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HRP

HRP

Dr.PUBR/HRP/05 1
“Where yesterday’s ‘personnel
administrators’ used to be mainly for
keeping employees and managers from
each others’ throats, today’s ‘human
resource managers’ bring together
employees and employers as a
partnership in profitable operation and
global competitiveness”

Dr.PUBR/HRP/05 MARTHA I. FINNEY 2


Define human resource planning
(HRP)
HRP is the process of getting the right
number of qualified people into the right
job at the right time. Put another way, HRP
is the system of matching the supply of
people internally (existing employees) and
externally (those to be hired or searched
for) – with the opening the organization
expects to have over a given time frame.
Dr.PUBR/HRP/05 3
The steps in the HRP process
HRP Consists of four basic steps:
1. Determining the impact of the organization’s
objectives on specific organizational units,
2. Defining the skills, expertise, and total number
of employees required to achieve the
organization and departmental objectives,
3. Determining the additional human resource
requirements, and
4. Developing action plans to meet the anticipated
human resource needs.

Dr.PUBR/HRP/05 4
Steps in the human resource planning process
Determine the impact Define the skills and Determine additional human
of organizational expertise required to resource requirements in
objectives on specific meet objectives light of current human
organizational units (demand for human sources (net human
resources) resource requirements)

Develop action plans to


meet the anticipated human
resources needs

Dr.PUBR/HRP/05 5
Organizational and human resource planning
Historical and
Environmental
factors Information from various
Economic organizational units
activity

Competition

Government
Organizational Divisional and Skills and Types and numbers
action
objectives departmental abilities of total human
objectives required resources required
Historical (demand for human
data resources)

Other

Skills
Inventory
v e Recruitment Selection Orientation Development
siti
Po

Net human resource


Attrition, layoffs,
requirements
N

terminations, early
eg
at

retirements,
eiv

voluntary
resignations
Deaths Anticipated Promotions
Discharges Dr.PUBR/HRP/05 6
Resignations charges Transfers
Retirements
Cascade approach to setting objectives

Statement of
organization’s
Top management
mission

Long-range
objectives and
Strategic plans

Short-range
performance
objectives

Division on
department
objectives

Subunit
Objectives
Dr.PUBR/HRP/05 7
The HRP Process
Company Objectives & Strategic Plans
P
Market forecast Production Capital/financial H
Objectives/Process plans A
S
E
Time horizon (short/long term)
Human Resource
Demand Forecast Human Resource
N Number Estimating Human Resource Inventory P
O Requirements based H
R Category objectives & A
M top management S
Human Resource E
S Skills approval Supply
Forcast
ACTION PLANS
•Recruitment
•Retraining
•Redundancy
•Productivity
•Retention P
H
A
Dr.PUBR/HRP/05 8 S
Monitoring and Control E
Company objectives
DEMAND FOR
LABOUR SUPPLY OF LABOUR
How many?
Present supply minus wastages
What kind?
External labour market factors
When?
Changes in hours, productivity or
Where?
working conditions
Possible and economic increases
FEEDBACK - in supply of labour
e.g. use of part-time workers
Possible
Modification
to company
objectives
HUMAN RESOURCE PLAN

Recruitment/ redundancy programme


Training and development programme
Industrial relations policy
Accommodation plan
Dr.PUBR/HRP/05 9
Human resource development
Human resource development is concerned
primarily with helping employees develop through
training, feedback and counseling by their senior
officers and other development efforts. It consists of
the following sub-systems:
1. Training
2.Organization development
3.Performance feedback and counseling.
4.System development and research.
Dr.PUBR/HRP/05 10
Strategy – linked HRP
Strategy – linked HRP is based on a close working
relationship between the human resource
department and line managers. Human resource
managers serve as consultants to line managers
concerning the people management implications of
business objectives and strategies. Line manages, in
turn, have a responsibility to respond to the business
implications of human resource objectives and
strategies.
Dr.PUBR/HRP/05 11
The purpose of a skills inventory
The purpose of a skills inventory is to
consolidated information about the
organization’s human resources. It provides
basic information on all employees
including in its simplest form a list of the
names, certain characteristics, and skills of
employees.
Dr.PUBR/HRP/05 12
Succession planning, commitment to
manpower planning, and ratio analyses.
•Succession planning identifies specific people to
fill Key position throughout the organization.
• Commitment to manpower planning is a relatively
new approach to human planning designed to get
managers and their subordinates thinking about and
involved in human resource planning.
• Ratio analysis produces a board measures of an
organization’s human resource vitality
(organizational vitality index). The index is
calculated based on the number of promotable
personnel and the number of existing backups in the
organization.
Dr.PUBR/HRP/05 13
Factors affecting the time frame of HRP
Forecast Short Range Intermediate Long Range
Factor (0 – 2 years) Range (Beyond 5 years)
(2 – 5 years)

Demand Authorized Operating In some organizations,


employment needs from the same as
including budgets and “intermediate”; in
growth changes, plans others, and increased
and turnover awareness of changes
in environment and
technology –
essentially judgmental

Dr.PUBR/HRP/05 14
Factors affecting the time frame of HRP…
Forecast Short Range Intermediate Long Range
Factor (0 – 2 years) Range (Beyond 5 years)
(2 – 5 years)
Supply Employee Human resource Management
census less vacancies expectations of
expected expected from changing
losses plus individual characteristics of
expected promotability employee and future
promotions data derived available human
from from resources.
subordinate development
groups. plants

Net needs Numbers and Numbers, kinds, Management


kinds of dates, and level expectations of future
employees of needs. conditions affecting
needed. immediate decisions.
Dr.PUBR/HRP/05 15
Statistical techniques used to forecast human resource needs
Technique Description
1. Regression Past levels of various workload indicators as sales,
analysis production levels, and value added are examined for
statistical relationships with staffing levels. Where
sufficiently strong relationships are found, a regression (or
multiple regression) model is derived. Forecasted levels of
the retained indicators) are entered into the resulting model
and used to calculate the associated level of human resource
requirements.

2. Productivity Historical data are used to examine past levels of a


ratios productivity index
P = Workload / Number of people
Where constant, or systematic, relationships are found,
human resource requirements can be computed by dividing
predicated workloads by P.
Dr.PUBR/HRP/05 16
Statistical techniques used to forecast human resource
needs….
Technique Description
3. Personnel Past personnel data are examined to determine
ratios historical relationships among the number of
employees in various jobs of job categories. Regression
analysis or productivity ratios are then used to project
either total or key group human resource requirements,
and personnel ratios are used to allocate total
requirements to various job categories or estimate
requirements for non-key groups.

4. Time series Past staffing levels (instead of workload indicators) are


analysis used to project future human resource requirements.
Past staffing levels are examined to isolate seasonal and
cyclical variations, long-term trends, and random
movement. Long-term trends are then extrapolated or
projected, using a moving average, exponential
smoothing, or regression technique.
Dr.PUBR/HRP/05 17
Several common pitfalls in HRP
Some of the most frequently encountered stumbling blocks
to HRP include
•an identity crisis,
• a lack of sponsorship by top management, an
overcomplicated initial effort,
• a lack of co-ordination with other management partners,
•a lack of integration with the organizational plan
•an organization taking a strictly quantitative approach,
• operating managers not involved and
•certain techniques inappropriately used.

Dr.PUBR/HRP/05 18
Any questions ?

Thank you

Dr.PUBR/HRP/05 19

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