1. HUMAN RESOURCE PLANNING

2. Getting the right number of qualified people into the right job at the right time. System of matching the supply of people – internally (existing employees) - and externally (those to be hired or searched for) – with the openings the organization expects to have over the given time frame. Organization plans Time schedule of employees requirements. Plans for securing the necessary employees. Translate

3. Outcomes desired from the planning process Human resource planning MEANS WHY HRP IS IMPORTANT ?

4. Recognition of the need Securing of a qualified person to fill that need. Lead time WHY HRP IS IMPORTANT ?

5. Human resource planning Organization's business Planning Integration of --------- Recognition of the need Securing of a qualified person to fill that need.

6. Determine the impact of organizational objectives on specific organizational units. Define the skills and expertise required to meet objectives. Determine additional HR requirements in light of current human resources. Develop action plans to meet the anticipated human resources needs. STEPS IN THE HUMAN RESOURCE PLANNING

7. Statement of organization’s mission Long range objectives and strategic plans. Short range performance objectives Division of department objectives. Sub unit objectives Top Management Middle Management Supervision CASCADE APPROACH TO SETTING OBJECTIVES

8. METHODS OF FORECASTING HUMAN RESOURCE NEEDS JUDGMENTALLY BASEDMATHEMATICALLY BASED Managerial estimates Delphi Technique Scenario analysis

9. MANAGERIAL ESTIMATE METHOD MANAGERIAL ESTIMATE METHOD Manager makes estimates of future staffing needs based primarily on past experience. DELPHI TECHNIQUE DELPHI TECHNIQUE Judgment method of forecasting that uses a panel of experts to make initially independent estimates of future demand. An intermediary then presents each expert’s forecast and assumptions to other members of the panel. Each expert is then allowed to revise his or her forecast as desired. This process continues until some consensus or composite emerges.

10. SCENARIO ANALYSIS SCENARIO ANALYSIS Using workforce environmental scanning data to develop alternative workforce scenarios. MANAGERIAL ESTIMATE METHOD MANAGERIAL ESTIMATE METHOD DELPHI TECHNIQUE DELPHI TECHNIQUE Bench marking involves thorough examining internal practices and procedures and measuring them against the ways other successful organizations operate.

11. Statistical modeling technique used to forecast human resource needs. Time series analysis Time series analysis personal ratios personal ratios Productivity ratios Productivity ratios Regression analysis Regression analysis

12. Determining additional human resources requirements. SKILLS INVENTORY Consolidated list of biographical and other information on all employees in the organization. Information as input Promotion and transfer decisions.

13. SKILL INVENTORY There are seven broad categories of information that should be included in a skills inventory: Personal data: age, sex, marital status. Skills: education, job experience, training. Special qualifications: membership in professional groups, special achievements. Salary and job history: present and past salary, dates of raises, various jobs held. Company data: benefit plan data, retirement information, seniority. Capacity of individual: test scores on psychological and other tests, health information. Special preferences of individual: geographic location, type of job.

14. TOOLS AND TECHNIQUES OF HRP SUCCESSION PLANNING

15. Succession planning identifies specific people to fill key positions throughout the organization. It shows both the incumbents and the potential replacements for given position. ORGANIZATION REPLACEMENT CHART Feel Free To Contact for more stuff in every kind of Masters Subjects: Naveeddear 0300-4194390