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See all Premium member Presentation Transcript Human Resource Planning By Mohd.Quadir MohiuddinFaculty of Human Resource : Quadir Mohiuddin Quadir Mohiuddin 1 Human Resource Planning By Mohd.Quadir MohiuddinFaculty of Human Resource Def : Human Resource Planning : Quadir Mohiuddin Quadir Mohiuddin 2 Def : Human Resource Planning According to E.W Vetter HRP is a process by which an organization should move from its current H.R or man power position to its desired Man power position. The process by which management determines how the organization should move from its current man power position to its desired man power position through planning management strives to have the right number and the right kind of people, at right places, at the right time, doing things at which results in both the organization and the individual receiving maximum long benefit. Slide 3: Quadir Mohiuddin Quadir Mohiuddin 3 Business Strategy INTERNAL FIT HR Philosophy HR Policy HR System HR Practices Company Values Competitive Challenges Environ- ment EXTERNAL FIT Achieving Strategic Fit Ensuring the Fit between HR and Organisation Strategy : Quadir Mohiuddin Quadir Mohiuddin 4 Ensuring the Fit between HR and Organisation Strategy External Fit (or External Alignment) Focuses on the connection between the business objectives and the major initiatives in HR. Internal Fit (or Internal Alignment) Aligning HR practices with one another to establish a configuration that is mutually reinforcing. Strategic Flexibility : Quadir Mohiuddin Quadir Mohiuddin 5 Strategic Flexibility Organizational Capability Capacity of the organization to act and change in pursuit of sustainable competitive advantage. Coordination flexibility The ability to rapidly reallocate resources to new or changing needs. Resource flexibility Having human resources who can do many different things in different ways. Human Resource Planning (HRP) : Quadir Mohiuddin Quadir Mohiuddin 6 Human Resource Planning (HRP) Is the first component of HRM strategy All other functional HR activities are derived from and flow out of the HRP process. Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities. Is proactive in anticipating and preparing flexible responses to changing HR requirements. Has both an internal and external focus. HRP and Strategic Planning : Quadir Mohiuddin Quadir Mohiuddin 7 HRP and Strategic Planning Strategic Analysis What human resources are needed and what are available? Strategic Formulation What is required and necessary in support of human resources? Strategic Implementation How will the human resources be allocated? Human Resource Planning StrategicPlanning HR Planning Issues : Quadir Mohiuddin Quadir Mohiuddin 8 HR Planning Issues Staffing Questions: How do we manage staffing in times of recession or expansion? What impact does technology change, mergers or relocation have on staffing issues? Do we always have the right people in the right jobs at the right time? How do we get our human resources: buy them or make them or both? Major Objectives of HRP : Quadir Mohiuddin Quadir Mohiuddin 9 Major Objectives of HRP Preventing understaffing and overstaffing Ensure the organisation has the right employees with the right skills at the right place at the right time Ensure the organisation is responsive to changes in its environment Provide direction and coherence to all HR activities and systems Types of Planning : Quadir Mohiuddin Quadir Mohiuddin 10 Types of Planning Aggregate Planning Anticipating the needs for groups of employees in specific, usually lower level jobs and the general skills employees will need to ensure sustained high performance. Succession Planning Focuses on ensuring that key individual management positions in the organization remain filled with individuals who provide the best fit for these critical positions. HRP and Environmental Scanning : Quadir Mohiuddin Quadir Mohiuddin 11 HRP and Environmental Scanning Environmental Scanning The systematic monitoring of the major external forces influencing the organization. Economic factors Competitive trends Technological changes Political and legislative issues Social concerns Demographic trends Scanning the Internal Environment : Quadir Mohiuddin Quadir Mohiuddin 12 Scanning the Internal Environment Cultural Audits Audits of the culture and quality of work life in an organization. How do employees spend their time? How do they interact with each other? Are employees empowered? What is the predominant leadership style of managers? Benchmarking The process of comparing the organization’s processes and practices with those of other companies. Human Resource Planning Model : Quadir Mohiuddin Quadir Mohiuddin 13 FORECASTING DEMAND Human Resource Planning Model Considerations Technology Financial resources Organizational growth Mgmt. philosophy Techniques Trend analysis Managerial estimates Delphi technique Techniques HR inventories Markov analysis Skill inventories Replacement charts Succession Planning External Considerations Wkforce changes Mobility Govt policies Unemployment FORECASTING SUPPLY BALANCING SUPPLY AND DEMAND (Shortage) Recruitment Full-time / Part-time (Surplus) Reductions Layoffs Terminations Demotions Retirements Forecasting Demand for Employees : Quadir Mohiuddin Quadir Mohiuddin 14 Forecasting Demand for Employees Forecasting Demand Quantitative Approach: Trend Analysis : Quadir Mohiuddin Quadir Mohiuddin 15 Quantitative Approach: Trend Analysis Forecasting labor demand based on an organizational index: Select a business factor, e.g. sales, that best predicts human resources needs. Plot the business factor in relation to the number of employees to determine average labor productivity. Compute labor productivity for the past five years. Project human resources demand out to the target year(s). Qualitative Approaches to Demand Forecasting : Quadir Mohiuddin Quadir Mohiuddin 16 Qualitative Approaches to Demand Forecasting Management Forecasts The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs. Delphi Technique An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals. The final forecast represents a composite group judgment. Forecasting Supply of Employees: Internal Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 17 Forecasting Supply of Employees: Internal Labor Supply Staffing Tables Markov Analysis Skill Inventories Replacement Charts Succession Planning Forecasting Internal Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 18 Forecasting Internal Labor Supply Staffing Tables Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements. Markov Analysis A method for tracking the pattern of employee movements through various jobs. Internal Supply Forecasting Tools : Quadir Mohiuddin Quadir Mohiuddin 19 Internal Supply Forecasting Tools Skill Inventories Files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds. Replacement Charts Listings of current jobholders and persons who are potential replacements if an opening occurs. Forecasting Supply of Employees: External Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 20 Forecasting Supply of Employees: External Labor Supply Factors Influencing the External Labor Supply: Demographic changes in the population National and regional economics Education level of the workforce Demand for specific employee skills Population mobility Governmental policies Sources of Information About External Labor Markets : Quadir Mohiuddin Quadir Mohiuddin 21 Sources of Information About External Labor Markets Department of Labor publications State and local planning and development agencies Chambers of Commerce Industry and trade group publications State and local employment agencies HRP Considerations : Quadir Mohiuddin Quadir Mohiuddin 22 HRP Considerations Balancing supply and demand Elements of The HR Plan : Quadir Mohiuddin Quadir Mohiuddin 23 Elements of The HR Plan Acquisition of personnel Effective Utilization redeployment methods improvement training to prevent obsolescence Development and Improvement broad-based training and development performance management systems Retention proper remuneration long-term career planning healthy employee relations good working environment Requisites for Successful HRP : Quadir Mohiuddin Quadir Mohiuddin 24 Requisites for Successful HRP HRP must be seen as equally vital as business planning Top-management support Periodic review and revision of the forecasting techniques and the forecasts Without long range planning concentration becomes focussed on short-term needs resulting in “crisis management” reactions An excellent and up-to-date HRIS Active involvement of line managers and co-ordination between line mgrs and HR function You do not have the permission to view this presentation. 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HUMAN RESOURCE PLANNING quadir Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 2827 Category: Entertainment License: All Rights Reserved Like it (8) Dislike it (0) Added: April 19, 2010 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: lyndahope (12 month(s) ago) Dear Mr. Mohd Quadir, I really do appreciate your presentation. Can you please provide me a copy of this at lyndahope70@yahoo.com. Thanks a lot Lynda Saving..... Post Reply Close Saving..... Edit Comment Close By: dyah2011 (14 month(s) ago) very informative...please send me a copy of the presentation at janice_beran@yahoo.com....thanks! Saving..... Post Reply Close Saving..... Edit Comment Close By: sukiwright (14 month(s) ago) I would love a copy of your presentation. Please let me know if this is possible. swright@schneckmed.org Saving..... Post Reply Close Saving..... Edit Comment Close By: zdurmv (15 month(s) ago) i would appreciate if you can share your ppt presentation on this topic. thank you... zdurmv@yahoo.com Saving..... Post Reply Close Saving..... Edit Comment Close By: richagoyal25 (16 month(s) ago) Great PPT, kindly send me a copy on richagoyal25@gmail.com Saving..... Post Reply Close Saving..... Edit Comment Close loading.... See all Premium member Presentation Transcript Human Resource Planning By Mohd.Quadir MohiuddinFaculty of Human Resource : Quadir Mohiuddin Quadir Mohiuddin 1 Human Resource Planning By Mohd.Quadir MohiuddinFaculty of Human Resource Def : Human Resource Planning : Quadir Mohiuddin Quadir Mohiuddin 2 Def : Human Resource Planning According to E.W Vetter HRP is a process by which an organization should move from its current H.R or man power position to its desired Man power position. The process by which management determines how the organization should move from its current man power position to its desired man power position through planning management strives to have the right number and the right kind of people, at right places, at the right time, doing things at which results in both the organization and the individual receiving maximum long benefit. Slide 3: Quadir Mohiuddin Quadir Mohiuddin 3 Business Strategy INTERNAL FIT HR Philosophy HR Policy HR System HR Practices Company Values Competitive Challenges Environ- ment EXTERNAL FIT Achieving Strategic Fit Ensuring the Fit between HR and Organisation Strategy : Quadir Mohiuddin Quadir Mohiuddin 4 Ensuring the Fit between HR and Organisation Strategy External Fit (or External Alignment) Focuses on the connection between the business objectives and the major initiatives in HR. Internal Fit (or Internal Alignment) Aligning HR practices with one another to establish a configuration that is mutually reinforcing. Strategic Flexibility : Quadir Mohiuddin Quadir Mohiuddin 5 Strategic Flexibility Organizational Capability Capacity of the organization to act and change in pursuit of sustainable competitive advantage. Coordination flexibility The ability to rapidly reallocate resources to new or changing needs. Resource flexibility Having human resources who can do many different things in different ways. Human Resource Planning (HRP) : Quadir Mohiuddin Quadir Mohiuddin 6 Human Resource Planning (HRP) Is the first component of HRM strategy All other functional HR activities are derived from and flow out of the HRP process. Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities. Is proactive in anticipating and preparing flexible responses to changing HR requirements. Has both an internal and external focus. HRP and Strategic Planning : Quadir Mohiuddin Quadir Mohiuddin 7 HRP and Strategic Planning Strategic Analysis What human resources are needed and what are available? Strategic Formulation What is required and necessary in support of human resources? Strategic Implementation How will the human resources be allocated? Human Resource Planning StrategicPlanning HR Planning Issues : Quadir Mohiuddin Quadir Mohiuddin 8 HR Planning Issues Staffing Questions: How do we manage staffing in times of recession or expansion? What impact does technology change, mergers or relocation have on staffing issues? Do we always have the right people in the right jobs at the right time? How do we get our human resources: buy them or make them or both? Major Objectives of HRP : Quadir Mohiuddin Quadir Mohiuddin 9 Major Objectives of HRP Preventing understaffing and overstaffing Ensure the organisation has the right employees with the right skills at the right place at the right time Ensure the organisation is responsive to changes in its environment Provide direction and coherence to all HR activities and systems Types of Planning : Quadir Mohiuddin Quadir Mohiuddin 10 Types of Planning Aggregate Planning Anticipating the needs for groups of employees in specific, usually lower level jobs and the general skills employees will need to ensure sustained high performance. Succession Planning Focuses on ensuring that key individual management positions in the organization remain filled with individuals who provide the best fit for these critical positions. HRP and Environmental Scanning : Quadir Mohiuddin Quadir Mohiuddin 11 HRP and Environmental Scanning Environmental Scanning The systematic monitoring of the major external forces influencing the organization. Economic factors Competitive trends Technological changes Political and legislative issues Social concerns Demographic trends Scanning the Internal Environment : Quadir Mohiuddin Quadir Mohiuddin 12 Scanning the Internal Environment Cultural Audits Audits of the culture and quality of work life in an organization. How do employees spend their time? How do they interact with each other? Are employees empowered? What is the predominant leadership style of managers? Benchmarking The process of comparing the organization’s processes and practices with those of other companies. Human Resource Planning Model : Quadir Mohiuddin Quadir Mohiuddin 13 FORECASTING DEMAND Human Resource Planning Model Considerations Technology Financial resources Organizational growth Mgmt. philosophy Techniques Trend analysis Managerial estimates Delphi technique Techniques HR inventories Markov analysis Skill inventories Replacement charts Succession Planning External Considerations Wkforce changes Mobility Govt policies Unemployment FORECASTING SUPPLY BALANCING SUPPLY AND DEMAND (Shortage) Recruitment Full-time / Part-time (Surplus) Reductions Layoffs Terminations Demotions Retirements Forecasting Demand for Employees : Quadir Mohiuddin Quadir Mohiuddin 14 Forecasting Demand for Employees Forecasting Demand Quantitative Approach: Trend Analysis : Quadir Mohiuddin Quadir Mohiuddin 15 Quantitative Approach: Trend Analysis Forecasting labor demand based on an organizational index: Select a business factor, e.g. sales, that best predicts human resources needs. Plot the business factor in relation to the number of employees to determine average labor productivity. Compute labor productivity for the past five years. Project human resources demand out to the target year(s). Qualitative Approaches to Demand Forecasting : Quadir Mohiuddin Quadir Mohiuddin 16 Qualitative Approaches to Demand Forecasting Management Forecasts The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs. Delphi Technique An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals. The final forecast represents a composite group judgment. Forecasting Supply of Employees: Internal Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 17 Forecasting Supply of Employees: Internal Labor Supply Staffing Tables Markov Analysis Skill Inventories Replacement Charts Succession Planning Forecasting Internal Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 18 Forecasting Internal Labor Supply Staffing Tables Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements. Markov Analysis A method for tracking the pattern of employee movements through various jobs. Internal Supply Forecasting Tools : Quadir Mohiuddin Quadir Mohiuddin 19 Internal Supply Forecasting Tools Skill Inventories Files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds. Replacement Charts Listings of current jobholders and persons who are potential replacements if an opening occurs. Forecasting Supply of Employees: External Labor Supply : Quadir Mohiuddin Quadir Mohiuddin 20 Forecasting Supply of Employees: External Labor Supply Factors Influencing the External Labor Supply: Demographic changes in the population National and regional economics Education level of the workforce Demand for specific employee skills Population mobility Governmental policies Sources of Information About External Labor Markets : Quadir Mohiuddin Quadir Mohiuddin 21 Sources of Information About External Labor Markets Department of Labor publications State and local planning and development agencies Chambers of Commerce Industry and trade group publications State and local employment agencies HRP Considerations : Quadir Mohiuddin Quadir Mohiuddin 22 HRP Considerations Balancing supply and demand Elements of The HR Plan : Quadir Mohiuddin Quadir Mohiuddin 23 Elements of The HR Plan Acquisition of personnel Effective Utilization redeployment methods improvement training to prevent obsolescence Development and Improvement broad-based training and development performance management systems Retention proper remuneration long-term career planning healthy employee relations good working environment Requisites for Successful HRP : Quadir Mohiuddin Quadir Mohiuddin 24 Requisites for Successful HRP HRP must be seen as equally vital as business planning Top-management support Periodic review and revision of the forecasting techniques and the forecasts Without long range planning concentration becomes focussed on short-term needs resulting in “crisis management” reactions An excellent and up-to-date HRIS Active involvement of line managers and co-ordination between line mgrs and HR function