1. Key areas of Human Resource Planning
General Overview and Definition
Importance and Objectives of HRP
Four phases of HR planning
HR (Demand) forecasting and Techniques
Analysis of Supply of Current Employees
HR Information Systems
Supply and Demand: organisational impacts
Catalysts or Constraints to Effective HRP
HR PLANNING

2. Human Resource Planning (Manpower Planning)
Definition:
The process used by an organisation to assess the demand for and supply of future human resources. It is the process used to determine the numbers and kinds of employees an organisation will recruit or retrench, consistent with the business strategy or strategic plan
Is performed by both line managers and HR managers
(Ivancevich)
HR PLANNING

3. Objectives of HRP…
To achieve more effective and efficient use of employees/human resources
To better recruit employees who possess the necessary skills and competences
To achieve a higher rate of satisfied and better developed employees
HR PLANNING

4. Objectives of HRP… To facilitate training and development programmes
To facilitate the roll-out of strategic plans/missions
To achieve more effective equal opportunity planning
To relieve the organisation of unnecessary/
unneeded labour
HR PLANNING

5. Strategic Planning for Human Resources…
The process of developing plans (strategic & tactical) that integrate the separate HR activities into a cohesive functional whole, for the achievement of organisational objectives
These HR activities are: Acquisition, performance management, motivation, compensation & development
HR PLANNING

6. The Role of Tactical Planning…
This involves contributing a general managerial knowledge and business appreciation, and internal affairs of the organisation; and contributing HR knowledge for the development of the tactical structures
Designing planning processes for behavioural change
Assisting in managing planned change
HR PLANNING

7. The Four Phases of the HR Planning…
Situational Analysis/Environmental Scanning
Forecasting HR demand - Assessment future HR needs
HR supply analysis - Assessment of current HR
Action planning or programme of action to fulfil future HR needs
(Ivancevich)
HR PLANNING

8. HR (Demand) Forecasting Techniques…
Expert Estimate Technique
Trend-Projection Technique
Modelling and Multiple-Predictive Techniques
Unit-Demand Forecasting technique
Delphi Group Technique
Nominal Group Technique
(Ivancevich)
HR PLANNING

9. Analysis of Supply of Current Employees…
The Comprehensive Skills Inventory
Components of the Skills Inventory (SI)
Importance and relevance of the SI
Technology and the SI
(Fisher et al)
HR PLANNING

10. SUPPLY AND DEMAND: “ORGANISATIONAL IMPACTS”
Product demand and need for increased
productivity, can create labour demand
The Internal and External Labour Markets are the sources of Labour Supply
(Fisher et al)
HR PLANNING

11. Labour Supply exceeds Labour Demand…
RESPONSE:
Pay cuts
Reduced work hours
Voluntary early retirement
Layoffs
Work sharing
Attrition
Inducements to quit
(Mondy & Noe)
HR PLANNING

12. Labour Demand Exceeds Labour Supply…
RESPONSE:
Training and Retraining
Succession Planning
Promotion from within
Recruitment and Selection from within
(Mondy & Noe)
HR PLANNING

13. Labour Demand Exceeds Labour Supply…
Sub-contracting
Part-timers
Temporary workers
Overtime
HR PLANNING

14. Labour Demand equals Supply…
RESPONSE:
Replacement of quits form inside or outside
Internal transfers and redeployment
(Mondy & Noe)
HR PLANNING

15. Catalysts or Constraints to Effective HRP…
Availability of Finance
Management commitment
Management support
Corporate culture
Human Resource development policies
Economic conditions
Size and complexity of organisation
(Mondy & Noe; Fisher)
HR PLANNING

16. Catalysts or Constraints to Effective HRP…
Technical and human competence
Research capabilities
Availability of technology
Time
Rewards policy and systems
Industrial Relations
Labour market conditions
HR PLANNING

17. Global Trends in HR Planning…
More responsive to dynamic and rapidly changing environments
More responsive to strategic demands of organisation - strategic/business focus
Need for highly skilled/trained labour
More scientific approaches to HRP
(Fisher et al )
HR PLANNING

18. Global Trends in HR Planning…
HRP for competitive advantage
HRP for national sustainable development
Competencies based assessments
More high tech. Recruitment, Selection and Orientation policies, programmes and processes
HR PLANNING

19. References… John Ivancevich, Human Resource Management (1997)
Ian Beardwell & Leon Holden, Human Resource Management: a contemporary perspective (1997)
David Cherrington, The management of Human Resources (1995)
Wayne Mondy & Robert Noe, Human Resource Management
Fischer et al, Human Resource Management (1999)
HR PLANNING