INDEX

SR. NO. CHAPTER PAGE NO.

1. INTRODUCTION
2. OBJECTIVES
3. RESEARCH METHODOLOGY
4. FINDINGS
5. QUESTIONNAIRE
6. CONCLUSION
7. BIBILIOGRAPHY


1. INTRODUCTION
1.1 Definition
1) According to Geisler:- H.R.Planing is the process- including forecasting,
developing and controlling-by which a firm ensures that it has the right
number of people and right kind at the right places at the right time doing
work for which they are economically most useful
2) According to Wendell French- H.R.Planing may be definied as the
process of assessing the organizations human resources needs in the light of
organizational goals and making plans to ensure that a competent, stable
work force is employed.
1.2 Process of H.R.P
With you expansion of business adoption of complex technology and
professional management techniques, the process of human resource planning
has assumed great significance. H.R.P consists of the following stages.
1) Analyzing organizational plans and deciding objectives
2) Analyzing factors for manpower requirements
a) Demand forecasting- forecasting the overall human resources
requirements in accordance with the organizational plans.
b) Supply forecasting- obtaining the data and information about the
present inventory of human resources and forecast the future
changes in present human resource inventory.
3) Developing employment plans
4) Developing human resource plans

1) Analyzing organizational plans and deciding objectives
Before undertaking the human resource planning of an organization the short
term and long term objectives should be analyzed. The process of human
resources planning should start with analyzing the organizational plans.
Analysis of organizational plans and programmers help in forecasting the
demand for human resources as it provides the quantum of future work
activity.
The business plan would be a blue print of desired objectives. This objective
stated in economic terms, would incorporate the growth rate of the company,
diversification plans, market opportunities and government policies.
Therefore, human resource planning should meet two requirements.
A) It should be directly related to the essential nature of the
organization.
b) The changes in the selected factor are proportional to changes in the
human resources required in the organizational.
In the small organization, a human resource planning could be
formulated to cover the whole organizational. However In a large
organization, size may necessitate human resource planning by separate
departments.

2) Analyzing factors for manpower requirements
The existing job design and analysis may thoroughly be reviewed
keeping view the future capabilities, knowledge, and skills of present
employees. The job generally should be designed and analyzed
reflecting the future human resource and based on future organizational
plans. The factor for manpower requirements can be analyzed by two
ways:-
a) Demand forecasting and
b) Supply forecasting.
HR Demand Forecasting:
DEMAND FORECASTING (DF) is the process of estimating the future
quantity and quality of people required. The basis of the forecast must be the
annual budget and long term corporate plan, translated into activity levels for
each functions and department, In a manufacturing company , the sales
budget would be translated into a production plan giving the number and type
of products to be produced in each period. From this information, the number
of hours to be worked by each skilled category to make the quota for each
period would be computed. Once the hours are available, determining the
quality and quantity of personnel will be the logical step.
Demand forecasting must consider several factors- both external as
well as internal. Among the external factors are competition (FOREIGN &
DOMESTIC), economic climate, laws and regulatory bodies, changes in
technology, and social factors. Internal factors include budget constraints
production levels, new products and services organizational structure, and
employee separation. DF is common among organizations, though they may
not do personnel supply forecasting.
DF helps:
Quantifying the jobs necessary for producing a given number of goods,
or offering a given amount of services;
Determining what staff-mix is desirable in the future;
Assess appropriate staffing levels in different parts of the organization
so as to avoid unnecessary costs;
Prevent storage of people where and when they are needed most ;
Monitor compliance with legal requirements with regard to reservation
of jobs.

FORECASTING TECHINQUES vary from simple to sophisticated ones. It
may be stated that organizations generally follow more than one technique.
But as per our study, well study the following techniques in detail:
Managerial judgment.
Delphi technique.
Work study technique.
Ratio trend analysis.

(1)MANAGERIAL JUDGMENT: This technique is very simple. In this,
managers sit together, discuss and arrive at a figure which would be the
future demand for labour. The technique may involve a BOTTOM-UP or
a TOP-DOWN approach.
In the first, line managers submit their departmental proposals to top
managers who arrive at the company forecasts. In the TOP-DOWN
approach, top managers prepare company and departmental forecasts. The
forecasts are reviewed with departmental heads and agreed upon. Neither of
these approach is accurate-a combination of the two could yield positive
results. In both the approaches managers are provided with broad guidelines.
In consultation of HRM department, departmental heads prepare forecasts for
their respective departments. Simultaneously top HR managers prepare
company forecasts. This technique is used in smaller organizations or in
those companies where sufficient data base is not available.
(2)DELPHI TECHNIQUE: Named after the ancient GREEK oracle at the
city of DELPHI, the Delphi technique is a method of forecasting personnel
needs. It solicits estimates of personnel needs from a group of experts,
usually managers. The HRP experts act as intermediary, summaries the
various responses and report the findings back to the experts. The experts are
surveyed again after they receive this feedback. Summaries and surveys are
repeated until the experts opinions begin to agree. The agreement reached is
the forecast of the personnel needs. The distinguishing feature of the Delphi
technique is the interaction among experts.
(3)WORK STUDY TECHNIQUE: it can be used when it is possible to
apply work measurement to calculate the length of operation and the amount
of labour required. The starting point in a manufacturing company is the
production budget, prepared I terms of volumes of budgets of productive
hours for the company as a whole, or volumes of output for individual
departments. The budgets of productive ours are then complied using
standard hours for direct labour. The standard hours per unit of output are
then multiplied by the planned volumes of units to be produced to give the
total number of planned hours for the period. This is then divided by the
number of actual working hours for an individual operator to show the
number of operator required. Allowance will have to be made for
absenteeism and idle time. Following is highly simplified example of this
procedure.
Example:
1. Planned output for next year 20000
units
2. Standard hours per unit 5
3. Planned hours for the year 100000
4. Productive hours per man/year 2000
(Allowing normal overtime, absenteeism, and Idle time)
5. Number of direct workers required(4/5) 50
Work study technique for direct workers can be combined with ratio
analysis to forecast for indirect workers, establishing the ratio between the
two categories. The same logic can be extended to any other category of
employees.
(4)RATIO TREND ANALYSIS: this is the quickest forecasting technique.
The technique involves studying past ratios, say, between the number of
workers and sales in an organization and forecasting future ratios, making
some allowance for changes in the organization or its methods. The table
given below shows how an analysis of actual and forecast ratios, between the
number of routine proposals to be processed by an insurance companys
underwriting department and the number of underwriters employed could be
used to forecast future requirements.

NO OF
EMPLOYEES
RATIO
YEAR PRODUCTION
INSPECTOR
INSPECTOR
:
PRODUCTION
-3 1500 1 : 10
150
ACTUAL -2 1800
180
1 : 10
LAST YEAR 2000
180
1 : 11
NEXT YEAR 2200*
200+
1 : 11
FORECAST +2 2500*
210+
1 : 12
+3 2750
230+
1 : 12



HR Supply Forecasting:
The next logical step for the management is to determine whether it will be
able to procure the required number of personnel and the sourced for such
procurement. This information is provided by supply forecasting. Supply
forecasting measures the number of people likely to be available from within
and outside an organization, after making allowance for absenteeism, internal
movements and promotions, wastages and changes in hours and other
conditions of work.
REASONS FOR SUPPLY FORECAST ARE:-
Helps in quantify number of people and positions expected to be
available in future to help the organization realize its plan and meet its
objectives.
Helps clarify likely staff mixes that will exist in the future.
Assess existing staffing levels in different parts of the organization.
Prevents storage of people where and when they are most needed.
Monitors expected future compliance with legal requirements of job
reservation.
The SF covers:-
o EXISTING HUMAN RESOURCES: analysis of present employees
is greatly facilitated by HR audits. HR audits summaries each
employees skill and abilities. The audits of non-managers are called
skills inventories and those of the management are called management
inventories. Whatever name is used, an inventory catalogues each
employees skills and abilities. This summary gives planners a
comprehensive understanding of the capabilities found in the
organizations workforce.
o INTERNAL SUPPLY ANALYSIS: armed with HR audits, planners
can proceed with the analysis of internal supply. The techniques used
for the purpose are:
I. Inflow and out flow
II. Turnover rate
III. Conditions of work and absenteeism
IV. Productivity level
V. Movement among jobs
o EXTERNAL SUPPLY ANALYSIS: the organization needs to look
out for prospective employees from external sources. External sources
are important for specific reasons;
New blood and new experience will be available
Organization needs to replenish lost personnel
Organizational growth and diversification creat the needs to use
external sources to obtain additional number and type of
employees.
Sources of external supply vary from industry to industry, organization to
organization and also from one geographical location to another. Some
organizations ss while others achieved excellent results from consultants,
competitors or unsolicited applications.

3) Developing employment plans
After determining the number of personnel for each job in the
organization, the human resource department has to determine the
nature job regarding job description and job specification.
a) Job description:-A job description will generally describe the work
performed the responsibilities involved, the skill or training required
condition under which the job is done, relationship with other job.
According to The British institute of management-a job description
is not intended to catalogue all duties involved with the result that an
employee would feel justified in declining to perform any work not
included in description. It should be regarded as an out-line of
minimum requirements of the job, thus preserving flexibility of
operation
b) Job specification: -The job specification is an output of job
description, states the minimum acceptable qualifications that the
new comer must possess to perform the job satisfactorily and
successfully, job specification serve as an important tool in selection
process and evaluation. They are developed by the human resource
department in consultation with the different line managers. The
various elements of job specification are:-
a) Minimum formal education necessary to perform the job.
b) Minimum experience required performing the job.
c) Manual/mental skill required performing the job.
d) Personality factor such as personal appearance ,emotional
stability, maturity, intiative, drive and sociability.
e) For high-level jobs, the ability to assume responsibility is an
essential pre-requisite.
4) Developing human resource plans
Net human resource requirements in numbers and components are to be
determined in relation to the overall human resource requirement. After
estimating the supply and demand of human resource, the management
started adjustment when the internal supply of employees is more than the
demand human resource surplus exists and the external recruitment is
stopped. Besides the existing employees are encouraged to take voluntary
retirement. It gradually reduces the surplus. If human resource deficit exists
then the planners have to rely on the external sources. They then proceed for
scanning of the employment market for recruitment purposes. If future supply
of human resources form all the external sources is estimated to be
inadequate or less than the requirements, the manpower planner has to
suggest the management to alter or modify oirganisational plan. In case of
shortage of certain categories of employees, the organizational has to the care
not only of recruitment but also retention of existing employees.

1.3 Type and strategy of organization:
The type of organization is an important consideration because it determines
the production processes involved, number and type of staff needed, and the
supervisory and managerial personnel required. Manufacturing organizations
are more complex in this respect than those that render services. The strategic
plan of the organization defines the organizations HR needs. For eg, A
strategy of internal growth means that additional employees must be hired.
Acquisitions or mergers, on the other hand, probably mean that the
organization will need to plan for layoffs. Since mergers tend to create,
duplicate or overlapping positions that can be handled more efficiently with
fewer employees.
Primarily, the organization decides either to be proactive or reactive in HRP.
It can either decide to carefully anticipate the needs and systematically plan
them to fill them far in advance, or it can simply react to needs as they arise
of course care full planning to fill HR needs better helps ensure that the
organization obtains the right number of HR people with proper skills and
competencies when they are needed.
Similarly, the organization must determine the breadth of the plan.
Essentially, the organization can choose a narrow focus by planning one or
two HR areas such as recruitments o0r selection, or it can choose a broad
focus by planning in all areas including training, remuneration and so on.
The organization must also decide upon the formality of the plan. It can
decide to have an informal plan that lies mostly in the minds of the managers
and personnel staff. Alternatively, the organization can have a formalized
plan which is clearly spelt out in writing, backed by documentation and data.
Finally, the organization must make a decision on flexibility- the ability of
the HR plan to anticipate and deal with the contingencies. No organization
likes high level of uncertainty. Organizations seek to reduce uncertainties by
planning, which includes forecasting and predicting possible future
conditions and events HRP can contain many contingencies, which reflect
different scenarios thereby assuring that the plan is flexible and adaptable.

1.4 Effects and Impacts of High Employee Turnover to Organisations
In 1998, more than two-thirds of the organisations in Singapore indicated a
productivity loss of greater than 10% due to high employee turnover.
(National Productivity Board, Singapore, 1998) The survey reported high
recruitment cost, and poor quality in product and services, in addition to low
productivity. More importantly, high employee turnover was found to be the
major contributor of poor morale in many organisations.
High turnover can be a serious obstacle to productivity, quality and
profitability to companies of all sizes. For the smallest firms, having
sufficient staff to fulfil daily functions is a challenge, even beyond how well
the work is done when staff is available. Major companies often spend
millions of dollars on turnover-related costs. For service-oriented professions
such as management consulting and accounting management, high employee
turnover can also lead to customer dissatisfaction as clients feel little
attachment to a revolving contact, and dips in the quality of service each time
their representative changes.
A 2008 article in HR Management magazine noted that replacing a worker
cost on average 100 to 125 percent of an employees annual salary. If an
employee earns $75,000 a year, replacing that person sets the employer back
$75,000 to $100,000 after calculating the executive recruiters fees and the
cost of advertising and training.
Moreover, the employer loses productivity and often suffers a decline in
morale as colleagues wonder why they are staying and whether the grass is
more appealing elsewhere. (Taylor, Jr. and Stern, 2009)
Existence of a strong and inseparable co-relationship in high employee
turnover, productivity loss and low employee morale is highly evident.
High turnover sometimes may be perceived as useful. Poor interviewers may
fail to discover that new hires are poor performers until after they have been
on payroll for several weeks. Rather than going through the hassle of
documenting dismissals of underperforming employees, some firms may rely
on turnover to weed out the bad hires. When the learning curve is small and
consequences of having inexperienced staff are minimal, high turnover is less
significant in this instance.
Employee turnover is almost inevitable in every organisation. If turnover is
low and kept at a healthy level, it is alike to injecting new blood creating
synergy among new hires and existing employees, and infusing new ideas
into an organisation.
2. OBJECTIVES OF STUDY
Deciding Goals: Human Resource Planning helps to achieve individual and
organizational goals
Evaluating future organizational structure and human resource requirements
Auditing Human Resources on a constant basis in order to prevent
overstaffing and understaffing
Undertaking Job Analysis through analysing the descriptions and
responsibilities of specific jobs in order to hire the most suitable candidate for
the position
To use the human resources of the company in a most efficient manner to
gain maximum benefits. This task would be easier if information regarding
the various aspects of human resources are collected and arranged in an
organised manner by HR
To forecast future requirements for human resources numbers and skills.
This is especially important for companies that are planning expansion of
operations.
To help the companies to better adjust to changes in political, economic,
social, and technological environment, where HR plays an important part in
mergers, relocation of plants, downsizing, closing of some operations, etc.
To determine the levels and standards of recruitment and induction.
To devise training and development programs for floor workers and
managers.
To know the cost of human resources which is especially important in
occasions of operations expansion and staff redundancies
To assist in productivity bargaining. For instance, HR can offer great
assistance to the company when a proposal is being reviewed whether to
change some of the operations from using the workforce for this part of
operation to installing fully automated technology for that purpose.

3. RESEARCH METHODOLOGY
1. Desk review of relevant documents, including HRP annual technical
reports for 20082012; the WHO Global reproductive health strategy (1),
RAP reports for 20082012, and reports of the Scientific and Technical
Advisory Group (STAG) and the Policy and Coordination Committee (PCC).
A recent study by interns Oscar Zazueta-Fierro and Alfredo Fort (personal
communication, 14 September 2012) on research-capacity training provided
additional information to this evaluation;
2. a global e-mail questionnaire was developed to collect relevant data and
information. The questionnaire was sent to 25 institutions that have benefited
from LID grants; this included eight that received grants before the period of
this evaluation, to assess the performance of these institutions after being
weaned off the grant (see list in Annex 1). The objective of the questionnaire
was to assess the performance of the collaborating centres in relation to the
support given by HRP. Indicators included were:
The number of people trained within the institution;
Research output;
Evidence of responsiveness to changing SRH research needs and priorities
in the programme of the centres;
The impact of research on national policy formulation;
The impact on health services (adoption and utilization of research
findings);
Involvement of staff in national, regional and international advisory
bodies/technical committees;
The networking role within the countries and also at the regional level;
3. Site visits for verification of reports and to assess the extent of national and
regional outcomes. Discussions were also held with the ministries of health
and other national institutions that collaborated with the collaborating
centres, to assess how the collaborating institutions are impacting on these
institutions.
4. FINDINGS
Recent historical production for the year 2013 reveals that there no
fluctuation. Daily and weekly production also indicates that there is no
fluctuation. This is same to the sales data for the year 2013. Expected
production and sales data for the year 2011 shows the most similar
production and sales for RHL. It can be concluded that expected production
and sales of RHL remains similar as at 2013. Recent historical production for
the year 2013 reveals that there fluctuation. Daily and weekly production also
indicates that there is no fluctuation. Recent historical sales for the year 2013
reveal that there fluctuation. Daily and weekly sales indicate that there is
fluctuation. There is no fluctuation in expected production for the year 2011.
But, there is fluctuation in expected sales for the year 2011 for AAAHL. It
can be concluded that expected production of AAAHL remains similar as at
2013. But, expected sales declines due to higher Sales Force Turn Over Rate
-SFTOR- than previous year. Gap of RHL has been identified both
individual and entire bases.
After identifying the institutions to support, HRP assists them to identify their
needs and makes visits to the sites to provide expertise on the process of
implementation of the agreed activities. Sixty-four per cent of the centres felt
that these HRP visits were frequent enough to provide the support that they
needed. The rest wished for more visits. It is important to mention here that
HRP repeatedly informed the centres that there were inadequate resources for
more frequent visits to the centres. Nonetheless, the visits also encouraged
the adoption of corrective actions to any shortcomings noted, to further
improve the research orientation in the reproductive health forum of the
country (for research needs, prioritization, reviews and translating findings to
practice guidelines).

5. QUESTIONNAIRE
Q1. Since how many years have you been working with XYZ Company?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years

Q2. Is the company having sufficient employees or the current employees are
overloaded with work?
a. Have Sufficient No. of Employees
b. Current Employees are overloaded with work

Q3. Does the company do proper HR Planning for achieving targets?
a. Yes
b. No

Q4. Is the organization doing timeliness planning & audit for HR
requirements?
a. Yes
b. No

Q5. Does HR provides an adequate pool of employees after HR Planning
Process?
a. Yes
b. No


Q6. Do you think company is doing HR Planning according to the skills,
knowledge and education of existing employees?
a. Yes
b. No

Q7. Is the work evenly distributed among the employees because of existing
HR Planning Process?
a. Yes
b. No

Q8. Does HR train hiring employees to make the best hiring decisions?
a. Yes
b. No

Q9. Rate how well HR finds good candidates from non-traditional sources
when
Necessary?
a. Poor
b. Adequate
c. Excellent

Q10. How would you rate the HR departments performance in HR Audit &
Planning Process?
a. Good
b. Average
c. Poor
6. CONCLUSION
Employees are the backbone of any business success. Therefore, they need
to be motivated and maintained in organisation at all cost to aid the
organisation to be globally competitive in terms of providing quality products
and services to the society. In long run, returns on investments on the
employees would be achieved.
Management should encourage job redesign-task autonomy, task significance
and identity, open book management, and employee empowerment.
Managers should execute recruitment and selection scientifically with the
objective of retaining employees, examine sources of employee turnover and
recommend the best approach to fill the gap so that they retain employees in
their organisation to enhance their competitiveness in the this world of
globalisation.
Employees are liquid assets that help organisation to withstand the
globalisation waves. This asset needs to be monitored with due care.
Griffeth et al. (2000) noted pay and pay-related variables have a great effect
on employee turnover. Management should compensate employees based on
their performance. If these were put in place, they would minimise employee
turnover.

7. BIBILIOGRAPHY

www.referenceforbusiness.com/encyclopedia/Eco-Ent/Employee
Turnover - duties, benefits, expenses, [Accessed 13 February 2011]
wfnetwork.bc.edu/glossary_entry.php?term=Retention,%20Definition(s
)%20of&area=All
http://jcsi.net/statistics/the-rising-turnover-trend.html
www.wikipedia.com