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HRP as integral part of business planning, forecasting supply of manpower and integrated budget for manpower planning System and analysis approach, Controlling manpower of manpower HR Forum Fueling the process.
HRP as integral part of business planning, forecasting supply of manpower and integrated budget for manpower planning System and analysis approach, Controlling manpower of manpower HR Forum Fueling the process.
HRP as integral part of business planning, forecasting supply of manpower and integrated budget for manpower planning System and analysis approach, Controlling manpower of manpower HR Forum Fueling the process.
Human Resource Planning (HRP) Forward looking functions
Assess Human Resource requirements in advance keeping the production schedule, market fluctuations, demand forecasts etc
Right number of qualified people into right job at the right time so that an organisation can meet its objectives.
Subjected to revision
Short term ( 2 Year)/ Long term (5 or more years) Importance Of HRP People bank Creating High Talented Personnel Foundation of personnel function Expand and contract Cut Cost Succession Planning Resistance to change
Factors affecting HRP Type and strategy of organisation. Organisational growth cycle and planning Environmental uncertainties Type and quality of Information Nature of jobs being field Outsourcing. Planning process 1. Environmental Scanning 1. Economic 2. Technological changes 3. Demographic Changes 4. Political Changes 5. Social Concern
Organisational objective and policies Vacancies filled by promotion/ external recruitment. Training and Development objectives Job Enrichment Creative and new jobs Ensure continuous availability and flexible workforce. 3. HR Needs forecast Estimating future quantity and quality of people require . Basis of forecast: Annual Budget, Long term corporate plans, activities of different deptt.
4. HR supply Forecast
5. HR programming
6. HRP implementation
7. Control & Evaluation
8. Surplus 1. Restricted hiring 2. Reduce hours 3. VRS, Lay off etc.
9. Shortage 1. Recruitment and Selection 2. Outsourcing Target for next lecture Case study : Toto Company Tentative Lecture Schedule Lecture No. Topics to be covered Case studies 1.
2.
3.
4.
5. Introduction to HRP
HRP as integral part of business planning, Forecasting Supply of manpower and Integrated budget for manpower planning System and analysis approach, Controlling manpower of manpower HR Forum Fueling the process.
Toto company
Tutorials
Case studie
Presentation by groups HUMAN RESOURCE PLANNING AND AUDITING Session 2 Semester 3 Batch 2009-2010 Lecture Map HRP as integrated part of business planning Setting man power standards Manpower forecasting for managerial staff, technical staff, office staff, skilled and unskilled labour. Role of HRP Professionals Strategic role Formulating the strategies Managing relationship with managers Administrative role Managing the organisational resources Employees welfare activities Specialized role Collecting and analyzing data Designing and analyzing forecasting system Managing the career development Ways to make HRP more effective Vertical integration Serve stakeholders Understand organisation thoroughly Structure Management/ worker Mission Issues etc. Understand demography Data Projection Profile Measurable outcomes Element of system & their integration Stakeholder Interest ______________ Stakeholder Management Employee Group Govt. Community Union
Situational Factor ______________ Work force Business strategy Labour Mkt Union Task technology Laws and societal values HRM Policies ----------- Employee Influences HR Flow Reward System Work System HRM Outcome ----------- Commitment Competencies Congruency Cost-effectiveness Long Term Consequences ------------ Industrial wellbeing Organisational Effectiveness Societal Welbeing Harvard Analytical Framework of HRM HR & Business Planning Process Strategic Planning ------------------------------------- 1. Define corporate Philosophy 2. Scan environmental conditions 3. Evaluate corporate strategy Link Corporate and Staff Planning Strategic ____________ Long (5 Years)
Action Plan Sources of information Social Census information,HR Journals, News, media, Social trends, Employment sections in papers
Demographics Census information, Local committees
Political and Legislative News, media, Labour Relations Commission, Parliament Proceedings.
Industrial and Technological Journals specific to each industry, Trade associations, Employers associations.
Competitors Annual reports, Market research, News, MediaNetworking Strategic Direction- HR Linkages Mission Determines business of organisation Obj & Goals Setting Goals and Objective Strategies Determine how goals and objectives will be attain Structure Determine what jobs need to be done by whom People Matching Skills, Knowledge and ability to required job Levels of Planning Strategic Level Capabilities required to meet organisations long term objectives term objective Location Level Best required location qualification & labour cost Group behavior / Unit Level Capabilities of employees to meet Units objectives Personal Level Specific requirement for specific job HRP Model Strategic Human Resource planning Designed to insure consistency between organisations Strategic Planning process and HRP. Objectives of HR Planning are feasible HR programmes are designed around organisational Objectives and strategies require in terms of human resource goals.
Basic Human Resource Planning Model Organisational Objectives Human Resource Programme Feasibility Analysis HR Requirement 1 1 3 2 4 5 Link 1 & 5: SHRP: HR Objectives are linked to organisational objectives Example Open New Prdt line
Open new factory and distribution system Develop new Objectives And Plan Developing new staff for new Installation
Prdtn Worker Supervisor Technical Staff Other managers Recruit Skilled Workers
Develop technical trang prg Recruiting and trng
Feasible Transfer infeasible because of managers with right skills 2 Recruit Managers from outside Too costly to hire from outside 3 1 4 3 5 Link 1: Determine Demand ( labour requirement) How many people are working and in what jobs to implement organisational strategies and attain organisational goals. Involve forecasting HR needs based on organisational objectives Involve consideration of alternative ways of organizing jobs (Job design, organisational design or staffing jobs) Example : Peak production Link 2: Determine HR Supply (availability) Choose HRM programmes (supply) Involves forecasting or predicting effect of various HR programmes through various job classification. Determine how well existing programme is doing , then forecast additional programme or combine the programmes. Needs to know various HR programmes and their combinations. Link 3 & 4: Determine Feasibility Capable of being done Requires knowledge of programmes Synchronization of programmes with business environment Do the benefits outweigh the costs??? Difficulty in quantifying cost & benefits. Link 5: Revise organisational objectives and strategies. If no feasible programme is devised, organisation should revise the strategic plans. Practical shortcomings of HRP Model Oversimplification Less rational May omit one step because of: Lack of knowledge Incorrect assumptions Poor strategic planning Resistance to change ANALYSIS OF THE WORKFORCE INVENTORIES OF THE EXISTING WORKFORCE
SUCCESSION PLANS-to determine the type and calibre of managers available to succeed senior or middle managers who retire or leave
MOVEMENT OF EMPLOYEES-promotions and transfers
USE OF STAFF-overtime working, Absenteeism, ineffective or wasted time or efficiency in the use of labour
LABOUR TURNOVER-an analysis of the rates at which staff are leaving employment 7 of trends of such turnover
COSTS-to know at which point recruitment becomes most cost- effective than increased overtime working. Forecasting of Human Resources Forecasting Demand for Employees Consider the firms strategic plans likely impact on the demand for the firms products or services.
Assumptions on which the forecast is predicated should be written down and revisited when conditions change.
Unit forecasting (bottom-up planning) involves point of contact estimation of the future demand for employees.
Top-down forecasting involves senior managers allocating a fixed payroll budget across the organizational hierarchy.
Time Scale of HRP forecast Time - Frame Requirement basis Manpower Availability Possible action plan to meet requirement Less than a year Annual budget (Operational Plans) Existing + Contractual Contractors, Overtime, retirement on contractual basis, restructuring and layoffs 1- 2 Years Forecasted budgets (business Plans) Current projected attrition Transfers, Promotion, recruitment, restructuring, redundancy, Trg & Devpt 2- 5 Years Long term plans Projected (includes Trainees) Succession plans, recruitment, restructuring, redundancy, Trg & Devpt More than 5 Years Perspective plans Labour mkt, education system Succession Plans, MDP, OD, redeployment, job restructuring Forecasting Demand for Employees Budgeting Statistical Techniques Trend analysis Regression Probability models Qualitative Techniques Ask the experts / Delphi Technique Needs are then compared to current workforce to identify gaps and decide staffing actions. Take into account: Productivity and FTE employees Scheduling and shifts High volume / traffic times
Statistical methods for forecasting manpower Quantitative techniques Workload analysis Time series analysis Exponential smoothing Analysis of productivity and other ratios Managerial judgment Qualitative techniques Delphi technique Nominal group technique Workload analysis Classification of work Forecasting the no. of Job Converting projected jobs in man-hour Converting man-hour requirement into manpower requirement. Tutorial 1 Planned operation during year 2008 = 2,00,000 units Standard man-hour needed to perform each unit in 2008= 0.25 Working ability of employee = 4% Calculate manpower needed for year 2008. Ans: 25 person Tutorial 2 : Workload analysis Job catagory Hrs. Per job Year forecast 2002 Year forecast 2003 Year forecast 2004 Year forecast 2005 Related to meter 0.75 15 13 11 8 Related to installation 2.50 85 95 110 125 Related to maintenance 1.50 27 35 41 45 Related to emergency calls 1.10 10 8 6 4 Assumptions: 1. 20% fatigue allowance 2. 20% leave reserve Time series analysis Components Trend Cyclic variation Seasonality Random fluctuations Trend Analysis Study of firmss past employment needs over a period of years to predict future needs. Initial estimate of future staffing need Scatter diagram
Tutorial : HRP of an hospital No.of beds : 200, 300, 400, 500, 600, 700, 800, 900 No. of nurses require: 240 260 470 500 620 660 820 860
Trend Analysis of HR Demand 1997 $2,351 14.33 164 1998 $2,613 11.12 235 1999 $2,935 8.34 352 2000 $3,306 10.02 330 2001 $3,613 11.12 325 2002 $3,748 11.12 337 2003 $3,880 12.52 310 2004* $4,095 12.52 327 2005* $4,283 12.52 342 2006* $4,446 12.52 355 BUSINESS LABOR = HUMAN RESOURCES FACTOR PRODUCTIVITY DEMAND YEAR (SALES IN THOUSANDS) (SALES/EMPLOYEE) (NUMBER OF EMPLOYEES) *Projected figures Moving average method Tutorial Godrej has following manpower data form their health care division for past 6 years. Forecast their manpower for year 2006, using 6 period and 4 period moving average method Year Manpower level (in Nos.) 2001 2002 2003 2004 2005 2006 500 600 800 1000 1100 1300 Exponential Smoothing Weighted factor () is used to avoid random errors F m =F t - (A t-1 -F t-1 ) F m = Forecasted Manpower F t = Forecasted Demand for previous period = Smoothing constant
A t-1 = Actual manpower required for the previous year
Tutorial: Forecasted manpower requirement for an organisation was 500, while their actual requirement was 480. Considering the alpha value of 0.4, Compute the manpower requirement for the current period Ratio Analysis Productivity ratio Average number of unit produced per direct labor employee per year. Staffing ratio Number of individual required in other jobs.
Judgmental methods Suitable Quantitative methods Small organizations without database State of transition.
Methods Bottom-up / unit forecasting Each unit/ branch estimates own need Combine overall needs (current and estimated) Top-bottom forecasting Experiences of top management and executives Delphi Technique Achieve group consensus for forecast Steps 1. develop questionnaire 2. Complilation of views 3. Return to expert with another questionnaire 4. Repeat until one consensus is achieved. Supply of Human Resources What is Supply forecasting? Measures the number of people likely to be available form within and outside the organization , after making allowance for absenteeism internal movements and promotions, wastage and changes in hour and other conditions of work. Reasons for supply forecasting: Estimates no. of people and positions in future for plan execution Clarify staff mix Assess existing staff level Prevents shortage of personnel Monitor expected future compliances with legal requirement. Forecasting Internal Labor Supply Staffing Tables Graphic representations of the number of employees currently occupying certain jobs and future (monthly or yearly) employment requirements.
Markov Analysis A method for tracking the pattern of employee promotions up through and organization. Markov Analysis for a Retail Company Forecasting Internal Labor Supply Skill Inventories Databases of employee KSAs, education, and used to match job openings with employee backgrounds.
Succession Planning The process of identifying, developing, and tracking key individuals for executive positions. Listings of current jobholders and persons who are potential replacements if an opening occurs.
Succession Planning Forecasting External Labor Supply 1. The external labour market 2. Demographic change 3. Labour immobility 4. Early retirement 5. Changing employment patterns (e.g robotics in car manufacture, computer aided design/manufacture,JIT, e-commerce) 6. Changing patterns of work (e.g part-time workers, flexible workforce etc)
Planning Human Resources Programmes Staff/skill shortages promoting existing staff, Redeployment of staff, training getting more from existing staff, Job design External recruitment
Staff surpluses stopping recruitment Natural wastage, transfer, early retirements, Reducing overtime Short-time working, redundancy, reducing subcontracted work Managerial succession planning Career planning Organisation and structure plans Performance planning IMPLEMENTATION OF THE PLAN ACQUISITION STRATEGIES: Which define how the resources required to meet forecast needs will be obtained RETANTION STRATEGIES: Which indicate how the organisation intends to keep the people it wants. DEVELOPMENT STRATEGIES: Training and development programmes UTILISATION STRATEGIES: which indicate intentions to improve productivity and cost- effectiveness. FLEXIBILITY STRATEGIES: ` How the organisation can develop more flexible work arrangements. DOWNSIZING STRATEGIES: Which define what needs to be done to reduce the numbers employed Staffing Actions Recruiting new employees Developing existing employees Retaining key employees Restructuring or redeployment Outsourcing functions Using contingent employees Reassigning shifts