Human Resource Planning_docx Notes_docx 3.docx

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Human Resource Planning •

In simple words , HRP is a process of striking balance between human resources required and acquired in an organization.

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HRP is a process by which an organization determines how it should acquire its desired manpower to achieve the organizational goal

Definition “Human Resource Planning is the process- including forecasting, developing, and controlling - by which a firm ensures that it has the right number of people and right kind of people, at the right place, at the right time, doing things for which they are economically most useful”. HRP as a Process    

Forecasting Inventorying Anticipating Manpower Problems Planning

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Forecasting future personnel requirements, either in terms of mathematical projections, or of judgment and estimates based upon specific future plans of the company.

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Inventorying, presents manpower resources and analyzing the degree to which these resources are employed optimally.

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Anticipating Manpower Problems by projecting present resources into the future and comparing them with the forecast of requirements , to determine their adequacy, both quantitatively and qualitatively.

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Planning the necessary programmes of requirement, selection, training, employment, utilization, transfer , promotion, development, motivation and compensation so that the future manpower requirements will be duly met.

Need / Importance of Human Resources Planning (HRP) •

To ensure optimum use of manpower and capitalize on the strength of Human Resources.

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To forecast future requirements.

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To face the challenges the business is facing due to turbulent and hostile environmental forces.

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To face Rapid Technological Changes.

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To face Organizational Changes.

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To determine recruitment/induction levels.

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To know the cost of manpower.

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To assess accommodation requirements.

Objectives of HRP •

To link HRP with organizational planning.

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To ensure the optimum use of human resources currently employed.

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To access or forecast future skills requirements

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To provide control measures to ensure that necessary recourses are made available as and when required.

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To determine recruitment levels.

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To anticipate redundancies and avoid unnecessary dismissals.

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To determine optimum training levels.

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To provide a basis for management development programmes.

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To deploy the manpower in new projects.

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To decide whether certain activities need to be subcontracted. Summary of objectives

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Forecasting Human Resources Requirements: HRP is essential to determine the future needs of HR in an organization. In the absence of this plan it is very difficult to provide the right kind of people at the right time.

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Effective Management of Change: Proper planning is required to cope with changes in the different aspects which affect the organization. These change needs continuation of allocation/ reallocation and effective utilization of HR in organization.

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Realizing the Organizational Goals: In order to meet the expansion and other organizational activities the organizational HR planning is essential.

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Promoting Employees: HRP gives the feedback in the form of employee data which can be used in decision-making in promotional opportunities to be made available for the organization.

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Effective Utilization of HR: The data base will provide the useful information in identifying surplus and deficiency in human resources.

Factors which affects HRP    

Government Influence Social Factors Economic Factors Technological Changes ......

Refer HRM by Subba Rao

Five Phases of HRP 1. 2. 3. 4. 5.

Analyzing: What are the key human resources information needed/ Forecasting: Demand versus supply analysis. Planning: Identification of strategy. Implementing: Implementing the strategy. Evaluating: Feedback on effective of outcomes.

The Human Resource Planning Process (1) Forecasting Future Human Resources Needs: (2) Projecting Human Resources Supply: (3) Comparing Forecast Needs with Projection Supply: (4) Planning Policies and Programs : (5) Evaluating HRP Effectiveness:

Human Resource Forecasting Techniques 1. Demand Forecast : External Factor & Internal factor 2. Supply Forecast : Supply forecasting measures the number of people likely to be available from within and outside an organization 3. Judgment & Experience : 4. Raito-trend Analysis : 5. Work Standard Data : Comprehensive sets of data for man-hours or units to perform various productivity tasks are being set as work standard by organizations. 6. Delphi Technique:

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Job Description •

Job description is an organized, factual statement of duties and responsibilities of a specific job. It involves classifying and summarizing data according to specific duties, task related behavior, personnel requirements, and other descriptive characteristics of the job.

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Job description defines the scope of job activities, major responsibilities, and positioning of the job in the organization.

Components of Job Description 1. Job Identification : It include the job title, alternative title, department, division, plant and code number of the job. The job title identifies and designates the job properly. 2. Job Summary: First, it provides a short definition which is useful as identification information when job title is not adequate. Second, it gives the reader ‘quick capsule explanation’ of the content of job. 3. Job Duties: It give us a comprehensive list of duties with the indication of the frequency of the occurrence or percentage of time devoted to each major duty. 4. Relation to other jobs : It helps to locate the job in organization job hierarchy. It also gives an idea of the vertical relationship of work flow an procedure. 5. Supervision indicates the number of persons to be supervised along with their job titles, and the extent of supervision involved- general, intermediate or closed supervision. 6. Machine tools and equipments define each major type or trade name of the machines, tools and raw material used 7. Working conditions usually give the information about the environment in which job holder must work. 8. Hazards give the nature of risks to life and their possibilities of occurrence. title,

Job Specification •

A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly. It translates the job description into terms of the human qualification which are required for successful performance of a job.

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Components of Job Specification •

Physical characteristics which include health, strength, endurance, age-range, height, weight, vision, voice, eye, hand, foot co-ordination, motor co-ordination, colour discrimination.

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Psychological characteristics or special aptitudes which include qualities such as manual dexterity, mechanical aptitude, ingenuity, judgement, resourcefulness, analytical ability, mental coordination and alertness.

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Personal characteristics or traits of temperament such as personal appearance, good manners, emotional ability, aggressiveness or submissiveness, extroversion or introversion, leadership, co-cooperativeness, initiative and drive, skill in dealing with others, unusual sensory qualities of sight, hearing, adaptability, conversational ability etc.

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Responsibilities which include supervision of others, responsibility for production, process and equipment, responsibility for safety of others, responsibility for generating confidence, responsibility for preventing monetary loss.

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Other features of demographic nature which are age, sex, education, experience and language ability.

Job Analysis •

Meaning: Job analysis is the process of systematically analyzing the activities of each job.

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Definition : “Job Analysis is a process of determining, by observation and study, and reporting pertinent information relating to the nature of a specific job.”

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Job Description: A description of what a job-holder does. Job Specification: Those personal characteristic a job holder must possess to be successful on the job.

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Job analysis is a systematic exploration of activities within a job. It is basic technical procedure, used to define duties, responsibilities and accountabilities of a job.

Methods of Job Analysis •

A combination of above approaches is used depending upon the situation and the organization. The methods of collecting job related data are:

1. Observation Method: Observation of work activities and worker behavior is a method of job analysis which can be used in combination with other methods of job analysis. [Type text]

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Direct Observation

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Critical Incident Technique : The Critical Incident Technique ( CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria.

2. Interview Technique: Interview technique involves discussion between job analysts and job occupants or experts. Job analysis data from individual and group interview with employees are often supplemented by information from supervisors of employees whose jobs are analyzed . 3. Functional Job Analysis: Functional job analysis is a method of job analysis that uses precise terminology and structured job analysis schedule to record information regarding job content and career planning. 4. Questionnaires: Questionnaires can be filled out by employees on an individual basis or by job analysts for a group of employees. Questionnaires are relatively inexpensive to administer and data can be collected in a very short time. However, developing a questionnaire takes time and some degree of familiarity with the job in question. 5. Job inventories or Checklists: Job inventories or checklists are structured questionnaires that require a respondent to check or rate behavior and/or worker character necessary to a particular job or occupation. Job inventories can be either task oriented (job oriented) or qualification oriented. 6. Technical Conference Method: In this method, services of supervisor who possess extensive knowledge about a job are used. The analyst initiates discussion which provides details about the job. This method lacks accuracy because actual job holders are not involved. 7. Diary Method: This method requires the job holders to record in details their activities each day. If done faithfully this technique is more accurate and eliminates error caused by memory lapses the job holders makes while answering questionnaire and checklists.

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Process of Job Analysis

Step-1Strategic Choices     

The extent of employee involvement in Job analysis The level of details of the analysis Timing and frequency of analysis: Past oriented v/s future oriented job analysis Sources of job data

Step 2: Information Gathering 

This step involves decision on three issues: What type of data is to be collected? What methods are to be employed for data collection? Who should collect the data?

Step 3: Information Processing 

Collected job information is processed for job description & job specification

Step 4: Job Description 

Written statement describing main features of job as well qualification for that position.

Step 5: Developing Job Specification 

Conversion of JD in JS. Mention personal qualities, traits, skills and background is necessary for getting the job done.

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