1. Human resource planning
UNIT 2

2. definition
“Is the process of forcasting an organizations future demand for and supply of the right type of people in right number”
ALSO CALLED STRATEGIC MANPOWER PLANNING OR EMPLOYEMENT PLANNING

3. definition
Process by which an organization ensures that it has the right number and kind of people at the right place an at the right time, capable of effectively and efficiently completing those task that help the organization achieve its overall objectives.

4. definition
The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.  

5. The HR plan needs to be flexible enough to meet short- term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is a continuous process.

6. WHY HRP
If organisations overdo the size of their workforce it will carry surplus or underutilised staff. Alternatively, if the opposite misjudgement is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected.

7. Importance of HRM Part of strategic planning – 2 way support
determines future personnel need
Helps organization get people with the required skill, knowledge, education, aptitude.
to foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies
to meet the needs of the program of expansion, diversification
to foresee the impact of technology on work, existing employees and future human resources requirements

8. to assess the surplus or shortage of human resources and take measures accordingly.
Bases for other HR functions
Better selection of employees
Better planning to implement any legal requirement.
Important for International strategie
to minimize imbalances caused due to non-availability of human resources of right kind ,right number in right time and right place;
to make the best use of its human resources
to estimate the cost of human resources.

9. To reduce HR cost : Today the cost of HR is about 25% to 45% of the cost of production and this cost is increasing very quickly and cost has to be reduced in order to face competition. HRP helps to avoid both shortage and surplus of labour. It helps to make optimum utilisation of labour. It also helps to reduce labour turnover. All this helps to reduce labour cost.
To identify potential replacements : Each year many employees either retire or leave or are taken out of the organisation. HRP helps to find replacements for these employees. These replacements may be either from inside or from outside the organisation

10. To avoid disturbance in the production process : In HRP, the manpower requirements of the organisation are determined well in advance. So the manpower is supplied continuously to the organisation. This helps the production process to run smoothly. Thus, HRP helps to avoid disturbances in the production process

11. Planning process

12. Environment scanning
Organization policies & objectives
HR Need forecast and HR supply forecast
HR programme
HRP Implementation

13. Control & Evaluation
Surplus (restrict hiring reduce working hours)
Shortage-(recruitment)

14. Org objectives and policies
Environment
Org objectives and policies
HR Supply Forecast

15. Environment - Economic factors Technological Changes
Demographic changes( us age vs india )
Political and legislative issues (quotas , labor, child labor)
Social concerns (inclusive growth)

16. Organizational objectives and policies-:
HR plans need to be based on organizational objectives.
Specifics requirements in terms of numbers and characteristics of employees must be derived from organizational objectives.

17. HR demand Forecast- estimating the quantity & quality of people required to meet future needs of the organization.

18. Forecasting techniques
Managerial judgment
top down & bottom up
Lower departments + HR
Top management+ HR
Ration Trend analysis- studying past ratio say between the number of workers and sales in an organization

19. Delphi technique- estimated prepared first my sales experts then submitted to HR experts who give their opinion and resend it back and this continues till there come to a common point of agreement.
The distinguishing feature is the absence of interaction among the experts.

20. Supply forecast
Determines whether the hr department will be able to procure the required number of personnel .
It measures the number of people likely to be available from within & outside on organization.
They also identify the outside source.

21. Supply forecast prevents shortage
Management inventory and skill inventory( related to non managers) catalogue gives planners a comprehensive understanding of the capabilities which can be found within an organization.
External supply – is important for (a) new blood new experience & additional number and type of employees.

22. Hr programming- creating demand and supply balance
Hr plan implementation- recruitment, selection placement, training – no of training ,type, entire calendar is prepared.
Control & evaluation
Surplus – restricts hiring, reduced hours (VRS, lay off etc)
Shortage – recruitment and selection

23. Downsizing plan Who is made redundant when and where.
Plan for re development and retraining where this has not been covered in redevelopment,
Planning for outplacement
Policy for declaring redundancies and making payment.
Program for informing those affected.
Reduced working hours
Forced leave
VRS

24. Managerial succession plan
Includes training programmes and series of job assignments leading to top positions.

25. Managerial succession plan- TATA Motors
Fast track selection- any one from management grade has been in tata motor for more than two years can apply.
Boss recommendation
15 people from all over India, all or no one may be selected
Written test, 2 aptitude test one on tata motors, GD, interview
3 day residential assessment- case study, group activities, debates
Reaches MT grade 5 straight away
Ess- executive selection scheme

26. Goal: Match Person & Job
KSA- KNOWLEDGE , SKILL & ATTITUDE
Need information about the Person & about the Job

27. JOB is……….. JOB- A BUNDLE OF RELATED Task SYNONYM OF JOB IS WORK
WORK IS UNDERSTOOD AS PHYSICAL AND MENTAL ACTIVITY THAT IS CARRIED OUT AT A PARTICULAR PLACE & TIME ACCORDING TO INSTRUCTIONS IN RETURN FOR MONEY.
MONEY IS IMPORTANT TO CONSIDER IT WORK.

28. Example of task in sales
Identifying target customer
Tele calling
Visiting customer
Selling a product
Preparing sales report
Training subordinates
Giving test
Maintaining customer database

29. Definitions
Job Analysis: the process of collecting & analyzing information about jobs
Job Description: a document that identifies the tasks & duties performed by a job
Job Specification: a document that identifies the human qualifications required for a job

30. Job Description Describing the job to potential candidates
A job description is a written statement of the tasks, duties, machine tools, equipments, supervision given or received, working conditions, hazards required and reporting relationships of a particular job.
The job description is based on objective information obtained through job analysis.
Job description acts as an important resource for
Describing the job to potential candidates
Guiding new hired employees in what they are specifically expected to do
Providing a point of comparison in appraising whether the actual duties align with the stated duties.

32. Job specification
Job specifications specify the minimum acceptable qualifications required by the individual to perform the task efficiently. Based on the information obtained from the job analysis procedures, job specification identifies the qualifications, appropriate skills, knowledge, and abilities and experience required to perform the job.
Job specification is an important tool in the selection process as it keeps the attention of the selector on the necessary qualifications required for that job.

33. Objectives/Purpose of Job Analysis
Recruitment
Selection
Performance
appraisal
Placement
Job evaluation
Job design
T & D
HRP

34. Process of job analysis

35. Decide the purpose of analysis
Review Organizational Charts & Process Charts
Select a sample
Collect and analyze the information
Verify the analysis with the worker performing the job and with the supervisor
Develop job description & specification

36. Which method to use ?
Factors to be considered before choosing the method of collecting data are:
No. of job/employees to be considered.
Time limit
Cost factors
Education levels of incumbents
Type of data required.

37. Decide purposes of the job analysis project
How do you want to use the Job Descriptions?
Job design
Recruiting
Selection
Performance appraisal
Training
Compensation
At a minimum, for each job being analyzed, we need data on:
Tasks & duties performed on the job
Qualifications required by the job

38. Identify sources of job data
Job incumbents:
Supervisor of job
Training manuals
From equipments used
Magazines , newspaper
Other sources

39. Methods of Job Analysis
Observation
Interview
Individual
Group
Questionnaires
Diary method

40. Methods of Job Analysis
Observation Method
Analyst observes incumbent
Directly
Videotape
Useful when job is fairly routine
managerial positions are difficult to observe using this method.
workers will not perform their tasks to their actual capabilities.
If the observation method is used to analyze a job, then all tasks involved with that job must be observable within a certain amount of time. Thus, jobs such as managerial positions are difficult to observe using this method. Also, if the workers are aware that they are being observed, they may feel under pressure and will not perform their tasks to their actual capabilities.

41. Interview Method Individual Group
Several workers are interviewed individually
The answers are consolidated into a single job analysis
Group
Employees are interviewed simultaneously
Group conflict may cause this method to be ineffective
The interview method requires that all employees are asked the same questions in the same order. The individual interview method is useful to obtain a group consensus about the job.

42. Methods of Job Analysis
Questionnaires
Employees answer questions about the job’s tasks and responsibilities
Each question is answered using a scale in- close ended -that rates the importance of each task
Best questionnaires is combination of both close & open ended
Time consuming and expensive
Not all jobs are the same, so questionnaires may overlook certain aspects of the job. Also, follow-up methods are not usually organized to gather extra information.

43. Methods of Job Analysis
Diary Method
Employees record information into diaries of their daily tasks
Record the time it takes to complete tasks
Must be over a period of several weeks or months
This method can be very expensive because of the time it takes to complete it.