnover analysis.. Compliance with gov. regulations (scanning Job applicants).. Attendance reporting & analysis (sick days +vacation+ injuries).. Accident reporting & prevention.. Human resource planning (make projections based on the current work force)

23. .conduct research.access electronic databases.conduct training.network with colleagues Internet HR.Is a private computer network that uses Internet products & technologies to provide Multimedia applications within organizations.It serves as an info hub Intranets

24. Intranet uses Basic Employee communication.weather.News.stock in formation.company hand book well-based email.on line job postings.on line travel bookings.E-learning.calendar.Employee- assistance programs Intermediat e.Benefits enrollment.performance management.salary reviews.online recruitment.Business Intelligence Advanc ed

25. Software as a service on demand software Standard business that are delivered over the internet on a pay-as-you-go-basis. Advantage s.No large capital expenditure.fewer hassles related to managing the systems.time- saving HRM inaction p.103

26. .Human Resource planning – what is that? P.105.Incident 2/New Bossp.105,6.HRM in action p.103