unit 2 hr for MBA human resource planning.pptx

Hr manager for MBA students

1. Human Resource Planning

2. Talking points What is HRP? Why Human Resource planning is important? Features Objectives of HRP HRP process Need of HRP Benefits Types Approaches to human resource planning Forecasting Human resource availability Forecasting Techniques Guidelines for making HRP effective Factors affecting Human Resource Planning Challenges for HR planning Barriers to HR planning Requirements for effective HR plan conclusion

3. HRP is a sub-system of total organizational planning HRP facilitates the realization of the company’s objectives for the future by providing the right type and number of personnel. HRP is also called Manpower planning,personnel planning or Employment planning . What is HRP?

4. Importance of HR Future personnel needs Coping with change Creating highly talented personnel Protection of weaker sections International strategies

5. Features Futuristic Continuous process Part of corporate planning Flexibility Long term and short term plans (reward and increment)

6. Objectives of HRP Forecasting Human Resource Requirement -HRP Effective Management of change Realizing organizational Goals Effective utilization of HR Promoting Employees

7. HRP Process Organization’s Strategies and Plans Human Resources Requirement Human Resources Availability Assessment of Human Resources Needs Gap Analysis Action Planning Imp l em e n t a ti on

8. Needs of HRP Employment –Unemployment situation Technological change Organizational change Demographic change Skill shortage Government influence

9. Benefits of HR Planning Lower HR costs through better HR management. More timely recruitment for anticipate HR needs Better devlopment of managerial talent Improve the utilization of human resources. Make successful demand of local labor market. Co-ordinate different HR programs

10. Types of HR planning SHORT TERM Approaches to matching a weak individual and a job For optimum utilization of the strong incumbent. LONG TERM Projecting manpower requirements. Taking stock of existing manpower Recruitment & selection HR devlopment

11. Approaches to HR planning Two Approaches used in forecasting the demand for human resources are- Quantitative Q ualitative -knowledge, skills Technical, behavioral patteren S psychological aspects

12. Forecasting HR availability Forecasting the supply of internal human resources Forecasting the supply of external human resources

13. Forecasting Techniques Managerial judgment Ratio-trend analysis Work study techniques Delphi technique Other techniques

14. GUIDELINES FOR MAKING HRP EFFECTIVE Integration with Organizational Plans Period (Time) of HR Planning Proper Organization Support of Top Management Involvement of Operating Executives

15. Factors affecting Human Resource Planning Organizational growth cycles and planning Time horizons Nature of job being filled 4.outsourcing

16. Challenges for HR Planning Globalization Handling multicultural/Diverse Workforce Employee selection Training & Devlopment Balance with work life Retaining Talents conflict Managing

17. Barriers to HR plan Time consuming Incompatible information Conflicts between short term and long term HR needs Trade unions Uncertainties Conflicts between quantitative and qualitative approaches of HRP

18. Requirements for effective HR plan HR plan must be as a part of corporate planning . HR plan duties should be centralized in different management level Plan should be prepared by skill levels rather than by aggregates The time horizon of the plan must be long enough to permit any remedial action .

19. conclusion An effective HRP is required for an organisation to be effective HRP needs to be fully integrated to be organization plan Secret of success is the right type of people available in the right number at time at right place.

20. Human Resource Management Tools and Techniques Organizational Charts. Responsibility Assignments Matrix. Text. Networking. Organizational Theory. Expert Judgement . SWOT Analysis. Programmatic Job Advertising Tools

21. Demand forecasting:  as discussed above demand forecasting means estimating the future requirement of the employees. It can be done on the basis of estimating sales, number of proposals company get or on the basis of estimating the number of orders the company has. Main methods A.Statistical techniques:  it is one of the reliable source for long range forecasting of employees. The important tools for forecasting are: Regression analysis:  it is used to estimate the future requirement of the employees on the basis of sales, output, etc., when dependent and independent variable are related to each other. Ratio and trend analysis:  in this method the ratio is calculated on the basis of past data. Future ratios are calculated on the basis of changes expected in the human resources.

22. B. Work load forecasting:  it means how long the operation would take and how much labor is required. For example annual production of the company is 400000 units. The standard time required to complete the task is 2 hours. Past records show that workers contribute 4000 hours per year. So planned man-hours for year=400000* 2= 800000 hours. Number of workers required= 800000/ 4000= 200 So 200 workers are needed to meet the target of 400000 units Supply forecasting:  Supply forecasting is another quantitative aspect of human resource planning. It is concerned with estimating the supply of manpower by analyzing the current resources and future availability. For this purpose the external supply and internal supply of manpower must be considered by human resource planner.

23. Simulation technique:  it means alternative flows which are examined for effects on future manpower supplies. b) Renewal analysis:  this technique measures future flow and supplies of manpower by calculating vacancies created by the organization. c) Goal programming:  here the planner tends to optimize the goal.