1. C o n f i d e n t i a l Human Resource Planning Unit- 3

2. C o n f i d e n t i a l Human Resource Planning Human resource Planning is also referred as Manpower Planning. It is 'the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit".

3. C o n f i d e n t i a l According to Wickstrom Human-resource Planning consists of a series of activities: Forecasting Making an inventory Anticipating manpower problems Planning

4. C o n f i d e n t i a l Need for HRP To carry on its work, each organization needs personnel with the necessary qualifications, skills, knowledge, work experience and aptitude for work. These are provided through effective manpower planning. Since a large number of persons have to be replaced there is a constant need for replacing such personnel.

5. C o n f i d e n t i a l Need for HRP Human Resource Planning is essential because of frequent labour turnover. It is also beneficial because it arises from factors which are socially and economically sound. Factors such as seasonal and cyclical fluctuations in business.

6. C o n f i d e n t i a l Need for HRP In order to meet the needs of expansion programmes which become necessary because of increase in the demand for goods and services by a growing population, a rising standard of living. The nature of the present workforce in relation to its changing needs also necessitates the recruitment of new labour. Manpower planning is also needed in order to identify areas of surplus personnel or areas in which there is a shortage of personnel.

7. C o n f i d e n t i a l Process of HRP According to the Tata Electrical Locomotive Company,- "embraces organization development, management development, career planning and succession planning".

8. C o n f i d e n t i a l Various Issues in HRP Deciding goals or objectives; Estimating future organisational structure and manpower requirements; Auditing Human resources Planning job requirements and job descriptions; and Developing a human resource

9. C o n f i d e n t i a l Uses of HRP At the national level At the sector level At the industry level At the level of the individual unit.

10. C o n f i d e n t i a l Human Resource Planning System Objectives of Human Resource Planning: Human Resource Planning fulfils individual, organizational and national goals. Estimating the Future Organizational Structure or Forecasting the Manpower Requirements: The management must estimate the structure of the organization at a given point in time.

11. C o n f i d e n t i a l Human Resource Planning System Auditing Human Resources: Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called "Skills Inventory". Job Analysis: a job analysis records details of training, skills, qualification, abilities, experience and responsibilities, etc..

12. C o n f i d e n t i a l Human Resource Planning System Developing a Human Resource Plan: This step refers to the development and implementation of the human resource plan, which consists in finding out the sources of labour supply with a view to making an effective use of these sources.

13. C o n f i d e n t i a l Responsibility for HRP To assist, counsel and pressurise the operating management to plan and establish objectives; To collect and summarise data in total organizational terms and to ensure consistency with long-range objectives and other elements of the total business-plan; To monitor and measure performance against the plan and keep the top management informed about it; To provide the research necessary for effective manpower and organizational planning.