1. HUMAN RESOURCE PLANNING

2. Human resource planning
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning

3. IMPORTANCE OF HRP FUTURE PERSONNEL NEEDS
Surplus or deficiency in staff strength
Results in the anomaly of surplus labour with the lack of top executives
COPING WITH CHANGE
Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations
CREATING HIGHLY TALENTED PERSONNEL
HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel
Succession planning
PROTECTION OF WEAKER SECTIONS
physically handicapped, children of the socially disabled & physically oppressed and backward class citizens.

4. IMPORTANCE OF HRP
5. INTERNATIONAL STRATEGIES
Fill key jobs with foreign nationals and re-assignment of employees from within or across national borders
6. FOUNDATION FOR PERSONNEL FUNCTIONS
Provides information for designing & implementing recruiting, selection, personnel movement(transfers, promotions, layoffs) & training & development
7. INCREASING INVESTMENTS IN HUMAN RESOURCES
Human assets increase in value
8. RESISTANCE TO CHANGE AND MOVE
Proper planning is required to do this

5. IMPORTANCE OF HRP
9. OTHER BENEFITS
Upper management has a better view of the HR dimensions of business decision
More time is provided to locate talent
Better opportunities exist to include women & minority groups in future growth plans
Better planning of assignments to develop managers can be done

6. FACTORS AFFECTING HRP TYPE & STRATEGY OF ORGANIZATION Internal growth
Growth through M & A
Informal
Formal
Reactive
Proactive
Inflexible
Flexible

7. FACTORS AFFECTING HRP II. ORGANIZATIONAL GROWTH CYCLES & PLANNING
Embryonic stage – No personnel planning
Growth stage – HR forecasting is essential
Maturity stage – Planning more formalized & less flexible
Declining stage – Planning for layoff, retrenchment & retirement
III. ENVIRONMENTAL UNCERTAINITIES
Government Factors
Job mobility factors
Population shift
Economic cycles and conditions
Geographical concerns
Educational level of workers
Technological changes
Changes in social values
Political changes
International events

8. FACTORS AFFECTING HRP Short-term & Long-term plans
IV. TIME HORIZONS
Short-term & Long-term plans
V. TYPE & QUALITY OF FORECASTING INFORMATION
Type of information which should be used in making forecasts
VI. NATURE OF JOBS BEING FILLED
Difference in employing a shop-floor worker & a managerial personnel
VII. OFF-LOADING THE WORK

9. Forecasting Techniques
Managerial judgement
Ratio-trend analysis
Work study techniques
Delphi technique
Flow models
Other techniques

10. Managerial Judgement
In this all managers sit together, discuss and arrive at a figure which would be the future demand for labor.
This technique may involve a ‘bottom-up’ or ‘top-down’ approach. A combination of both could yield positive results.

11. Ratio-trend analysis This is the quickest forecasting technique.
This technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future ratios, making some allowance for changes in the organization or its method.

12. Work-study techniques
Work study techniques can be used when it is possible to apply work measurement to calculate the length of operations and the amount of labour required.

13. Delphi technique
This technique is the method of forecasting personnel needs.
It solicits estimates of personnel needs from a group of experts, usually managers.
The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts.
Summaries and surveys are repeated until the experts opinion begin to agree.

14. HR SUPPLY FORECAST
Supply forecasting measures the no of people likely to be available from within and outside an organization,after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work.

15. Need for supply forecast
Quantify no of people and positions expected in near future.
Clarify the staff mixes.
Prevent shortage of people
Asses present staffing levels in different parts of organization.

16. Supply Analysis Existing human resources Internal sources of supply
External sources of supply

17. Existing human resources
Skill inventories – info about non-managers.
1. Personal data
2. Skills
3. Special qualifications
4. Salary and job history
5. Company data
6. Capacity of individual
7. Special preference of individual

18. Management inventories
Contd..
Management inventories
1. Work history
2. Strengths
3. Weakness
4. Promotion potential
5. Career goals
6. Personal data
7. Number and types of employees supervised
8. Total budget managed
9. Previous management duties.

19. Internal supply and techniques
Inflows and outflows
IS= current supply – outflow + inflow
Turnover rate
No of seperations during one year × 100
Average no. of employees during the year

20. Contd… Conditions of work and absenteeism. Absenteeism is given by
no. of persons – days lost x100
Average no. of persons × no of working days
Productivity level
Movement among jobs

21. External supply New blood and new experience
To replenish old personnel
Organizational growth and diversification

22. HR programming
After personal demand and supply are forecast the vacancies should be filled at right time with right employees.

23. HR Plan implementation
Converting HR plan into action.
Action programs are..
Recruitment
Selection & placement
Training and development
Retraining & redeployment
The retention plan
The redundancy plan
The succession plan

24. Planning Human Resource Program
HR Planner is confronted with:
shortage or surplus
Planning Human Resource Program
Planning shortage
Recruit from external source
Postpone retirement
Rehire
Subcontract
Reduce employee turnover
Hiring temporary workers
2. Planning surplus
Adapt attrition policy
Offer early retirement
Transfer to other units
Train during slack period
lay off